Author : Marcia Zidle
Are you uncomfortable with delivering disciplinary action, even involving employees you know deserve it? You're not alone. Disciplinary action is one of the least favored tasks a supervisor must occasionally perform.Disciplining employees is so dreaded by so many supervisors that many look the other way when trouble develops, perhaps in the hope that the matter will correct itself. But most of the time it doesn't – it tends to go from bad to worse. Rather than allow that to happen, take positive steps to prevent this potential problem from becoming a real problem.Consider this simple example. Assume you have an attendance policy that calls for disciplinary action if an employee experiences four unexcused tardiness within a calendar year. A little less than halfway through the year you become aware that a particular employee has already come in late twice without getting your permission. With more than half of the year remaining, you are concerned that she will be in a disciplinary situation before year's end.Positive action begins with coaching. When the employee hits that second unexcused lateness, take that person aside and follow these five coaching steps.
Review the policy with the individual and point out the consequences that could lie ahead if the present rate of absenteeism continues.
Explain why the policy exists and why it must apply equally to all employees.
Ask the employee for an explanation– what are any influences that might be causing lateness.
Together come up with a specific plan to prevent any more unexcused lateness.
Monitor and set a time to review the employee's progress.
If employees believe you rarely notice an absence or seem to care little whether they are regularly late, this behavior will continue. But if they know you are aware of their lateness and there are consequences, they'll think twice about casually coming in late.Conscious awareness of potential problems, plus the willingness to assist employees through coaching, can go a long way toward nipping many disciplinary problems in the bud.Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management. Subscribe by going to
http://leadershiphooks.com/ and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks resources for managers on the front line and the Power-by-the-Hour programs fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Keyword : coaching, employee coaching, disciplining employees, discipline, performance management
วันอาทิตย์ที่ 24 กุมภาพันธ์ พ.ศ. 2551
Employee Orientation: Get New Hires Off To a Great Start
Author : Marcia Zidle
The good news is that a new hire orientation program offers an opportunity to build a lasting impression of the new company. The bad news is that that is going to happen whether you plan it or not. So why not get new hires off to a great start? Here are seven ways.Celebrate the new hire's arrival.
How come when an employee leaves, there's a party, but when she arrives, there is nothing to mark the occasion? Welcome new employees on day one and make them feel part of the team.Give the person a buddy.
Don't make them feel like strangers. Ask someone, who will be working with the new hire, to show him around and teach him the ropes.Get them up to speed fast.
Many new hires encounter delays and frustrations in getting the tools and training they need to be productive. Make sure they have their passwords, telephone numbers, emails, computer, etc. from day one.Let the person feel special.
Realize there is no substitute from a welcoming from the very top. If the CEO can't spend a few minutes in person with new employees, they should at least send a welcome email or voice mail.Develop a video.
Have it present what the organization does, the customers or clients, and the employees who make it happen. This personalizes the company and helps new hires become more quickly committed.Go beyond the first day.
Don't attempt to cram the employee orientation into only a few short hours. It should be spread out over their first 60-90 days. It is important for the employee to be able to absorb the information and not feel overwhelmed.Make orientation fun
You can use a scavenger hunt; play a Jeopardy game, an off-site outing, etc. One CEO pretends he is a drill sergeant and has all new employees recite the company's values statement. Put on your thinking cap and come up with creative ways to get your new hires on board.Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job – to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management.Subscribe by going to
http://leadershiphooks.com and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks – resources for managers on the front line and the Power-by-the-Hour programs – fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Keyword : employee orientation, new employee orientation, job orientation, hiring practices
The good news is that a new hire orientation program offers an opportunity to build a lasting impression of the new company. The bad news is that that is going to happen whether you plan it or not. So why not get new hires off to a great start? Here are seven ways.Celebrate the new hire's arrival.
How come when an employee leaves, there's a party, but when she arrives, there is nothing to mark the occasion? Welcome new employees on day one and make them feel part of the team.Give the person a buddy.
Don't make them feel like strangers. Ask someone, who will be working with the new hire, to show him around and teach him the ropes.Get them up to speed fast.
Many new hires encounter delays and frustrations in getting the tools and training they need to be productive. Make sure they have their passwords, telephone numbers, emails, computer, etc. from day one.Let the person feel special.
Realize there is no substitute from a welcoming from the very top. If the CEO can't spend a few minutes in person with new employees, they should at least send a welcome email or voice mail.Develop a video.
