“If you align expectations with reality, you will never be disappointed.” Terrell Owens
There are many reasons why employees are unable to meet performance expectations:
- The expectation is not realistic in relation to the employee’s skills, experience or position in the decision-making hierarchy.
- The expectations are too vague.
- The time limits for the task are unrealistic.
- The manager mistakenly assumes that the employee has the necessary knowledge and resources to perform the task.
- The manager does not check to see and factor in what the employee is working on at the time and what other deadlines and projects s/he may have.
- The manager unrealistically expects the employee to work as long and as hard as the manager does.
- The manager
“It is wise to direct your anger towards problems –not people; to focus your energies on answers –not excuses.” William Arthur Ward
If we lose objectivity due to our anger, we lose control of ourselves and the situation. There are five steps we can take to transform our anger into something positive and constructive.
Step #1: Disengage from the Situation
When we disengage, we focus on the results we want while we cool down. We can either physically remove ourselves from the situation or take an emotional time out. Disengaging is not the same as withdrawal, which is in effect a power play that involves resisting the other person’s feelings. It is simply a way to keep defensiveness from escalating.… Read the rest
“It’s all to do with the training: you can do a lot if you’re properly trained.” Queen Elizabeth II
Staff development is defined as the improvement of the knowledge and skills of employees within an organization by providing them with training.
Organizations that invest in staff development have found that it improves efficiency, improves productivity, ensures the continuation of institutional knowledge, reduces turnover, reduces costs, improves employee morale, and increases employee job satisfaction. Staff development may also give the organization greater scheduling flexibility and may lead to operational improvements.
Staff development can take many forms, as the following table illustrates.
|Staff Development Conducted within the Organization|
|Mentoring||A deliberate pairing of a more skilled/experienced person with a less|
“The people sensible enough to give good advice are usually sensible enough to give none.” Eden Phillpotts
There are a number of reasons why people give unsolicited advice. If you have such a tendency, see if any of the following sound familiar:
- They assume that the person wants to hear their opinion of what they themselves would do in the situation.
- They had a similar problem that they solved successfully, so naturally they feel obliged to share it.
- They worry that, since they are the boss, they will look incompetent if they do not immediately offer their advice or solution to the problem.
- They know that they are expected to offer advice because they are known to be the “fixers”
1. address symptoms rather than the real problem.
2. are based on insufficient or inaccurate information.
3. are made for subjective rather than objective reasons.
4. are made for the sake of expediency.
5. fix only one part of a larger problem.
6. are based on the wrong root cause.
7. are unrealistic.
8. are the wrong solutions for the real problem.
9. do not consider all of the contributing factors.
10. are beyond the scope of those who have to implement them.
11. solve the