Leaderisticality

How to hire, train, and maintain an hourly workforce

Archive for the tag “Expectations”

Moving Towards Great… Changing behaviors that were acceptable in the past

bonsai forrestWhat Does It Take To Build And Develop A Truly Great Team?  Part 7 of a series…

Next time we will talk about how expectations for behavior and performance will be changing, and how to make this process as painless and blameless as possible.

(Cue into music)  So we’re back with part 7 of what seems to be a growing series on how to hire for, and develop a great team.  We’ve talked about hiring for qualities because they can’t be trained; about how and why we welcome (indoctrinate) our new hire; and how to start removing roadblocks that are keeping our current team members from being great.

Next up, we have to change our team member’s expectations for service, performance, and behavior. 

If we have been leading this team for some time, we have allowed the team, as well as the culture, to become whatever it has become.  We have allowed the current standards to develop, and our actions (or lack thereof) have allowed the current culture to be the norm.

In the end, it really doesn’t matter if we are new to the team, or if we have been the team Leader, our goal is the same… we need to change the standards, the expectations, and the culture of our team.

I have found, through trial and more error than I’d like to admit, that the best way to go about this is accepting responsibility for the current state of affairs.  Even if you are new to the team, accepting responsibility for allowing the current reality will go a long way in beginning to develop trust with your team members.

Blaming the past Leadership, even if you don’t feel as if you are bad mouthing them, will certainly turn off a number of your team members.  It seems that the most simple and productive way through this is to tell ourselves that they did the best they could with the tools they had (because that is exactly what they did), and our job is to move forward from where we are now.

So, to continue changing the expectations for our team, we will need to address the behaviors or standards that were acceptable in the past, and state clearly what will be the standard moving forward.  These conversations will happen with individual team Leaders, team members, department teams, and with our entire team gathered together for a whole team meeting.

I realize that I write very differently than most, in that I try to spell out exactly what to do in order to achieve the results I describe.  This makes for longer posts, as well as fewer bullet points, so I hope you’ll bear with me.

Perhaps a few examples are in order…

We’ll start by talking about why we feel the need to make these changes, with honesty and transparency.  This is the only way to move forward and have any chance of achieving great.

You will own all responsibility for allowing the current conditions and standards of behavior… If you are not willing to do this you will not achieve great!

The more open and honest you are with your team members the better the odds they will trust your intentions and want to move forward with you.

So… I’ll list some examples of behaviors with the one successful way I have found to state how things will be changing.  This is not necessarily the only way to go about this, just the way I’ve found that works.

In the past, it’s been OK to complete and turn in your period end inventory without being audited by store Leadership.  Moving forward, you are responsible for getting a member of store Leadership to audit your inventory before handing it in.  This is not a punishment, nor is it because I do not trust you… it is simply a smart way of double-checking important work.  We all make mistakes, and using another pair of eyes is the best way to run our business.

In the past, I have allowed people’s attention to be on cell phones and laptops during meetings, instead of what was happening at the meeting.  Moving forward, cell phones will be put away, and laptops will be closed during meetings so we can all be present and participate in the running of our business.

In the past, team members have been allowed to have phones in their hands while on the clock, and on the sales floor.  Moving forward, once clocked in (and not on break or lunch) we will focus on our work, and our customers.  Cell phones are distractions, and so should not be in our hands or used at all during work hours.  If a team member has a personal situation that they feel necessitates cell phone use or availability, they need to talk to their team Leader about it before beginning work.

In the past, it has been acceptable to turn in team member reviews past the due date.  Moving forward, reviews will be completed and filed before the due date.  If there is a reason you do not feel this is possible, you must speak to your team Leader about it 2 weeks before the due date.  Our team members deserve their reviews on time.

These are just a few simple examples, and in each, we are accepting that the behavior had been accepted in the past, so there is no consequence for that past behavior.  However, in the future, we spell out the new expectation, and explain why the expectation is changing.  Doing this right will answer most questions, and get everyone on board.

Only a few parts left… We started changing the culture of our team by hiring only great team members, and continued by addressing behaviors that need to change.  In the next few posts we’ll talk about how to create a culture where feedback flows pretty freely, and where our team members ask forgiveness rather than for permission when trying something new.

