tag:blogger.com,1999:blog-34180087815345250782024-02-19T06:49:33.055-08:00Supervisor Training and Supervisor Skills Education Blog for New and Seasoned Managers, LeadersSupervisor training, supervisory skills and supervision tips for new supervisors, seasoned supervisors, and those who want to be more effective in their leadership role. Also posting links to PowerPoints, DVDs, Videos, Web Courses, and Tip Sheet help. Catalog link at http://workexcel.comDaniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comBlogger160125tag:blogger.com,1999:blog-3418008781534525078.post-12973632357123644422023-04-11T20:15:00.000-07:002023-04-11T20:15:05.043-07:00PowerPoint DOT Reasonable Suspicion Training Mandatory Online Supervisor...<iframe width="480" height="360" src="https://youtube.com/embed/tl9NZqBAlrY" frameborder="0"></iframe>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-39955663888196092912020-12-30T05:11:00.011-08:002020-12-30T05:20:46.350-08:00Supervisor Bullying in the Workplace Is Not a Passing Faddish Complaint of Disgruntled Workers with Poor Performance<p><span style="font-family: arial;">Many managers and supervisors don’t believe they are a bullying supervisor, but often their employees disagree. It is much easier to practice bullying behaviors than many supervisor realize. <br /><br />In fact, many managers are surprised to learn than their employees view them as bullies. One idea that these leaders possess is that bullying in the workplace as a problem is more or less a fad, egged on by the media. Unfortunately, this is not the case. <br /><br />These supervisor remain at risk for large problems associated with their leadership styles. And the cost of employee complaints are enormous when you begin calculating direct and indirect costs. From turnover and absenteeism and from a disturbed home life or time-consuming processing of stress with coworkers, bullying by managers has many dominos of cost.<br /><br />Complaining about workplace bullying is not a strategy employed by workers as a manipulative means to keep supervisors at bay or a way to prevent them from being confronted for their sub-par job performance. (Well, I would say, that in the 35 years of interacting with employees and businesses while in the trenches of employee assistance programming, I have never seen this happen.)<br /></span></p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVu38FZuglHaf4hBenjXz2wPXW4_LhwwDN6JPiPoLOdjpUNwdxI24cZvzYnekctViIvBctIck6xa0hHKC6M-vtRCnbXGVd0-PsuSYzBPFH_28G6iIwDMhmgie_gKESW-pRbErG2EyCWZz0/s446/h-impression-work.JPG" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="446" data-original-width="350" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVu38FZuglHaf4hBenjXz2wPXW4_LhwwDN6JPiPoLOdjpUNwdxI24cZvzYnekctViIvBctIck6xa0hHKC6M-vtRCnbXGVd0-PsuSYzBPFH_28G6iIwDMhmgie_gKESW-pRbErG2EyCWZz0/w251-h320/h-impression-work.JPG" width="251" /></a></div><span style="font-family: arial;">In the past, this same argument (e.g., this is just a fad and a unfounded or exaggerated complaint by disgruntled workers) has been used to minimize the impact of sexual
harassment in the workplace. Today, sexual harassment is illegal. And only the most naïve manager would utter such a thing in mixed company!<br /><br />Research has
now documented sexual harassment's true cost. Bullying in the workplace is rapidly receiving
the same level of recognition, also supported by research. See the citation on
abusive supervision at <a href="http://psycnet.apa.org/record/2006-11397-011">http://psycnet.apa.org/record/2006-11397-011</a>.
<br /><br />Bullying can often be identified by simple questions. Do you ridicule employees? Have you put employees down in front of others? Have
you accused them of incompetence, kept them away from “the good assignments,”
not given them credit for their work, yelled at them, or invaded their privacy by
asking probing personal questions? <br /><br />Many of these behaviors were once considered
natural elements of the traditional workplace, but not today. Talk to the EAP
about making changes. Most employees who complain to supervisors about bullying
say they do not see substantive changes from their tormentors. This implies
that changing these behaviors can be tough. Still, you could remain at risk for
employment or legal claims if your tactics don’t shift.<br /><br />The program entitled 14 Vital Skills for Supervisors is an international sold 90 minute program for any supervisor or manager needing improved skills in engaging employees. It is not like any other program. It actually come with FOUR formats DVD, Video, Web Course, and PowerPoint (each format with sound) and is purchased by HR managers looking for the ideal product/program to bring their supervisors to the next level of awareness, sensitivity, and proactive behavior that drives higher moral and improved productivity. <a href="https://workexcel.convertri.com/see-all-14-skills" target="_blank">See the entire supervisor training program in a preview of all skills -- here</a>.</span><p></p>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-43096393248679498042019-09-13T16:18:00.001-07:002019-09-13T16:22:10.078-07:00Helping Supervisors Notice the Risks Around Them<div class="paragraph-spacing-none" style="background-color: white; box-sizing: border-box; color: #180045; counter-reset: list-1 0 list-2 0 list-3 0 list-4 0 list-5 0 list-6 0 list-7 0 list-8 0 list-9 0; cursor: text; font-family: Lato, Arial, sans-serif; font-size: 14px; padding: 0px; white-space: pre-wrap;">
Only <a href="https://smallbiztrends.com/2019/09/employee-check-in.html" style="background-color: transparent; box-sizing: border-box; color: #0066cc; padding-bottom: 0px; padding-top: 0px; pointer-events: none;" target="_blank">41% of managers</a> make a conscious effort to pay attention to their employees' well-being, according </div>
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to a recent study conducted by 15Five, a management consulting firm.<br />
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The survey was not talking about failure at being an armchair diagnostician. Rather, the survey was examining how supervisors do or do not pay attention to the signs and symptoms that should at least trigger a discussion or inquiry, and then a possible referral to help.</div>
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Personally, I am not surprised by the findings.</div>
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The pattern of detachment observed in this study is due, in my opinion, to the decrease in high touch, live-body, genuine, core technology EAPs that move within an organization offering consulting, training, promotion, counseling/assessment, and on-demand resources that produce engagement. Such organizations “think EAP.”</div>
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Only these sorts of programs (as originally conceived by the founders of the profession) are bold enough and integrated enough to reach managers with the right education, training, and consultation that can influence leadership to be proactive and manage troubled employees effectively. Anything less fails to identify and mitigate behavioral risk in the organization.</div>
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Helplines and hotlines and 800# for self-referrals run by insurance companies are nice, but they do not penetrate the risk pool of serious personnel problems--the type associated with tragedies like workplace violence. These require formal referrals and well-matched progressive discipline mechanisms. Self-referral alone won't cut it.</div>
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On a side note, consider this: Is there a link between fewer internal and EAPs as described above, and the increase in workplace shootings over the past 25 years?</div>
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Driving the study by 15Five is a nearly worldwide concern about stress, burnout, and work-life balance.</div>
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Anticipate hearing a new buzzword in the future: "work life synergy.”</div>
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This lexicon underscores the importance of stress management in our new age of 24/7 digital access to work, remote positions, working from home, and in many cases, the near impossible task of detaching from our daily workplace responsibilities. Work-life synergy is about managing stress despite the morphing of work time and personal time.</div>
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To help supervisors focus on “identifying” signs and symptoms of trouble employees, do effective supervisor training, distribute a supervisor newsletter that's actionable, like the one we’ve published for 27 years, and promote frequently your availability as an EAP or EA professional to consult on employee issues.</div>
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When promoting to management, understand that frequency is everything. Expect to have 8 or 9 touches with your supervisory staff before you see a regular flow of requests from supervisors for help. Then, do not let up.</div>
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<span style="color: #180045;">Find reasons to connect with supervisors monthly. There is absolutely no easier way to do it than using </span><a href="https://www.workexcel.com/supervisor-eap-utilization-improvement-newsletter/" target="_blank"><span style="color: blue;">Frontline Supervisor EAP newsletter</span></a><span style="color: #180045;">. It see the notes section on page two. Use it each month to connect, share news, and offer tidbits and advice on using the EAP in supervision to supervisors.
</span><span style="color: blue;"><a href="https://www.workexcel.com/content/PDF/fs-form-one-page.pdf" target="_blank">Use this form to get a subscription or a trial</a> </span><span style="color: #180045;">to Frontline Supervisor. Or consider this unique package of supervisor skills training for new supervisors and first time supervisors.
