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Suggest You - The Boss Didn't Understand Why His Staff Wasn't Reading His Mind
Most culinary schools today are still teaching their students how to compute the wrong food cost. Granted the math is right, but the dollars involved are hurting the bottom line of our restaurants. The problem arises from the separation of percentage points and dollars.Banks Use Dollars, not Percentage Points One thing I am quite sure of is that ba
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to P
Before you hit the back button thinking bartering went out of fashion when money came along. Think again. Bartering has not only thrived all this while, it has made a come back in the business world in a big way. If the International Reciprocal Trade Association is any indication, bartering today is a whopping six-billion-dollar business-to-business success story
When the Job Isn’t Getting Done
“They never seem to get any work done on time, but they complain that they're being underutilized.”
Dr. Jacob, a chiropractor, was talking about his office staff.
“I have to do so many things myself that they could do for me, but they don't. They just don't seem care about what I want. I just don't understand. I pay them well and they need their jobs.”
As Dr. Jacob’s frustration increased, he explored the idea that he had hired inappropriate people in the first place. He reflected that if only he could find the proper leverage he thought he could make them do what he had hired them to do.
Leverage to Dr. Jacob meant the proper combination of rewards and threats.
Guidelines May Be Necessary
When I asked about what guidelines the staff was given to do their work Dr. Jacob admitted that he let them set up their own procedures with very little input from him. He communicated his expectations very vaguely, because he himself hated to be told what to do.
Dr. Jacob thought if he were “nice” to them, they would like him and work hard to assure the success of the office.
Unclear Expectations Produce A Schizophrenic Experience for the Boss and His Staff
Dr. Jacob only got angry when they didn't meet his admittedly non-specific performance expectations. When he got frustrated enough, he would insist that his rules be followed; telling his confused and demoralized staff exactly how to do what he expected. They were constantly seesawing between unclear expectations and over-detailed instructions that discounted their intelligence and experience.
Giving Others What You Need For Yourself May NOT Work
Dr. Jacob argued when I suggested that he needed to create clear guidelines for his staff and then leave them alone to do their jobs. He was sure his staff would hate him and quit if he did that, and he firmly believed they would never get any work done without closer supervision.
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to Pr
Have you ever attend an event or watched a motivational speaker and gone back to the office all hyped up and ready to implement the process or use the product? I know I have and a couple of days later, I find that I am back to my old routines and back to my old products that are adequate. Most events will get you going but they lack a follow-through to help keep you goin
As Dr. Jacob’s frustration increased, he explored the idea that he had hired inappropriate people in the first place. He reflected that if only he could find the proper leverage he thought he could make them do what he had hired them to do.
Leverage to Dr. Jacob meant the proper combination of rewards and threats.
Guidelines May Be Necessary
When I asked about what guidelines the staff was given to do their work Dr. Jacob admitted that he let them set up their own procedures with very little input from him. He communicated his expectations very vaguely, because he himself hated to be told what to do.
Dr. Jacob thought if he were “nice” to them, they would like him and work hard to assure the success of the office.
Unclear Expectations Produce A Schizophrenic Experience for the Boss and His Staff
Dr. Jacob only got angry when they didn't meet his admittedly non-specific performance expectations. When he got frustrated enough, he would insist that his rules be followed; telling his confused and demoralized staff exactly how to do what he expected. They were constantly seesawing between unclear expectations and over-detailed instructions that discounted their intelligence and experience.
Giving Others What You Need For Yourself May NOT Work
Dr. Jacob argued when I suggested that he needed to create clear guidelines for his staff and then leave them alone to do their jobs. He was sure his staff would hate him and quit if he did that, and he firmly believed they would never get any work done without closer supervision.
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to P
Credit card companies are changing. There are so many of them out there that they need to do things that set them apart from the tons of other credit card services available. In addition to being a major credit card company, Discover card services also offers a great scholarship program to high school juniors. Their support of education is one more thing to like about th
Dr. Jacob thought if he were “nice” to them, they would like him and work hard to assure the success of the office.
Unclear Expectations Produce A Schizophrenic Experience for the Boss and His Staff
Dr. Jacob only got angry when they didn't meet his admittedly non-specific performance expectations. When he got frustrated enough, he would insist that his rules be followed; telling his confused and demoralized staff exactly how to do what he expected. They were constantly seesawing between unclear expectations and over-detailed instructions that discounted their intelligence and experience.
Giving Others What You Need For Yourself May NOT Work
Dr. Jacob argued when I suggested that he needed to create clear guidelines for his staff and then leave them alone to do their jobs. He was sure his staff would hate him and quit if he did that, and he firmly believed they would never get any work done without closer supervision.
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to P
These social and destructive insects live off wood, decay and dead leaf and plants. Although there are over three thousand species of termites, there are three main groups called the subterranean, Formosan and drywood termites. These groups of termites have many different varieties and live in different parts of the country. Knowing the type of infestation you have is vi
Giving Others What You Need For Yourself May NOT Work
Dr. Jacob argued when I suggested that he needed to create clear guidelines for his staff and then leave them alone to do their jobs. He was sure his staff would hate him and quit if he did that, and he firmly believed they would never get any work done without closer supervision.
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to P
One of the main topics business owners want me to coach them on is profitability. For the most part, the kind of people I work with don’t have money as the #1 thing on the list of values. It’s important to them of course, but usually they’re more motivated by personal or spiritual values, like making a positive difference in the world. I’m a person like that myself. But
Dr. Jacob believed that everyone in the world hated structure as much as he did.
When I explained that most people need and want structured guidelines in order to feel safe and happy, Dr. Jacob was surprised. He explained how he had been forced to follow rules for most of his life and cherished his present freedom. He assumed that everybody else felt exactly the same way he did.
Give Your Staff What They Need to Produce Results
He experimented with the idea that some people felt nurtured by structure. Warily, he started telling his office manager only the outcomes he wanted including necessary completion times.
The office manager competently communicated the work requirements, the staff happily met them, and Dr. Jacob was immensely relieved.
©Laurie Weiss, Ph.D.
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