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Great Doesn’t Happen By Accident… Changing expectations

What Does It Take To Build And Develop A Truly Great Team?  Part 6 of a series…

Welcome to part 6 of this series on hiring and developing a great team, specifically with an hourly workforce.  We’ve talked about hiring for qualities, correctly welcoming (indoctrinating) your new hires, and now we are moving to the next steps necessary to keep your great new hires great, as well as changing expectations for your current team members.  In part 5 we talked about helping people who do not belong on your team find their happiness elsewhere, and deciding if they really have to go, or are we acting out of fear.

Today we will focus on:

2. Changing expectations for our existing team members.

We will likely have a large number of our team members happy to be getting great new people on the team (finally!), and happy to see the worst go (what have you been waiting for?).  The rest will be swept along by the strongest force (whether it be good or evil), and while they are not the yet the great team members we’d like to have on the team, I’ve found that the ‘window’ for great team members is wider that most people think.  Many more people would be great additions to the team if they are properly trained, trusted, allowed to take chances, and if they really believe that we, their team Leaders, have their best interest at heart.

Our current team members are not yet acting like Great team members for several reasons.  As Leaders, I believe our first job is to assume that our team members are fully capable of greatness, and our job is to remove the roadblocks that are holding them back.

Some of them have had the creativity and willingness to speak up beaten out of them by past bosses.  They are now doing average work because in the past it has not been in their best interest to speak up, make suggestions, maintain high work standards, or exceed expectations.

For these people the process will include brainstorming sessions, allowing them to move forward with their ideas with little or no input from you, and rewarding and celebrating each and every time one of them speaks up, offers an idea, or provides even the smallest bit of constructive criticism.

You should expect the process of encouraging people to speak up to take some time… months at least, if not longer.  At first they will not trust you to listen to, or care about what they have to say.  The need for patience and understanding is paramount, and your ability to ride out this process will be tested.  If you are able to stick with it, the payoff will be more than worth it.

Some of them have always had each and every step of their jobs spelled out for them, and have not had the freedom to innovate, or make any decisions for themselves.  These people have been taught to follow orders, rules, and job descriptions to the letter, and the thought of changing this learned behavior could be very scary.

These people do not expect to be trusted (in fact they will likely expect just the opposite), so you must be not just willing, but eager to extend trust to everyone on your team.  People don’t need to ‘earn’ your trust… people deserve trust simply because they are people.  And as Leaders it is our job to extend trust.

Here again, we get more of what we reward and celebrate.  So… if we want our team members to take chances, try new methods, and innovate, we should celebrate and reward each and every instance.

I have found that it helps to suggest ways in which people might step out of their rigid confines (whether they are self defined, or have been defined for them by others).  We are often able to see the right answers and best course of action for others, and yet unable to see any path at all for ourselves.

Literally making suggestions about how to approach their work differently may not work, since too many people will hear our suggestions as yet more direction.  So… I’ve had success simply relating my experiences…  “When I was… I tried this…” or “I had this great team Leader who suggested that I try… I failed miserably, but because of that failure I thought of trying… which worked out great” or “I’ve seen this… or this… work in the past, and I bet you can come up with an even better way to…”

This is where celebrating every attempt will help you, because many of your team members will be hesitant to try something new for fear of failure… or more specifically, the consequences of failure.  So… having their team Leader celebrate and reward every attempt at innovation will go a long way toward helping your people break out of their old habits.

Some people have ideas or pictures of themselves that are not true, or not supported by fact.  You know the stories we tell ourselves… like: I’m not good at math… I could do everything about the next job but the financials.  For whatever reason, many of us tell ourselves, convince ourselves that we are not capable, or not able to do certain jobs or tasks … we can help people break out of these limiting molds and thought patterns.

As we develop relationships with our team members, we will begin to understand what thought patterns are getting in the way, and over time we can work on helping our team members see that these beliefs are not only false, but often the opposite is true!  They will only listen to us however, once we show them that we have their best interest at heart.

Some people have attitudes that stand in their way.  We can be too idealistic, feel that everything we do must be perfect, or that we cannot compromise at all without compromising who we are.  Attitudes like this can easily keep us from building on our strengths, getting enough tasks accomplished, or working well as part of a team.

We can help these people by showing them how this belief or behavior is getting in the way of achieving their goals.  Our first job, as usual, is to develop strong, trusting relationships.  Then, when they realize that our goals for them are the same as their goals for themselves, they will actually hear us when we talk to them about how these attitudes (which then affect their behaviors) are keeping them from achieving their goals.