</span><a href="https://www.youtube.com/watch?v=Vkfc8lJ5pAY" target="_blank"><span style="color: blue;">Here a short video introduction of a New Supervisor Training program</span></a><span style="color: #180045;"> in Powerpoint or another format.</span></div>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-40263668117468903922019-08-26T15:04:00.000-07:002019-08-26T15:08:19.946-07:00How Do I Keep My Employees from Thinking I am Mountain Troll with A Club?<span style="font-family: "arial" , "helvetica" , sans-serif;">Did you saw that Harry Potter movie with the mountain troll busting up the bathroom with a spiked club while chasing after Harry and his friends? Many supervisors are successful at making themselves into a monster--some almost this grotesque--and more feared than respected.<br /><br />Although no one can promise that you won't be seen as a supervisor who wants to throw subordinates into a gingerbread oven, I will give you a few hot tips. Be sure to forward this Web URL to your friends. Some may need the help. <br /><br />You can access our supervisor training here at WorkExcel.com, or take a look at all 14 skills of the "Oh So Easy! Supervisor Skills Training Program" we offer at WorkExcel.com - definitely sign up for <a href="http://www.workexcel.com/content/lp/sign-up-for-free-resources/2.html" target="_blank">free tips and free handouts at WorkExcel.com here.</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">Probably the most important thing you can do as supervisor or manager do is to establish communication habits that you use daily with employees that help you improve your interactions and grow your reputation with them. You must use self-awareness and have a goal in mind to be seen in a certain light. <br /><br />Are you "simply trying to be liked?" Yes. Nothing wrong with that although people do throw that in our faces over the years. Being liked and trying to be liked is smart. It doesn't mean you aren't using common sense in your relationship with managing employees and their performance.<br /><br />When approaching an employee for any reason, lead with something positive so they do not learn to associate your presence with correcting performance, a </span><span style="font-family: "arial" , "helvetica" , sans-serif;">negative interaction, or other painful exchange. <br /><br />Ask employees for their solutions to problems, and treat them like pros, regardless of the position they hold. Intentionally interact with your employees when things are going well—get out of your office so you aren’t seen as a one-person fire department </span><span style="font-family: "arial" , "helvetica" , sans-serif;">only interacting when problems arise or things go badly. <br /><br />Participate in small talk; use these moments to learn about your employees’ needs. Praise and be in awe of their past achievements, not just the ones you witness on the job. Finally, look for roadblocks to their success. Pay attention to what is </span><span style="font-family: "arial" , "helvetica" , sans-serif;">impeding performance, and find small ways to make their lives more comfortable.<br /><br />You can learn fantastic skills from a product available at WorkExcel.com call the "Oh So Easy!" 14 Vital Skills for Supervisors Training Program. </span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Here take a look:
<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/PEj2I5LYyCU" width="560"></iframe></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b><span style="font-size: large;"><br /></span></b></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>View this program in full.</b></span><span style="font-family: "arial" , "helvetica" , sans-serif;"><b><span style="font-size: medium;"><a href="https://feerstdan.clickfunnels.com/optin-26045558" target="_blank">14 VITAL SKILLS FOR SUPERVISORS</a></span></b></span> for First-Time and New Supervisors or frustrated supervisors looking to improve their game.</span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-73773338402549086852019-07-11T10:27:00.002-07:002019-07-11T10:27:11.944-07:00New Supervisor Training: To Be Liked or Not to Be Liked...That Is Not the Question<br />
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Most supervisors want to be firm
with their employees, but also draw a balance with the ability to show empathy
and warmth. The reason are simple: Every supervisor wants to be competent in
managing their subordinates, but they also want to liked. <br /><br />"Wanting to be
liked" as a motivator is often given an undue bad rap by people, when in fact <table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8723LBNz_-21PgVFnlcfa_IVz15b_bBTIMWQ2cTJPa3o2T28lutzWMYg-0f1XnnuSTGIQTO3r0rWuRwNZnA0k55MsvaKQxtzAFqtuxE-RXAgDjjFoHViOValBBgjX8HuObTrJ61igX-8X/s1600/new+supervisor+training+first+time+supervisor-1.JPG" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="New Supervisor Training for First Time Supervisors PowerPoint" border="0" data-original-height="484" data-original-width="558" height="277" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8723LBNz_-21PgVFnlcfa_IVz15b_bBTIMWQ2cTJPa3o2T28lutzWMYg-0f1XnnuSTGIQTO3r0rWuRwNZnA0k55MsvaKQxtzAFqtuxE-RXAgDjjFoHViOValBBgjX8HuObTrJ61igX-8X/s320/new+supervisor+training+first+time+supervisor-1.JPG" title=""Don't make "being liked" a goal, but an outcome."" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">"Don't make "being liked" a goal, but an outcome."</td></tr>
</tbody></table>
it is a worthwhile goal. More often we condemn people with the retort: "You just want to be liked!" Yeah, exactly! This should not carry such a negative
connotation. The real question is the "how" of arriving at this goal that makes all the difference. As a <a href="http://workexcel.net/supervisor-training-faq-thank-you.html" target="_blank">new supervisor or first-time supervisor</a> you have an important skill to learn, and that is drawing a balance between firmness and control and warmth and being a democratic leader.<o:p></o:p></span></span></div>
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<tr><td class="tr-caption" style="text-align: center;">It's easier to be a punitive supervisor than a positive praising leader</td></tr>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: 12pt;">It's safe to say that if you are not
liked by your employees, then big problems will follow in the way of workplace
sabotage, passive aggressive behaviors, back-biting, and the like. </span><br /><br /><span style="font-size: 12pt;">Some supervisors find it
difficult to draw this balance. They may correct employees more often than they
praise them. In fact, ironically, it is harder to praise an employee than it is
to correct them. Why? The reason is also simple. Praising someone will make
feel more vulnerable to rejection as you display your softer side, than getting angry at workers and feeling more
powerful in front of them--acting one up. This is a tempting </span>elixir<span style="font-size: 12pt;"> potion indeed, and that means it is habit-worthy -- a habit you want to avoid. So, avoid being power hungry as a supervisor.<o:p></o:p></span></span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">So, how can supervisors increase
positive interactions? Keep reading to find out or see this new program called <a href="http://workexcel.net/supervisor-training-faq-thank-you.html" target="_blank">"Oh! So Easy" 14 Vital Skills for Supervisors</a><o:p></o:p></span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Supervisors need to regular establish
communication habits that they can use daily with their employees. These habits of communication will the manager improve interaction with subordinates and grow their reputations as positive, warm, dependable,
generous, and constructive leaders who know how to develop their people. All of this this translates to
"nice." So nice is not your ultimately your goal. Having employees see you as nice is in fact, a byproduct or result of your skills and
abilities in managing people effectively. Can you see that?<o:p></o:p></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Let's begin with approach employees. When
approaching an employee for any reason, the supervisor should lead with a
statement of something positive so employees do not learn to associate the
presence of the supervisor with corrective and punitive role. Avoid having your wonderful face be linked to a negative interaction or other painful exchange that becomes indelible in your employees mind. <br /><br />Supervisors must understand the power of their words
and the impact words have on a subordinate. Employees a hundred feet away can be easily be affected
by a manager's tone of voice, non-verbal behavior, even a sigh. And if you are not telling employees what you are thinking--they are making it up as they go along.</span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Key to being effective is asking
employees for their solutions to problems and work unit concerns, and treating them like pros regardless of the positions they hold -- even on the lowest rung of the
corporate ladder your employee is a professional. Make the janitor your hero expert and have them "feel" this from you, and you are on your way to being a admirable leader.<br /><br /><o:p></o:p></span></span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Supervisors, in other words, should
intentionally interact with their employees when things are going
well. Don't just interact with employees when a crisis occurs. Instead, get out
of your office so you aren’t seen as a one-person fire department only
interacting when problems arise or things go badly.<o:p></o:p></span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: 12pt;">Participate in small talk--and
remember that every word you say will be remembered, </span>indelible, and engraved in stone<span style="font-size: 12pt;">. Use these small-talk moments to
learn about your employees’ needs.<o:p></o:p></span></span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Also, supervisors should praise
employees. This is a no brainer, but as a supervisor demonstrate your awe of your employees' </span></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: 12pt;">past
achievements, not just the ones you witness on the job. You will reinforce
their enjoyment on the job, help them have a more positive day, and influence their thinking and motivation in how to engage with the organization's goals.</span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Finally, look for roadblocks to your
employees' success. Roadblocks are natural in every process or path that seeks a desired outcome, but more often employees typically try to find
workarounds and coping strategies rather than complain. You don't when in fact the manager has an instant
solution.<o:p></o:p></span></span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">To find roadblocks, pay attention to
what is impeding performance. See performance, conduct, attendance issues,
absenteeism, and tardiness or attitude problems first and foremost as symptoms
of something else, not necessarily the problem itself.<o:p></o:p></span></span></div>
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<span style="font-size: 12pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Follow these steps and you will be
liked, and the ones that will like you even more will be upper management who
have the ability to influence your career for the better.<br /><br />CLICK HERE AND GAIN FROM THESE SKILLS EVERY SUPERVISOR MUST KNOW<br /><a href="http://workexcel.net/supervisor-training-faq-thank-you.html" target="_blank">Visit this New and First Time (or Any Time) Supervisor Training in PowerPoint</a><o:p></o:p></span></span></div>
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<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-14778307023267115262018-12-19T18:44:00.001-08:002018-12-19T18:54:43.278-08:00Alcoholic Employee Spotted Coming Out of Liquor Store: To Step In or Not Step In<br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Several years ago a supervisor met with me to ask about one of his recovering alcoholic employees </span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvXVU3q1DadoIQs12B7o5CF9p5wotFHbpCRt669C5aFXv4A9RmVJh60gFaJhWQw74jBB1lDNgRE2uPIsLhu9p65svbAMW4CsJHt-t9hs7co21KR6YEwwMFZYyXK2yFl5JEYWW5idMDsE2S/s1600/drinkingemployee.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="331" data-original-width="514" height="257" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvXVU3q1DadoIQs12B7o5CF9p5wotFHbpCRt669C5aFXv4A9RmVJh60gFaJhWQw74jBB1lDNgRE2uPIsLhu9p65svbAMW4CsJHt-t9hs7co21KR6YEwwMFZYyXK2yFl5JEYWW5idMDsE2S/s400/drinkingemployee.JPG" width="400" /></a></span></div>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-family: "arial" , "helvetica" , sans-serif;">who he saw come out of a liquor store one weekend. The employee's work was satisfactory without any issues.</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">I guess it is a small town. </span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">The $64K question was, should the supervisor intervene, confront the work on Monday, report it to HR, or blow it off. What would you do?</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">This employee was in fact referred to treatment several years earlier and a last chance agreement to keep good attendance and maintain productivity was still in effect. What should the supervisor do? </span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">The answer is pretty cut and dry. Do nothing. Less you disagree, follow this path of logic and remember something important: Business organizations are all about productivity and contracts to pay for productivity. They are not business to be ambulance chasers, do-gooders, or involve themselves in the personal lives of employees. Remember as well that witnessing this incident was coincidental. It could have happened five minutes before or five minutes after the time that it did.</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">This employee may still not be drinking, but even it the supervisor saw the employee turn the bottle up on the way out the door, work performance at this point is still characterized as satisfactory. </span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">Here is what I told the supervisor. Tell me in the comments if you agree. Like any
