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Actual for You - The Four Biggest Mistakes a Supervisor Can Make
Controversy has long been the secret weapon of experienced marketers. They know that word of mouth spreads the quickest when there is a developing controversy. For this reason you will see Madison Avenue advertising agencies using controversial topics and images to promote their customers products.Movies such as Borat rely on the power of controversy. By creating a fictitious character and inserting him into the lives of unsuspecting people, the movie quicky created a debate among viewers over the ethics of the producer.While the ethics of the producer are being debated, millions of movie goers have lining up to purchase tickets to Borat.Clearly, cre
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.<
It is one of the biggest employers in the world. It eats up a large chunk of our money. It is the retail industry.Retailing is a massive, passive beast that pervades just about all our lives. Virtually all of us shop, sometimes as a pleasure and sometimes as a burdenous chore.But when and how did it all begin? The answer is probably to do with surpluses. As we got better at cultivating the land, some people found that even after feeding their families and animals and putting food into storage, there was some left over. Rather than waste this surplus, it was traded for other surpluses or perhaps tools or other objects.Those that had enough land and were
Over time, I have consolidated these common errors into four major mistakes. See if you or someone in your organization is making these mistakes needlessly by reviewing the following list:
1. GIVING FEEDBACK BASED ON PERSONALITY INSTEAD OF BASED ON DATA, BEHAVIOR OR
RESULTS.
Sometimes called the "halo or horns" effect, this phenomenon is seen when a management member tries to turn everyone on the team into a "mini me". Certain his or her personality type or style is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality traits instead of on data, numbers, observed behaviors and other objective criteria.
2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE
END OF A ONE-ON-ONE.
The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".
3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES
AND THEIR TEAM.
Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional when employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.
How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:
1. Focus on facts, not personalities.
Before talking with an employee gather the data that supports your concerns. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving someone a “pat on the back” reinforce this recognition with the data that earned it.
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off. Are You Content With Your Sales: White Space Marketing
From Newspapers to Magazines to Internet, sales and advertising creates brilliant designer details, but what sells a great ad? In flipping through a recently released magazine I found something interesting. The most effective ads had space around them.Considering that I can generally fill up a room, or a page, with more than most people might want in it, I seriously looked at the pages, to see why they were so effective. They all seven major details that gave the reader a clear idea of what the product was.1. Clear – bold headlines. The headlines were clear and concise; neither dramatic nor grandiose, just clear and bold.2. Specific value or purpose f
2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE
END OF A ONE-ON-ONE.
The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".
3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES
AND THEIR TEAM.
Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional when employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.
How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:
1. Focus on facts, not personalities.
Before talking with an employee gather the data that supports your concerns. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving someone a “pat on the back” reinforce this recognition with the data that earned it.
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.<
RFID labels, I hear the term but what does it mean and should I be thinking of using it for my business? RFID is a radio frequency identification . Every product is identified somehow. A sign, a label, a barcode label and an RFID label are all different ways to identify product. Which one should I chose? If I own a lemonade stand chances are I'll make a sign to describe what's in the pitcher. If I manufacture gum, chances are that my label will have words to tell the consumer what it is, and a bar code for the cash register scanner to identify the product and price. RFID uses radio frequencies to transmit data to a reader which captures the data. The reader takes the digita
4. NOT LEADING BY EXAMPLE.
Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional when employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.
How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:
1. Focus on facts, not personalities.
Before talking with an employee gather the data that supports your concerns. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving someone a “pat on the back” reinforce this recognition with the data that earned it.
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.<
A guarantee of satisfaction can be an absolutely fantastic loyalty builder, whether yours is a consumer-oriented company or it sells to other businesses. But it can also be an instant turn off if it’s wordy or difficult to understand. Whatever you choose to guarantee – personal satisfaction, quality or both – keep in mind that before offering any guarantee it should be reviewed by your attorney because it will have legal implications.Let’s check out a few real-life guarantees for their loyalty building potential. Example 1 isn’t too wordy, it’s easy to understand, and it actually sells itself. And, in the minds of its customers, it represents the personality of t
How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:
1. Focus on facts, not personalities.
Before talking with an employee gather the data that supports your concerns. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving someone a “pat on the back” reinforce this recognition with the data that earned it.
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.<
There is no question whether or not movado watches have won over society with its brilliant artistic features and display for time. However, the movado price is perhaps a little too much for a watch. By raising their prices to what they are, it ultimately narrows its target market down significantly. So the question is, are movado watches worth the price?The answer to this question depends solely on what you are looking for in a watch. If you want a classy business-like watch, then it is certainly worth the price. Everything from the strap to the dial to even the hands is crafty and provides style. However, with all this said there are a number of downsides to
2. Ensure Dignity.
Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own values or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.
3. Accept Responsibility for Results.
This is still the same advice as with the #3 mistake above. You have got to get your “arms around” this concept and deal with it. It is unfair and unreasonable, but it is the reality of management. Learning to work with others, especially those that are different from you (or that you don’t like) are the first step. Learning conflict management techniques, listening skills and all the other “soft” skills you have no doubt heard about, are the tools needed to accomplish this. Your parents and your school system did not teach you these skills, so it is up to you to learn them and USE them.
4. Demonstrate Your Idea of Excellence.
This is a variation of “lead by example”. The difference is that it is about demonstrating YOUR idea of excellence. This means that instead of mimicking your boss or reading about leadership in a book, you decide what a leader does and says and stick to that. Aristotle said that excellence is a choice we make every day and is therefore not an outcome, so much as a habit. Expect to make mistakes, but also look to remedy these errors. This is also demonstrating excellence (which is different from being perfect).
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