To sum up… to move our current team members from average to great, our first steps are to build strong, trusting relationships; assume there are obstacles keeping them from being great; removing the obstacles and roadblocks we can remove; helping our team members develop new habits and overcome old patterns; and rewarding and celebrating every attempt towards the behaviors we need to see more of.

Next time we will discuss how our expectations for performance and behavior need to change in order to achieve great, as well as how to relate these changes to our team.  As the past behavior of the team is exactly what we allowed it to be, we need to fully own our responsibility in order for the team to accept the needed changes.

How To Hire Hourly Team Members Part 16… The Right Way to Welcome Your New Hire onto the Team

So… now where are we?  Oh yes… We have our Leadership team on the same page about what is actually happening on our team, what we need to change, and who is responsible for what, right?  Right!  They should also be pretty amped up if you did it right.  You listened to them tell you what was happening on their shifts without judging them (perhaps for the first time?  Be honest… it’s a good thing!)  You did more than just allow them to participate in coming up with goals for the team, you made sure they were all participating, right?  Great!  You also made sure that they know how you feel about them… how much you appreciate them, trust them, etc… right?  Ok… fix whatever you need to fix and I won’t tell anyone.   It’s up to you to get this right if you actually want to make any real positive changes on this team of yours.  No one is going to hold your hand and walk you through it, nor is anyone going to catch your mistakes and make you go back and fix them… unless you succeeded in finding a good mentor and are sharing all of this with them.  That would be super!

If you have yet to find the right mentor, keep working at it.  I should mention again that the right mentor is someone who thinks differently than you do.  Someone that pretty much everyone seems to like and respect.  Someone who is not your friend already… they will not be likely to give you honest, in your face feedback about what you are doing wrong.  It’s a little like being in school… there was always the easy teacher, maybe a few others who were OK, and then there was at least one who had a reputation for being really tough… gave the hardest tests, and expected the most out of their students.  Remember?  That’s the person you want to ask to be your mentor.  You want the best… only the best can teach you how to be the best.  So put away your fears and find the best leader… the person you think might be toughest on you since you don’t agree with them about much, and ask them to help you develop your leadership skills.  Do it today.  Now.  There is little that you can argue is more important for your career and long term success.  Now.

We also have our newest hire who, if you did it right, will be full of spit and vinegar, and excited to play an important role on your team.  Now for an important question… how long do you think that great attitude and energy they are bringing with them will last if you just throw them to the wolves (so to speak)?  How long until they work with several team members who want everything to stay just the way it is?  How long will it take, when they show up and find out that your workplace is not so much as you described it, for them to lose that positive energy, and settle into being a mediocre worker?  “This is just like the last place I worked”… I can hear them now.

You cannot allow that to happen.  But what can you do?  Well… this is what.

You will prepare the stage for them before their arrival.  Remember that you included one or two of your best team members, the clone worthy ones and your future apprentices, to your Leadership team building meetings?  You did that right?  Good!  Now that pays off.  You will already have assigned one or both of these people to train your new hires and continue the indoctrination.  We keep up their energy, and keep them excited.  As we hire more great people they will help the team gain some positive momentum, and only if we keep on top of it.  So…

You will welcome them on their first day.  You will do it.  Anyone else can be there, and you will welcome each new hire.  You are their team Leader.  You are in charge.  You will be there for their reviews.  You have already indoctrinated them, and since you are the one who recognized their potential and energized them, only you have the power to keep them moving along the right path.  Your workplace is filled with people who can derail your new hire, and only you can keep them on track and maintain their momentum.

You introduce them to the person who will be training them, and your new hire will spend their shift working with, talking to, taking breaks with, eating with, and ending their shift with their trainer.  You can be in the mix, as can your trusted apprentices.  You will do this for the first week or two.  Yes go ahead… I can hear it already… how you can’t afford to do that; how you need them to be working on their own; how you can’t have 2 people doing one job for that long; that’s not how we do training here; blah blah blah…  So let’s go over this again.  Are you happy with the current culture in your workplace?  Are you happy with the quality of your current team members?  Are you achieving your goals at work?  Are you developing your own leaders, and are you seen by others are the person to go to when they want a great person for their team?

If yes… That’s great!  Good for you!  I would encourage you to take a look around and find the struggling leader who needs your help… mentor them, write a book, start a blog… so many people need your help!

If not, this is what you need to do to change your team and achieve your goals.  It will not be easy.  If you want results that are different from those you have been getting you will need to do things differently.  You need to invest time and energy not only in hiring the best people, but also training them, mentoring them, praising them, and all of the other things we’ve talked about so far.

