7 Things to Remember Before Approaching Your Manager with a Problem, Solution

Have you ever had a thought that popped into your mind about a good or poor manager or a workplace issue, but you didn't feel confident sharing it?  Did you run it by your spouse, a friend or even a coworker, but still didn't feel at ease about talking about it?  Those thoughts are usually the ones that need to be dealt with whether we like to verbalize them or not.  Sometimes it may be one issue/idea or a multitude of them, but whatever the case, it is best to sit down with self and think what is the most important.  Which workplace thought or idea might be of benefit to all and not just myself?  What time am I willing to put in to make some things happen? 

1)  Think before you speak.

How often have we been told this in our lifetime, "Think before you speak"?  The rushed response or the thought that comes out of nowhere did get us in trouble with some people (like parents) in the past, so we are careful, maybe too careful about what we say.  However, that is a good thing.  Sit down with yourself and really think the thought through then sleep on it.  Yes, sleeping will provide your mind with the rest that it needs before you say or do some thing that might promote or demote you.  In faith circles it is advised, "Pray on it."

2)  Is it really that serious or can the situation be managed without others' input?

The kind of employer related thoughts and actions that hurt others, deceive, lie, steal, or cheat, do need attention and may need counsel from others.  Maybe you don't trust your manager with the knowledge, then speak with a professional that doesn't know you or your company.  Your state's department of labor may be a good resource.  If it's personal, don't share with anyone you work with, seek a life coach, spiritual counselor, psychologist, or therapist.  No matter how personable a manager or coworker might be, he or she is not a friend.  Too much information both on and offline can be detrimental to your career.  Situations that you really don't need others to help you solve are those things that you know you are responsible for, paid to perform, or are in control of.  

You seek workplace resources or a trustworthy human resource that helps you manage those situations such as: a fellow coworker, register for a class about the topic that is giving you trouble, watch an instructional video, read a nonfiction book, or watch a documentary about it.  Too much asking questions about the obvious, the tasks that you claim you already know, does make you look like you don't know what you are doing and will make the manager second-guess his or her decision hiring you in the first place.    

3)  Will the thought, solution, concern, or idea help or hurt your reputation?

We like to make coworkers feel good by saying, "There are no dumb questions." Maybe not, depending on who you ask, but some statements will hurt a worker's reputation such as: personal comments, stories or phrases where there is no filter.  Unkind words, generalizations, false assumptions, bias words, etc. that insult, demean, or appear like you think you know more will upset listeners and cause them to tune you off. 

4)  Do you know for certain that others will support you on what you are thinking or planning to do?

Most job related bright ideas and criticisms require assistants.  If you aren't willing to put the work in, keep your mouth closed.  The workers who are often recognized for their accomplishments, are those who are not only willing to talk about it, but be about it.  Negative Nancy sitting in the corner with a mountain of issues concerning a company usually doesn't want to do anything more than what she is paid to do and upon closer inspection, she probably isn't even doing that much.  So if you are the one who is blessed with a gift, skill, talent, etc., you should be the one to not only open up your mouth about it, but have the plans to show for it.  Think about who wouldn't mind joining forces with you.  

5) How might your actions or lack thereof impact others?

So let's say that you have done your due diligence concerning your thought or concern about work.  Weigh in on whether it will bring about the peace of mind you seek while helping others.  If you find that you or the company doesn't have the time, money, energy, connections, etc. to make some changes, then reserve that thought for a future employer that might be willing to back you on it.  Companies that have a long history of shutting employees down when it comes to their suggestions usually lose good workers and you might be one of those that will have to walk one day.  If an idea is a burden, you will know, simply test it if you are able to and if it causes you a headache, you know what it will do for others.

6) Can your manager be trusted?