employee, you have the freedom to contact the EAP for any reason you feel
appropriate. I encouraged the supervisor to take this step. That step is a confidential one for the supervisor, and actually has some real risk management dimensions to it.</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">Although many concerned persons would react with alarm to what you
have seen, realize that your focus should remain on the employee’s performance
and that you don’t have enough information to make an accurate judgment about
what you have seen. Your call to the EAP will be treated confidentially. Don’t
expect the EAP to provide details of your employee’s treatment or say what will
happen with the information you share. But yu can be the EAP will do a little bit of follow up to see how things are going if there is still any level of involvement still in place. There is no guarantee, but it is likely. So far, so good.</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">Focusing on performance is the surest
way to help the employee to not only be a good performer, but to also follow
through with whatever his or her program of recovery entails. </span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">Remember, you
can’t control the employee’s behavior or outcomes in his or her personal life. Realize,
too, that events such as this one frequently have simple explanations. For
example, your employee in recovery may have had second thoughts and simply left
the store, paid an old debt, or said good-bye to the clerk he never plans to
see again!</span><br /><br /><span style="font-family: "arial" , "helvetica" , sans-serif;">#supervisortraining #newsupervisor #supervisoryskills</span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Phone 1-800-626-4327 to get a 25% discount of the 14 Vital Skills for Supervisors Program this monthly only! <a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">See the 50% of each of its skills here</a>.</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Do you have a training program about Alcohol Abuse? It is a good idea to educate your employees about substance abuse because even if they do not have a problem themselves, a family member may indeed be severely in trouble, and such education always travels home. <a href="https://www.workexcel.com/dot-drug-alcohol-training/" target="_blank">Find drug and alcohol problems here</a>.</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">To learn more about WorkExcel.com, download our free materials by signing up to receive useful products on the home page here at <a href="http://workexcel.com/">http://workexcel.com</a></span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com0tag:blogger.com,1999:blog-3418008781534525078.post-24802074519570638782018-11-10T10:16:00.001-08:002018-11-10T10:16:30.328-08:00Women in the Workplace 2018: A Comprehensive Ground Breaking Research Study 2018<br /><div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px;">
<span style="font-size: 15px;"><strong>There's a</strong> lot of critical information in this new report on women <img align="right" alt="" height="233" src="https://staticapp.icpsc.com/icp/resources/mogile/791060/37c65ddbb30852502f128c3255634247.jpeg" style="border: 0px solid rgb(38, 38, 38); float: right; height: 233px; margin: 0px; max-width: 100%; width: 200px;" width="200" />in the workplace.<br /></span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px;">
<span style="font-size: 15px;"><strong>Despite</strong> the push to grow more diverse and inclusive workplaces, African American women in top management are still quite rare.<br /><br /><strong>And there</strong> are more findings in this report critical to workforce management.<br /></span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px;">
<strong style="font-size: 15px;">The new 2018</strong><span style="font-size: 15px;"> <em>Women in the Workplace Study</em> is a document you should read for three important reasons:</span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px; margin-left: 40px;">
<span style="font-size: 15px;">1) awareness for the problem of barriers to gender diversity that still exist;</span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px; margin-left: 40px;">
<span style="font-size: 15px;">2) the reliability of the information found in the document that discusses many aspects of modern day institutional discrimination; and</span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px; margin-left: 40px;">
<span style="font-size: 15px;">3) ideas about how you can make a difference in your role no matter what it might be.<br /></span></div>
<div style="background-color: white; color: #262626; font-family: Arial, sans-serif; font-size: 12px;">
<span style="font-size: 15px;"><strong>The study</strong> was conducted by the prestigious </span></div>
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<br />
<a href="http://www.icontact-archive.com/YAuysBsJ0Zzmn9lCXd4C99Oqz2AMSdZW?w=3">http://www.icontact-archive.com/YAuysBsJ0Zzmn9lCXd4C99Oqz2AMSdZW?w=3</a>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-31889741550098390472018-10-25T08:12:00.000-07:002018-10-25T16:16:26.597-07:00Managing Poor Performing Employees with An Ultimatum that Works<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">Supervision skills</a> are not just about managing employee behavior, coaching, inspiring, and</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhTDXkkWaPRyvLj5e3TH9_PrKVza17L_yVS86h_a3wooKIEoqip7vdHNmdFwZyg_mUGY0_WGvPVMkqEwpAKloeLh49PzAWU58BNx0shB2PUQAWqdx1IKsmxaQRA63e4yEUlbK_WAywz8Z0z/s1600/blacklady.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="troubled employee being supervised and leveraged into treatment or counseling" border="0" data-original-height="282" data-original-width="425" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhTDXkkWaPRyvLj5e3TH9_PrKVza17L_yVS86h_a3wooKIEoqip7vdHNmdFwZyg_mUGY0_WGvPVMkqEwpAKloeLh49PzAWU58BNx0shB2PUQAWqdx1IKsmxaQRA63e4yEUlbK_WAywz8Z0z/s400/blacklady.jpg" title="Supervision Skills for Managing Troubled Employees" width="400" /></a></span></div>
<span style="font-family: "arial" , "helvetica" , sans-serif;"> praising workers. They are also about knowing when NOT to do those things, and to instead use resources outside of the supervisor's realm to intervene with unacceptable or unsatisfactory performance. </span><br />
<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">And here is the signal for when to do just that -- when you are failing at changing behavior. </span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">When you can honestly say, "Wow, things are not changing, and my supervisory skills are not making a large enough dent!" -- Say that, and it's time to look outside the supervisory toolbox realm. </span><br />
<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">So, what's the next path? </span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">The answer: some sort of professional or counseling help with your company's employee assistance program. (Do you have one? No worries. I will discuss another suitable path.)</span><br />
<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">If you have an EAP, do not see this program as a nice self-referral benefit for employees. This is absolutely the wrong paradigm. What EAPs are, are management tools--pro-employee and pro-management, neutral source management tools to salvage workers.</span><br />
<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">Sure EAPs take self-referrals you never hear about, but they were never initially designed for that purpose. They were created to salvage troubled workers with awesome skills.</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">You do not lose valuable workers just because they are sick or temporarily nuts.<br /><br />Listen and email publisher@workexcel.com to receive the second half of this audio instruction guide<br /><br />TURN SPEAKERS UP!</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">PART 1<br /><a href="http://store-hz5io8t9.mybigcommerce.com/content/Interveen/01%20-%20Track%201.mp3" target="_blank">http://workexcel.com/content/Interveen/01%20-%20Track%201.mp3</a></span><br />
<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">PART 2<br /><a href="http://store-hz5io8t9.mybigcommerce.com/content/Interveen/02%20-%20Track%202.mp3" target="_blank">http://workexcel.com/content/Interveen/02%20-%20Track%202.mp3</a></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br />Diseases, psychological problems, and other stimuli that adverse affect performance are treatable. Repeating -- don't lose employees because of personal problems that are adversely affecting performance. <br />======================================================<br /><a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">Preview our entire world famous Supervisor Training Program here.</a><br />======================================================<br /><br />If you do not have an employee assistance program, you can still leverage job security to motivate your employee to accept help and go to a helpful resource. It's all in the wrist. By this I mean the formulation of an appropriate disciplinary action that you will promise without any doubt, to deliver and dispense in response to an incident that just occurred which represents the type of performance problems you have been discussing with your employee. <br /><br />Okay -- at this point, there is the disciplinary action sitting on the table in front of you and the employee -- what's next? What's next is up to the employee. <br /><br />Either he or she accepts a referral to a professional counselor who can determine the nature of any existing problem with a release signed by the employee to inform you about whether there is a problem or not, but not what it is. ...... or WHAM! A legitimate disciplinary action is given for the latest unacceptable infraction. Simple.<br /><br />By the way, when the employee makes the wrong impulsive choice, have small discussion and let them understand the ramifications. See below.<br /><br />Also that release should remain active so you can get phone calls reporting that the cooperation recommendations continuing. <br /><br />Remember this is all up to the employee voluntarily in order to avoid the immediate dispensing of the disciplinary action. <br /><br />Part of your conversation as a supervisor will also be to promise that participation in counseling if it is recommended or any treatment program if that should be the case, and that this will not affect or in any way impede or hamper or negatively affect the employee's job security, promotional opportunities, pay, or status with the organization, and that the entire matter will remain out of the personnel file. <br /><br />Sound like a good deal? It is!<br /><br />Let this message sink in while you are sitting there with the employee. Then ask, "what do you want to do?" If the employee says, I have no personal problems, repeat what you are offering. This is a statement the employee will use as a side door to escape this "no win" scenario (actually it is a win-win for the organization in that the problem is being resolved today.)<br /><br />95% of employees in my experience will accept the professional help, assessment, referral, and signed release of information and agreement to cooperate with a therapist over the disciplinary action. You are not diagnosing your employee. You are saying "Do you want to be accommodated in case a personal problem is contributed to these performance issues?"<br />If not, dispense the action including termination if necessary.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">So, with the above you are saving the company, not the employee. You are putting the company first.<br /><br />The disciplinary action must be appropriate, but the entire process above must be repeated up to and through termination if necessary. Eventually the employee will accept the help if a personal problem exists. Bet on it. Remember, he who care least wins, and this process is designed to protect the company with job security as powerful leverage for change.<br /><br />The process described in this post works. If you have any doubt, feel free to download the following document</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">Get your supervisors trained with 14 Vital Skills for Supervisors</a> and keep that practical training right in front of them all year long to reduce risk, increase productivity, create better engagement among your employees, and improve morale. Go here to preview our 14 Vital Skills for Supervisors education program and get all the formats at no extra charge PowerPoint training supervision skills, Web course you own, or DVD training for supervisors, and of course our favorite - videos.<br /><br />#supervisor #supervisortraining #supevisorskills</span><br />
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Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-64300229608273786772018-10-15T15:02:00.003-07:002018-10-16T07:46:22.206-07:00Supervisor Training and Skills: Pay Attention to Employee Hangovers: Signal to Get Help?<span style="font-family: "arial" , "helvetica" , sans-serif;">Hung-over workers cost employers billions of dollars per
year in lost productivity and absenteeism. Have you seen an employee come to work with a hangover? Have you notice a pattern with some employees.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><br />Although heavy drinkers and
alcoholics (approximately 11 percent of drinkers) experience more hangovers and contribute to
more financial loss, hung-over workers are more likely to be light to moderate
drinkers because there are more of them.<br /><br />All drinkers will occasionally over-use booze. In fact, this is precisely how all social drinkers know when to quit--they've experienced the toxic effects of drinking too much. Ouch. Alcoholic however lose control over their drinking, which means the time, place, amount of consumption, and what happens to them if they drink.<br /><table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><span style="margin-left: auto; margin-right: auto;"><a href="https://www.workexcel.com/v004-addictive-disease-in-the-workplace-curve-g-2/" target="_blank"><img border="0" data-original-height="733" data-original-width="1384" height="210" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilq0dqPs3tOeUaAVuvJ_tmjkjufN9YijuFLXmAA8339fwZ9nvPcwWTNfvAk0NZzSWGPnvqu9EiIopk9pEDEUsSk6ruYzADQE_jjy8aAEPxlRjCOizVS5aB856ymcD1heOe47RpNxK3Aj2v/s400/curve.jpg" width="400" /></a></span></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="https://www.workexcel.com/v004-addictive-disease-in-the-workplace-curve-g-2/" target="_blank">CLICK THE LINK TO JUMP TO THE SUPERVISOR TRAINING HANDOUT ON WORKPLACE SUBSTANCE ABUSE AND THE PROGRESSION OF SYMPTOMS YOU WILL SEE IN THE WORKPLACE.</a></td></tr>
