Ep 2 - How to Motivate Employees (Holding People Accountable)

Ep 2 - How to Motivate Employees (Holding People Accountable) Tube. Duration : 4.37 Mins.

Learn how managers can motivate their teams by holding them accountable in a way that feels positive and supportive, rather than negative or condescending. This is part two in a 5-video series that details How to Motivate and Empower Your Team. The material is based on globally acclaimed author Keith Rosen's book, Coaching Salespeople Into Sales Champions, and decades of experience training thousands of managers from the top companies in the world how to transition from simply being managers, to becoming Master Manager Coaches instead.

Keywords: sales training, manager training, holding people accountable, accountability, sales tips, motivational, motivating salespeople, communication, improving communication, empowerment, self improvement, success, coaching, sales coaching

Employees - Your Most Valuable Asset

What is the most valuable asset that a company has? Is it the name, customers, goodwill, physical resources, or product line? The answer is that it is none of these. A company's most valuable resource is its' employees. Any organization will go only as far as the people who are driving it. In fact, a company is really just a group of people who interact for a common purpose. They are the ones who make up the organization.

The last few years saw a shift in the focus of some companies. For decades, management gurus were preaching that the customer is the most important thing. Certainly you have seen the signs stating, "Rule #1: The customer is always right. Rule #2: Reread Rule #1". This concept dominated the business culture from the late 1970s through today. However, organizations that hope to survive in the future will need to adopt a new outlook. That outlook is that the employees are the most important aspect of any enterprise.

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This is not a call to employee preference or returning to the chaotic times of organized labor. That is not necessary in most environments. The market is driving the direction that organizations are going to have to take. Simply, the advantage is starting to side with employees. Companies can no longer afford to take them for granted. Those that do will perish.

Employees - Your Most Valuable Asset

The fact that the US is going to witness the exiting of 50 million baby boomers over the next 10-12 years means that there is going to be a glut of people. It is estimated that there will be a shortfall of workers by some 10 million or so. Certain industries are already experiencing a lack of qualified talent. Presently, salespeople and engineers are in high demand. The options that are available to employees are increasing at a fast pace. Companies that maintain the status quo are already falling behind.

The Internet is one of the greatest inventions that we experienced. It has done so much for the average person. At the same time, it changed how business is done. Unfortunately, one result that was not anticipated is the lack of loyalty which came with it. People are no longer loyal to a company. Insurance, a commodity that was once purchased based upon relationship with an agent, is now sold over the Internet. The lowest price wins in this game. Arranging travel is done online as opposed to going through an agent. People are accustomed to switching brands without a single thought. Companies need to bear this in mind.

Management trainers taught companies to look at the lifetime value of a customer. For example, a person who spends a week a store is actually worth ,500 a year. Naturally we treat someone better if they are worth ,500 to us as opposed to . However, this brings up an interesting question. What is the lifetime value of an employee to your organization? Consider this carefully keeping in mind that each customer is less valuable than in the past. Their tendency to buy elsewhere when a better price is offered makes them less reliable. The same is true if your organization experiences a high turnover of employees. The entire enterprise experiences a decrease in it's reliability.

Let's look at the value of a salesperson as an example. Suppose that person sold 0,000 a year worth of product at a 10% profit margin. This person produces ,000 in profit each year to the company. How much is this employee worth over a 40 year career if the production was the same? That individual suddenly is worth ,000,000 to that organization. I surmise that you will treat them differently when you view them in this light.

The same can be translated to non-sales positions. How much is a good bookkeeper worth? Have financial issues and you will quickly find out. Customer service people are often taken for granted until they drive a customer away. At that time it is simple to compute how much of an effect they had. Of course, by retaining customers and handling their problems, this person is actually adding to the bottom line. That has a value.

It is important that managers and owners begin to realize that the employees are the most valuable asset any organization can have. Those who accept this new business model will structure their compensation and bonus program to reflect this belief. Maintaining a happy and consistent workforce is going to need to be the primary aim. Failure to do so will result in an organization being short quality people which will spell its ultimate demise.

Employees - Your Most Valuable Asset

Management Training: Retain Talent and Develop Your Employees

Management Training: Retain Talent and Develop Your Employees Tube. Duration : 9.67 Mins.

