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CCNA 640-801 Certification Primer
CCNA 640-801 Certification Primer Seema Kannan Author, Whizlabs CCNA 640-801 Exam Simulator January 12, 2004 The Cisco Certified Network Associate (CCNA) Certification is meant for career enhancement as well as gaining knowledge of the LAN/WAN...
How To Get Promoted -- When Promotions Aren't (Free Chapter From New E-book "No Sucking-UP!"
Many times job promotions turn out to be "demotions." There are
24 critical questions you should ask before seeking or accepting
a job promotion. If the new job can't satisfy these criteria
turn it down cold!
Sometimes a promotion might...
Independent Brokerage Firm
Successful brokers and advisors basically have their own business regardless of where they work. The client investment business is a self-starter and largely commission based industry, so a broker must rely on his own production for survival anyway....
Personal Training: 3 Keys to Training Clients in Their Homes
When considering your options as a personal trainer, one of the very first things to decide is WHERE you are going to train your clients. The most obvious answer for most trainers is to get a job at a local fitness facility and train clients there....
Seven Basic Salary Negotiation Tips
Money is the most sensitive issue in the whole hiring process. Discussing the compensation often causes anxiety on both employee and employer. Here are seven ways to make the process of salary negotiating efficient.
1) Research: Before the...
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Coaching Employees - The Chronic Excuser
Most of us find coaching employees to be an effective, even enjoyable, approach to leadership and management. Coaching provides a way to help team members grow and develop, while achieving business objectives. But occasionally, we encounter a team member who has an excuse for every situation. How can we help team members like this accept responsibility and focus on solutions, rather than dwell on the reasons why things aren’t accomplished? How can we ensure that we really gain commitment and consensus on plans, assignments, and projects?
Coaching Employees and Advice
First, it’s important to remember that excuses come in two flavors. The first, called Type I excuses, usually surface when raising performance issues with a team member.
- “It’s not my fault. It’s those guys in Operations. They don’t deliver my product on time, and the customer gets upset with me.”
- “I wasn’t able to get that report in on time because my computer was down for two days. You should talk to I.S.—it’s their problem.”
As we try to help the team member accept personal responsibility, we should never let an excuse go unaddressed. However, with a “chronic excuser,” it can feel like an endless cycle.
Some excuses, called Type 2 excuses, are legitimate. These excuses are an important signal. Left unaddressed, Type 2 excuses can result in team members feeling insecure, unsupported, and frustrated. Team members may have real concerns about the plans
you’ve created, or their ability to follow through on them.
Openly addressing Type 2 excuses allows you to review the plans you’ve made, make sure they’re viable, and reinforce your confidence in the team member.
Exercising patience in listening will help you weed out the real obstacles from the smokescreens. You can demonstrate support by removing legitimate obstacles. You can also teach a powerful lesson in accountability by exposing the smokescreens.
Excuses also generally arise when establishing a plan. For team members with low confidence or little experience, it can be frightening to make commitments, and they may feel a need to “hedge their bets.” When a team member raises a concern indicating that circumstances beyond his/her control might prevent them from achieving their goal, this sends a message that they’re not sure they can carry out the plan.
As you make a pattern of confronting – in a supportive, cooperative way – the excuses made by reluctant team members, you’ll convey an important message about your commitment to accomplishing goals, helping your team members improve, and establishing a spirit of accountability in your work.
About the Author
If you would like more information about coaching employees, please contact a Regional Manger at CMOE at (801)569-3444. You can also visit CMOE's website for more information.
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