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<br />Don't think that a hung-over employee is more likely to be an alcoholic or is a troubled employee automatically. The key is a pattern of problems. <br /><br />Alcoholics do have hangovers, but social drinkers do too. A hangover means you drank too much, or at least enough to feel the affects of acetaldehyde - a metabolite of digested alcoholism and a toxic substance. Most people return to this nasty experience with long periods of avoidance in between. Alcoholics not so much. They have more frequent hangovers.<br /><br />Some people can get a hangover from
just a couple of drinks. Coming to work with a hangover can pose substantial
risk to yourself<sup> </sup>and others even if you have a zero blood-alcohol
level. So here's is a bit of advice. <br /><br />Take a look at this chart above ( <a href="https://www.workexcel.com/v004-addictive-disease-in-the-workplace-curve-g-2/" target="_blank">click to see the supervisor training handout -- or click here</a> ) to get the supervisor training handout. Give it to your supervisors. Yes, it is $17, but it is also reproducible forever. I call it supervisor training for substance abuse on one sheet of a paper.<br /><br />Use your company's EAP and refer employees with patterns of problems before crises begin.Document efficiently. The handout will help train supervisors because it has the right signs and symptoms it that can be relied upon for documentation.<br /><br />Check out -- see it all -- our <a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">14 Vital Skills for Supervisors--our supervisor training and skills program is used world-wide.</a><br /></span></div>
<br />
<a href="https://www.bloglovin.com/blog/11467131/?claim=f5fc8v5538j">Follow my blog with Bloglovin</a>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-55516363764524647892018-10-04T10:45:00.001-07:002018-10-04T10:46:04.627-07:00Supervisors and Leadership: Helping Your Employee Generate and Act on Great Ideas<br />
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<span style="font-weight: normal;"><span style="font-family: "arial" , "helvetica" , sans-serif;">You have many employees with great ideas. These ideas might be for new products, new processes, or even management ideas you can employee as a supervisor. Can you do anything as supervisor to help your employees not only consider great ideas, but not forget about them? Imagine the ideas that float around in your employees minds. Here's how to empower these workers to win for themselves and the work organization. <br /><br />Let's assume therefore that you have had employees with amazing ideas in the past but</span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1R98PGPBX8yfPP-w-qHYDf5a4PJHlFRsHqO48fLdMrSCgiDnDtVCv535UIayL8a0frtpMN8CX5JYDnUebG7mJ-BkFNuBUm-171dX_f06lJb9PaZ-NL_2cf8tDTRV5xACJeKJrE12jETa2/s1600/Sbig-idea.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Supervisor Training Course in PowerPoint and Supervisory Skills Video" border="0" data-original-height="280" data-original-width="224" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1R98PGPBX8yfPP-w-qHYDf5a4PJHlFRsHqO48fLdMrSCgiDnDtVCv535UIayL8a0frtpMN8CX5JYDnUebG7mJ-BkFNuBUm-171dX_f06lJb9PaZ-NL_2cf8tDTRV5xACJeKJrE12jETa2/s320/Sbig-idea.jpg" title="Employees with great ideas don't always take action--supervisors can help" width="256" /></a></span></div>
<span style="font-family: "arial" , "helvetica" , sans-serif;"> they didn’t act. Start with awareness for why employees give up on their great ideas. New
ideas often challenge the status quo and, when examined, feel as if they are outside one's comfort zone. Help employees to feel comfortable challenging their comfort zones. And don't forget you told them to do so! <br /><br />Remind your employees that it is not you that is holding them back. It's them, more than likely. In fact the following issues typically undermine great ideas. 1) Fear of
failure – what you imagine will happen if the idea flops; 2) Fear of success –
apprehension about what will be different if you succeed; 3) Procrastination –
this postpones or avoids the pain of #1 or #2; 4) Depression and anxiety –
these conditions undermine excitement (seek evaluation/treatment if you suspect
that they are holding you back); and 5) Inertia – the tendency to do nothing or
have things remain unchanged is its own force for inaction. 6) Erosion of excitement - employees with great ideas get excited, but the mind will maintain this level of excitement unless action is taken. So encourage employees to act.<br /><br />Inspiring employees, praising them, and motivating them to take action by giving them a vision that they truly covet -- one that let's them see what's on the other side of the mountain top is a critical supervisory skill. You train all the supervisors in your company to think in these dimensions with <a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">14 Vital Skills for Supervisors</a>, our worldwide appreciated and celebrated course for any corporation. <a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">Go here to see the entire program</a>.<o:p></o:p></span><br />
<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-29713270934251810582018-10-02T20:27:00.001-07:002018-10-02T20:27:10.528-07:00Anger in the Workplace: Supervisor Skills that Build Effective Relationships Can Help<span style="font-family: Arial, Helvetica, sans-serif;">Not all employees handle anger at work in the same way. Some struggle with it regularly, while others may have rare experiences that trigger them to display an unprofessional </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDYTbH2DhUwcVgvWCFQFSa1uAHtz4bEK_HPKuk1f7Sb9VO5Svs1v_reWbY-A5f7I6ym9YlwD73mdUwSF1SEgc1r5M8ZKJ12PlgQqJv6fxJlGVd6tnzNR5zJlxACEW442HTnl5-su9B4K0D/s1600/anger.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="man yelling in phone showing anger at work over some matter" border="0" data-original-height="342" data-original-width="289" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDYTbH2DhUwcVgvWCFQFSa1uAHtz4bEK_HPKuk1f7Sb9VO5Svs1v_reWbY-A5f7I6ym9YlwD73mdUwSF1SEgc1r5M8ZKJ12PlgQqJv6fxJlGVd6tnzNR5zJlxACEW442HTnl5-su9B4K0D/s320/anger.jpg" title="Anger management is reduced by effective supervision skills" width="270" /></a></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;">scene of discontent.<br /><br />As a supervisor, if you blow up at disappointments perpetrated by management or your staff, rage at inconveniences, or bark at others’
mistakes, then you probably recognize that you have an anger management problem. <br /><br />Are you still
struggling to get a handle on it? <br /><br />The change you want entails education about
anger, self-awareness, and triggers; practicing alternative responses; logging attempts
at change; practicing response tactics; apologizing to others when you slip up;
and measuring progress. <br /><br />Anger responses become ingrained, which is why a
programmatic approach is often needed to gain control in the long term. Talk to
your company's employee assistance program or a counselor to discuss the pieces above and how to turn them into a
plan that will give you results.<br /><br />Learned management and supervisory skills can help you build more effective relationships with your subordinates, and this in turn can have a major impact on anger responses. You simply learn that there are more effective ways to handle your emotions. Consider our <b>1<a href="https://feerstdan.clickfunnels.com/reverse-squeeze-page" target="_blank">4 Vital Skills for Supervisors</a></b> program for your corporate supervisors. You can preview the full program for free. Phone use at 1-800-626-4327 to learn more.</span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-66921206577302005042018-07-11T09:05:00.000-07:002018-07-11T09:05:06.135-07:00Bright and Educated Employees Who Don't Perform...What to Do.<span style="font-family: Arial, Helvetica, sans-serif;">Do you have a bright employee you know is packed full of potential, but who is not producing the work product or quality you absolutely know they are capable of? You may feel like you are pulling teeth getting them to start producing at maximum levels.<br /></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Here's how to make an impact. Typically, if your reasonable attempts to correct performance have not worked, that’s a signal to consider a referral to someone who can interview the employee confidentially and conduct an psycho-social and occupational productivity assessment to find out what is causing your worker not to measure up to their potential. How do you convince such an individual to actually do this!?!</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">It is much easier than you think, but you must know where your bottom line of low productivity expectation is located, otherwise you will not find the leverage necessary to motivate change. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">You must first identify what level of performance you expect and then stick to your guns. The failure to measure up will be the level you have determined is minimally acceptable is the justification for your referral to a professional who can perform the proper assessment.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The assessment professional will not tell you about what takes place in this meeting, but will and must assure you that your employee came to the appointment and cooperated with recommendations given. This person can be an employee assistance professional operating within EAP principles, but it can also be a privately contracted counselor third party you temporarily hire to perform this function. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">First, before confronting your employee (I will share with you how momentarily) you should consider whether you have used appropriate management tools up to this point--everything but disciplinary action. For example, proper accountability is frequently overlooked by managers although they think it exists. For example, have you set up a procedure in which your employee is obligated to report decisions to you and justify those decisions and actions as they occur? Do you have a mutual understanding about the consequences of failure to meet certain defined outcomes? This is also called “transparency” in supervision. Negative feedback (and positive) should not follow only after the fact, but should be offered before decisions are made and undesirable outcomes are produced. Accountability and transparency in supervision relationships change the mind-set of employees and for many are all that’s required to produce the results managers expect but never thought they’d see.</span><br />
<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-4557636845766866962018-06-19T13:16:00.002-07:002018-06-19T13:22:10.508-07:00The Hazards of Delay and Overlooking Employee Performance Evaluations<!--[if gte mso 9]><xml>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="mso-bidi-font-weight: normal;"><span style="color: black;">Are your employees supposed to get annual evaluations but in reality they are often overlooked or delayed? Have some employees gone 2-3 years without such evaluations. If you are like most supervisors, you do not like doing employee evaluations for a number or reasons. The first is that they are a hassle aren't they? <br /><br />Even though annual evaluations are burdensome for supervisors, not doing them can create a ton of headaches, risk to the organization, and an out of control mob of employees you can't stuff back into the supervision conformity box.<br /><br />You may notice that some difficult employees in your organization are also the ones who have not had
a review in years. These may be employees who feel empowered, manipulate and frankly, start to become bullies. They are empowered without accountability, and begin making their own rules""running the asylum. is</span></span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7HVdaz1JHcyoW60Oj-WdEwnDHvlIwRVNOmULZw_YJSQUdi3_3hFI2fYEmQkTs4WSccssxmcyPefOKSV_4FmeLVkmertKsfT3vnLQx1KSIIV6Ga_BmHmiZl9bCoVqFej1HHdaMbK_bCZg-/s1600/team.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="supervisor training course in powerpoint or videos" border="0" data-original-height="317" data-original-width="289" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7HVdaz1JHcyoW60Oj-WdEwnDHvlIwRVNOmULZw_YJSQUdi3_3hFI2fYEmQkTs4WSccssxmcyPefOKSV_4FmeLVkmertKsfT3vnLQx1KSIIV6Ga_BmHmiZl9bCoVqFej1HHdaMbK_bCZg-/s320/team.jpg" title="" width="289" /></a></div>
<span style="font-family: Arial, Helvetica, sans-serif;">the impact of not getting an evaluation regularly? In some organizations, it is not uncommon for employees to
report that they have had infrequent performance evaluations. Years may pass
between such reviews.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="mso-bidi-font-weight: normal;"><span style="color: black;">Regular performance evaluations help validate and
increase an employee’s productivity. Failure to conduct regular reviews can
contribute to problems among troubled employees because of diminished accountability
for performance and behavior. <br /><br />In many instances, behavioral problems worsen as
time passes without a realistic performance review that would otherwise argue
for change or some consequence. Some supervisors may avoid writing difficult
performance evaluations for employees with problematic performance. Each year
that passes without the evaluation makes it more difficult to write one without
surprising and angering the employee whose poor performance has long been