This will come up again.  How badly do you want to achieve your goals?  How badly do you want that high functioning team?  Then shut up and let’s get to work.

You will maintain a close relationship with this and every new hire for the foreseeable future.  These are your future apprentices and Leaders.  You will make mistakes, and drop the ball… that’s expected.  And… you will pick it right back up and get back to work.  You cannot allow your new hires to be indoctrinated by those team members you would love to see off your team.  And that is exactly what will happen if you allow it.

This is a key… Whatever you allow, you choose!  You read that right.  If you allow it to happen, it is the same as if you chose it.  Chew on that, and take a good hard look at your workplace.

Choose to accept nothing but the best from your new hires.  Choose to invest your time and energy into keeping them excited about working with you, and I guarantee you will be very happy with the dividends you reap.

Next time we’ll talk about (maybe we should have already talked about it) the meeting you will have with your entire team.  It’s time to share your vision and your new expectations.

Oh… and if you like the blog please like my facebook page.  Thank you!

I also wanted to share an article I read today…  I read a huge number of leadership articles and blogs, however I only share the ones that pretty much completely agree with.  So there!

10 Things Great Bosses Do

Oh… and this one too…

Use “Shared Vision” to Get Better Performance With Less Effort

How to Hire Hourly Team Members part 15… Don’t Onboard… Indoctrinate!

OK… so look. Here’s what let’s do. I’m kind of caught in the middle of finishing up our hiring process and the beginning of how to create a leadership team (which is necessary to keep these great hires and turn our team into a leadership development machine), so… I’ll take a very short time (hopefully just one post) to go over the process of indoctrinating our new hire, and then get back to building our team. K? K.

As homework, you should start reading one of two books… your choice.
How to Win Friends and Influence People by Dale Carnegie or
Developing the Leader Within You by John C. Maxwell.

We need to start developing the foundations of your Leadership. Now…

We’ve talked about the need to personally indoctrinate our new team members, and I know what some (many? ALL?) of you are thinking. You are thinking WHAT? Steve, I have way too many important things to do. I cannot sit here for what now, a total of 2 hours talking to this one hire! That’s crazy! I’ll just have one of my apprentices do it, and it won’t take more than 10, maybe 20 minutes. So I’ll say you can certainly do that. And… you might as well put all of your energy into meditation and other ways to accept what is, because nothing is going to change on your team. This new hire will join the ranks and your team will continue along it’s current trajectory. If everything is going exactly the way you want it to, and you are achieving all of your goals, you certainly don’t need me telling you what you need to change.

On the of chance you are not achieving all of your goals, and your team is not as high functioning as you’d like, then please read on…

We need to start where we are. You may have inherited this team, you may have done your best to build it from scratch, and it really doesn’t matter… You’ve done the best you could with the tools you had. So we probably have a mixed team. If you graded each team member from 1 to 10 (10 always being best) and graphed the results it would likely look like a parabola. A couple of great people, a lot of mediocre people, and a few you really regret hiring… if you could you would wish them into the corn field! Wishing won’t change anything, so we have to work with what we have.

We cannot just throw our new, better than average hire, that we’ve spent so much time and energy on, to the wolves so to speak, and hope they help us turn the team around. It simply does not work that way. It’s kind of like driving up a long steep grade in a vehicle with an underpowered engine. You have to stay on it if you want to keep up a reasonable speed and reach the top.

So… we will indoctrinate our new hire for many reasons. We need to get them excited about working on our team (we’re excited about the team and where it’s going, right!?). We also need to set expectations for them from the start. In many companies there is a delay between hiring and any ‘orientation’ and training, and you may not even be involved with either one (this will make it harder, and not impossible to achieve greatness). So… it’s even more important that you get your new hire on board knowing how you define a good job; your idea of when a good team member shows up to work; your idea of why a person might call out, and how often is too often; your idea of how a person behaves when part of a team at work (this is going to be a large part of our talk, so I’ll continue it below); your interest in their feedback on workplace safety, the tasks of the job, and even how this new team member sees your impact as a leader on the morale of the team; reiterate their goals (long and short team) and talk about how you are going to help them achieve those goals (and you actually have to do it!); how other team members have moved up on the team and have earned their way into different roles, with more responsibility and money (you may not be able to do this yet, and you will); how they will be judged during a review; how their job, no matter what job it is, is a very important part of the success of the team (if this job had no impact on the success of the team you would not be paying someone to do it!); how the team’s goals came to be, and why we are all excited about them; how much you are depending on them, and how happy you are to have them on the team!