Visit www.Management-Training-Seminars.com for more on Management Training with Roger Reece. It may seem counter-intuitive, but as a manager, one of your most reliable means of retaining talent is to keep a continual focus on the employee's own potential for career growth and development. Plenty of managers jealously guard their most valuable people, and some even go so far as to hinder the career advancement of their employees out of a fear of losing good talent. But this practice is counter-productive in both the short-term and the long-term. The more talented and productive the associate, the more likely it is that you will eventually see them move on from your team - either through promotion inside the company, or else in a lateral move to a rival (if they don't see a clear-enough path to progress in your organization). Even taking for granted that the upward momentum of a high-value team-member means that we'll probably lose them at some point, there is still always a great deal to learn, a considerable amount of formal and informal training to go through, before a good individual producer is ready to make the transition to a supervisory role. And the team-member who is actively building the skills to become a viable candidate for advancement, is meanwhile bringing those skills to bear for the benefit of your team. And later on, the reward of seeing an employee whose development you've nurtured through coaching rise to become a colleague brings clear personal and ...

Keywords: Management, Training, Business, Coach, Success, Employee, Retention, Promotion, Manager, Leadership, Development, Develop, Coaching, Speaker, Motivation, Inspiration, Hiring, Talent, Maximize, Potential, Work, Workforce, Team, Teamwork, Team Building, Workshop, Seminar, Atlanta, GA, Georgia (US State), Better, Results, Mentor, Mentoring, Behavior, Delegate, Negotiate, Stress, Time Management, Skill, Keeping, Train, Investment

Outplacement: Job-Search Help For Displaced Employees

Outplacement: Job-Search Help For Displaced Employees Tube. Duration : 1.25 Mins.

What is outplacement and why it is helpful in a job search. -NBC-TV Nightly News with Brian Williams

Keywords: Outplacement, coaching, Marketing, Sales, Consultant, Television, Business, Coach, Motivation, Career, transition, human, resources, job, search, work, workplace, position, development, consulting, sexual, harassment, training, executive, interview, negotiation, salary, office, human resources, career transition, organizational development, job search, finding a job, job market, sexual harassment, sexual harassment prevention, online training, interview skills, job interview

Staff Development - How to Coach Your Employees for Success

Is Coaching the New Management?

World-class athletes, public performers, indeed winners in nearly every profession, know that without the right coach, they won't perform at their peak.

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Executive and management coaching has increased in popularity in the business world, with many prestigious companies implementing coaching programs for their executives, managers, and employees. Since high performance is essential to the maintenance of a successful career, companies who want to maximize the investment they make in people are choosing to engage in performance coaching.

Staff Development - How to Coach Your Employees for Success

"A 2004 survey by Right Management Consultants [found], 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders." (P. Michelman, Harvard Management Update, 2004)

How Do Managers Start Coaching?

Due to the success of executive coaching, many managers are now coaching employees for Performance Improvement (PI). Coaching can also be a very effective tool for motivation, participation, and leadership development. So, how can you use coaching for PI, staff development, and ultimate organizational success?

Know Your Role:

When engaging in coaching employees it is important to understand and clarify your role. Although there are many similarities, a boss, a coach, and a boss coaching employees have different roles:

The Boss = Sponsor-Mandates goals and holds others accountable for results (internal to organization)

The Coach = Change Agent-Helps people increase their skills to achieve the results (typically external to organization).

The Boss-Coach = Both Mandates the goals and acts as change agent to help people develop the ability to accomplish these goals (internal to organization)

Common Pitfalls of the Boss-Coach:

Beware some of the common pitfalls of the dual Boss-Coach role such as:

Not making expectations clear Pretending not to have expectations Soft pedaling bottom line expectations Thinking that coaching is a substitute for performance management Thinking coaching is being directive or telling employees what to do
Two Important Tasks When Coaching:

According to Mary Beth O'Neil, author of Executive Coaching With Backbone and Heart, there are separate and sequential tasks a boss-coach needs to accomplish with any employee:

Task 1: Name performance expectations and ensure employee commitment to them.

Clear expectations should be behaviorally specific i.e. what, by whom, when.

Task 2: Coach and develop employees to accomplish expectations. Once you have clarified expectations offer coaching as a way to accomplish these expectations. Offering coaching as an option puts the employee's motivation where it belongs, with her.

Steps to Coaching Employees for Success:

Once an employee commits to coaching the boss-coach engages in the following steps:

1. Contracting.

2. Action Planning

3. Live-Action Coaching

4. Debriefing-Evaluation of coaching process

Step I-Contracting:

Partner with the coachee, familiarize yourself with her challenges, test coachee's ability to own her part of the issue and start giving immediate feedback. Establish a contract that outlines specific content, duration of coaching, sequence of meetings, goals, and how they will be measured. Specify expectations of both parties i.e. reporting hierarchies.

Step II-Action Planning:

During this phase move the coachee to specifics. Help her identify her side of the pattern and steps that she needs to take to improve her performance. Once a contract has been established plan specifically how it will be executed. With the employee, create specific action items with due dates.