Have it present what the organization does, the customers or clients, and the employees who make it happen. This personalizes the company and helps new hires become more quickly committed.Go beyond the first day.
Don't attempt to cram the employee orientation into only a few short hours. It should be spread out over their first 60-90 days. It is important for the employee to be able to absorb the information and not feel overwhelmed.Make orientation fun
You can use a scavenger hunt; play a Jeopardy game, an off-site outing, etc. One CEO pretends he is a drill sergeant and has all new employees recite the company's values statement. Put on your thinking cap and come up with creative ways to get your new hires on board.Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job – to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management.Subscribe by going to
http://leadershiphooks.com and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks – resources for managers on the front line and the Power-by-the-Hour programs – fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Keyword : employee orientation, new employee orientation, job orientation, hiring practices
Great Employees = Passionate Consumers
Author : Harry Hoover
Companies spend millions of dollars each year identifying their brand, and then communicating their brand promise through various media.Employees are the primary "media" in the majority of brand contacts. Raise your hand if you think a majority of your employees understand your brand promise well enough to live it and articulate it clearly.Gallup research of 300,000 businesses indicates that 75% to 80% of your people are achieving much less and feeling far less enthusiastic about their work than they could be. If all your employees were "fully engaged," Gallup says your customers would be 70% more loyal, your turnover would drop by 70%, and your profits would jump 40%.The research also found that consumers who felt fast food restaurant employees did a great job were five to six times more likely to come back to that brand. At banks where employees stood out, the customer was six to 20 times more likely to continue the relationship.Additionally, great employees also tend to engender "passionate" customers. For example, customers who praised store-level associates were 16 times more likely to be passionate about the retailer's brand.My analogy is this: drop a pebble into a pond and the largest splash occurs at the point of contact and then radiates outward in circles. The point of contact, from a branding perspective, is inside your company. Get employees on board from an emotional perspective and they carry their passion out to the next circle: customers. Passionate customers carry it beyond to prospects through word-of-mouth.Communicate your brand position with your employees, and unleash some passionate financial results.Harry Hoover is managing principal of Hoover Ink PR. He has 26 years of experience in crafting and delivering bottom line messages that ensure success for serious businesses like Brent Dees Financial Planning, Focus Four, Levolor, New World Mortgage, North Carolina Tourism, TeamHeidi, Ty Boyd Executive Learning Systems, VELUX, Verbatim and Youth Link USA.
Keyword : pr, marketing, public relations, media relations, email, e-newsletter, local search marketing
Companies spend millions of dollars each year identifying their brand, and then communicating their brand promise through various media.Employees are the primary "media" in the majority of brand contacts. Raise your hand if you think a majority of your employees understand your brand promise well enough to live it and articulate it clearly.Gallup research of 300,000 businesses indicates that 75% to 80% of your people are achieving much less and feeling far less enthusiastic about their work than they could be. If all your employees were "fully engaged," Gallup says your customers would be 70% more loyal, your turnover would drop by 70%, and your profits would jump 40%.The research also found that consumers who felt fast food restaurant employees did a great job were five to six times more likely to come back to that brand. At banks where employees stood out, the customer was six to 20 times more likely to continue the relationship.Additionally, great employees also tend to engender "passionate" customers. For example, customers who praised store-level associates were 16 times more likely to be passionate about the retailer's brand.My analogy is this: drop a pebble into a pond and the largest splash occurs at the point of contact and then radiates outward in circles. The point of contact, from a branding perspective, is inside your company. Get employees on board from an emotional perspective and they carry their passion out to the next circle: customers. Passionate customers carry it beyond to prospects through word-of-mouth.Communicate your brand position with your employees, and unleash some passionate financial results.Harry Hoover is managing principal of Hoover Ink PR. He has 26 years of experience in crafting and delivering bottom line messages that ensure success for serious businesses like Brent Dees Financial Planning, Focus Four, Levolor, New World Mortgage, North Carolina Tourism, TeamHeidi, Ty Boyd Executive Learning Systems, VELUX, Verbatim and Youth Link USA.
