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Are you OK?" goes a long way toward discovering real reasons behind lagging performance. Begin a tough conversation with your human side. But before you were a manager, you were a human. Yes, you're a manager, and that requires you to ensure work gets done. Erin Urban, UPPSolutions, LLCįorbes Coaches Council is an invitation-only community for leading business and career coaches. Allow the employee to help create a positive action plan to improve their performance. Be sustainable: Instead of being controlling, be collaborative. Be sure to listen, explain the "why," and ask for insights. Be structured: Have a fact-based, considerate, and positive first conversation. Billy Williams, Archegosīe selfless: In performance conversations, focus on the betterment of the team and remove personal attachments. When organizations embrace this, staff understand that feedback isn't an attack, but an opportunity for ongoing improvement. But if we build a culture of feedback, then we can open the door for otherwise challenging conversations to become normative. Maureen Cunningham, Up Until Now Inc.ĭifficult conversations, whether at home or at work, tend to be avoided because confrontation is not fun. State the facts you observed (and not the story you made up about those facts) state the impacts on the work, other employees, etc., make a clear request and let them know this request is because you see their potential. Remove any chance that you might convey limiting beliefs about your employee by using a simple formula. People rise or lower to the level of performance that is expected of them.
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