What you are doing is pretending to be (unless you are in fact) Tony Robbins… we need to excite and invigorate our new hire. We want them so happy to have found a workplace and Leader who cares about them and their goals, who values them, who understands what they have to offer, who knows they can and will succeed, and have them filled with that excitement and energy when they come back to start working.

Another key… To have a high functioning team every team member needs to feel that they are an important part of the team, and it’s your job as the leader to see that they believe it. Now back to it…

As team leaders (owners, managers, however you define your role), you probably feel that you take more ownership than anyone else. You likely feel that you care more, put in more energy, work harder, are more vested (and perhaps literally invested), and are faster at many tasks, and there are probably many more you can add… than anyone else. So… you are the only one who can infect our new hire with your energy, interest, and expectations for the team. Please do not make the mistake of leaving this all-important role to a team member, apprentice, or worse yet someone who doesn’t even work on your team (like an HR team member). Have your apprentices there to learn, and you must deliver the message. Otherwise the message will be uninspired, get watered down, and fail to have the impact we need.

From this moment forward you will be the inspiration for all of the good things that will be happening on your team. You will have to stay positive 100% of the time at work. You CANNOT bitch or complain to anyone at work! So if you do not currently have someone (probably not your spouse or partner at home) to talk to about your frustrations and issues at work, get one now. It can be a trusted peer, however they should probably not work along side you (you will end up talking about something negative at work), a professional coach, or a friend with lots of time on their hands. Work on this today.

Oh… and if you like the blog please like my facebook page.  Thank you!

I want to include a link to an HBR article Why Good Managers are So Rare. We will end up talking about the points made here later on, and for now it’s good food for thought.

How to Hire Hourly Team Members part 14… The Initial On Boarding, or Better Yet, Indoctrinating

Congratulations! We’re sitting here with our apprentice(s) and our applicant, or rather our new hire, and… now what?

Now is make or break time. Even when a person has answered our questions to our satisfaction there is no guarantee they will be great team members. It just means that they have necessary qualities to enable them to be great. It’s up to us as Leaders to bring out the greatness within them. Our first step, before we leave the table, is to give our new team member their first indoctrination. I use the word ‘indoctrination’ on purpose, because it doesn’t just mean introduction, or welcome. Synonyms include to train, brainwash, and programming… “to cause to believe something”.

Let me go back a few steps here and ask some questions of you. Are you perfectly happy with the performance of your present team? Do you have only one or two people on your team who are not up to your standards? Or is it the other way around? Do you sometimes hire great people only to see them leave before very long? Do you want to change the culture of your team? Are you ready and willing to do whatever it takes to have a high performing team, where new leaders are trained? Then we’ve got some work to do.

IT ALL STARTS WITH YOU!! And you must change the way you run the team. Starting right now!

Every negative thing that happens from this point forward is your fault. You will accept the blame for everything that goes wrong.

Every positive thing that happens from this point forward happened because of the actions of a team member, or the team as a whole. You will give away the credit for everything that goes right.

There are three things that can happen to this new hire sitting in front of you.

You will allow the current team to train and indoctrinate them, and I guarantee that the person you just spent so much time and effort hiring will join the crowd and be another mediocre team member for you to manage.

You will allow the current team to train and indoctrinate them, and once they see what your mediocre team is like they will leave at the first opportunity.

OR… YOU will indoctrinate them. You will train them (or at least dictate how they will be trained, and then follow up very closely on their training. This will be different from your normal training routine). And you will check in with them daily at first, then several times a week. Why you ask? Whether you like it or not, your team has a culture. Either you spent a lot of time and energy building and cultivating that culture, not settling for anything other than what you wanted, or the culture developed while no one was looking. If you put any new hire, no matter how good, into a culture of mediocrity, you will end up just adding another mediocre person to your team. If you are not happy with your team, you have a culture that needs to be changed. It’s a long and arduous process, and one that pays incredible dividends if you only see it through.

So… back to our new hire. We are going to sit here for another 30 to 60 minutes talking to them… Indoctrinating them. You AND your apprentices have to speak as one voice from this moment on. If there is a change in expectations from one shift to another (perhaps because a different person is in charge that day or shift) the job of changing your culture and rebuilding your team will be twice as hard. I would even go so far as to say if you have an assistant/associate/supervisor that is not on board with the everything you want to do and the new direction you want to go, you are better off getting that person off your team as soon as possible, and before expending a ton of time and energy in trying to change the culture of your team. My experience is they will minimally hold you back, by giving inconsistent expectations and rewards, and at worst they will undermine your efforts at every turn.