Keyword : pr, marketing, public relations, media relations, email, e-newsletter, local search marketing
Muggers in Our Midst - When Rumour and Gossip Pay You a Visit
Author : Philip Lye
'I heard it on the grapevine' the old song goes. But the grapevine has the potential to cause your business strife, misunderstanding and ruin! In effect the rumour mill and gossip are dangers you cannot ford to ignore. People who indulge in these behaviours are like muggers – they leave you feeling you have been robbed!Many small business owners and managers are so busy that they fail to take notice of the poison disseminated through their organisation like a cancer silently consuming all before them.Have you ever noticed how some people seem to gravitate to negative thinking, gossip and innuendo? The amazing thing is that these people are the first to raise their hands for more money and less responsibility. They come to work on your business thinking they do you a service only to silently erode staff morale and confidence in your business.You can take action and protect your business.Mugging MattersYou can identify the mugger. They have some identifiable traits.• Always seems to be busy but don't get much done
• Spend time on personal emails, forwarding them to your employees
• Where there is trouble there they are
• Indifferent
• Unhelpful
• Difficult
• Arsonist – start fires (rumours) that you have to put out
• Narcissist
• Meddler
• Often has unsolvable personal problemsPreferred EnvironmentMuggers prefer an environment where communication from management to workers is not clear and regular.They appear to gravitate to problems and problem people. Trouble and strife are their best friends.They fill the vacuum of personal dissatisfaction by involving themselves with other individuals who are problematic and are not solution focused.Modus OperandiThe mugger is an artful person weaving their craft while causing your business potential loss of clients and profit.They are sometimes recognised as caring people but below the veneer of caring lies a self serving attitude that has nothing to do with genuine care.Respectability is there armour but look closely and you will see the double way they live.Involving themselves in others problems is really the sign of a busybody, without the being busy about your business.Dealing with MuggersDealing with muggers takes time. Its time you must invest to protect your most valuable assets; your people and your business.Take heart, take action, deal decisively!Muggers are disempowered by clear management and worker communication. Clear communication of the foundation that disempowers the mugger! They prefer to live on the shade and not the light. Do some of the following• Have regular meetings with your employees
• At the first sing of rumour or gossip find the source and confront it.
• Go to the mugger yourself and say their appears to be a problem
• If you are making changes in the workplace: communicate
• Update your employees by email weekly
• Have an open door policy and be approachable
• Build a team environment
• Have a zero tolerance for gossip
• Build trust in your people
• Be genuine
• Take time for peopleMuggers have no place in your business. Take action today. For other helpful articles visit www.biz-momentum.comPhilip Lye is te founder of Biz Momentum providng strategic human resource management to assist your business grow. he is an expert in Worplace Conflict and provides practical solutions to this troubling phenomenon.Prior to starting Biz Momentum Philip weas CEO and CFO of several companies. Visit http://www.biz-momentum.com for further information.
Keyword : gossip, conflict, strife, rumour
'I heard it on the grapevine' the old song goes. But the grapevine has the potential to cause your business strife, misunderstanding and ruin! In effect the rumour mill and gossip are dangers you cannot ford to ignore. People who indulge in these behaviours are like muggers – they leave you feeling you have been robbed!Many small business owners and managers are so busy that they fail to take notice of the poison disseminated through their organisation like a cancer silently consuming all before them.Have you ever noticed how some people seem to gravitate to negative thinking, gossip and innuendo? The amazing thing is that these people are the first to raise their hands for more money and less responsibility. They come to work on your business thinking they do you a service only to silently erode staff morale and confidence in your business.You can take action and protect your business.Mugging MattersYou can identify the mugger. They have some identifiable traits.• Always seems to be busy but don't get much done
• Spend time on personal emails, forwarding them to your employees
• Where there is trouble there they are
• Indifferent
• Unhelpful
• Difficult
• Arsonist – start fires (rumours) that you have to put out
• Narcissist
• Meddler
• Often has unsolvable personal problemsPreferred EnvironmentMuggers prefer an environment where communication from management to workers is not clear and regular.They appear to gravitate to problems and problem people. Trouble and strife are their best friends.They fill the vacuum of personal dissatisfaction by involving themselves with other individuals who are problematic and are not solution focused.Modus OperandiThe mugger is an artful person weaving their craft while causing your business potential loss of clients and profit.They are sometimes recognised as caring people but below the veneer of caring lies a self serving attitude that has nothing to do with genuine care.Respectability is there armour but look closely and you will see the double way they live.Involving themselves in others problems is really the sign of a busybody, without the being busy about your business.Dealing with MuggersDealing with muggers takes time. Its time you must invest to protect your most valuable assets; your people and your business.Take heart, take action, deal decisively!Muggers are disempowered by clear management and worker communication. Clear communication of the foundation that disempowers the mugger! They prefer to live on the shade and not the light. Do some of the following• Have regular meetings with your employees
• At the first sing of rumour or gossip find the source and confront it.
