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

By Casey Hawley

The basically source a supervisor must flip an issue worker right into a most sensible performer

201 how you can flip Any worker right into a celebrity Performer arms managers with the options they should care for the entire variety of worker problems--including tardiness, low-quality paintings, consistent complaining, and lots more and plenty extra. advisor Casey Hawley's new angle to body of workers difficulties replaces harsh self-discipline with optimistic, goal-oriented strategies that flip failing staff into crew gamers. this easy consultant provides managers the instruments and coaching to:

  • Identify difficulties sooner than they develop into severe
  • Develop the artwork of optimistic suggestions
  • Deal with protecting reactions from staff
  • Understand which difficulties must be controlled and which of them do not
  • Uncover the reason for an issue and support an worker speak about it
  • Foster dialogue in crew clash occasions • Create ambitions for worker development
  • Follow up on worker development

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

Sample text

What are the drivers for good performance? Examples: desire for approval, fear of losing job, frustration from poor relationships on the job. The manager reviews all the forces driving positive change and finds ways to reinforce those positive forces and use them for rewards. STOPPING PROBLEMS AT THE FIRST SIGN: MOTIVATION TO CHANGE 39 ASSESSING THE NEEDS OF PERFORMERS No discussion of performance would be complete without an understanding of Mager’s work on assessing performance problems. Robert Mager, through his Center for Effective Performance, has done some of the most valuable work in performance management of the last two decades.

Share this in a session with your employee. Show the employee his role in your succession plan. Reveal where you project he will be in 5 years if he continues to improve. • Create a professional development plan for your employee, as described in Chapter 3. Can an investment in an employee’s professional development really make a difference? Consider the following example. S. Army. As it turned out, he held every position from private to major general. He was one of those really great employees, a brilliant student, and a natural leader.

Even with the best employees, clear contracting is a fundamental step that must not be skipped. If you agree to allow the employee to leave early every Tuesday and Thursday to take graduate courses, state clearly that the arrangement ends when the classes are completed. You must state this aloud and in writing. One would think the temporariness of the arrangement would be obvious, but that’s not always the case. • Avoid overrewarding. Also, don’t get in the habit of rewarding every contribution.

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