When a boss, supervisor or manager is working with the same people everyday, issuing out the same orders, and doing the typical things that many leaders do, he or she tends to overlook some workplace issues that might be growing behind the scenes with employees, operations, contractors, security, and more. Who really has time to pay attention to so many departments? Well, that is why companies pay bosses the big bucks, so that they will ensure business runs smoothly in all areas. So what might you be overlooking at your workplace that might create a future headache if not one already?
One. Watch how often workers are calling off and arriving late.
Put someone on detail to track what is really going on. Is your department lax when it comes to tardiness and call offs? Does your company make it too easy for people to take a day off by permitting them to just leave a voice mail? Once you have complete your investigation, start making some changes.
Two. Address repeated concerns brought to you by certain watchful (yet annoying) employees that are often ignored.
It is only a matter of time that the employee is going to escalate his or her concerns. So what that you don't like him or her. Who cares that this person is often in someone else's business? At the end of the day, you will be the one called into the office by your boss if you don't deal with the issue. And if you are the boss, the dissatisfied employee can go to outside sources such as: the media, BBB, Internet, etc. to get some mental resolve if nothing else.
Three. Review monies being spent for things like restaurant outings, department celebrations, office supplies, travel, etc.
Do you really know what your staff is spending when it comes to things like: events, office supplies, travel, and more? What kind of company spending are you doing? You just might need to cut back on expenses before someone starts questioning you. "What the...You spent how much for a pen? You went where to eat?" says the angry boss. "How about we take this dollar figure out of your next paycheck!?"
Four. Talk with staff on how frequently things keep breaking down in the office and arrange to get those things fixed or replaced.
The more something breaks, the more you will have to keep fixing it while wasting valuable time and dollars. Review the cost, find used goods or buy brand new so that the problem equipment will stop being everyone's headache! Be sure that everyone knows how to use equipment so that items won't be broken so easily.
Five. Observe how departments fail to communicate with one another about ongoing issues.
You told this department to tell that department about this matter and that one and no one listens! So now what? Reiterate your point on paper. Set up a meeting and share the consequences with those who refuse to do what you ask. But whatever you do, don't put major issues off because in time you just might have a group of individuals revolt against you and others.
Six. Check how long you and others are socializing each day.
What are you really talking about each morning when you and others should be seated at your desks working? Is it necessary to text, email, and communicate every concern? Work needs to get done and chances are there are clients, customers, etc. who have been waiting for you to get back to them on one thing or another. Put off the long chats about the weekend, the partner, the kids, what show you watched last night, and how you feel. Encourage your workers to do more work and less chatting. Besides, you might be the one having to set aside time to deal with gossip issues in the future. Be a good example!
Seven. Notice how slow it takes for phone calls to be returned, paperwork to be sent, needs of clients to be addressed, etc.
Whenever workplace management consistently finds that issues are not being handled in the way they should and the same problems keep coming across their desks, don't be surprised when the big boss calls you into the office asking you, "How come this wasn't taken care of a long time ago? Why are people calling me about these issues? Why does your department spend so much money on these things? Why am I hearing..." Get the picture?
Nicholl has worked at many businesses over the years from market research to health care. She had her first supervisory position at the young age of 19. A background in journalism and communications, to date, she writes on and offline books and articles about topics like: relationships, business, faith, and parenting. Learn more about her at: http://nichollmcguire.blogspot.com
Friday
No Accountability: Employees Who Love Getting Out of Things
Whether it is an unecessary argument or a major event that ends badly, there are just some workers who don't want to take responsibility for anything. They will do any number of things to justify why they can't do something, won't do something, or why it is someone else's fault/job/issue, etc. Some of you reading this probably are thinking of a few employees who should have been gone with the wind like yesterday. So how do we expose, correct, and if need be, send these people on their "It's never my fault" ways?
1. Track the lying. Whether boss, supervisor, co-worker, or friend, note the lies and excuses made whenever you confront this person. There are those lies that cover up the fact that one was aware of a situation, but didn't do anything about it. Then there are those lies that have a little truth mixed in them. Of course, we can list many more lies that are specifically created to do just one thing, cover one's you know what! Keeping an accurate record with date and times included of all the story-telling will help you build a case against the troubled worker in case you are ever called into a meeting about him or her.
2. Provide proof. When one doesn't want to face the truth, he or she is going to call your bluff. Have the evidence to back up your claim. For instance, the worker said that the project would be done on XYZ date and time. Did you bother to get this person to document his or her promise? The trouble-making employee keeps coming to you with what someone else is or isn't doing, can this person back up her statements? You notice that a worker's job performance is going down hill steadily, what is the evidence that shows this?
3. Record meetings, conference calls, etc. From witnesses to recording devices, you will need anyone or anything to help you hold people accountable who historically wiggle their way out of things. Be sure to have attendees (as well as those who couldn't make meetings) sign a sheet that confirms they read notes or was present when tasks were communicated.