Notice what traits are important to your manager.  If for instance, if a manager says, "I appreciate honesty."  Really?  Watch how he or she reacts to someone who gives his or her honest opinion.  If he or she is defensive about it, chances are he or she may not be honest at times and has his or her issues with self-esteem.  Listen to how the manager responds or worse ignores others who share their problem-solving opinions.  If he or she doesn't take workers seriously and doesn't enjoy implementing new concepts, tasks, structure and other company related duties, it is safe to say not only is he or she not a good manager, but probably goes around complaining to others about what is being communicated at meetings.  Find someone else to talk to, better yet, you might want to plan to be a manager yourself one day.

7)  What might be your next move if the manager chooses not to listen to your advice/concern/thought?

The sky is the limit.  Research the competition, find out how other companies handle what you have suggested, spend your off time developing your idea and make plans to reach the ears of those who can do something about what you have suggested if you believe that the idea is definitely going to do one of the following or all: save the company time, make the company money, save the company money, help the team, create new business, stand out from the competition, build the company's reputation, etc.

No matter what the issues might be floating inside that wonderful mind of yours, know this, that all concerns are there to be processed.  Some are just fleeting harmless thoughts put on the back-burner for future employment, others are there to be dealt with sooner rather than later, and then there are those that are just what they are simple ideas for our enjoyment or life lessons to learn from.

Nicholl McGuire is the owner and contributor to this blog.  Feel free to reach out to Nicholl McGuire Media for business inquiries.

Weak Leadership

Jealous, Possessive, Critical Leaders - YouTube

Jealous, Possessive, Critical Leaders - YouTube

Do You Have Management Issues?

I came across this interesting site just for managers, like you, who have real problems with your team and are seeking a bit of outside advice. Check out the following link: Site for managers

Top Three Rants About Work

Number One. It's okay for the boss to talk your ear off, but you aren't allowed to talk to anyone else in the office without "the look" and in some cases "The clear the throat" get back to work bs.

Number Two. "Oh just one more thing..." why is one more thing just before 5 p.m.

Number Three. Someone always needs the boss when he or she is still out for lunch. Two freakin' hours and they are still out to lunch!

You’re Fired! If Only It Were That Easy – Avoiding An Unfair Dismissal Trial…

I think I speak for all managers around the country when I say that we have all, in our darker moments, fantasized about mimicking Sir Alan Sugar’s catchphrase on ‘The Apprentice’ and telling an employee in no uncertain terms that they need to clear their desk and leave: “You’re fired!” Nice as it is to be able to pretend it would be this easy to get rid of that typist who spends more time on the phone to friends than doing their job, or the office manager who pulls a sickie every week, the truth is that simply firing your staff in this unceremonious manner will lead to all the ‘pleasures’ of an ‘unfair dismissal’ lawsuit.

So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.

The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.

There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:

General Misconduct

These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.

Gross Misconduct

This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.

So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:

1) If and when you become dissatisfied with the employee, tell them in writing.

2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.

3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.

4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.

5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.

It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!

About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.

Are You In The Right Job? How To Discover The Job You Were Meant To Do

You might not outright ‘hate’ your job, but if you don’t enjoy going to work each day, you might want to figure out why. No one loves work all the time, but if you find that your job is dragging you down rather than lifting you up, you should take notice.

Many unhappy workers wind up feeling frustrated and defeated by their jobs, when in fact the real reason they dread work, is that they’re working way under their potential.

Ask yourself-–

1) Do you feel unfulfilled in your current job?

2) Are you bored and stressed at work?

3) Do you find it difficult to be passionate about your work?

4) Are you tired of your day-to-day work routine?

5) Is there anything you do in your job that fascinates you?

Whether you’ve been working for one or 20-years, the key to finding the right place for you is in first determining your own natural genius. Don’t stop and say you’re not a genius – everyone has a natural genius, but many of us simply don’t know what it is.

Genius is the expression of our unique set of exceptional abilities. The trouble is that we don’t always take the time -- or have the encouragement -- to find out what those genius abilities really are. Often, we are drawn to a particular area of work that somehow helps us bring out our genius, but unless we intentionally dial in, we remain on the periphery of our genius and never hit the bull’s-eye.

