Download 201 Ways to Turn Any Employee Into a Star Player by Casey Hawley PDF

By Casey Hawley

The in basic terms source a supervisor must flip an issue worker right into a most sensible performer

201 how you can flip Any worker right into a big name Performer arms managers with the options they should take care of the complete diversity of worker problems--including tardiness, low-quality paintings, consistent complaining, and masses extra. advisor Casey Hawley's special approach to group of workers difficulties replaces harsh self-discipline with optimistic, goal-oriented strategies that flip failing staff into group avid gamers. this easy consultant supplies managers the instruments and coaching to:

  • Identify difficulties sooner than they develop into severe
  • Develop the artwork of confident suggestions
  • Deal with protective reactions from staff
  • Understand which difficulties have to be controlled and which of them do not
  • Uncover the reason for an issue and support an worker speak about it
  • Foster dialogue in team clash events • Create objectives for worker development
  • Follow up on worker development

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Extra resources for 201 Ways to Turn Any Employee Into a Star Player

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On the contrary, you will bring money to the bottom line with development. Top performers list working for a company that develops its people ahead of many perks—including company cars! This results in savings in recruiting, orientation, and training. Turnover costs money, and development reduces turnover. • Skills and experiences developed will probably be needed in a future job; nothing is ever wasted. • You increase the value of existing employees when you develop them. • Job satisfaction and productivity are increased in organizations that develop their people.

Do not interrupt; allow the employee to say everything that is on his or her mind, even if you disagree. In many cases, employees are more critical of their performance than their manager is. If the employee asks if you agree and you don’t, say that you will address all items when the employee has finished. Discuss areas of agreement first Take one goal on which you both agree that the employee is doing well. Give feedback about how well the employee has done. Use specific measures to back up why you have evaluated the employee highly in this area.

Even the most balanced employees will hear, retain, and respond to feedback better if it is delivered privately. More important, the employee should feel that she or he is encouraged to respond, ask questions, and receive answers following the feedback. Simply telling an employee that he or she is doing something wrong is rarely effective. The two-way communication and positive reinforcement that follows performance feedback are as critical as the feedback itself. TIMELY PERFORMANCE FEEDBACK Chapters 5 through 19 contain hundreds of interventions designed to improve performance.

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