• Go to the mugger yourself and say their appears to be a problem
• If you are making changes in the workplace: communicate
• Update your employees by email weekly
• Have an open door policy and be approachable
• Build a team environment
• Have a zero tolerance for gossip
• Build trust in your people
• Be genuine
• Take time for peopleMuggers have no place in your business. Take action today. For other helpful articles visit www.biz-momentum.comPhilip Lye is te founder of Biz Momentum providng strategic human resource management to assist your business grow. he is an expert in Worplace Conflict and provides practical solutions to this troubling phenomenon.Prior to starting Biz Momentum Philip weas CEO and CFO of several companies. Visit http://www.biz-momentum.com for further information.
Keyword : gossip, conflict, strife, rumour
Characteristics/Attributes of a Lean Operation
Author : Joong Hyun
Fundamentals in Place• There is a designated place for everything and everything is in its place. No time is wasted while looking for things. The organization looks clean and everyone is required, encouraged and motivated to keeping it organized.• The distance traveled by operator(s) and/or a specific part is less than the perimeter of the facility.• There are on-going reports easily assessable to everyone that provides timely feedback for individuals and groups.• Quality is achieved by controlling the process, not by checking parts. Rework and quality returns are rare occurrences.Evident Flow• Everyone is aware of the status of the subsequent operation/step.• There is a clearly visible, easy to follow path through all steps.• External set-up time has been eliminated and everyone follows consistent set-up procedures.Balanced Lines/Processes• Everyone is aware of and executes to takt time (pace of production required to match demand from the next operation/step).• To handle mix issues, the schedule is properly leveled to minimize the impact of both inventory and set up time. In addition, the required pitch (i.e. increments of work) is regularly determined for the pace maker operation/step.Pull vs. Push• There is one single point for scheduling (i.e. pace maker) – scheduling is not done at multiple or at every operation/step.• There is no or limited number of batch processes – whenever possible, a continuous flow. One key clue to look for is presence of inventory.• In spots where batching is necessary, FIFO pull system is in place with proper inventory levels. The amount of overall inventory (in equivalent number of days) should be approximately or slightly higher than the average of lead time (in days). Any discrepancy results in excess inventory and/or part shortage (which in turn impacts customer service level).• Customer service level is not directly impacted by forecast accuracy. There are no official "expeditors."Organization Alignment• There is an acceptance for trying new ideas and concepts. Desire for continuous improvement is very strong. Maintaining status quo is not an option.• There is constant communication channel between workforce and the management. Award and recognition are based identifying, implementing and sustaining improvements (on time, quality, customer service and/or cost).• The workforce is empowered and motivated to self-direct daily operations/tasks with minimum input from management.• There are clear, proper, objective and timely measurements available for everyone to view. Any degradation is identified and addressed immediately.Simply put, in a truly lean organization, each step in the entire value chain processes only what the subsequent step requires – this is done at the right time, in high quality and at the lowest cost possible. All seven types of waste have been identified and eliminated – the only remaining work should be those that are needed to change form/fit and/or function a customer is willing to pay for.About TefenTefen is a publicly traded, international operations consulting firm with seven offices in United States, Europe and Israel. The firm has over twenty years of experience in improving the overall operational effectiveness of Fortune 500 clients around the world. Tefen designs and implements solutions that enhance operational performance throughout an organization. The main areas of focus include operational excellence, manufacturing, quality, customer service, research and development, and supply chain management. All of Tefen's support programs are ISO 9001 and TCS (Total Customer Satisfaction) certified. Our hands-on approach has achieved success in delivering quantifiable and value-driven results. The company has remained profitable since its inception and currently employs over 250 professionals worldwide, 40 of whom are certified Six Sigma Black Belts.Joong Hyun is the author and a Director of Operations at Tefen (http://www.tefen.com/). For questions or further information regarding this article, please contact Raymond Cheng, Marketing Manager, at info@tefen.com.
