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Adverse credit homeowner loans - braving the difficult winds of adverse credit.
When my wife was enquiring me about the progress of the
homeowner loan that we were planning to take, my six year old
said something that put me to deep thought. The subject was the
constant refusals by a large number of loan providers because...
Business Meeting Etiquette
Business etiquette is essentially about building relationships with colleagues, clients or customers. In the business world, it is these people that can influence your success or failure. Etiquette, and in particular business etiquette, is...
Electric Power Production From Magnetic Tapes
ATHENS - GREECE, -- An individual person called Basil Dimitropoulos, who is a graduate Electrical Engineer with specialization in Magnetic Recording Applications, has long announced that he developed a project that concerns Electric Power...
Managing Conflict, in Life & Work: using ancient and modern approaches
Copyright 2005 by Dr. Jason Armstrong and Dana Buchman “Conflict” is a word that can have varying degrees of severity, meaning, and implication for each individual or circumstance. For example, the conflict that is experienced in our current,...
UNDERSTANDING THE CORPORATE BUYER
Selling your services to corporations is an attractive proposition. The contracts are larger than with small businesses and individuals, and often longer-term. There's the possibility of repeat business worth many billable hours at respectable...
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Beyond Management Coaching: When Things Are Getting Out of Control
Leaders and Managers often ask us, ‘What do you do when you have tried to coach and counsel an employee about a performance concern, and the employee has not responded?
Unfortunately, we see far too many cases where the leader hasn’t, in good faith, tried to coach the employee or to put the leader’s concerns into words. Often, leaders look for a quick fix alternative to what is perceived as a difficult and painful confrontation.
We have also learned from first-hand experience that management coaching is not a one-shot effort. It takes regular ongoing discussions and experiences to achieve the level of support and cooperation needed. When you have truly exhausted all your good-faith efforts to coach an employee into change, you have the right to move to the next best alternative, a coaching based solution.
In certain situations, employees have grown accustomed to and dependent on heavy authority in the workplace, or they just don’t feel attached to the job or organization. We are not advocating that the leader wait for someone to pass out a permission slip to try a different approach; rather, the leader should tell the employee that the management coaching approach hasn’t worked and it is time to take a different path. Probably the best thing a leader can do is literally call a time-out, pull back, and reexamine the entire interpersonal/working contract or agreement with the employee. The leader needs to reconsider the basic assumptions and understanding about the employee’s role and terms of employment in the organization. This is a major renegotiation effort.
It is very possible that the job demands or personal expectations and objectives of the employee or leader have changed
sufficiently that a real pressure point has been created in the leader/employee relationship. Remember, a social contract between a leader and employee works as long as there is “mutual consent and valid consideration” for both parties. If a new agreement and shared vision of common goals can be reached, then a new state of leader/employee stability and equilibrium will be achieved. If not, the leader and employee should begin to explore and plan a way to separate effectively.
Some leaders say they can’t get along without the employee. No problem – you simply need to look for creative ways to restructure the employee’s job or reassign or retrain the employee to cut your losses and limit your exposure. You may consider “down-sizing” the employee’s role to fit the needs of the situation.
Another strategy is to pursue a path or formal disciplinary or probationary action. Obviously this is riskier; it may be a path of no return in the sense that cultivating a healthy relationship in a climate of hostility and possible resentment, anger, and embarrassment over disciplinary action is difficult. You may be forced to pursue this path to the unpleasant end of a separation, the ultimate challenge for any leader.
The other thing you may consider is to take two aspirin, grin and bear it, and go on lots of short vacations.
About the Author
If you would like to learn more about CMOE’s 27 years of management coaching research and experience, please contact a Regional Manager at (888)262-2499.
To learn more why organizations such as Pfizer, Chevron, Texaco, Samsung, and others have chosen CMOE please visit their website.
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