"I wish I could get my employees to do something, show initiative, make a decision, etc.)!" Have you ever had this thought? This statement or something quite close, is what I often hear from the owners of the company. If you want to do more, with fewer employees or get more people you use right now – read on.
If you are short, I will give you the term at a glance. Similar to Dorothy, in a wizard Oh, she simply had to click on her remedy and was back in Kansas. You too, only need to listen to your employees and respond to what you hear. Do this and you'll be amazed at the results.
Yes, listen, your employees will tell you how to create a climate that will strengthen them to be much more productive, especially during these uncertain times. This is a platinum rule of employee interests – it is generally valid regardless of age. To maximize your listening activity, consider the following:
1. Reduce your number.
2. Meaning to listen. That is why two ears and only one mouth are the original equipment.
3. Learn to Ask Discovery Questions: Explain Me … Tell me more, why, how … What do you mean … What is your opinion about?
4. When an employee talks, listen deeply. A professional salesman's logo is closed when the prospects speak. Why? For information that helps them in sales – you also need information.
5. When you carefully listen to what they say, look at their body language for minority tendencies in addition to labeling.
6. Prepare a discussion of wrong and correct results, always end in a positive way. I suggest you become almost familiar with The One Minute Manager of Blanchard and Johnson.
7. Ask what you hear. Be sure to understand what is actually said – use the feedback. This is where you repeat what you heard or thought you heard and asked if the information is correct.
Make the above and the likelihood of reducing employee traffic traffic will be significantly increased. As it is important to listen to it is equally important to understand how time and experience is to shape people.
In a previous life, when I was in a sunglass business, I worked for an owner who was encouraged only by money and thought that everyone else had the same motivation. This is simply not true. Yes, we need all the money, but there are many more needs to be fulfilled at work.
Dr. Morris Massey spent nearly 20 years at the University of Colorado as a professor of marketing. He developed a model of human behavior that I believe will highlight the subject. His model takes a special approach to how values, prejudices and ways of responding to change are "programmed" in individuals of different age groups. Population is divided into four groups:
1. The OLAGERS, the traditionalists, were raised at any time before World War II. They mention high depression and affect the results.
2. The explanations, between them, were those in 1940 and very early in the 1960s. They are not quite sure whether they are Olagers or Nuagers and it draws them crazy.
3. The NUGARS, the rejectionists, (where I and many children's clothes fit) grew between mid 1950 and early 1960's.
4. SYNTECHS, the microphones and the technicians were awakened after 1965.
Let's look at Syntechs (today called GenXers & GenYers) because many initial and management staff were raised after 1965. They have grown to hear one from Olagers , their grandparents and opposition from the Nuagers, usually their parents. To make matters worse, they get all sorts of mixed messages from Schizoes. The Syntechs have grown up with technology – my oldest son, for example, used a computer before I did and the singer my son has always used a computer. They also featured a 30 second television ad, even the most complicated problem faster than getting the water's temperature in the shower.
Val Surf & Sport, a small specialty retailer in the San Fernando Valley (area of northwestern Los Angeles County), does its best to give its athletes time to enjoy their sport, says Mark Richards. He says that scheduling is sometimes a bit difficult, but believes that it will be what he has to pay to reduce the turnover of employees. Richards knows the value of slowing down the employee base.
When you go to a grocery store, for example, and are fond of the cashier service (now called a customer service representative), give them your business card. Tell them they've just passed their first interview with your business! Everywhere you go, all you do, look for that good person. It's much better than calling a local paper or waiting to lose to go through the door and give them the job because you're too lazy to look for the employee you want.
Now that you've found that ideal person, you need to train them properly. You must start training the first day. Gene Geromel, Professor of Human Resource Management at Spring Arbor College, says: "First days, even hours of one job, often sets points for employee attitudes for new employees, you take."
When you look at time, work , energy and cost of employee training, it is obvious that maintaining is desirable to retrain. To keep all employees, especially those younger, you must show them that you are worried about them as an employee and homosexuality. This takes us back to listening and working on what you hear. A quick method to turn off an employee is often asking them what they think and then ignoring what was said!
I believe that recognition employees are quite important. Still, take care of your incentives, spiffs and commissions. Harvey Mackay said in his book, Swim With the Sharks, not giving Turkey the Christmas if you're not going to continue practicing. I also learned what I called the Donut Lesson. When I sold to retailers, I regularly regulated product lines to increase sales. Usually, I get donuts as a peace offer to employees, as not everyone was excited about mandatory attendance. Over the years, employees of my retail clients began to expect donuts and value for me because they went down. The sky banned several times that I did not get my peace offer – it was hard to keep my attention.
My proposal based on years of work with business owners and national survey, which I did, is to make recognition and / or motivation specifically for the employee.
Most of the ideas I've shared with you are actually quite simple, you might think, "I could think of these ideas," or have you already. I believe the secret is implementing these ideas. While it's not always easy, it's simple. To do this, you need to break out of your comfort zone and change your business profile. Your new idea must be collaborating with your employees rather than the old unsuccessful idea of being a chief executive officer.
Here are some ideas that help you develop your affiliate program with your own employees:
o Get what makes your employees tick.
o Learn what encourages your affiliates for action.
o Be open to their ideas.
o Allow your employees and yourself to learn and benefit from errors.
o Be open to conflict, be responsible for your affiliates being correct, could have a better idea and stop protecting your position when trying wrong. A college, Patricia Fripp says best: "Show me wrong and I will not waste time to protect my former position."
o Accept the fact that teens and teens have trust with their elders.
o lived by the law of reality. One receives from the universe in proportion to what one gives. Eastern civilizations call it Karma, in the west we refer to the Bible, as you sow, you will reap.
o Teach new employees of their value, in their lives, to learn sales ability. Help them understand how they will make money through life if they know how to communicate well – after all, selling is helping with communication.
Psychology of vocational training is simply listening and understanding, I'm glad you do not simply click on your cure where Dorothy in Oz could have and read for a better understanding. One last thought to leave you.
If you run a 7-row BMW and roll into your local sales pitch to set up or, more importantly, a major repair and noticed that a mechanic had only screwed and dropped his tools or tools, a host? Do you want to let this mechanic work with pride and joy? Glætan! You were there so soon that it would turn the engine to spin.
You and your employees also have a toolbox. Inside, tools for sale and communication, as well as product knowledge can be found. Grow yourself and all the people you work with. Challenge yourself and the individuals around you to become their best.
One of my favorite quotes that you might want to copy for yourself is: "It's one bigger than all the troops in the world, and that's an idea." – Victor Hugo. Hopefully, it's time to listen.