Step III- Coaching Sessions:

Meet with the coachee on a regular basis (once a week is recommended) to ensure that the plan is being followed and to help keep the employee on track. I recommend Live-Action Coaching*, which allows you to observe a coachee in live action with her colleagues and provide immediate feedback.

As a manager you possess a unique advantage because you are already internal and in a position to observe. Live action coaching may also entail giving an employee feedback on an interaction you are having with them. Assume that how they interact with you carries over to other working relationships so who better to give them feedback than someone who is being affected by his or her behavior.

When engaging in Live-Action coaching ensure the structure of the sessions, follow the coachee's goals, foster pattern breaking, and maintain alignment in the organizational system-by honoring the coachee's and your role in the system.

Step IV-Debriefing:

After the agreed upon coaching contract has been fulfilled you must debrief with your employee regarding the process of coaching. Assess whether or not coaching was effective, were her goals met? Discuss the coachee's strengths and challenges. Identify key recurring patterns, assess the alignment of roles, and plan the coachee's next steps. Set a tone of openness by being open to feedback on your performance first.

When coaching employees keep in mind some of the characteristics that make good coaching so effective:

Involves personal, one-on-one training or teaching Usually results from direct observation of behavior or specific facts Can be targeted to a specific task or assignment Is interactive Suggests a concerned, friendly, caring interest Offers encouragement and support Doesn't rush to judgment or criticism

If you clarify your role, avoid the pitfalls of having a dual role, and follow these simple guidelines you will be on the road to successful employee coaching.

* For a more in depth discussion of Live-Action Coaching you may want to pick up Executive Coaching With Backbone and Heart (M. O'Neal, 2000).

Staff Development - How to Coach Your Employees for Success

Leadership Coaching: How To Manage New Employees

You can do one or the other when you're managing new employees. You can do great things for them, for the company and for your career, or you can do the otherwise- damage their career and yours, as well as the dealings of the company.

New employees are new people that joined the company, but this does not necessarily mean that they are new to the workforce or the industry. Managing new employees well means bringing out creativity and productivity from them, which in turn boost their career, yours and the company's operations. Here are some tips to manage new employees.

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Tips To Manage New Employees

Leadership Coaching: How To Manage New Employees

Train them well, the sooner, the better. This involves training in all the aspects of their job and employment with the company - procedures, expectations, common mistakes, resources and so on.
Listen to their ideas. Although the employees are new in the company, listen to their ideas. Doing so cultivates their creativity and innovation. Acknowledge their opinions and suggestions even in doing things differently. Consider that newbies in the company needs to feel welcomed and valued. Listening to them, although not necessarily implementing their ideas makes them feel appreciated.
Don't neglect senior employees. Senior employees are a valuable resource to the company, so protect them even if new employees join the company. Keep on being sensitive to the needs of earlier employees. Managing newbies is going to drain a lot of your time, but be sure to take care of the needs of the rest of the team, too.
Let senior employees mentor new employees. Doing so cuts both ways. You'll be saving time and effort if you let senior employees train new employees. At the same time, senior employees would feel valued. Most importantly, it builds the whole team spirit.
Set realistic goals and communicate them. Set achievable goals for starters, and communicate them clearly to new staff members. New personnel will be spending a lot of time in their training and familiarizing with new procedures. You ought to assign simple tasks that are suited to their skills and expertise at the moment.
Frequently give feedback. As beginners, newbies are likely to commit mistakes. At this point, you have to constantly monitor and give them feedback, or else their mistakes will become habits. See to it that your feedback is positive and constructive. Focus on the behavior, not the employee.
Be fair, don't play favorites. You should not play favorites among new employees, because in their initial stage of joining the company, they would be vying for your attention. Don't let other new employees feel at a disadvantage because of how you treat their other peers.

Leadership Coaching: How To Manage New Employees

What Are Your Employees Saying About You?

Overheard in a conversation around the water cooler: Do you know what my manager said to me this morning? She said I just can't do anything right! Can you believe it? What's wrong with her?

The same employee who said this also wrote the following comment recently in a 360 degree assessment of her manager:

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She is a great manager, very supportive. She gives me great feedback.

What Are Your Employees Saying About You?

Okay ... you may be thinking, "What is wrong with this employee?" Well ... nothing is wrong with her, other than her level of trust. It seems that she does not feel safe giving this feedback directly to her manager. So, what kind of feedback are you getting from your employees? What does it take for you to hear the truth?

Here are five things you can do to create a climate in which the truth can be told.

Trust is a two-way street.

Overheard in another conversation: My manager is like my shadow! We set goals, but she can't wait for me to complete a goal. She checks in with me constantly to see what's going on. It makes me wonder what she's up to!"

