supervision Skills - How to Deal With Attitude Problems

The 21 Irrefutable Laws Of Leadership - supervision Skills - How to Deal With Attitude Problems

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Some managers think attitude problems in their employees cannot be measured and therefore there is nothing that can be done. Wrong! Once you have renamed those problems as professional behaviors, you can define them, portion them, consist of them in job descriptions and even fire habitancy with them! You know the employees I mean. Some may be technically capable and may be performing the exact skills that are measured on the job.

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The 21 Irrefutable Laws Of Leadership

They do the required whole of work; they make the required whole of sales; they take the required whole of calls.They may even be good with customers. But colse to the office or workplace they have attitude plus! They are the office nay-sayers, cynics and negativists. Or they complain about everything. They criticize every supervision initiative; they go to the union with every exiguous issue. They are right out of Dilbert and they are driving you crazy. You are getting complaints from other employees who are affected and infected by their lousy attitude. Here are the steps to take to get a better cope on this issue and give yourself some solid definitions to work with.

Step One: Redefine the words attitude question to professional behavior. It's perfectly uncostly to expect and receive professional behavior from your employees. That includes their behavior with customers, vendors, other departments and within your own division with other employees. These are the internal customers.

Step Two: If at all inherent get your Hr division to consist of the words professional behavior in every job report in your organization. It might read something like this: "Employees are required to demonstrate professional behavior in performing their job." More later on that work demonstrate. A straightforward statement like this one in every job report gives managers and supervisors what they need to work with their employees.

Step Three: If at all inherent get a section in every performance estimate form that uses the term professional behavior. It can be a straightforward statement like, "Employee demonstrates professional behavior when dealing with internal staff and external customers and vendors." I say do steps two and three if at all inherent because if you work in government, non-profits, or very large organizations you may have mystery getting this complete unless the Hr division is open to it or it doesn't clash with one of the myriad of rules, regulations, or laws that lawyers deal with. In that case you may want to skip these two steps and go right to whole four.

Step Four: Call a meeting with your staff and allow the group to define what professional behavior is in your exact division or team, doing your exact work. One way to begin is to ask first how professional behavior looks with customers; then ask if those same things apply to the internal customers. Practically all of them do. But they may come up with added things such as cooperating with other team members. (I prefer the term collaboration.There is an important difference!) Or arrival back from breaks and lunch on time, or accepting responsibility for inescapable jobs or for errors when made. The real point is to let your habitancy define what professional behavior looks and sounds like in your area. In determination terminology these are the outputs or outcomes you want. Ensure that your team's grumps are in on and active in this discussion. Refine and release these guideline for professional behavior and allow staff members to amend or add to them. When complete, give every person a copy. Now you have codified what professional behavior is in your department.

Step Five: The next time you survey staff members not following the guidelines, you have something concrete to use when having a consulation with the employee. The conversation can be straightforward and short. "Gerry, today I heard you telling Joan you were too busy to help her with the year end results. You sounded curt and vexed to me. As you know we have agreed to pitch in and help Joan each year at this time. In increasing we have a professional behavior guideline that says we are collaborative with our team and take responsibility for the team's work. What can you do to make time to act expertly in this matter?" Or you may say, "John at the last three meetings you have said negative things about our progress on the Leads Project. Your continual negativity about this and other things puts a pall over the group. Other habitancy clam up and we don't get the enthusiasm we need to do a good job on the project. I would like you to act expertly on this matter as is stated in our professional behaviors guidelines. If you have concerns about the project please come directly to me in the future."

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