If you are one of the many who doesn’t really know your unique set of exceptional abilities, review the following list of five clues for natural genius. Think about what you do that fits any of these criteria, and you can start glimpsing what your genius might be.

Five Clues for Natural Genius

1. You do it easily.

2. You feel a deep satisfaction.

3. You are recognized with a natural authority.

4. You dismiss acknowledgement easily because you seem to do it too effortlessly.

5. You don’t understand when others have a much harder time doing the same thing.

Genius stays hidden because most people never learn what their genius is. Instead, they perform on the edge of their genius, but not in the core. This impacts more than their enjoyment; it affects their earning power. Genius is often associated with sacrifice, but the opposite is true. Those who resist their genius pay the greatest price by working in jobs just to cover their bills, but never truly prospering.

Manifesting your genius means learning what it is, applying your genius in a field that matches it and benefiting by becoming an expert or specialist. In the professional market- place, the specialists command the highest fees. They also love their work.

Geniuses are not satisfied with just paying their bills. They may enjoy their lifestyle, but they don’t live for it. Why? They are fully alive in doing work that means something to them. Many of us sleepwalk through our work, driven by the need for financial security or recognition, but not satisfying our core passion. Geniuses are on fire. They are positioned to be the most successful people in the world. Geniuses can measure their reward in terms of income, quality of life and personal satisfaction. It’s quite a compelling equation.

Are you living your genius? Take a free self-evaluation at http://www.geniuscoaching.net/RateYourGenius.htm. A certified learning consultant and coach, Susanna Lange co-developed Genius Coaching, which helps children, adults, and business leaders discover and maximize their special talents and strengths.

Do You Really Want To Be A Manager?

"What do I do now?"

Craig looked plaintively across the desk at me. He'd come to me for help adapting to his new role as a manager. He was having a lot of trouble.

Craig had thought he wanted to be a manager. He'd supported himself through college by running heavy machinery in the construction industry. He was a hard worker.

When he was hired by the company that made some of the equipment he used to run, Craig was ecstatic. He liked the people in the construction industry and he thought his new employer was as fine a company as there was.

Craig was hired as a sales trainee, but his goals were something else. He wanted to be an executive and climb the corporate ladder. He started out by turning himself into a great salesperson. He let his bosses know that he wanted to move up.

His opportunity came after only a couple of years. The company tapped him for a sales manager's job. At first he was ecstatic.

Now it was three months later. Craig didn't like the things he had to do in his new job. He missed the freedom of selling on the road, spending time on jobsites and talking with people he liked.

"I used to love going to work," he told me. "Now, I get slammed from all sides. My boss wants me to make my numbers. Half the people who work for me just don't seem to cut it and they're always whining about something."

"I don't know how to handle that. Plus, my bonus is now tied to how these other people do. It was easier when I just had to work a little harder or smarter to make my numbers."

"Anything else?" I asked.

"When I was selling, the deals I cut grew naturally out of our relationship with the customers. Now, I've got my people asking me to approve deals and I'm just not comfortable deciding. It's constant pressure."

There are thousands of people out there like Craig. They start out with the idea that what they want is a management job. Then, they get one and it's nothing like what they expected. How can you keep that from happening to you?

Here are some questions to ask yourself to help decide if a management job is the right career choice.

What will I be giving up if I move into management?

This is very important to ask. Companies promote top performers. If they want to promote you to management, the odds are good that you were an above average performer as an individual contributor.

The odds are also pretty good that you like the work you're doing. So, are you willing to give it up?

You may have to give up more than work you love. If your management job requires lots of travel or more late nights or a more demanding schedule, you may give up some time at home, too. Are you willing to do that?

In some companies, promotion to management comes with an automatic relocation. Are you willing to move? Is your family willing to move?

Finally, check the income figures. Sometimes, getting promoted means a drop in regular income because commissions or overtime pay goes away.


