Download 101 Tough Conversations to Have with Employees: A Manager's by Paul Falcone PDF

By Paul Falcone

Irrelevant clothes, lateness, sexually offensive habit, let alone productiveness and conversation issues...these are only a number of the uncomfortable issues bosses needs to occasionally check with their staff. "101 difficult Conversations to Have with Employees" deals real looking pattern dialogues managers can use to facilitate transparent, direct interactions with their staff, aiding them stay away from strength awkwardness and meet matters head-on. This functional, solution-oriented booklet walks readers via one of the most universal in addition to the main severe worker difficulties they're prone to come upon. masking every little thing from substandard functionality reports to non-public hygiene to termination conferences, this useful consultant is helping managers deal with their individuals with dignity, focusing not only on what to claim yet how you can say it. this useful booklet offers confirmed suggestions managers can use to guard themselves and their organizations...and get some of the best from their humans.

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Additional info for 101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges

Example text

Yes, holiday parties are meant to be fun and spontaneous. And yes, I don’t want to spend so much time warning you all about potential inappropriate conduct at tonight’s bash that I end up taking all the fun away before the party’s even begun. But there are limits around what the company considers acceptable behavior at holiday parties, and people have been known to jeopardize otherwise healthy careers with just one night of 26 Uncomfortable Workplace Situations indiscretion. In fact, people have even lost their jobs for having lost their cool at a festive fete.

I’ve been told I’ll be promoted on my anniversary, which happens to be next month. ’’ Remember, this is what you signed up for when you got into management! These individual challenges could often take up more of your time Common Managerial and Supervisory Discussions 21 and cause you more angst than the whole cultural integration process of merging your new and old teams together. When one employee is a squeaky wheel of sorts, dedicate your time to hearing the individual’s side of the story and tending to her needs, but promise nothing until you’ve had a chance to research the situation thoroughly and through as many sources as possible.

Of course, it’s always wonderful to promote people into roles of leadership, but the truth is that most newly minted managers require ‘‘the talk’’ before you go ahead and officially bless their promotion. Why? Because if they assume that they’re simply getting promoted and earning more money to do more of the same, they’re mistaken. Promotions into supervisory roles require a whole new set of skills and strategies, and if your company is willing to invest in them and promote them, then you have every right to establish your expectations on a go-forward basis.

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