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posted by Kim Benedict on Monday, 23 February 2015
posted by Kim Benedict on Sunday, 15 February 2015
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Relevant Musings

Current thoughts on leadership.

Tag: human resources

Nine Minutes to Monday...even though today is Wednesday

Yep, it's Wednesday, but I came Nine Minutes to Monday chart today by James Robbins.  I tend to like visuals like this. As leaders, we have to keep the environment, the employees and the job in mind. If we do so, this allows for you and your employees to produce results, to excel and develop personally and professionally. 


Be honest.  What's missing in this chart for you?  More importantly, are you going to ignore it, or are you going to change what you are doing from today until next Monday? 

 

9 minutes monday

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Dealing with Difficult Employees

Most employees don’t come into the office and think “I’m going to be a real pain in the butt today.” So, why are they? It is frustrating, but keep in mind there could be many different reasons for this behavior.   It could be a short-term personal issue going on in their life, or a coping mechanism they learned at an early age. Or, maybe it’s due to a mental health issue? If it is, then this is something you should discuss with your Human Resources department before you address the situation.

 

So who are these offenders? They come in many forms:

 

Avoider

This individual will put more effort into avoiding work than actually doing their job.

 

Attacker/Defender

No matter how constructive you are with this person, they will be on the defense about most everything. They will attack you and/or other employees and do whatever they can to avoid responsibility for anything.

 

Mule

You can give this person all the valid reasons you want when it comes to changing policies, procedures or their role, but they will not give in or change how they act or work.

 

Whiners

You could get a new system to make this person’s life easier, but they will complain about it. They could earn a bonus, but it won’t be enough.   It’s like nails on a chalkboard working with this person.

 

Why do these employees continue to act the way they do? Because their managers and co-workers enable them do so!!! In many cases, they feel it’s easier to let this behavior continue because thinking it will be more painful addressing the difficult employee. But instead of enabling this person, maybe they should ask, “How is this behavior affecting the other 99% of the good employees in the department or organization?”.   It’s hard to ignore the issue when you look at it from this perspective.

 

Most of these employees can improve. It’s not always easy, but it’s doable.

 

1.  When addressing the employee about their behavior, have a plan and decide on the outcome you want before you meet with them. If you don’t have a plan of action, before you know it, they will avoid, defend, or whine their way out of the conversation.

 

2.  Hold people accountable for their actions and let them know the expectations. More importantly, if expectations and they aren’t met, the follow through on the consequences.

 

 3.  Model good communication skills and build awareness within your organization from the top down. Provide continual training and guidance on positive communication and behaviors in the workplace.

 

If you are in need of an outside, neutral source to provide guidance on employee issues, maybe it’s time to utilize an Employee Assistance Program such as The Oasis Group for managers and employees. Feel free to contact Jim Printup at http://www.theoasisgroup.net/

 

Or if you are looking for additional teamwork or leadership development sessions for your organization, contact Chris Kelly at This e-mail address is being protected from spambots. You need JavaScript enabled to view it This e-mail address is being protected from spambots. You need JavaScript enabled to view it http://www.relevantmovement.com/what-we-offer/program-menu.html

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Communication is Key

I thought I would share this BLR article with you.  What are you doing to ensure effective communication is taking place at your organization?

 

Communication tops the list of skills training provided to individual contributors, according to a survey of executives and managers from more than 700 organizations by AMA Enterprise, a division of American Management Association. AMA Enterprise provides organizations with assessment, measurement and tailored training solutions.

The survey probed development programs for individual contributors, workers who may have no direct reports, or formal leadership position. Those whose expertise is important for an enterprise’s success.

Training

Among organizations that offer development to individual contributors, two-thirds provide communication training, more than any other content type. Next are skills or competencies specific to an individual’s role, such as information technology.

One question asked was, “If your organization makes an effort to develop individual contributors, which of the following kinds of content are included in such programs? The results below show that communication development tops the list.

 

Communication 65%
Skills/competencies specific to individual’s role 60%
Leadership development 53%
Project management 49%
Interpersonal skills 48%
Collaboration 43%
Decision making 40%
Critical thinking 38%
Cultural sensitivity/diversity 32%
Creativity/innovative thinking 32%
Ethics      30%
Business/financial acumen 30%
Emotional intelligence 25%
Global perspective 14%
Other  6%

 

“Being able to write and speak, as well as, understand others is so central to the functioning of the organization that it can’t be taken for granted, even for individual contributors who don’t operate as part of a team,” said Sam Davis, vice president of AMA Enterprise.

Developing interpersonal and communication skills ensures mutual clarity and understanding when dealing with others, advised Davis. “Such training and development will help to maximize all business interactions and aid the achievement of critical goals.”

For more information on this survey, view the AMA Enterprise press release.

 

Relevant Movement is a division of www.assethr.com.

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