For your employees to trust you, you need to first trust them. This does not mean "casting a blind eye". It means establishing clear boundaries about your expectations and trusting that your employees will do what you expect without your watching over them every moment.

No employee will tell you the truth if they feel they can't trust you.

Respect pays off.

An unhappy employee once told me, "I respect my manager, but I graduated from business school, and he treats me like I'm still in high school. I may not have much experience, but I really do know what I'm doing!

Mutual respect is key to a great manager/employee relationship. Winning your employee's respect is about acknowledging their professionalism, believing that they will do what you expect them to do to fulfill their professional responsibilities, and assuring that they know you will provide the support, resources and tools they need to be successful as professionals

Integrity - no matter what.

Integrity is something all managers say they have, but when "push comes to shove" not all actually do. Take the manager who received an award for great customer service. The organization's most important customer had written to the CEO praising their customer service. The CEO called the customer service manager to his office, thanked him and gave him a significant reward. The manager did not inform the CEO about the employees who had actually delivered the service. While the manager basked in the limelight, behind the scenes his employees talked about what had happened, with the result that they would no longer "go the extra mile" for him when he requested that they do so.

On the positive side, going to bat for your employees when they are overlooked and unrewarded is a powerful message and one they will long remember.

Stress - let it go.

In that original water cooler conversation, we heard the hurt and anger in the voice of the employee, but what was not so obvious was the level of stress the manager was exhibiting. Stress is a killer. It can kill people, and it can kill careers. And the leading cause of stress is change. Change is a way of life in most organizations today. Organizations that cannot change will not survive in today's highly-competitive world of business. Managers today more than ever need to effectively manage stress. One of the tenets of effective stress management is work-life balance. Work-life balance is not the same for everyone. For some, it means not working for more than 45 to 50 hours per week, every week. For others, it means working 80 hour weeks from time to time, and total escape from work at other times. And it is not only where you spend your time, but also how you spend it. It is about making life your first priority, with work being an important part of your life. If you are so stressed that you can't control your emotions, as may very well have been the case when the manager in the water cooler conversation said, "You just can't do anything right!", then you need to take action to find an outlet for your stress that does not involve lashing out at your employees.

Motivation matters.

Finally, motivation is the driver of great performance. If your employees understand and accept why you do what you do, they will support you. And the same goes for you. If you understand and accept their motivation, you can leverage what's in it for them to their benefit and yours.

The bottom line? If you create a climate of trust, you will open the door to honest communication. You can then ask your employees directly what they think about how you manage them ... and they will tell you the truth.

What Are Your Employees Saying About You?

Empowering Employees - Empowering Employees to Make Decisions

It is a proven fact in business that employees that are empowered to make decisions are, in general, more satisfied with their jobs and less likely to change companies. No one likes feeling that their work is not valued or that their opinions are not welcomed. Often, when you deny your employees a role in the decision making process, this is exactly what they feel even if they don't verbalize those feelings to you. If an employee does not feel valued they are likely to search for work elsewhere in hopes of becoming a valued employee. How do you empower your employees to make decisions without losing control of the business direction?

The most critical thing to be done when allowing employees to make decisions is to examine processes and carefully decide where there is room for lateral movement. In any place there is some play in deadlines and variable factors there is room for employees to take part in the decision making process. By identifying these areas, and matching them with groups of employees in the correct departments, you will sponsor a feeling of ownership and responsibility that will have very positive long term effects on your business. It could actually prove to be a very comfortable feeling in the event you cannot be at the helm for a time due to reasons beyond your control.

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Before you can turn any decisions over to your employees, you will want to establish a process for setting deadlines and for reviewing the decisions taken. In addition you will want to be clear about the chain of command and responsibility for each area of the business. By doing this in advance, you can maintain a smooth transition to the new business model. Once you have allowed employees to begin making decisions you will want to hold regular meetings with employees and supervisors to discuss what is working and what areas still need work. As your employees become more accustomed to the new responsibility they will feel freer to speak up, make suggestions, and provide solutions to problems.

Empowering Employees - Empowering Employees to Make Decisions

Changing the business model you work under can be a great deal of work at first, but empowering employees to take part in the decision making process can yield great results. Consider employee training - training empowers employees to feel confident in their critical thinking skills and decision making abilities. When your employees are sure of their value to your business and confident in their abilities to perform well they are more content and less likely to look for work at another company.

Empowering Employees - Empowering Employees to Make Decisions

Pepsi Layoffs 3300 Employees

Pepsi Layoffs 3300 Employees Tube. Duration : 4.87 Mins.

www.zencoach.com An uplifting message for people in career transition by Greg Clowminzer, ZenCoach.

Keywords: pepsi, layoffs, career, transition, life, coaching, coach, gregzencoach