Regular emails from readers ask hundreds of questions each year. Patterns emerge about the toughest situations you face in your organizations. These are the ten toughest, but most frequent, questions you send my way. I've written a how-to piece to answer each question you’ve asked. These articles address and answer your toughest questions.
Some people exude negativity. They don’t like their jobs or they don’t like their company. Their bosses are always jerks and they are always treated unfairly. The company is always going down the tube and customers are worthless. You know these negative Neds and Nellies – every organization has some – and you can best address their impact on you via avoidance.
In an earlier article, I gave you a strategic planning framework, samples, and examples for creating your organization’s mission statement, vision statement, and more. As a result of the strategic planning article, people ask: now that I know what all of this strategic planning should look like, how do I actually make strategic planning happen in my organization? This strategic planning question strikes at the heart of how to make change of any kind happen in your organization. Find out how.
Managers perennially ask why employees don’t do what they are supposed to do. While part of the responsibility falls on choices individual employees make, managers need to shoulder part of the blame, too. Employees want to succeed at work. I don’t know a single person who gets up in the morning and says, “I think I’ll go to work to fail today.” Many of the reasons employee responsibility fails is due to a failure in the employee management systems.
Practicing personal courage is necessary if you want to really resolve conflicts at work. Many people are afraid of conflict resolution. They feel threatened by conflict resolution because they may not get what they want if the other party gets what they want. Even in the best circumstances, conflict resolution is uncomfortable because people are usually unskilled.
As an organization leader, manager or supervisor, you are responsible for creating a work environment that enables people to thrive. If turf wars, conflicts, disagreements and differences of opinion escalate into interpersonal conflict, you must intervene immediately. Conflict resolution, with you as mediator, is essential. Conflict resolution is an immediate priority for your organization.
Don't let your goals and resolutions fall by the wayside. Chances are that to achieve your dreams and live a life you love, those goals and resolutions are crucial. Goal setting and goal achievement are easier if you follow these six steps for effective and successful goal setting and resolution accomplishment.
Difficult people do exist at work. Difficult people come in every variety and no workplace is without them. How difficult a person is for you to deal with depends on your self-esteem, your self-confidence and your professional courage. Dealing with difficult people is easier when the person is just generally obnoxious or when the behavior affects more than one person. Dealing with difficult people is much tougher when they are attacking you or undermining your professional contribution.
You're weary. You're frustrated. You're unhappy. You're demotivated. Your interaction with your boss leaves you cold. He's a bully, intrusive, controlling, picky and petty. He takes credit for your work, never provides positive feedback and misses each meeting he schedules with you. He's a bad boss, bad to the bone. Dealing with less than effective managers, or just plain bad managers and bad bosses, is a challenge too many employees face. These ideas will help you deal with your bad boss.