Do yourself a favor and make sure that everyone who will be setting the example, holding people accountable, setting expectations, and driving the team towards your goals is fully committed.

Crap… we’re off on a tangent, and it’s a necessary one, so I’ll carry on.

If you have read this far, and are really committed to hiring the best people, keeping them, and developing a high functioning team, then you need to not only make a commitment to yourself, but also include the high performing and trusted people you will be taking with you.

In order to get a real commitment from your apprentices (I think from now on I’ll just use “apprentices” to cover the people who will be leading shifts when you are not there, like shift leaders, associates, and assistants), you will need to involve them in the process of deciding what you are going to change, as well as how you are going to achieve said change. I would even suggest including your very best team members (only one or two), in particular if you use these great team members to train your new hires. People need to be part of a process like this in order to really buy into it. Their feelings, fears, ideas, and goals need to be heard. And perhaps most importantly, they need to really feel like they were heard (that’s your job.). Make sure that everyone contributes something, and has their opinions listened to. Otherwise your efforts will fail. This is a key to being a Leader.

Ok, so we’ll have what will most likely be more than one meeting with our apprentices, and first agree on our reality. If we don’t agree on what is actually happening we will never agree on what needs to change. You, as the Leader will probably want to make sure that everyone agrees with much of what you think is happening, and… just because you are the Leader DOES NOT mean you are the smartest, the best anything, or even the natural leader in the group. It just means you are in charge. Listen and you just might learn a thing or two…

Agreeing on our reality is akin to knowing where we are standing right now, while making our way through the woods with only a map and compass. If we don’t know exactly where we are right now it doesn’t matter whether or not we can use a map and compass to head in a certain direction. We’ll be heading somewhere… and will it be where we wanted to go?

So everyone on our staff needs to agree how things are. Are we at the needed level of quality with what we are producing? What level of customer service do we provide? Do we have workers we simply must get off the team (bad workers can infect those around them and keep you from making positive changes)? Are there processes or practices that are not working for us? What normal workplace standards like absenteeism, and tardiness are we expecting and allowing our workers to follow? Are the standards consistent from shift to shift? If you live in the same world in which I live, I would bet not. We must know where we are in order to move forward together. Again, it may take more than one meeting. This is neither the time nor place to blame, or call anyone out. In order to have an accurate picture of what is actually happening you need honest answers from your team. If you attach a negative consequence to ANY answer you get during this process you will guarantee that you will not get the true, whole story, and therefore will not have an accurate picture of what is happening.

In my experience I found that I had supervisors and assistants who were not following my instructions or holding the team to my expectations. The blame for this however, did not lay with them… the fault was mine. After thinking about it and being honest with myself, I let them both down (the whole team in the long run). I did not follow up with them enough. I didn’t work with them enough. I was asking them to have difficult conversations, and I failed to realize how scary and difficult these could be at first. I did not give them the tools they needed, nor did I train them correctly to use those tools. So… I had to take a step back and work with these apprentices to give them the means to accomplish our goals. I can only imagine that you will face the same reality. We’ve made assumptions about the skill set and qualities of our apprentices, and now we need to reassess those assumptions, and get it right from now on.

And… this is a key…If we believe we have the right people working with us, if we believe they are doing the best they can, and they are still not able to achieve our goals or meet our expectations, then either our expectations are too high, or something is getting in the way. Either they don’t have the skills or tools we thought they had, or something else in keeping them from meeting our goals. To fix it we need to get to root of the problem, and to do that we need our team to be honest with us. An overbearing, angry, emotional, threatening, or in any way scary boss persona will not get us the honest answers we need.

If you are not developing the kind of relationships at work that build trust, respect, and loyalty, then you should stop reading right now and make a plan to do some personal work. Get a recommendation for a therapist, a job/life/leadership coach… do something to discover the reality of where you are personally, and then you can start moving in a positive direction with the people around you.

Oh… and if you like the blog please like my facebook page.  Thank you!

Before I go I also wanted to link to this article about conflict at work. I’ve found that team members challenging each other, including the leadership team, makes for a much more creative and successful team. Enjoy! http://management.fortune.cnn.com/2014/03/11/conflict-collaboration-work/?iid=SF_F_River

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