Keyword : lean, consulting, operations, effectiveness, performance, excellence, manufacturing, quality,
Fundamentals in Place• There is a designated place for everything and everything is in its place. No time is wasted while looking for things. The organization looks clean and everyone is required, encouraged and motivated to keeping it organized.• The distance traveled by operator(s) and/or a specific part is less than the perimeter of the facility.• There are on-going reports easily assessable to everyone that provides timely feedback for individuals and groups.• Quality is achieved by controlling the process, not by checking parts. Rework and quality returns are rare occurrences.Evident Flow• Everyone is aware of the status of the subsequent operation/step.• There is a clearly visible, easy to follow path through all steps.• External set-up time has been eliminated and everyone follows consistent set-up procedures.Balanced Lines/Processes• Everyone is aware of and executes to takt time (pace of production required to match demand from the next operation/step).• To handle mix issues, the schedule is properly leveled to minimize the impact of both inventory and set up time. In addition, the required pitch (i.e. increments of work) is regularly determined for the pace maker operation/step.Pull vs. Push• There is one single point for scheduling (i.e. pace maker) – scheduling is not done at multiple or at every operation/step.• There is no or limited number of batch processes – whenever possible, a continuous flow. One key clue to look for is presence of inventory.• In spots where batching is necessary, FIFO pull system is in place with proper inventory levels. The amount of overall inventory (in equivalent number of days) should be approximately or slightly higher than the average of lead time (in days). Any discrepancy results in excess inventory and/or part shortage (which in turn impacts customer service level).• Customer service level is not directly impacted by forecast accuracy. There are no official "expeditors."Organization Alignment• There is an acceptance for trying new ideas and concepts. Desire for continuous improvement is very strong. Maintaining status quo is not an option.• There is constant communication channel between workforce and the management. Award and recognition are based identifying, implementing and sustaining improvements (on time, quality, customer service and/or cost).• The workforce is empowered and motivated to self-direct daily operations/tasks with minimum input from management.• There are clear, proper, objective and timely measurements available for everyone to view. Any degradation is identified and addressed immediately.Simply put, in a truly lean organization, each step in the entire value chain processes only what the subsequent step requires – this is done at the right time, in high quality and at the lowest cost possible. All seven types of waste have been identified and eliminated – the only remaining work should be those that are needed to change form/fit and/or function a customer is willing to pay for.About TefenTefen is a publicly traded, international operations consulting firm with seven offices in United States, Europe and Israel. The firm has over twenty years of experience in improving the overall operational effectiveness of Fortune 500 clients around the world. Tefen designs and implements solutions that enhance operational performance throughout an organization. The main areas of focus include operational excellence, manufacturing, quality, customer service, research and development, and supply chain management. All of Tefen's support programs are ISO 9001 and TCS (Total Customer Satisfaction) certified. Our hands-on approach has achieved success in delivering quantifiable and value-driven results. The company has remained profitable since its inception and currently employs over 250 professionals worldwide, 40 of whom are certified Six Sigma Black Belts.Joong Hyun is the author and a Director of Operations at Tefen (http://www.tefen.com/). For questions or further information regarding this article, please contact Raymond Cheng, Marketing Manager, at info@tefen.com.
