Tags |
|
|
Links |
|
|
Suggest You - Leadership: Why Won't They Do What They're Supposed To?
A recent national market research by Guideline, Inc. one of the nation's largest providers of Market Research Expert Consulting and International Research shows that, 85 percent of consumers typically watch movies at home on the small screen. Even when it's a movie they want to see, 49 percent of respondents said they usually wait to purchase or rent the DVD.To better understand consumers' perceptions and preferences related to movies, we conducted an exclusive survey among 1,000 consumers. Furthermore, to ensure the survey addressed all the current issues facing the movie indust
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you:
Advertising will make or break your business. It is crucial to your success that you learn to write great ad copy. Here are a few simple concepts to get you there.1. The HeadlineThis is THE most important part of your ad, especially when using online advertising. The point of the headline is to grab a potential customer's interest and then entice the reader to go on and read the rest of your ad. The best headlines tend to be those that emphasize the benefits to the customer, ie. what your product or service can do for them, WHY they MUST have it - right now!2. Fo
Start out by asking the person why they didn't do what you want. Do not get emotional. Do not get defensive. Even if you think what you hear is really dumb, remain calm.
Then analyze what you hear so you can take action to fix the problem. Remember that one of your objectives as a boss is to take away all your people's excuses for not doing what they're supposed to do. Here are some of the reasons you'll discover.
Maybe they don't know what you want them to do. They "should" know, but they often don't.
To fix this one, you have to make sure that your expectations are clear. Give your instructions in several different ways. Use active listening techniques to check for understanding.
Set clear expectations in four areas. Your subordinate should know what behavior or performance is expected. They should be clear about when it's expected. You should also make sure they understand how performance will be measured and what the consequences are of good and bad performance or behavior.
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you:
The customer is always right, right? You’d better believe it if you want to survive in today’s competitive marketplace.When you follow the money trail back to its source, you understand that taking good care of your customers is not just important, it’s imperative. More than any other factor, the service you give your customers affects your business success or failure.Good customer service starts at the moment a prospective client comes in contact with you. Let’s say you own an electronics store. A man walks in looking for a plasma TV. The first part of good customer service inv
Then analyze what you hear so you can take action to fix the problem. Remember that one of your objectives as a boss is to take away all your people's excuses for not doing what they're supposed to do. Here are some of the reasons you'll discover.
Maybe they don't know what you want them to do. They "should" know, but they often don't.
To fix this one, you have to make sure that your expectations are clear. Give your instructions in several different ways. Use active listening techniques to check for understanding.
Set clear expectations in four areas. Your subordinate should know what behavior or performance is expected. They should be clear about when it's expected. You should also make sure they understand how performance will be measured and what the consequences are of good and bad performance or behavior.
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you:
This week I spent a few hours with a highly successful CEO discussing his brand identity questions and concerns. “What do the most successful brand initiatives have in common?” he asked. I shared an observation with him based on many years of having similar conversations and being involved in successful (and not so successful) branding programs.There are a lot of reasons to embark on a major corporate branding program, but from the point of view of a CEO, most of them are simply not compelling. For many years I have watched marketers and design managers struggle to get large scale iden
Maybe they don't know what you want them to do. They "should" know, but they often don't.
To fix this one, you have to make sure that your expectations are clear. Give your instructions in several different ways. Use active listening techniques to check for understanding.
Set clear expectations in four areas. Your subordinate should know what behavior or performance is expected. They should be clear about when it's expected. You should also make sure they understand how performance will be measured and what the consequences are of good and bad performance or behavior.
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you:
The Internet is a rapidly expanding phenomenon, with hundreds of websites being put up every day. It seldom knows any physical or political barriers. Due to the presence of the Internet becoming a common feature in most homes, constant efforts are made to improve website access and navigation.Large websites, such as those of multi-national companies, often face the need to present their websites to a diverse group of people. The first hindrance is the language barrier. Since websites of multi-national companies, news portals, online auction sites, encyclopedias, cater to people of diff
Set clear expectations in four areas. Your subordinate should know what behavior or performance is expected. They should be clear about when it's expected. You should also make sure they understand how performance will be measured and what the consequences are of good and bad performance or behavior.
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you:
In the old days, respect came with the title. Managers were respected because they were managers. Heck, we even addressed them as "Mr. So and So." Today we are wise to that scam. Or at least we think we are. The reality is that today’s employees have clear expectations of what they want from their leadership. And, if they get what they need, they’ll respect you. If they don’t get what they expect, they can make your life as a leader difficult. Here are a few of the most common expectations I hear from employees who don’t show much respect for their managers:"Don’t treat us like mush
Maybe they don't think it's as important as other things. In today's overloaded world, this is a really common reason.
To fix this one, you need to make your priorities clear. Don't be surprised if your subordinate asks you: "What do you want me to not do so I can do this?" Be prepared to offer suggestions for how they can do everything they're supposed to.
If the task is a high priority one, set up an alarm system that will let you know early if there's going to be a problem getting the work done. That way you can re-arrange things so commitments and goals are met.
There are two kinds of alarm systems. First there are performance milestones.
If your goal is something like mailing fifty marketing pieces a week, then you can set milestones for each day. At the end of Monday check performance. If the Monday milestone hasn't been met, find out why. Fix the problem.
The other kind of alarm system is telling your subordinate to alert you if they're going to have trouble meeting performance targets. This works best with confident workers who can make realistic estimates of how things are going. For others, use the milestone system.
Maybe they don't know how to do what you want. This happens surprisingly often. It's most likely to happen with people who are new on the job. But it can also happen with experienced workers who have
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.suggestyou.com/article/22060/suggestyou-Leadership-Why-Wont-They-Do-What-Theyre-Supposed-To.html">Leadership: Why Won't They Do What They're Supposed To?</a>
BB link (for phorums):
[url=http://www.suggestyou.com/article/22060/suggestyou-Leadership-Why-Wont-They-Do-What-Theyre-Supposed-To.html]Leadership: Why Won't They Do What They're Supposed To?[/url]
Related Articles:
Advertising Copy: What's Really Important?
A Challenge For Modern Workplaces
Introducing Coaching Into an Established Culture
Bookmark it:
|