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Other Added - Grow Your Subordinate's Competence by Being Less Tolerant
Financial Advisors have a certain image that they need to portray, and that really comes across in the business cards that they hand out. Financial advisors need to show their conservativeness, formality, and stability, along with the reputation of the company they represent.The business card design is so important in this field because you are dealing with money, and people are very concerned about where their money will go and what kind of profit they can make with it. This is a huge bus
Further, the individual will be led to believe that the bo
When designed and implemented effectively, employee incentive programs can be an excellent strategic human resources tool to promote employee confidence and boost measurable performance. In fact, employee incentive programs have become an integral part of any company's competitiveness and desirability.But with its emphasis on reward for specific performance, there have been some confusion as to how these programs can be designed to be truly commensurate with employee productivity. Here's h
When does tolerance for small performance shortfalls as a trade-off against a positive attitude, become a liability?
The simple answer to these questions is, ‘Most of the time", if not, "Always".
The useful answer is more complex.
Most people take some comfort from having known work boundaries. People appreciate knowing what constitutes "good" performance and behaviour.
Work boundaries are set one of two ways.
One is by means of written standards, the "what" of the boundary. The standards are sometimes accompanied by a work instruction, the "how" of the boundary.
The other is by means of formal or informal on-the-job training and some additional "policy" documents, "values" statements and checklists.
When supervisors set the boundaries of performance and behaviour but do not enforce them they set off a number of unintended consequences. These consequences make life more difficult for individuals and less productive for the organisation.
A significant assumption is made when supervisors trade-off their consideration for people's feelings over the breaching of performance or behaviour boundaries. Supervisors assume they know how people will feel about bringing the crossing of a boundary to their attention.
Consequently, supervisors choose to deal with what they think will happen rather than what has happened. Their behaviour smacks of ignorance and arrogance at the same time. Ignorant because they do not know what may have happened. Arrogant because they assume the individual will not be professional in their response.
Further, the individual will be led to believe that the bou
We all have ways of testing opportunities that enter our lives. Some of us just dive right in based on feeling, others walk straight into what they know is right by a gut feeling or intuition. And if it’s not gut feelings or emotions that are the tests of opportunities, it is the logical mind persuading us to ignore those feelings and emotions and test it with our reality of reason.Most of us do not have a predetermined strategy for testing opportunities, or even more generally to test the
The useful answer is more complex.
Most people take some comfort from having known work boundaries. People appreciate knowing what constitutes "good" performance and behaviour.
Work boundaries are set one of two ways.
One is by means of written standards, the "what" of the boundary. The standards are sometimes accompanied by a work instruction, the "how" of the boundary.
The other is by means of formal or informal on-the-job training and some additional "policy" documents, "values" statements and checklists.
When supervisors set the boundaries of performance and behaviour but do not enforce them they set off a number of unintended consequences. These consequences make life more difficult for individuals and less productive for the organisation.
A significant assumption is made when supervisors trade-off their consideration for people's feelings over the breaching of performance or behaviour boundaries. Supervisors assume they know how people will feel about bringing the crossing of a boundary to their attention.
Consequently, supervisors choose to deal with what they think will happen rather than what has happened. Their behaviour smacks of ignorance and arrogance at the same time. Ignorant because they do not know what may have happened. Arrogant because they assume the individual will not be professional in their response.
Further, the individual will be led to believe that the bo
Ever wondered why people trade down for a job when they are already settled in a high-profile job that pays them quite well? Many people trade down for a variety of reasons that include long-term career opportunities, change in lifestyle, job security, less stress, family reasons and so on.Choosing to take a new job that pays less but offers advancement possibilities and a chance to learn new skills can be a tough call. However, some people view losing a bit of compensation a small price to
The other is by means of formal or informal on-the-job training and some additional "policy" documents, "values" statements and checklists.
When supervisors set the boundaries of performance and behaviour but do not enforce them they set off a number of unintended consequences. These consequences make life more difficult for individuals and less productive for the organisation.
A significant assumption is made when supervisors trade-off their consideration for people's feelings over the breaching of performance or behaviour boundaries. Supervisors assume they know how people will feel about bringing the crossing of a boundary to their attention.
Consequently, supervisors choose to deal with what they think will happen rather than what has happened. Their behaviour smacks of ignorance and arrogance at the same time. Ignorant because they do not know what may have happened. Arrogant because they assume the individual will not be professional in their response.
Further, the individual will be led to believe that the bo
Over the years I have used thank you’s to cultivate more futile ground for business. Although not everyone mines for gold this way there are many who understand the value of being pleasant and letting everyone know who you are and what you do. When you leave a tip after a good dinner you are thanking them for good service. When you leave your tip and your business card you are thanking them and offering the same good service in return. This technique has proven to serve me well. I sell real estate
A significant assumption is made when supervisors trade-off their consideration for people's feelings over the breaching of performance or behaviour boundaries. Supervisors assume they know how people will feel about bringing the crossing of a boundary to their attention.
Consequently, supervisors choose to deal with what they think will happen rather than what has happened. Their behaviour smacks of ignorance and arrogance at the same time. Ignorant because they do not know what may have happened. Arrogant because they assume the individual will not be professional in their response.
Further, the individual will be led to believe that the bo
Is a Leather Office Chair really your best choice of Office Chair? A lot of Office Chair users, particularly males believe that a Leather Office Chair is the best chair there is.Why is this? I think it's largely an image thing, if you see a top executive's office on TV, in the movies or in the news a very high percentage have Leather Office Chairs.Not surprisingly therefore people tend to have this belief that a Leather Office Chair has got to be the best choice because that's what al
Further, the individual will be led to believe that the boundary is not really important. They will continue to breach it until the supervisor advises them differently, perhaps in exasperation. The individual concerned is then likely to question the legitimacy of other boundaries too.
Others watching the interaction may well be convinced that either the boundaries are unimportant or applied within a framework of individual favour or mood.
Most organisations have countless examples of boundaries which are set but not enforced. Examples include late arrival at work, late completion of performance appraisals, lack of attention to quality or safety standards and lack of compliance within budget limitations.
When supervisors tolerate breaching of boundaries which have been set for the good of the organisation and individuals they also set in train unintended consequences for people in their growth as a person. An example is being able to take accountability for their actions.
When we are called to account for breaching boundaries we have two options. One is to use our own skills and knowledge to determine how to comply with the set boundaries. The other is to ignore the call to account.
The vast majority of people choose the former. Those who choose the latter deserve counselling, not excessive tolerance and consideration.
Worse than not calling people to account, many supervisors take on the responsibility of fixing the error themselves. In doing so, they rob themselves of tim
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