Here’s a book sale from quality publisher (hey, they published MY book, didn’t they?). Lasts through next Monday, so don’t wait too long!
About Laurie Ford
This author has yet to write their bio.Meanwhile lets just say that we are proud Laurie Ford contributed a whooping 197 entries.
Entries by Laurie Ford
Completing all aspects of a workplace problem or upset, especially when it involves several people or workplace activity, can be immediately important. Forgiveness can save the day, but not without closing out the original trigger for the issue. Fix it, then forgive it.
We often overestimate our own ability to put up with unspoken thoughts and underestimate the ability of others to deal with them. Fortunately, a new book hits the nail on the head about giving people “feedback”.
A compliment is always nice to receive. No matter what world it comes from.
“Difficult People” at work? What you see depends on where you are located in the hierarchy. Some of us are blind to them, and others are seriously bothered by them. What to do?
Feedback comes in different flavors – appreciation is one of them. But all feedback, if it is respectful and useful, can be valuable.
Managers see their world of work in a very different way than staff members do. What does this tell us about how to improve Manager-Staff communication? The performance review is a good tool that can support a more effective Staff-Manager relationship.
The value of doing a Group Workplace Analysis is in seeing the consensus on those situations that impair people’s effectiveness – both personally and in their interactions with others. It is a useful tool and it provides ideas that will change people’s work environment for the better.
Here’s the end of the Case Study on using a Group Workplace Assessment – it shows how this client solved 3 nasty workplace problems that were identified by his own managers and staff. He was pleased with the results, and got new momentum in his organization.
Implementing organization change is always a challenge. One solution is to have the people in the organization discuss the reasons for change and work together to formulate some of the solutions. That kind of engagement prevents all kinds of hissy-fits down the road.