Do I like helping other people succeed?

One of your jobs as a manager is to help the people who work for you succeed. That's not a job everyone likes to do. If you like helping other people do better, it will make your job as a manager much easier and it will make you more likely to succeed.

What if you don't? Then understand that you will probably have to put conscious effort into the work of helping others on your team. Only you know how difficult that will be for you.

Am I comfortable making decisions?

As a manager, you will have to make decisions about all sorts of things. My life experience tells me that this is not something you can learn to be comfortable with. If you are comfortable making decisions, you can improve your technique, but no amount of training will make you willing to make decisions.

Think about how you live your life. Do you make decisions as needed? Or do you put them off or hope that someone else will make the decision for you?

This one's pretty simple. If you can't make decisions you won't be an effective manager.

Am I willing to confront people about their behavior or performance?

Management is the art of controlled confrontation. Every day you will need to talk to people who work for you about their behavior and performance. You will need to confront some of them with how they're doing and what they need to fix.

We're not talking about big, blow-up, "Jerry Springer" confrontations. Most of your confrontations will be about small things. But you'll have to do them every day.

If you can't confront people who work for you about their behavior and performance, it's not likely you will do well as a manager.

Am I willing to let the group become my destiny?

This is a tough one, because it flies in the face of how we talk about management. We like to say that when you're in management, you've got power. But that's not true.

When you get promoted, you'll have less power than you do now. Think of it this way.

When you're an individual contributor and you want to improve your evaluation or income, all you have to do is work harder or smarter. When you want to achieve the same thing as a manager, you've got to convince your team members to work harder or smarter.

As one of my trainees put it: "The team is your destiny." Your success and your rewards are based on their performance. Are you ready for that?

Craig's problem was that he took a management job without thinking through whether it was something that he would like and be good at. He hadn't thought about what he liked and didn't and he hadn't considered the changes he would have to make.

Craig went to his boss and laid out the issues he and I discussed. His company decided they'd rather have a happy and successful sales rep instead of an unhappy sales manager and they let Craig pick up his old job.

All of that could have been avoided if Craig had done some analysis in advance. One of my other clients, John, was a person who did.

John was working with me on career issues for about a year when he was offered the opportunity to move up to management. We'd already discussed many of the issues, so he was in much better shape than Craig. John knew what he wanted and figured he could do a good job as a manager.

On the plus side, John really loved working with people and helping them develop. The move to management would make that a key part of his job.

Because he was a good performer as an individual contributor, John was a little leery about giving up the freedom he'd earned and about moving out of his comfort zone to a new job. In his case, relocation or money were not issues.

John thought he was a good decision maker, but he admitted to sometimes taking longer than necessary to make a decision. Sometimes he even let others make decisions he might have made better. We marked that as an area to work on in his personal development plan.

John had coached sports teams and figured that the confrontations about performance that he did in that role would help him as a manager. That has turned out to be the case.

John's biggest issue was with whether he could live with the fact that his team's performance would define his results. There wasn't any clear evidence in his background either way, but he thought he could learn to do it. We marked the issue as one for our coaching sessions.

Things worked out well for John. There were some rocky points, though. Everybody has them.

It turned out that the confrontation issue was far more difficult for him to master than either of us expected. But with concentrated effort, John mastered that and other skill issues.

When you get promoted to management you must do different kinds of work than what made you successful as an individual contributor. You gain some things and give up others. It's not a transition that everyone wants to make, but asking some key questions in advance means you can increase your odds of success when promotion comes calling.

About the Author
Wally Bock helps organizations improve productivity and morale. He is the author of Performance Talk (http://www.performancetalk.com/). He writes the Three Star Leadership blog (http://blog.threestarleadership.com/), coaches individual managers, and is a popular speaker at meetings and conferences.

What Workers Need to Keep In Mind While On the Job

While it’s easy to realise that hard work, motivation and enthusiasm may help get you ahead in the workplace, it’s often harder to identify the many ‘workplace no-nos’ that could severely hinder career progression. Read on to find out about some of the more common things not to do at work!

