Please enable JavaScript.
Coggle requires JavaScript to display documents.
21 PRACTICAL AND PROVEN TECHNIQUES - Coggle Diagram
21 PRACTICAL AND PROVEN TECHNIQUES
Assume the Best of Intentions
No matter what happens or how it appears initially, always assume that the other person is doing the very best he can with what he has available to him
Take the problem employee aside and discuss the problem in private, with the door closed
Be specific about the problem or misunderstanding. Give concrete examples of why you are concerned.
Hear the employee out completely
If the employee is at fault in some way, discuss and agree on how his performance is to change and by how much
Monitor and follow up on what was agreed to in the discussion
Keep accurate notes and records of the discussion
Satisfy Their Deepest Needs
Tell them why the company exists, what you stand for and believe in.
Recognized and appreciated for one’s own personal qualities and accomplishments
You can satisfy this dependency need by continually reminding people of the corporate mission and vision.
They want to be part of a team, to work effectively and cooperatively with others
Dependence needs deal with the desire that everyone has to be part of something bigger than himself or herself.
You need to listen carefully, respond appropriately, and remain flexible in your dealings with each person
Practice
Participatory Management
Employees want to be fully involved in their work.
Hold a general staff meeting at least once each week with all the people who report directly to you
Ask each person to tell the group what he or she is working on, how it is going, and what help he or she might require
Bring them together on a regular basis to talk, discuss, argue, work out problems, make plans, and generally share information, ideas, and experiences
Rotate the chairmanship of the meeting each week among the staff
Make Them Feel
Important
Take every opportunity to thank each person for everything that she does, small or large, in carrying out her duties
Give praise and approval on every occasion, for every accomplishment of whatever size
Regularly compliment people on their personal traits and qualities
Paying attention means that you listen to your staff when they want to talk to you
Create a Great
Place to Work
Do not blame other people for making mistakes or for doing things wrong
Help people to learn and to grow from temporary failures and setbacks
The way that you create these conditions is by refusing to criticize, condemn, or complain about anything
Structure jobs in such a way that they are responsive to the most pressing needs of your employees
Focus on
Your People Continually
Imagine what it would be like to lose your key people
Take whatever steps are necessary to assure harmony and a general feeling of goodwill at work