tolerated. You never have to worry about how to manage employees and help them reach full productivity with a program called "<a href="http://workexcel.net/supervisor-training.html" target="_blank">Oh, So Easy!" 14 Vital Skills for Supervisors</a>.</span></span></span></div>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-1282003911675993912018-04-15T21:59:00.001-07:002018-04-15T21:59:10.386-07:00Disrespect in the Workplace---How Do You Respond?<span style="font-family: Arial, Helvetica, sans-serif;">Do you see a fair amount of disrespect between coworkers on the job—things like backbiting, name-calling, gossip, and being inappropriate with jokes? Have you dismissed this sort of behavior and attributed it to stress or the economy? Have you said to yourself, well, employees need to vent a little bit. <br /><br />STOP! Don’t be fooled, it isn’t the stress, and it isn’t “just the nature of the business.” If backbiting, name-calling, gossip, and general nastiness are the norm where you work, then you’ve got yourself a respect problem—one that you need to get a handle on yesterday, if not sooner. <br /><br />Few things buy trouble like excusing bad behavior. Left unchecked, disrespectful interactions feed on themselves, growing into a culture of personal conflict and simmering resentment that will eventually undermine your mission and productivity. No one wants to work in such an environment, and your best employees certainly won’t. They’ll leave, and you’ll be stuck with the mess. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Respect is an institutional mind-set that must be promoted and practiced from the top down. As a manager, you’re on the front line in this struggle, and although it can be daunting, you have the influence and control to stop it. Consider the following programs to help gain superior skills in managing respect and employee behavior.<br /><br />1. <a href="https://workexcel.convertri.com/14-skills-for-supervisors" target="_blank">14 Vital Skills for Supervisors</a><br />2. <a href="http://workexcel.net/respect-videos-for-respect-training-videos-about-respect.html" target="_blank">Mastering the Respectful Workplace</a></span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-33186603097714024242018-04-11T06:58:00.000-07:002018-04-11T06:58:21.930-07:00Energize and Inspire Employees As A New Supervisors<span style="font-family: Arial, Helvetica, sans-serif;">Every conversation with your employees produces one of three results: positive impact, no <table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOXlKzI-4q_ECtAsDmV5dF36vOTB7MXTSxE7Jl7qxuVfW6WCP2bsHhqxD6MZa4v9N2smX4EQqotaCz6ln2xeMv_YpL_XLGa03uCutKH_CP89YtxowcagpZ0HX8AHYiJp9ajjxMsmVJk36t/s1600/14-supervisor-skills-training-powerpoint-video-web-dvd.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="Supervisor Training for New Supervisors Course and Program" border="0" data-original-height="318" data-original-width="444" height="286" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOXlKzI-4q_ECtAsDmV5dF36vOTB7MXTSxE7Jl7qxuVfW6WCP2bsHhqxD6MZa4v9N2smX4EQqotaCz6ln2xeMv_YpL_XLGa03uCutKH_CP89YtxowcagpZ0HX8AHYiJp9ajjxMsmVJk36t/s400/14-supervisor-skills-training-powerpoint-video-web-dvd.jpg" title="Supervisor Training Course at WorkExcel.com" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">GET THIS TRAINING PROGRAM AT 14 Vital Skills for Supervisors</td></tr>
</tbody></table>
impact or negative impact. You want to create as many positive encounters as possible. <br /><br />To inspire people, set their sights on a faraway goal that’s so exciting and potentially rewarding that they cannot help but covet it. Help them visualize what it’ll feel like to reach the mountaintop—to know that they gave every ounce of their effort to deliver superior performance. <br /><br />Skip the long speeches when you’re trying to inspire employees. Instead, summarize a tantalizing goal and then ask lots of questions. That will turn your workers into true believers. <br /><br />Try these techniques to engage them: Remind workers of their past triumphs. Ask them to reflect on what drove them to achieve successful outcomes in the past. Examples: “When you won the Jones account, what did you learn that you can apply to this challenge?”, “Remember your great work organizing our Hawaii convention? How about topping yourself by planning an even greater convention next year?” <br /><br />Probe to identify your employees’ source(s) of inspiration. Ask them to tell you whom they admire as a mentor. Examples might include their parents, siblings, friends or teachers. Armed with this information, you can ask each employee how his or her most cherished role model would approach the situation at hand. <br /><br />Align their interests with yours. Succinctly explain why the goal is important to you and your organization. Then give the employee a chance to chime in. Use this format: “Here’s why it matters to me. Why does it matter to you?” In terms of praising employees, ignore the conventional wisdom of dishing out daily doses of compliments to everyone you supervise. <br /><br />It’s better to recognize superior effort or performance rather than try to praise everyone, everyday. Praise resonates more deeply when you express it just before and just after an employee takes on an assignment. <br /><br />When you delegate a project, offer a brief expression of support (“Jim, you’re our expert on this, so I’m sure you’ll do a good job,” “Mary, with your work ethic and determination, I won’t have to worry about this getting done right”). And when the employee completes the assignment successfully, acknowledge the fine work (“Ray, your sophisticated analysis really helped us beat the competition,” “Jane, I appreciate you stepping in at the last minute and doing such fantastic work”). <br /><br />Praise also carries more weight when it’s specific. Go beyond saying “Good job” and give details of what you admired most about the individual’s work. Examples: “Good job staying calm with that irate customer,” “Great work answering all of those phone lines when we were swamped this morning,” “I’m so pleased that you trained those temps so quickly to use our new software.” <br /><br />Mix public and private praise. Save time in staff meetings to spotlight those employees who deserve kudos. Lead the group in a round of applause for your starring employees and ask them to stand and perhaps say a few words to the team. Their comments can prove just as inspiring as yours, especially if they thank their peers. <br /><br />Saluting outstanding performance lifts everyone’s morale; even those workers who are not basking in applause will see that you value outstanding effort and they’ll push harder to excel in the future. <br /><br />When you praise in private, maintain eye contact and avoid distractions. Speak with passion and sincere appreciation. And don’t follow praise by making a request; that can seem manipulative and undermine the goodwill you seek to establish. <br /><br />At its best, praise serves as a management tool. If you want to induce certain behavior among your team, praise individuals already exhibiting it. To spur workers to propose ways that improve operations, praise the clerk who came up with a money-saving idea. To highlight the need for superior customer service, praise service reps who inconvenience themselves to satisfy a demanding client. <br /><br />WARNING: Never praise out of obligation. If you sense an employee craves recognition, don’t feel you must find a way to compliment the person. Instead, dangle a challenge. If the employee accepts your challenge and delivers fine results, then your praise will truly matter. TIP: Nothing will inspire employees more than the opportunity to achieve personal goals that add meaning and excitement to their lives. <br /><br />Listen carefully to your employees and help them identify personal work goals—magnificent obsessions—that fit within the goals of the organization or work unit. IT’S TRUE: In survey after survey, employees indicate that they value praise, recognition and a positive, high-morale workplace more than pay. <br /><br />So, ask yourself, do you find it’s just as easy to recognize people for what they do right than to chastise them for what they do wrong. Think about this. You have reflexes, and they may be reflexes to be more negative than positive in order to feel more empowered with yourself. <br /></span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-27851849206643511202018-01-18T20:15:00.004-08:002018-01-18T20:27:22.241-08:00A Manager's Guide to Superior Customer Service<span style="font-family: "arial" , "helvetica" , sans-serif;">Sure employees get training in customer service. That's critical. But, unfortunately, there is one person who is in charge. It's the supervisor.<br /><br /> If supervisors don't know how to lead customer service teams, then all the training employees get can be for naught. Well, problem solved.</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /><a href="https://www.workexcel.com/supervisor-training-and-leadership-education-courses-online/#Management" target="_blank">Here is a course for supervisors that hits every key point.</a><br /><br />Cost: $79.00<br />CEUs: 0.3 (Contact Hours: 3)<br />Access Time: 30 days<br />Course Description<br /><br /><span style="color: #20124d;"><i><b>A Manager's Guide to Superior Customer Service </b></i></span>explores the art and science of developing a superior customer experience. Customers are vital to any organization and superior customer service can pay large financial dividends.<br />Learning Outcomes</span><br />
<ul>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Explain the concept of the comprehensive customer experience</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Discuss the case for offering superior customer service</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Describe the customer service philosophies of leading companies. including Apple,<br /> Nordstrom, L.L. Bean, and others</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Discuss the concept of performance measurements and Key Performance <br /> Indicators (KPIs)</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Describe the use of the Net Promoter Score (NPS)</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Discuss the Voice of the Customer (VoC) process</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Outline ways to build customer loyalty</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Explain how to calculate lifetime Customer Lifetime Value (CLV)</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Discuss the issues involved in managing customer service</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Describe how to establish customer service expectations</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Discuss the approach to providing customer service on different platforms (in-person, over <br /> the phone, online)</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Explain approaches for handling difficult customers</span></li>
</ul>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: large;"><b>Key Features</b></span></span><br />
<ul>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Expert-supported</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Mobile-friendly</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Accessible</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Badge and credit-awarding</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Games & Flashcards</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Real-world case studies</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"> Audio-enabled in app</span></li>
</ul>
<a href="https://www.workexcel.com/supervisor-training-and-leadership-education-courses-online/#Management" target="_blank">https://www.workexcel.com/supervisor-training-and-leadership-education-courses-online/#Management</a><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Refund Policy</b><br /><br />You may request a refund up to 5 days from the purchase date. The registration fee will only be refunded if less than 10% of the course has been completed. Completion percentage can be viewed on the Course Progress page from within the course.<br />Notes<br /><b><br />Estimated time to complete: 5 hours</b><br /><br />This course has an "Ask the Expert" feature, which submits your questions directly to an expert in the field you are studying. Questions are answered as quickly as possible and usually within 24 hours.<br /><br />This course does not require any additional purchases of supplementary materials.<br /><br />Learners must achieve an average test score of at least 70% to meet the minimum successful completion requirement and qualify to receive IACET CEU credit. Learners will have three attempts at all graded assessments. <br /><b><br />Get started here.</b></span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-62024183520211624412018-01-09T06:17:00.000-08:002018-01-09T06:23:57.193-08:00Reasonable Suspicion Training to Spot Substance Abusing Employees<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
You will not see skills in spotting substance abuse as a popular and well promoted supervisor training topic, however, every supervisor should be educated in this topic. Essentially, reasonable suspicion training is about spotting two things 1) Signs and symptoms of substance abuse actively being used in the workplace or the withdrawal symptoms thereof; and, 2) performance related signs and symptoms that may have absolutely nothing to do with alcoholism or drug addiction, but serve as the basis for a referral to a professional counselor where a personal problem, if existing--including substance abuse--can be identified and referred for treatment by a professional.<br />
<br />
<a href="https://www.workexcel.com/drugs-of-abuse-chart-for-supervisor-training-in-reasonable-suspicion-editable-reproducible-includes-ms-word-ms-publisher-pdf-formats/" target="_blank">Examples of substance abuse signs and symptoms can be found here</a>:<br />
On this chart. . . .<br />
<div class="separator" style="clear: both; text-align: left;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5ge_or5T_gBMTkIMEID7ZtfVy05TdP2XATLY6S8XbwyrcURHnqI2m8tiMTzZ_uQOUj4buttenMAvBWyja-rULZNCeumsZz9v96ZKvwaT0p-vVR97sPShopXPI0XlvswQHbjMQWTaaOXyQ/s1600/reasonable-suspicion-training-3.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="300" data-original-width="387" height="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg5ge_or5T_gBMTkIMEID7ZtfVy05TdP2XATLY6S8XbwyrcURHnqI2m8tiMTzZ_uQOUj4buttenMAvBWyja-rULZNCeumsZz9v96ZKvwaT0p-vVR97sPShopXPI0XlvswQHbjMQWTaaOXyQ/s320/reasonable-suspicion-training-3.jpg" width="320" /></a></div>