Keyword : lean, consulting, operations, effectiveness, performance, excellence, manufacturing, quality,
Understanding Every Aspect of Your Organization
Author : Andrew E. Schwartz
GET TO KNOW YOUR ORGANIZATION: If you don't understand an aspect of the organization or a procedure within it, ask. If you still don't understand, ask again. Question until you are sure you understand the topic. It's easy to feel your questions aren't sophisticated enough, especially when you work with people who have been doing what they do for years. Start with basic questions like "What does our organization do?" "How does our organization do it?" "Who needs our product?" "Who does what with that product?" "Who are the people who get the work done?" Most long-term employees love to answer questions that make them feel smart, and valuable.STEPS TO LEARN MORE ABOUT WHERE YOU WORK: Aside from asking long-term employees for background information: --Read the backlog of the organization's annual reports. Find out what's really happening where you work. --Read the organization's prospectus. --Attend staff meetings. Learn about the current events in your organization. --Schedule a workshop. Make the focus "What is our organization?" Invite the heads of each department. Don't worry about what your superiors think. You will probably impress them with your desire to learn.KNOW WEAKNESSES AS WELL AS STRENGTHS: To succeed, you must also know the organization's deficiencies and failures as well as its successes. Ask yourself, and others, key questions you can often figure out what your organization needs by starting with yourself. For instance, are you organized? A disorganized leader often leads a disorganized crew. Do you accomplish goals or do you seem to work on endless projects? Is the staff helping the organization meet its goals or is it slowly sending it to a point of no return? Which department failing while others are reaching their goals? Who is succeeding and why? These types of questions are crucial to analyzing and improving your company?Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortiumCEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
Keyword : organization, knowledge, leader, manage, strengths and weaknesses, success , learn about your work
GET TO KNOW YOUR ORGANIZATION: If you don't understand an aspect of the organization or a procedure within it, ask. If you still don't understand, ask again. Question until you are sure you understand the topic. It's easy to feel your questions aren't sophisticated enough, especially when you work with people who have been doing what they do for years. Start with basic questions like "What does our organization do?" "How does our organization do it?" "Who needs our product?" "Who does what with that product?" "Who are the people who get the work done?" Most long-term employees love to answer questions that make them feel smart, and valuable.STEPS TO LEARN MORE ABOUT WHERE YOU WORK: Aside from asking long-term employees for background information: --Read the backlog of the organization's annual reports. Find out what's really happening where you work. --Read the organization's prospectus. --Attend staff meetings. Learn about the current events in your organization. --Schedule a workshop. Make the focus "What is our organization?" Invite the heads of each department. Don't worry about what your superiors think. You will probably impress them with your desire to learn.KNOW WEAKNESSES AS WELL AS STRENGTHS: To succeed, you must also know the organization's deficiencies and failures as well as its successes. Ask yourself, and others, key questions you can often figure out what your organization needs by starting with yourself. For instance, are you organized? A disorganized leader often leads a disorganized crew. Do you accomplish goals or do you seem to work on endless projects? Is the staff helping the organization meet its goals or is it slowly sending it to a point of no return? Which department failing while others are reaching their goals? Who is succeeding and why? These types of questions are crucial to analyzing and improving your company?Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortiumCEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
Keyword : organization, knowledge, leader, manage, strengths and weaknesses, success , learn about your work
Managing Group Meetings
Author : Andrew E. Schwartz
MANAGING SMALL MEETINGS: Keep the size of the meeting as small as possible. The larger the group, the more complicated communication becomes and the more garbled the purpose may get. For example, with a group of two, there are two communication channels, add a third person and six channels have been created. With each additional person, the number of communication channels increases exponentially. When selecting participants for the meeting, consider the following criteria: -- expertise in the topics -- contribution to the discussion -- pre-existing personal conflicts -need for new information.MANAGING MEETINGS: Select a time to meet when participants are most likely to be punctual and attentive. The most productive time is generally early morning, after employees have had a chance to drink their morning coffee. The least productive time is usually right after lunch or towards the end of the day when other work remains unfinished.MANAGING MEETINGS--LENGTH: Set a specific time limit on meetings, ideally a maximum of 1 ½ hours. Get into the habit of starting the meeting on time, regardless of attendance. If you wait for late comers, you penalize present attendees, and encourage tardiness. Adjourn the meeting at the appointed time, even if all items on the agenda have not been completed. You can always reconvene at some other time.Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortiumCEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
Keyword : group meetings, manage, length of meeting, size, productive time, time of day, communication channel
MANAGING SMALL MEETINGS: Keep the size of the meeting as small as possible. The larger the group, the more complicated communication becomes and the more garbled the purpose may get. For example, with a group of two, there are two communication channels, add a third person and six channels have been created. With each additional person, the number of communication channels increases exponentially. When selecting participants for the meeting, consider the following criteria: -- expertise in the topics -- contribution to the discussion -- pre-existing personal conflicts -need for new information.MANAGING MEETINGS: Select a time to meet when participants are most likely to be punctual and attentive. The most productive time is generally early morning, after employees have had a chance to drink their morning coffee. The least productive time is usually right after lunch or towards the end of the day when other work remains unfinished.MANAGING MEETINGS--LENGTH: Set a specific time limit on meetings, ideally a maximum of 1 ½ hours. Get into the habit of starting the meeting on time, regardless of attendance. If you wait for late comers, you penalize present attendees, and encourage tardiness. Adjourn the meeting at the appointed time, even if all items on the agenda have not been completed. You can always reconvene at some other time.Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortiumCEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
Keyword : group meetings, manage, length of meeting, size, productive time, time of day, communication channel
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