4. Enlist others to help hold others accountable. Tardiness, blame games, and other things that workers do to disrupt work flow can be hard to keep up with. So when you are in a power position, use your skills to stay one step ahead of the slackers by using a couple of your most loyal assistants to help. Tell them what you are looking for and explain to them how the problematic worker is causing challenges for the whole team. Reward those who aid you. However, if your help seems to be siding with the trouble-makers, be sure to confront this person.
5. Note excuses and rejections. Whenever the employee is called upon to handle business affairs, but appears like he or she can't/won't then advise this person why it is important for he or she to participate. Be sure that the job description and what you are asking is not in conflict. Also, keep note of the reasons as to why the employee has repeatedly rejected your work requests. When the next review period comes along, bring up your findings and why he or she is ineligible for a promotion or some other incentive.
6. Discuss and record errors. One of the mistakes leadership makes when dealing with employees is to rarely address errors. It isn't until major issues come up that one wants to threaten a worker with job dismissal. Don't wait until problems repeatedly show up. Instead, as soon as one brings an issue up with a worker, investigate. Periodically use other employees to check over one's work. See to it that everyone is on the same page, reading from the same manuals/memos/emails, and have a clear understanding as to what is expected when it comes to completing a task. If no one is addressing issues, then a worker will take advantage of your oversight and start pointing the finger at everyone else while saying things like, "I didn't know...no one never told me...I didn't know we were supposed to do it that way."
With so many unemployed workers in this world who desperately want to work, there is no reason why a boss/supervisor/manager should be stressing his or her self out over workers who don't want to be held accountable for their actions. Start building cases against those who are trouble-makers. From leadership to contractors, note what the issues are, supply proof, list solutions, and confront those who never want to be held accountable for anything.
Nicholl McGuire
1. Track the lying. Whether boss, supervisor, co-worker, or friend, note the lies and excuses made whenever you confront this person. There are those lies that cover up the fact that one was aware of a situation, but didn't do anything about it. Then there are those lies that have a little truth mixed in them. Of course, we can list many more lies that are specifically created to do just one thing, cover one's you know what! Keeping an accurate record with date and times included of all the story-telling will help you build a case against the troubled worker in case you are ever called into a meeting about him or her.
2. Provide proof. When one doesn't want to face the truth, he or she is going to call your bluff. Have the evidence to back up your claim. For instance, the worker said that the project would be done on XYZ date and time. Did you bother to get this person to document his or her promise? The trouble-making employee keeps coming to you with what someone else is or isn't doing, can this person back up her statements? You notice that a worker's job performance is going down hill steadily, what is the evidence that shows this?
3. Record meetings, conference calls, etc. From witnesses to recording devices, you will need anyone or anything to help you hold people accountable who historically wiggle their way out of things. Be sure to have attendees (as well as those who couldn't make meetings) sign a sheet that confirms they read notes or was present when tasks were communicated.
4. Enlist others to help hold others accountable. Tardiness, blame games, and other things that workers do to disrupt work flow can be hard to keep up with. So when you are in a power position, use your skills to stay one step ahead of the slackers by using a couple of your most loyal assistants to help. Tell them what you are looking for and explain to them how the problematic worker is causing challenges for the whole team. Reward those who aid you. However, if your help seems to be siding with the trouble-makers, be sure to confront this person.
5. Note excuses and rejections. Whenever the employee is called upon to handle business affairs, but appears like he or she can't/won't then advise this person why it is important for he or she to participate. Be sure that the job description and what you are asking is not in conflict. Also, keep note of the reasons as to why the employee has repeatedly rejected your work requests. When the next review period comes along, bring up your findings and why he or she is ineligible for a promotion or some other incentive.
6. Discuss and record errors. One of the mistakes leadership makes when dealing with employees is to rarely address errors. It isn't until major issues come up that one wants to threaten a worker with job dismissal. Don't wait until problems repeatedly show up. Instead, as soon as one brings an issue up with a worker, investigate. Periodically use other employees to check over one's work. See to it that everyone is on the same page, reading from the same manuals/memos/emails, and have a clear understanding as to what is expected when it comes to completing a task. If no one is addressing issues, then a worker will take advantage of your oversight and start pointing the finger at everyone else while saying things like, "I didn't know...no one never told me...I didn't know we were supposed to do it that way."
With so many unemployed workers in this world who desperately want to work, there is no reason why a boss/supervisor/manager should be stressing his or her self out over workers who don't want to be held accountable for their actions. Start building cases against those who are trouble-makers. From leadership to contractors, note what the issues are, supply proof, list solutions, and confront those who never want to be held accountable for anything.
Nicholl McGuire
Tuesday
Thursday
What Your Supervisor Wants
With a new year comes new changes and sometimes we don't like or want to be a part of those changes. Managers can be difficult which make supervisors stress. Sometimes people don't always communicate what they want in the most comprehensive ways. Article might shed some light on your workplace challenges with a difficult supervisor. What Your Supervisor Wants
Sunday
9 Daily Habits That Will Make You Happier
I came across this informative article I think some of my readers would greatly appreciate. I have personally used some of the tips in the past and present and they definitely work. If you are happier in your personal life, it will help your professional life. Enjoy!
9 Daily Habits That Will Make You Happier
9 Daily Habits That Will Make You Happier
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