We all know that positive workplace behaviours and attributes like hard work, motivation, enthusiasm, and a willingness to contribute to company development above and beyond your responsibilities can lead to positive career outcomes such as a promotion or pay rise. But what many of us don’t seem to understand is that there are a host of office no-nos that can have just as big an impact on our careers – but in a negative way!

Inappropriate behaviour in the workplace can lead to stunted career progression; it can stop you getting that all-important pay rise or that much-anticipated promotion! Below is a list of some of the top potentially career-damaging workplace no-nos to avoid:

Don’t use profane or offensive language — bad language in the workplace is not only potentially offensive to those around you, it may also make you appear unprofessional, immature and downright rude.

Don’t steal — as minor as it might seem to occasionally lighten the office stationary supply of the odd pen or two, stealing from your workplace (stealing anything at all) is one of the quickest ways to get yourself fired and should never be risked, no matter how small the item.

Don’t talk negatively about your employer, managers or co-workers — if you have a gripe about your company or somebody in it, take it through the appropriate channels; talk to your manager or human resources department, and if you don’t want to act on it then keep it to yourself. It’s a good idea to avoid venting to co-workers via email also – there’s always the risk you’ll unwittingly commit the ultimate faux pas and send the email to the wrong recipient!

Don’t gossip or spread rumours — while it is often tempting to share juicy snippets about co-workers, gossiping can be one of the quickest ways to ruin relationships and create a tense and awkward workplace atmosphere.

Don’t make sexually suggestive, racist, or inappropriate comments or jokes — inappropriate jokes or comments are not only potentially offensive, they will certainly not impress management, and could quickly get you labeled as immature and unprofessional.

Don’t be seen to be wasting company time — while pretty much every worker is guilty of sending the odd personal email or perhaps having a sneaky browse of the internet from time to time, it should be remembered that many companies monitor internet and email use, and will catch out time-wasting employees. Keep personal emails (and phone calls) to a minimum and try to limit personal use of the internet to your lunchbreak.

Don’t get drunk at office parties — as tempting as it might be to let your hair down and partake in a few drinks – especially when it’s paid for by the company – it can be one of the quickest ways to lose face with senior management. While it’s fine to have one or two drinks, workers who have one too many quickly lose the respect of their colleagues and could end up a laughing stock. Wherever possible, try to maintain a distinct line between your social and professional life.

Don’t send angry emails — if something or someone at work has upset you give yourself time to reflect and calm down before responding with an email. You’ll probably end up writing something you wish you hadn’t if you respond to a situation when you are angry or upset. A better approach might be to step out of the office for a minute or two and call a loved one and talk your problem out with them first. Then, if you’re still upset, you can hopefully construct a more considered email or talk calmly face-to-face with a manager.

Don’t dress inappropriately — whether or not we admit it, we’re all guilty of judging people on their appearance. People who look well groomed and who dress professionally will be taken more seriously, and potentially deemed more competent, than those who don’t. Avoid ill-fitting clothes – particularly clothes that are too small, too tight, or too revealing.

Never fall asleep on the job — not only could this be seriously dangerous (depending on your line of work) it also reflects very badly on your work ethic, making you appear lazy or unprofessional. If you find yourself struggling to stay awake grab yourself a strong coffee, do some stretches or have a quick walk around the office.

Clean up your act — try to keep your desk and work space tidy and clean; a cluttered, dirty desk can make you appear unprofessional or unproductive. Don’t allow mugs and plates, papers or books to build up. And definitely get rid of yesterday’s half eaten spag bog!

About the Author
Lucy Ayers is the Editorial Content Coordinator for GradCareers. The GradCareers website helps graduates and final-year university students find the right career and graduate program for them. For more information, please visit http://www.gradcareers.com.au

Workplace Conflict Resolution: What’s Creating Workplace Conflict And 9 Easy Ways To Resolve It

A radio interviewer recently asked me if I thought there was more conflict in the workplace today than in the past. After thinking about it, I replied, “Yes, I think there is more conflict today.”

