Dealing With Performance Problems

Dealing With Performance Problems

There is no such thing as the ideal employee. No matter how great your staff, it is likely that at some point will not occur at its best. They are going through difficult times, which is well understood an instruction, or you run out of disorder, plain and simple.
It never ceases to amaze me how administrators deal with situations. Given the regularity of his presence was expected, which really should know better. These are just some examples of mismanagement of the performance I found:

Suggestion: Instead of dealing with the behavior that makes subtle hints in the hope that a wave indirect reference, or even a humorous commentary that makes the difference.
Postponement: "Every year I make a note of commercial confidentiality." Instead of sorting the problem out there and then, a person considers the matter dealt with by the person files a memorandum, which will bring it forth again, no matter how far it may be.
Prevention: The supervisor, trying to avoid dealing with the issue, trying to ensure that it is a one-time incident, and expects to leave.

Threat: "If you do not stop to answer a personal phone at work, I'll put it in your permanent record." The director tells the person what is the problem, but comes with a threat to personal attention.
These are much less than their staff deserve. When you can not solve a problem correctly, your staff a great disservice. It is your responsibility to address these issues positively. You may want to know how this is possible, but if used the right approach, people will be open to your feedback, and may even be grateful for your honesty.
How not to do!
Tips can be successful, but the chances are not great, back to employees the need to change or take it seriously.

Discounts can not change behavior - what they offer is a "Gotcha" comes to examination, which may be months away.
Evasion is useless - if you do nothing you get nothing.
Threats can have the desired effect, but you will build resentment and a culture of fear, not cooperation.
How to do it!
The old adage applies direction: "Sell, do not say!"
The concept here is that when you approach the subject in order to help employees and the reasons people change their behavior, then given the opportunity to make positive changes and greatly increase the chances sticking. When people are sold on an idea and take it themselves, which are much more likely to continue. When they understand why they have to make the change, it is more likely that they will run with it.

Instead of using words like "constructive criticism" (Actually, the recipient feels only the second half of this statement!) Try asking: "Would you be happy if I gave you feedback?" Once you have their approval, trying to make a three-point explanation:
1) Explain how the undesirable behavior can affect them and why it is in their best interest to change their behavior.
2) Explain how the undesirable behavior can affect the department, and why it is in the interest of the department to change their behavior.
3) Explain how the unwanted behavior, impact, and why it might be useful if the behavior has changed.
So back to the example of mobile phone conversation instead of the hard and fast that goes something like this: "Kerry, you use time on personal phone calls every day - it was at least half an hour yesterday this None. is an extension of your social life. Stop, or I'll put you on an action plan. "Instead, try to sell Kerry why it is in the best interest of all for her to leave her cell phone to pause.
This discussion may include points like these:

Kerry, using your mobile phone for personal calls during office hours, you make it more difficult for you to be your best work by affecting your concentration. It can stress you out, if it makes you make mistakes. In addition, you can develop the anger of people who work with you.

Many of your colleagues who have no personal calls at work, will not have to take your calls for you. Be available to talk to your customers, helping them to increase their opinion of you and our company.
I would rather spend time on strategic issues such as listening to a ringing tone. It would help me a lot if we could do with that.
One of the biggest challenges of sales compared to say is that it requires preparation and time. Some leaders justify rapid threat because they are too busy with other more important issues. What they do not realize is that the time it takes to sell is a good investment. Respecting their employees, and co-operation and understanding of gain, they promote a stimulating, honest feedback and focused work environment.

What we have not covered is that feedback is not only about the problems. One company is working on continuous improvement is also a culture of positive feedback. For every change in the behavior of the discussion, there must be at least two debates on the positive recognition of each employee - our mothers were right when they said they catch more flies with honey than with vinegar! "
When executives and managers coach employees to improve performance, instead of barking orders and threats, most of our employees appreciate the time and attention. Most staff members do not really like it when the leader to invest time and attention. After all, people are your most important asset!

Posted in: Productivity