Forget The Sandwich Technique
Do you remember being told to use the "sandwich" technique when you needed to reprimand someone? Let me give you an example:
"Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However you're not getting your reports in on time and we're missing deadlines. I'd like you to tighten up a bit on this. Anyway,thanks for all you've done so far and keep up the good work."
Have you ever said something along these lines? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralise him. The only problem is that Fred may not get the message. The importance of it may be seriously diluted.
He may hear it as, "Fred, you're doing a brilliant job, you just need to sort out the reporting bit but it's not really that important."
What happens then is, Fred continues to fail with his reports.
The "sandwich" technique doesn't work, it lets you off the hook and it's mealy mouthed. Be direct with your people and they'll respect you more for it. You are also much more likely to get a change in behaviour.
If you are unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lower the morale of the individual.
Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell them the good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - "Catch people doing something right" and tell them about it.
Some managers and employers still have this daft notion that if people are doing things right then that's what they're paid for and they don't need complimented. Ask almost any employee in Industries throughout the world and they'll tell you that they don't feel appreciated by their manager.
When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad, the same rules apply.
Do it as soon as possible. Acknowledgement of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care. Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Even the mildest rebuke can have a negative effect on morale.
When you speak to the person use "I" messages. Say things like "I liked the way you did that" or "I think there is another way to do that."
Avoid "You" messages such as "You're doing great." That can come across as patronising or insincere. "You're doing that all wrong" may cause conflict, lower morale and may not sort the problem.
When your giving feedback, focus on one or two things. You'll only confuse the person if you run off a whole list of attributes or misdemeanours.
Be specific about job behaviour, focus on what the person did or didn't do, don't make a personal attack. Allow time for the message to sink in and allow the person to respond. You can then seek agreement as to what will happen in the future. If the person does not agree to take corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback.
Being direct with your people is better for you, better for them and better for you business, so save your "sandwiches" for lunchtime.
Discover how you can generate more business by motivating your team!
Alan Fairweather is the author of "How to get More Sales by Motivating Your Team" This book is packed with practical things you can do to get the best out of your people . Click here now =>http://www.howtogetmoresales.com/Without%20Selling.htm
This RSS feed URL is deprecated, please update. New URLs can be found in the footers at https://news.google.com/news
DIVERSITY is a BIG word -- With A HUGE Business IMPACT
Second thought! Just in case. YOU or someone you personally know may fit the following picture of success which may carry too much risk for comfort.
Employee Motivation: It's More Than A Paycheck
Managers often ask, usually with exasperation, "How can I keep my employees motivated? I pay them decently. What else is there?"Offering competitive salaries is certainly important.
How To Jump Start Your Profits and Keep Your Profits Rolling
There are so many ways to jump start your prifits and keep your profit rolling. These top 20 ways are essential if you want to run a successful business.
How To Manage A Difficult Employee
Having to manage a difficult employee is never fun and can be the most challenging part of your responsibilities as a business owner/executive. While never easy, this article will address a step-by-step way to consistently and confidently handle the most challenging employee situations.
A Journey of a Thousand Miles
You can't build a reputation on what you are "going" to do. Henry Ford Everyone procrastinates in their own way.
Project Management - Its Just A Button
I once worked with a developer who showed up at every product demo and constantly suggested improvements for the product. Don't get me wrong.
Focus and Shoot
One of my earliest childhood memories is watching Lew Alcindor (Kareem Abdul-Jabbar) win his third Most Outstanding Player award while leading UCLA to its third straight NCAA title in 1969. Of course, March Madness? is now ingrained in our sports psyche.
The Significance of the Mundane
This article begins with a tip of the hat to a scholarly publication called the Journal of Mundane Behavior. Unlike other publications, which herald important issues, this one trumpets everyday, but rarely noticed, behaviors.
Diversity Training: The Worst Possible Reasons to Request Executive Funding
You're on your organization's diversity committee. You have the best of intentions.
Regaining Control - Nine Steps for New Managers
My client had faced the same challenge, which was frustrating as well as intimidating for him as well - yet he was determined to break the mould.With my background in a similar business, I have faced this several times.
Performance Management - By Assuming Nothing
Unhappy as Jenny undoubtedly was, she held on very tightly to her job. After all, she had worked her way up over the years to the supervisory role she was in - and she wasn't going to let go.
Creativity and Innovation Management - Hierarchies
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
To Thine Own Self Be True--Its Better for Business: What Arthur Andersen Would Say to His Company
As a child, you probably heard, "to thine own self be true." But what does that really mean? When the newspapers are full of cheating and lying business owners, politicians, and academics, does it really make sense to maintain your integrity?To me, the answer is a clear, unwaffling YES! Without your integrity, you really don't have a business or a career--just a waiting game until you world comes crashing down around you.
Creativity and Innovation Management - Core Competencies and Competitive Advantage
Following is a brief definition of core competencies and competitive advantage and their fit with creativity and innovation management.Core Competence:A core competence is one which critically underpins the organisation's competitive advantage.
Change and Performance - Training May Not Be The Answer
Introducing new products or services, bringing new people on board, developing a new process or procedure, installing new equipment, change seems to be the one constant in business today and change always seems to drive a need for training.In conducting training needs analysis at any level, we need to understand that training may not be the solution, at least not the whole solution.
Management & Leadership - Doing it right in the 21st Century
The Old Way - Command and ControlAlthough workplaces and management styles have come a long way in the last decade, the command and control style of management remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done.
Communicating with Offsite Workers
How do you, or would you, communicate with employees who work offsite?Perhaps you have telecommuters reporting to you, or sales reps who work out of offices in other cities. How do you communicate with them?Let's start with the strategic issues: what do you want to accomplish by communicating with them? And, why would they want to communicate with you?Strategic means you'll probably want to deal with issues like productivity, accountability, and predictability.
Jack Welch--Success Is Getting Back Up on the Horse
A few months ago I had the opportunity to spend a few minutes with Jack Welch, past CEO of GE. A fantastic opportunity.
Classifying Motivational Needs
While there exist several useful definitions of motivation, for our purposes we will define it as an individual's desire to do something based upon a need. When a person is confronted with a need (either perceived or actual), he or she usually is motivated to perform specific actions for some sort of gratification.
Building the Trust in Your Employees - 12 Easy Tips
In Stephen Covey's great book, "The Seven Habits of Highly Effective People", he talks about the 'emotional bank account', where you have to build a credit in your relationship with the individuals who you work with (and everyone else as well!).If what you do isn't 'trustworthy', then all you have done in your gentle listening and asking great and interested questions to build, is to 'debit' your account.
|home | site map|