<br />
And <a href="https://www.workexcel.com/v007-60-signs-and-symptoms-checklist-g-2/" target="_blank">workplace performance related signs and symptoms can be found here</a>:<br />
On this chart.....<br />
<div class="separator" style="clear: both; text-align: left;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdsPWWkv28XbNJwktw51bSyp2FPGrPJSC4_B8Ik7OPArMPix0EP5KpgQpZX8x37G4v3nyX_f1VKscYdFtaj1TvQm67J63qkVvJ_6UW_DX3Le6bUiwkh3_BtpTqi-C9sVKfeeT45iqJQRiA/s1600/signs.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="194" data-original-width="150" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdsPWWkv28XbNJwktw51bSyp2FPGrPJSC4_B8Ik7OPArMPix0EP5KpgQpZX8x37G4v3nyX_f1VKscYdFtaj1TvQm67J63qkVvJ_6UW_DX3Le6bUiwkh3_BtpTqi-C9sVKfeeT45iqJQRiA/s320/signs.jpg" width="247" /></a></div>
<br />
Together these two sets of signs and symptoms will give supervisors most of what they need to confront an employee and refer for possible drug/alcohol use on the job or referral to an <a href="http://eapassn.org/" target="_blank">employee assistance program</a>. The video on <a href="https://www.youtube.com/watch?v=20gT7stk5as" target="_blank">reasonable suspicion training</a> located here will lead you to a non-dot and dot supervisor training option for pulling this program together.<br />
<br />
<br />
<br />
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<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-49483680294226505032018-01-03T23:57:00.002-08:002018-01-03T23:57:51.967-08:00Energize employees by taking every opportunity to recognize their contributions and urging them to excel. <span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: small;">Every conversation with your employees produces one of three results: positive impact, no impact or negative impact. </span></span><br />
<div class="separator" style="clear: both; text-align: center;">
<span style="font-size: small;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjeM-zopEgD4GvY_3lY7e_JytBLL3CV7TAbNV-m8ZTPwUo15mbTyH2fcGSbtCBsxXBGEYe8sox8Ex5T0QVbYJGAfC18Y2HKoy4lpjeHLWJ6NkAlxZ0_-kB8J_H6GrkZmwYOI64ts9Qurkzf/s1600/14v.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="course information about 14 Vital Skills." border="0" data-original-height="280" data-original-width="688" height="162" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjeM-zopEgD4GvY_3lY7e_JytBLL3CV7TAbNV-m8ZTPwUo15mbTyH2fcGSbtCBsxXBGEYe8sox8Ex5T0QVbYJGAfC18Y2HKoy4lpjeHLWJ6NkAlxZ0_-kB8J_H6GrkZmwYOI64ts9Qurkzf/s400/14v.jpg" title="Supervisor Training and Skills Development for Managers and Leadership" width="400" /></a></span></div>
<span style="font-size: small;"><br /><br />You want to create as many positive encounters as possible. To inspire people, set their sights on a faraway goal that’s so exciting and potentially rewarding that they cannot help but covet it. <br /><br />Help them visualize what it’ll feel like to reach the mountaintop—to know that they gave every ounce of their effort to deliver superior performance. <br /><br />Skip the long speeches when you’re trying to inspire employees. Instead, summarize a tantalizing goal and then ask lots of questions. That will turn your workers into true believers. <br /><br />Try these techniques to engage them: Remind workers of their past triumphs. Ask them to reflect on what drove them to achieve successful outcomes in the past. Examples: “When you won the Jones account, what did you learn that you can apply to this challenge?”, “Remember your great work organizing our Hawaii convention? How about topping yourself by planning an even greater convention next year?” <br /><br />Probe to identify your employees’ source(s) of inspiration. Ask them to tell you whom they admire as a mentor. Examples might include their parents, siblings, friends or teachers. Armed with this information, you can ask each employee how his or her most cherished role model would approach the situation at hand.<br /><br /> Align their interests with yours. Succinctly explain why the goal is important to you and your organization. Then give the employee a chance to chime in. Use this format: “Here’s why it matters to me. Why does it matter to you?” <br /><br />In terms of praising employees, ignore the conventional wisdom of dishing out daily doses of compliments to everyone you supervise. It’s better to recognize superior effort or performance rather than try to praise everyone, everyday. <br /><br />Praise resonates more deeply when you express it just before and just after an employee takes on an assignment. When you delegate a project, offer a brief expression of support (“Jim, you’re our expert on this, so I’m sure you’ll do a good job,” “Mary, with your work ethic and determination, I won’t have to worry about this getting done right”). <br /><br />And when the employee completes the assignment successfully, acknowledge the fine work (“Ray, your sophisticated analysis really helped us beat the competition,” “Jane, I appreciate you stepping in at the last minute and doing such fantastic work”). Praise also carries more weight when it’s specific. Go beyond saying “Good job” and give details of what you admired most about the individual’s work. <br /><br />Examples: “Good job staying calm with that irate customer,” “Great work answering all of those phone lines when we were swamped this morning,” “I’m so pleased that you trained those temps so quickly to use our new software.” <br /><br />Mix public and private praise. Save time in staff meetings to spotlight those employees who deserve kudos. Lead the group in a round of applause for your starring employees and ask them to stand and perhaps say a few words to the team. <br /><br />Their comments can prove just as inspiring as yours, especially if they thank their peers. Saluting outstanding performance lifts everyone’s morale; even those workers who are not basking in applause will see that you value outstanding effort and they’ll push harder to excel in the future. When you praise in private, maintain eye contact and avoid distractions. Speak with passion and sincere appreciation. <br /><br />And don’t follow praise by making a request; that can seem manipulative and undermine the goodwill you seek to establish. At its best, praise serves as a management tool. If you want to induce certain behavior among your team, praise individuals already exhibiting it. <br /><br />To spur workers to propose ways that improve operations, praise the clerk who came up with a money-saving idea. To highlight the need for superior customer service, praise service reps who inconvenience themselves to satisfy a demanding client. WARNING: Never praise out of obligation. <br /><br /> If you sense an employee craves recognition, don’t feel you must find a way to compliment the person. Instead, dangle a challenge. If the employee accepts your challenge and delivers fine results, then your praise will truly matter. <br /><br />TIP: Nothing will inspire employees more than the opportunity to achieve personal goals that add meaning and excitement to their lives. Listen carefully to your employees and help them identify personal work goals—magnificent obsessions—that fit within the goals of the organization or work unit. <br /><br />IT’S TRUE: In survey after survey, employees indicate that they value praise, recognition and a positive, high-morale workplace more than pay. So, ask yourself, do you find it’s just as easy to recognize people for what they do right than to chastise them for what they do wrong. Think about this. You have reflexes, and they may be reflexes to be more negative than positive in order to feel more empowered with yourself. <br /></span>Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-58335243753011212052018-01-01T12:11:00.000-08:002018-01-01T12:14:19.896-08:00Harassment Prevention at Work Is Much More than Sexual Harassment Education<!--[if gte mso 9]><xml>
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<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;">Less that half of all lawsuits for workplace
harassment are sexual in nature. However, sexual harassment gets the most
attention in the media. <br /><br />This is a grave error for human resource managers--to
only see harassment prevention training as something only associated with
sexual harassment. Now there is a course, only found at WorkExcel.com that
covers all the forms of workplace harassment and delivers the information
employees need in a fascinating 12 minute video, PowerPoint, DVD, or our
favorite--a web course you own and upload to your own Web site complete with
test, handout, and certification of completion to hand to your insurance
company to prove due care.<br />
<br />
Unfortunately, every company faces these risk if they have over 15 employees,
and state laws cover all employers in most cases. Lawsuits against employers
for failure to prevent many types of harassment can be enormous due to the
Civil Rights Act of 1991 which establish financial awards for workplace
violations against employers.<br />
<br />
So, there are many other types of workplace harassment and they are also
illegal. Most companies aren’t doing anything about these risks. They aren’t
providing general anti-harassment training. They are ticking time-bombs without
trained and aware employees--and supervisors who speak and act before they
think.</span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">There
are many types of illegal harassment in the workplace ranging from religious,
pregnancy, race, disability, ethnicity, and more. Making employees aware of
these forms of harassment is critical, but few organizations are doing so. Most
are just taking their chances. They don’t know where to get workplace
harassment training so they can assemble a program. They are playing with fire
without one.<br />
<br />
<b>Don't Just Do Nothing <span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Workplace
Harassment Training</span></b></span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">While
most companies do nothing about general workplace harassment training, others
have a handbook or letter from the CEO. That’s nice, but this doesn’t cut it.
What’s missing is training, awareness, and an emotional connection with the
content to influence the employees powerfully and effectively so they remember
to steer away from these behaviors at the very moment impulse strikes.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Lawsuits
cost hundreds of thousands of dollars. Out of court settlements for harassment
are common and the awards can also be astronomical. Here’s the problem. If you
get sued, you have a 60% chance of losing either way -- with an out of court
settle or a jury trial. Those are terrible odds.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">But
for $397 you can have a program to educate employees. Sounds like a bargain? It
is. <br />
<br />
Reduce your risk of lawsuits from harassment with an intense short presentation
that includes a handout and test questions. <br /><br /></span></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;">WorkExcel.com’s program will help employees
think twice because the content makes an impact. Avoiding Workplace Harassment
covers the types of harassment the U.S. Federal government has deemed illegal.
Anti-harassment training can be accomplished in about 12 minutes. There is no
fluff in this anti-harassment training program</span></span><span style="font-size: small;"><span style="font-family: "arial" , "helvetica" , sans-serif;">.</span></span><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">You
may have struggle to find a general program on harassment. There are very few.
Since you obviously need employee trained and aware, you can stop looking.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">All
business leaders worry about risk and problems of mutual employee <span data-mce-style="color: #0000ff;"><span style="color: blue;"><a data-mce-href="https://www.workexcel.com/mastering-the-respectful-workplace/" href="https://www.workexcel.com/mastering-the-respectful-workplace/" target="_blank"><span data-mce-style="color: #0000ff;">respect in the workplace</span></a></span></span>.
You can lose sleep over it. Preventing workplace harassment will help you know
you have something solid in place. </span><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">This
workplace harassment training program solves the problem with a PowerPoint with
sound (or use without sound), a Web course to document education and satisfy
risk management needs, a DVD, or a Web video you can place on your Web site.
You own these products after purchase. You control them. They are also editable
and brand-able.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">For
such a low cost, why ignore this problem any longer? You can stop thinking
about finding an general harassment program. That takes time and energy and you
are most likely to keep kicking the can down the road. You have it here:
Avoiding Workplace Harassment and you can download it after purchase today.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">The
Equal Employment Opportunity commission recommends training in harassment
prevention for all employees. And many companies make it mandatory because
their attorneys said, “do it!” What better proof of need is there?</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">When
employees are aware of boundaries and respect, <span data-mce-style="color: #0000ff;"><span style="color: blue;"><a data-mce-href="https://www.workexcel.com/e061-boosting-employee-morale/" href="https://www.workexcel.com/e061-boosting-employee-morale/" target="_blank"><span data-mce-style="color: #0000ff;">workplace morale</span></a></span></span>
improves, <span data-mce-style="color: #0000ff;"><span style="color: blue;"><a data-mce-href="https://www.workexcel.com/resolving-coworker-conflicts/" href="https://www.workexcel.com/resolving-coworker-conflicts/" target="_blank"><span data-mce-style="color: #0000ff;">conflicts are fewer</span></a></span></span>,
and productivity increases. There are also improvements in <span data-mce-style="color: #0000ff;"><span style="color: blue;"><a data-mce-href="https://www.workexcel.com/communication-tips-for-a-happier-workplace/" href="https://www.workexcel.com/communication-tips-for-a-happier-workplace/" target="_blank"><span data-mce-style="color: #0000ff;">workplace communication</span></a></span></span>.