Here Are 3 Main Reasons Why There Is More Conflict In The Workplace Today Than In The Past:

1. Today’s workplace is much more egalitarian. We have flatter chains of command, dotted line relationships, and primarily knowledge workers who are capable of making decisions themselves and have the freedom to move on to another job if they don’t like the way they are being treated.

In prior years, the workplace consisted of a clear authoritarian structure and chain of command. Workers obeyed orders, kept their gripes and personal issues to themselves, and did their work. If they failed to perform effectively, they were immediately fired and replaced.

2. Today, people of all ages from all over the world have come to work together. They have different values, goals, behavioral expectations and prior experiences. Yet they are expected to work together without really understanding why all the misunderstandings between them occur.

3. Women are now in the workplace in equal numbers to their male counterparts. Generally speaking, women are much less accustomed to following a chain of command than men. Most men grow up participating in organized sports where they are taught how to obey. Although some women are now active in sports, many more grow up playing creative games that didn’t have any particular organization or chain of command. In games like house, girls take turns in varying roles.

Although we’ve come a long way towards understanding each other and working harmoniously together in the workplace, there are still behavioral differences in teasing, flirting, confronting, aggression and simple communication styles.

Solutions To Conflicts In The Workplace

Clearly, these workplace issues are here to stay. How can we handle them? How can we change certain elements? Here are some of my ideas:

Dealing with Different People in the Workplace

Your organization is going to continue to have people of all genders, ages, cultures, styles and expectations working together. You need to provide them with:

• A common culture with clearly defined behavioral expectations. This includes policy, procedures, statements of corporate values and culture – and the follow through to hold people accountable.

• Diversity training that teaches how to manage different people as well as how to get them to cooperate at meetings and other group forums. Your organization needs to delve into training. Trainers need to understand cognitive and communication styles, values around politeness and dealing with superiors, as well as issues of pride, humility, conformity and all the other differences that cause conflicts in the workplace.

• Acceptance and recognition of the differences, so your organization doesn’t try to have a “one size fits all” method of managing.

• More attempts to help each other clear up disagreements and misunderstandings – rather than passing judgment and deciding who is right and who is wrong.

Management Style and Hours Worked

When management creates a clear set of guidelines as to work expectations and measures success rather than time spent, it will be easier for people to know what to do because the parameters are clear. Here’s what your organization can do to avoid conflicts in the workplace related to management styles:

• Publish policy, procedures, values, expectations, and guidelines. Since there no longer is a supervisor with a whip looking over each worker’s shoulder, it is these documents that guide your employees’ behaviors.

• Managers need to learn how to correctly manage different individuals to enable each person to be successful. Some people need more instruction and others need to be left alone to create. Some are more trustworthy than others and can be relied upon to know their own limits and decision-making authority. Others need to be managed more tightly.

• The quality and the quantity of the work should be rewarded, not time. Managers need to stop the subtle and not-so-subtle remarks about not seeing a worker on a Saturday or early in the morning.

• Employees need to have flexible time whenever possible. Some jobs require attendance at set hours. Most do not. People with young children at home might want to go home for a few hours in the late afternoon and return either to work, or to their home computer after their children have been put to bed.

• Recognize that less is often more. If people get to relax, have a family life, recreation, and pleasure, they are almost always more productive and creative during their working time.

Although conflict is here to stay, it certainly can be mitigated by taking the needs and differences of people seriously and by teaching them about each other and how to work together. Stop being afraid and start being kind.

About the Author
ArLyne Diamond, Ph.D can teach your management team how to manage your organization effectively and efficiently. For more free tips that will help your organization increase its productivity by cutting the number of conflicts in the workplace in half go to: http://www.diamondassociates.net/articles