The Communication Problem Solver 7 pps
The Communication Problem Solver 7 pps
... professionallyand give them the support they need to succeed? What you say, howmuch you say, and how you say it will influence whether they achieve the needed results and whether they take ownership of the task.In ... their organiza-tions, the goals, and what they need to accomplish. They ally themselveswith their managers, upper management, and the results that need to beachieved. They also work with their ... example of each. The first sce-nario ap plie s when there is a required way to do the task and the sec-ond scenario is for when the employee can dec ide how to do the task.When there is only one...
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The Communication Problem Solver 5 ppsx
... plea-sure.’’ They seemed to enjoy both their work and their coworkers. WhenI asked a few employees why all the workers seemed so happy, they said the view was terrific and the people they worked ... getting what they want and (2) teachesemployees that to survive, they must disregard their manager. The Impact of Not Setting Clear ExpectationsNot being clear about the expectations costs the organization ... expectation is and therefore cannot excel in the manager’s eyes. They take the blame for lackluster performance eventhough the manager was responsible by not articulating the desired per-formance....
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The Communication Problem Solver 14 ppsx
... positive feedback to anyof them when they do meet his expectations. They need to hearthat they are on the right track—especially since there is so muchuncertainty about the roles and expectations.> ... with the senior director to discuss statsheets.> Ask the senior director to work with the European region to solve the problem they have with slow closings, since Mary Beth doesnot have the ... the problem ‘‘as is.’’ Ling said his problem was, ‘‘How todeal with the weak link in the group when at least some members of the group know the employee is the weak link.’’2. Identify observable...
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The Communication Problem Solver 15 pps
... advance or impede communication about the work and the relationships. They show re-spect and courtesy, or the opposite. Consider the words in each of the following pairs and the connotation of ... relationships.Word ChoiceOnce managers follow the process to discover the root of the judgment,they need to speak to the person they are having the problem with. Pick-124—COMMONPEOPLEPROBLEMS—A ... atanother office location. Other office locations can be in other cities or inother countries—even on other continents. These remote workers areconnected to coworkers via the Internet. They work...
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The Communication Problem Solver 18 ppsx
... discussion with the two employ-ees to identify the cause of the problem and talk about the impact on the work and the team. If left to fester, things generally get worse, as in the following example.1. ... Research the failed attempts to solve the problem. > Categorize severity of the problems and prioritize.> Work for a solution.• Read books and articles on the topic (don’t reinvent the wheel).• ... Up Other Communication ProblemsEmployees Who Work VirtuallyIt is becoming more common, since the advent of the global economy,for managers to be responsible for goals that span the world. Their...
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The Communication Problem Solver 20 pps
... enhance the experience for guests. The staff discuss, ‘‘Whatare we doing about this comment card?’’ They share best practices fromother places they visit and never take for granted what they learn ... con-structive to the employees’ success, to the relationships, and to the success of the business. An excellent model of a company that ties to-gether expectations with feedback is the example we ... knowing their performance status. When em-ployees expect both types of feedback, they understand feedback in the greater context of helping them achieve the goals and expectations. Thisenables them...
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The Communication Problem Solver 22 ppsx
... persevere under the toughest of conditionsand challenges. They trust that the individuals being coached can ac-complish the goals and continually say so. These coaches convey thatthey share the goals ... behaviors and see them repeated, they describe the behaviorand the impact it has. When managers wants to help employees tweakor improve performance behaviors, again, they describe the behaviorjust ... counseling. It is neither. Counseling and dis-cipline deal with performance problems that the employee did not cor-rect after receiving feedback and coaching. These problems must be—1 97 LEADINGCOLLABORATIVECONVERSATIONS‘‘Yes,’’...
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The Communication Problem Solver 25 pps
... especiallyto be prepared when there is an economic downturn. Also they may feelthat they are better at the old job than they are at the new one if they area new manager. Since they were probably promoted ... accomplish the goals and meet all the specifications. This is the —2 27 LEADINGCOLLABORATIVECONVERSATIONSgating. They say they are reluctant to delegate for personal reasons oftheir own and ... reactions they suspect their employees might have.Managers’ Personal ReasonsOne reason some managers do not delegate is because they fear theywill lose their technical skills. They want to keep them...
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The Communication Problem Solver 26 pps
... Each of the senior analystsbecame the go-to expert or SME for a phase of our work. They trained the new hires. And the manual made it possible for other analysts tohone skills and develop the capability ... the company. The senior procedures analysts divided up all the work wedid into areas that interested them. They streamlined any processes anddocumented them. I modified or approved the procedures. ... challenged. Just because it is the usual way of doing things does notmean it provides the bes t communication, the mos t cost-effect ive method, the least-confusing way, or the best way to ensure all...
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The Communication Problem Solver 30 pot
... 23, 27, 77 79 , 165absence, and unrealistic expectations, 177 – 178 benefits, 192–193vs. coaching, 199–204collaborative conversation and, 171 definition of term, 175 – 176 expectations and, 178 –180from ... managementgetting work done, 69 70 process and communication, 70 72 workflow process, 66definition of term, 72 example, 72 73 management, 75 77 working virtually, 152–153workload levels, 2 37 238worksheets, ... collaborative conversation, 170 – 171 and communication, 70 72 for delegating, 231–233for solving people problems, 135–136standardized, 71 standardized for communication, 77 79 see also workflow processprocess...
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