All of it flows from education and awareness, and resulting behavior changes
that will come after training with Avoiding Workplace Harassment.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><b><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Anti
Harassment Training Pays Off</span></b></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">You
will experience fewer complaints in the HR office or directly to top management
itself that are related to harassment after offering this presentation and
having all of your employees sign a statement that they saw it and completed
the test questions. You will also sense better communication and improve
morale, and have a general sense of improved respect among employees.
Anti-harassment training pays off.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">If
you do not experience enormous paybacks as described, or you sense this unique
program from WorkExcel.com is not effective for your purposes, a full refund is
yours with no questions asked.</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Use
the shopping care on this page to order this workplace harassment training
product now. Or print the <span data-mce-style="color: #0000ff;"><span style="color: blue;"><a data-mce-href="http://workexcel.com/content/PDF/M013B-Avoid%20Workplace/M013B-Avoid%20Workplace-form.pdf" href="http://workexcel.com/content/PDF/M013B-Avoid%20Workplace/M013B-Avoid%20Workplace-form.pdf" target="_blank" title="Avoid Workplace Harassment Training and Prevention"><span data-mce-style="color: #0000ff;">Avoiding Workplace Harassment Brochure</span></a></span></span>
and fax to 843-884-0442. Request the Web course if your employees are scattered
far and wide. If you have a classroom setting you can use the PowerPoint or DVD
format. Request two formats and the less cost format (or same cost format is
50% off.)</span></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><br /><br /></span></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">You
should not wait to obtain this training program and begin anti-harassment
training. Risk exists every day and eventually these risks catch up to
employers. Don't let that be you. You want to act before bad things happens.
You want to think upstream. Be able to prove to the court that you took
"due care" in educating employees about workplace harassment
prevention. Don’t put this one off. You can download the product today.<br />
<br />
</span></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;"><b>What's in the Avoid Workplace Harassment Program? The
program includes:</b><b><br />
<br />
</b></span></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">A discussion of what Is In the Workplace Harassment Training Program<br />
<br />
</span></span></span><br />
<ul>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">When most people think of workplace harassment, they
usually imagine . . .</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">But there are other forms of harassment associated
with work and employment ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">It’s important to know about the legal definition of
harassment ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Harassment is unwelcome conduct that is based on...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Harassment becomes unlawful where ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Offensive conduct may include things ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">There are virtually no restrictions who can be
harasser. It could be...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">And the victim of harassment does not have to
be ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Has your workplace behavior ever crossed the line...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Workplace harassment is covered by Title VII of the
Civil ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">A Key Myth to Dispel</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">None of us think of ourselves as the type of
person ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">The great myth of harassment is that...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Understand Individual Boundaries</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">A little "good-nature" fun to one person may
be offensive ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">The workplace relationship unavoidably
influences ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Friends at work do not equate to college
roommates ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Even if you socialize with your coworkers off the job...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Our increasingly diverse culture has made it very
difficult ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Even ethnic, racial, or cultural jokes ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">As a rule, gauge your comments in mixed company. Avoid
negative ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">It’s okay to say ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">More specifically, the ability to be aware of your
reaction toward others, and pay attention ....</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Types of Harassment</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Almost all harassment has one thing in common...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">To be on the safe side follow this rule...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Harassment vs. Offensive Behavior</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">Although good manners and civility are the general
expectations of your employer, unlawful harassment is necessarily ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">The important point is this...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">So, how can you avoid ...</span></span></span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;"><span data-mce-style="font-family: arial,helvetica,sans-serif; font-size: medium;">The answer is to practice ...</span></span></span></li>
</ul>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-675081553814770112017-11-24T12:57:00.000-08:002017-11-24T12:57:00.887-08:00Why Is Supervisor Training Important, Even a Matter of Life or Death<!--[if gte mso 9]><xml>
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Supervisor training is important for companies that wish to
have increased productivity, efficiency, and communication between their
various departments. Supervisors who are properly trained will be able to relay
messages between upper management and lower management, thereby leading to
increased organization as a whole.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Supervisor training is a required investment for new and
experienced supervisors. Remember, supervisors serve as the link between
various departments. They must be reliable, professional, and quick on their
feet. Ineffective supervisor training will produce low quality supervisors and
also lead to:</div>
<div class="MsoNormal">
<br /></div>
<div class="ListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Overall decline of the company – If the
workforce is disorganized and fails to understand management instructions, then
the entire company will decline due to lack of communication. </div>
<div class="ListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<br /></div>
<div class="ListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Quitting employees and employers – Inefficient
supervisors are one of the top reasons why employees and employers quit their
job. </div>
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<br />
<b style="mso-bidi-font-weight: normal;">Why Communication Skills for Supervisors
Are the Most Crucial</b></div>
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<br /></div>
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Supervisors must have good communication skills if they wish
to efficiently operate and manage groups of people. If the supervisor fails to
communicate directly with upper management, then critical milestones may be
missed, which could lead to catastrophic financial consequences.</div>
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Ultimately, it is the supervisors who make sure that
information is told accurately and provided in a timely manner, so that upper
management and the workforce are on the same page. Proper communication from
supervisors will lead to:</div>
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<br /></div>
<div class="ListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> <b>
</b></span></span></span><b>Productivity</b> – The workforce will understand
their delegated tasks and work in a timely manner, which in turn will please
management and improve top-down productivity.</div>
<div class="ListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<br /></div>
<div class="ListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><b>Organization</b> – Improved organization will
eliminate errors and maximize positive outcomes. </div>
<div class="ListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Increased Morale – Proper communication may
increase the morale of the entire company, which will make the workforce feel
more valued as team members.<span style="mso-spacerun: yes;"> </span></div>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-67619640356348548292017-11-20T09:59:00.000-08:002017-11-20T10:09:17.794-08:00How to Manage and Correct the Performance of An Employee Before You Are Forced to Fire Them<span style="font-family: Arial, Helvetica, sans-serif;">If you are feeling a bit guilty because your company had to dismissed an employee for performance issues, you may be wondering whether the employee you thought had great potential, could have be salvaged or whether there was something else more you could have done to prevent this tragedy. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Take what you learn below as a method or approach for managing sub-par performers so in the future you give these employees the best shot at improvement. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">So, don't look back, but consider how many employees you will help in the future with the following. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">When you work with an employee’s
performance issues, have several very short meetings, say 20 minutes, spaced out, during
the year where you discuss the standards of performance you require. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Share
notes between each other--no secrets--and examine parameters such as quality of work,
quantity of work, attendance and availability, responsibility and
dependability, use of time, cooperation, initiative, personal appearance, ability
to accept feedback (constructive criticism), and appearance. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">First agree what constitutes
outstanding performance (what it actually looks like on each of these metrics),
but also above average, “standard”, below standard, or poor. At each meeting discuss
where the employee thinks he or she falls within these graded scales. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Critical: Discuss what
it will take to reach the next level no matter where an employee falls, and push them to reach it. This engagement supplies urgency and
motivation for most employees to keep their performance improvement "top
of mind." </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">It helps the employee also avoid complacency, and completely normal and natural response to boredom or other cognitive distortions that the employee uses to say to him or herself, "things are okay--I can kick back now." The process described above thwarts this drift to mediocrity or below.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Without short term, periodic discussions that are quantifiable in nature, as
described above, the likelihood of performance deteriorating further is high, or at least higher. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Refer
the employee at any point to your organization's employee assistance program because if something personal is in the way of achieving the required performance standard, you are not going to be able to deal with it and correct it as a supervisor. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Encourage a self-referral to such a helping program at the very beginning of this process, and at any point along the way as a formal referral if things to do not change, before half through your evaluation period.</span><b style="mso-bidi-font-weight: normal;"><span style="font-family: "courier new";"><br /><br /><a href="https://www.workexcel.com/oh-so-easy-performance-evaluation-improving-productivity-and-helping-employees-succeed/" target="_blank">Purchase a Performance Evaluation System using the methods shown above complete with with Forms, Video, and instructions at WorkExcel.com</a></span></b>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-41187721428723347412017-11-09T12:37:00.001-08:002017-11-09T12:41:47.490-08:00Documenting Poor Performance and Writing a Corrective Memo That Human Resource Managers Won't Throw Back in Your Face<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: small;">Don't tread lightly with written warnings. They are actually corrective memos that can be used in legal proceedings if there is ever an employment claim against your company filed by employees who are out to get you and it strung up. <br /><br />This model corrective memo is a training tool I developed at Arlington Public Schools and Arlington Country government, and it has all the proper moving parts to keep you out of trouble. <br /><br />Trouble? What kind? Inexactness, emotional weird statements, threats, and things you would say to your spouse in a fight like "you never listen!"<br /><br />So here's the Documenting Performance outline (by the way, stop reading this blog and get some decent training at the link to the side called "14 Vital Skills for Supervisors". It's also available in Spanish--yes, the only such program in the U.S.A or South America. <br /><br />Yes, I have looked. Nothing like it exists.<br />=================================================<br /><br />PURPOSE: Let's get this straight. The corrective memo (written warning) is a means of </span></span><br />
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<span style="font-size: small;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRvmKAlvsjWz6axU5AlKprYN0wZ2rbuI7QbTAVC0fTTWeud7fD5YdQ2i1Ik30-75AZAP4JchVV4VZhfknPzCup-lrawhwUteiNlTa-hbSqTDwEJzWdl0fMvNvE9_7O7eKcyTj2sl6iUoBV/s1600/letter.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="521" data-original-width="394" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRvmKAlvsjWz6axU5AlKprYN0wZ2rbuI7QbTAVC0fTTWeud7fD5YdQ2i1Ik30-75AZAP4JchVV4VZhfknPzCup-lrawhwUteiNlTa-hbSqTDwEJzWdl0fMvNvE9_7O7eKcyTj2sl6iUoBV/s400/letter.jpg" width="300" /></a></span></div>
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">creating a sense of urgency necessary to motivate an employee to make changes in job performance: conduct, attendance, or quality of work. It is particularly useful when corrective interviews conducted by the supervisor have not resulted in needed changes in performance. (Note: Numbers below match specific parts of the sample memo found on the back.)<br /><br />1. Write a statement of specific concern about job performance problem: quality of work, attendanc availability, conduct/behavior. Include specifics: what happened, when, dates, times, etc.<br /><br />2. Remind employee about prior conversations or discussions concerning performance issues, and when these occurred.<br /><br />3. Statement of specific negative impact or consequences for the performance problem(s) stated in #1.<br /><br />4. Statement of what changes are required and when these changes should occur.<br /><br />5. Statement of possible consequences, administrative actions, or disciplinary steps if problems continue.<br /><br />6. Statement asking employee to speak with supervisor if needed to clarify anything in corrective memo relative to changes requested in paragraph #3.<br /><br />7. Statement of support and value. Mention positive performance elements of employee (what is done well, skills, etc.) but emphasize need for change. Mention resources available to help employee with correcting problem, if applicable.<br /><br />8. Statement recommending employee contact the EAP based upon the job performance problems in case a personal problem of some type is contributing to the performance problems. DO NOT allude to your beliefs about the existence of a personal problem. An EAP referral by the supervisor is never based upon what the supervisor believes or thinks about an employee’s personal problem, but the performance issues. Insert in your letter the name of the EA professional to whom you spoke and his or her phone number. This will make it easier for the employee to follow through.<br /><br />9. Supervisor’s plan for follow-up. Provide date when this will occur. Be specific about when you will speak with the employee again to see how things are going.<br /><br />10. Thank the employee for his or her attention to the matter and end on a positive note.<br /><br />11. Send a copy to the next level supervisor, as necessary. Send or fax a copy to the EAP.<br /><br />This #11 i(If you have a company employee assistance program, do not buy into the idea that this program is only a benefit for employees. When such programs were originally created in the mid-1970's (I was there!) they were considered management tools (and beneficial to employees), not employee benefits that management should never think about. Today, they have been beaten up, bastardized, and kicked around by insurance companies and fashioned into hotlines and 800# on backs of insurance cards. You do not know if your worker has some hairy personal problem, so encourage them<br /><br />This one of many handouts in the Supervisor Training program "Oh So Easy" Supervisor Training Program of 14 Skills.</span></span><br />
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<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-43163545195168888342017-11-09T11:26:00.000-08:002017-11-09T11:26:48.428-08:00Management: Definitely Offer 10-12 Minutes of Diversity Awareness Education to Employees During the Year<div style="background-color: transparent; border: 0px none; color: #836363; display: block; font-family: Arvo,serif; font-size: 15px; line-height: 1.5; margin-bottom: 0px; text-align: left;">
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Improve Morale and Decrease Risk When You Provide Diversity in the Workplace Awareness Education</h2>
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If you are not <a href="http://click.icptrack.com/icp/rclick.php?d=YAuysBsJ0Zzmn9lCXd4C941mNnWnr64X&w=3&destination=https%3A%2F%2Fwww.workexcel.com%2Fvaluing-diversity-at-work%2F" style="color: #0e21e6; margin-bottom: 0px; margin-top: 0px; text-decoration: underline !important;" target="_blank">providing diversity awareness education in the workplace</a>,
you may want to offer about 10-12 minutes of this content during the
year . It is a lot easier to do than you think, and a lot more welcome
than you might imagine. It's all about the approach (the educational and
non-threatening approach we use.)</div>
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The
benefits of diversity awareness include reduced risk of workplace
violence, higher morale, improved communication, and most importantly,
employees who behave with tolerance toward others while not feeling
threatened by the education and awareness information they receive.</div>
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You
also acquire employees who help maintain a respectful workplace by not
acting as bystanders to abuse. It is a very synergistic topic that has
multiple layer effects for organizations. Reducing the bystander effect
is really key to more positive workplaces. I may produce a PowerPoint on
this topic alone.</div>
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See <a href="http://click.icptrack.com/icp/rclick.php?d=YAuysBsJ0Zzmn9lCXd4C941mNnWnr64X&w=3&destination=https%3A%2F%2Fwww.workexcel.com%2Fvaluing-diversity-at-work%2F" style="color: #0e21e6; margin-bottom: 0px; margin-top: 0px; text-decoration: underline !important;" target="_blank">the full unabridged program we offer here</a>. Just scroll and click the video you will see half-way down the page.</div>
<div style="margin-bottom: 0px; margin-top: 16px;">
This
program is editable, "brand-able", professionally narrated, and
available in DVD, PowerPoint, Video, or a Web course. That makes it good
for collecting certificates of participation as proof you took "due
care" in the event a legal claim ever happens for something like
discrimination. (By the way, I always recommend arm-twisting your
insurance company into a discount for reducing behavioral risk
exposures. Most states do that already for a drug-free workplace policy.
A topic like this one should be no different. See what happens. Let me
know.)</div>
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<a href="http://click.icptrack.com/icp/rclick.php?d=YAuysBsJ0Zzmn9lCXd4C941mNnWnr64X&w=3&destination=https%3A%2F%2Fwww.workexcel.com%2Fvaluing-diversity-at-work%2F" style="color: #0e21e6; margin-bottom: 0px; margin-top: 0px; text-decoration: underline !important;" target="_blank">See the program</a>.</div>
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<i style="margin-bottom: 0px; margin-top: 0px;">WorkExcel Tip</i>:
When you purchase products from WorkExcel.com, you can download them,
edit, amend, delete content, and acquire them in any of four different
formats. All web courses include test questions, handout(s),
certification, and you own web course entirely. Web courses or videos
operate from your Web server. They upload in minutes--and they are
totally self-contained with embedded PDF handout(s). We can even insert
additional handouts you might want to distribute.</div>
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Thanks Subscriber - Explore the other links to your left in this email. Phone me with questions. I anwer my own phone.</div>
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Daniel Feerst, BSW, MSW, LISW-CP</div>
<div class="paragraph-spacing-none" style="margin-bottom: 0px; margin-top: 0px;">
Publisher, WorkExcel.com</div>
</div>
Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-12579034839689031752017-10-23T16:24:00.001-07:002017-10-23T16:24:06.656-07:00Toxic Boss: Are Your Employees In the Breakroom Plotting Your Demise?<span style="font-family: Arial,Helvetica,sans-serif;"><b>Are people in the</b> <b>washroom, around the corner, and in the lunchroom calling you a toxic boss?</b><br /></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjH8RuOSKCIOz5gxpycJh3h4nzcPv4Hm1SKzKwFga5ptabh1-6g2Eq3SYc_Vvr6tzcBcEoED-5yRtmBLA8y3Wd1GyuGG8zYDONP6RZrEC1hdtEEcuUAxXkDenlvqmDpCG-UKGYk3wftmi0-/s1600/L-bully.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Are you a toxic boss in need of some coaching?" border="0" data-original-height="1200" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjH8RuOSKCIOz5gxpycJh3h4nzcPv4Hm1SKzKwFga5ptabh1-6g2Eq3SYc_Vvr6tzcBcEoED-5yRtmBLA8y3Wd1GyuGG8zYDONP6RZrEC1hdtEEcuUAxXkDenlvqmDpCG-UKGYk3wftmi0-/s320/L-bully.jpg" title="Toxic Boss and Making Changes before it is too late" width="213" /></a></div>
If so, you will be the last to know, but there are some things you may wish to consider in order to avoid heading in this direction. <br /><br />A toxic boss isn't just a morale crusher. It is a organizational liability. No, you can't change your basic personality structure, but are things you can do to improve your temperament. The term “toxic boss” is not a diagnosis of any condition, but refers to a supervisor who exhibits certain behaviors that cause employees distress. <br /><br />These behaviors include berating your employees, creating division among your employees, appearing to be concerned only about getting the job done, and overlooking important needs employees have to feel supported and treated with respect. Some supervisors generate fear among employees with their supervision style, or they act like they care about getting input from employees, but never or seldom incorporate it. <br /><br />Does this sound familiar to your supervision style? The EAP (do you have one?) can help you examine your supervisory practices and relationship with employees to improve your ability to be more productive while reducing the conflicts between you and your employees. <br /><br />In the end, both you and your organization will benefit from improved morale, reduced turnover, and many costs associated with being a toxic boss. If you don't have an EAP, a life coach will be an awesome substitute. I will be worth the few sessions you'll need to reorient yourself to approach to your human capital.<br /><br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.comtag:blogger.com,1999:blog-3418008781534525078.post-37854968178938122122017-10-23T16:12:00.004-07:002017-10-23T16:14:22.067-07:00Maximizing the Power of the Corrective Interview in Supervision: A Manager Skill for Improving Productivity<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="mso-bidi-font-weight: normal;">What
can supervisors do to help ensure that corrective interviews with
employees will not become emotional, confrontational, and ineffective?
Are their best practices for this skill? You will discover <a href="https://www.workexcel.com/oh-so-easy-14-vital-skills-for-supervisors-training-program/" target="_blank">a video here that discusses it quite effectively</a>. The goal is for you to make a corrective interview a learning experience for the employee. In this regard, you attitude </span></span></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvQ8fX441LaoJ2A1NiisANWTwlKa3I4vvi3PXz9wPTW6cc7slZXH4-9kMbL51DDDN8rU4p1seJYMdSX_Oa-ft6ObxUrFBh1SaDuyblX3JNNzWrKY0a5mTC0zVyT81YdprSKgrL8bimQRd5/s1600/african-american-female-manager-2.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="New Supervisor Training on how to correct behavior of employees" border="0" data-original-height="669" data-original-width="890" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvQ8fX441LaoJ2A1NiisANWTwlKa3I4vvi3PXz9wPTW6cc7slZXH4-9kMbL51DDDN8rU4p1seJYMdSX_Oa-ft6ObxUrFBh1SaDuyblX3JNNzWrKY0a5mTC0zVyT81YdprSKgrL8bimQRd5/s320/african-american-female-manager-2.jpg" title="How to do a verbal warning in a corrective interview with an employee" width="320" /></a></span></div>
<span style="font-family: "arial" , "helvetica" , sans-serif;">determines
the degree of success you will achieve. Never make a corrective
interview a gotcha session. It is not a point in time to vent anger or
gain satisfaction in clobbering your employee with the notes. Think of a
corrective interview as a team meeting. </span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Your first
reaction to this idea of making a supervisory meeting a team-like
experience with your employee rather than a break bad session may sound
unsatisfying. It this is the case, step back and understand that your
employee is a valuable resource or a potentially valuable resource you
want to shape. See them as a precious commodity, not an opponent.</span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><br /></span>
<span style="font-family: "arial" , "helvetica" , sans-serif;">Although nothing guarantees a corrective interview without problems, there are
things you can do to make problems less likely. Always demonstrate respect for
your employee with language and tone, and choose an appropriate meeting place.
Focus your discussion on the performance issues, not the personality or
character of your employee. Check your emotions to prevent using language
designed to elicit guilt or shame that can provoke contentious behavior. Help
your employee see correcting his or her performance as a goal you share
together. Example: “Susan, how can we work together to get your weekly auditing
reports to me on time?” Approaching your employee in this manner keeps the
focus on performance, but does not preclude a more firm and assertive
intervention later, if needed. <a href="http://workexcel.net/supervisor-training.html" target="_blank">Try the 14 Vital Skills Program</a> we placed on its own Web site to help you out and learn this and other skills more effectively.</span><br />
<br />Daniel A. Feerst - Employee Newsletter Lessons: #1 Warning How to Create a Newsletter Painlesslyhttp://www.blogger.com/profile/14234658308458423326noreply@blogger.com