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Finally! What Motivates Employees

Posted By Judi Pine-Sellers, Advanced Systems Design, Thursday, August 8, 2019

The research is clear. There are primarily six reasons people work and they affect an employee’s performance. Three of these reasons help improve performance; play, purpose and potential. Three of these reasons actually reduce performance; emotional pressure, economic pressure and inertia.1

Here is an example. Most sales people are motivated by money to some degree. But now we understand we have to learn a bit more about them to discover why they are motivated by money. For example; is it because they are very competitive and they want to win the game? Then sales would be like play for them. Or are they selling something that they believe makes the world a better place?  That would be purpose. Or if they are selling something with a goal of growing the business to leave it to their heirs; this is an example of potential. On the other hand, if they want to make money so as to not disappoint a family member they are motivated by emotional pressure. If they have tens of thousands of dollars in debt they are likely motivated by economic pressure. And if they are in the sales business because they have always been in this business and simply don’t know anything else, then their motivation is inertia.

Why does this matter?  Because your first undertaking, whether you are a Supervisor, Director, Business Owner, or leader of a variety of contract people; is to determine why people are working. This can be done in a conversation but remember that anytime you ask the question WHY, it puts people on the spot. Many people don’t know the answer but feel like they should know the answer, so they make something up. This is especially true when you are talking to “the boss”.

If you are one of those managers or leaders who believes that you just tell people what to do and they should do it; then you are probably experiencing difficulty with business success, frustration with employee performance problems or high turnover.

So how do you use this priceless research?  You get to know your employee or contractor. You get personal (in a professional way of course). You’ve heard the saying; “People don’t care until they know how much you care”. 

Once you determine why people are working, you adjust your conversations to meet their needs. This is not difficult but you have to understand what you are doing and why. 

If you struggle with managing people performance; employee or contractor management, or you need to redirect your poor performers, let’s chat. Effective people are the key element to your business success and I specialize in the 6 conversations every leader must understand to know exactly what to say to engage and redirect poor performers. Click here  to schedule a complimentary conversation about how I can teach you the tools to successfully grow and manage your people so that your revenues and business will thrive giving you a more balanced work load and more time off (to do what YOU want). 



1 How Company Culture Shapes Employee Motivation: HBR Lindsay McGregor Neel Doshi


Tags:  employeeManagement  management 

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What You Need to Know About Overtime!

Posted By Kenyatta Turner, LegalShield Independent Associate, Monday, June 26, 2017


If your employees work more than 40 hours per 7-day workweek they may be entitled to overtime pay. New overtime rules were set to take effect late in 2016. These regulations would have expanded the number of employees eligible to receive overtime pay but they are currently tied up in federal court. It is vital that you observe the current regulations to avoid potential fines or litigation. If you have questions about state or federal overtime rules, contact your LegalShield provider law firm.

  • Current Rules - Federal overtime regulations are part of the Fair Labor Standards Act (FLSA). The FLSA entitles employees working more than 40 hours in a workweek to one and one-half times their regular pay rate. If your business has, “an annual gross volume of sales made or business done of $500,000 or more” you are required to pay overtime. All schools, hospitals, medical facilities and public agencies are required to pay overtime. Click here to determine whether FLSA applies to your business.
  • State Regulations - Many states set additional rules for overtime pay. California, for example, requires overtime for those who work more than 8 hours in a day and double pay for those who work more than 12 hours in a day. Other states set specific thresholds for businesses that must comply with overtime rules. Arkansas requires employers with more than 4 employees to pay overtime. Click here to view a map highlighting current state overtime laws. It is important to understand both the federal and states regulations where you do business.
  • Exempt Employees – There are exemptions for some executive, administrative, computer professionals and other professional service employees.

From the Department of Labor:

A. Currently, to qualify for exemption, a white-collar employee generally must:

  1. be salaried, meaning that they are paid a predetermined and fixed salary that is not subject to reduction because of variations in the quality or quantity of work performed (the "salary basis test");
  2. be paid at least a specific salary threshold, which is $455 per week (the equivalent of $23,660 annually for a full-year employee) in existing regulations (the "salary level test"); and
  3. primarily perform executive, administrative, or professional duties, as provided in the Department's regulations (the "duties test").

Certain employees are not subject to either the salary basis or salary level tests (for example, doctors, teachers, and lawyers).

  • New Rules from 2016 – Overtime exemption thresholds were set to nearly double in December of 2016; however, the new rule is currently tied up in court. There is a great deal of speculation about the fate of the new rule with many expecting a change in direction from the new administration. The U.S. House of Representatives recently passed a bill that would allow certain employers to offer comp time instead of overtime pay. The bill still must pass the Senate but it is yet another sign that changes are coming. It is important for all businesses to follow these changes carefully.  If you have any questions, contact your LegalShield provider law firm or Kenyatta Turner at 602-367-1069 or

Tags:  Accounting  business owners  business resources  business risk  business services  employees  Employers  Hiring  HR  human resources  labor  legal  legal services  management  small biz  small business  small business owner  startup  tax  wage hour lawsuits  women-owned business 

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Friday Fever: Keeping Your Employees Engaged at Work

Posted By Niki Ramirez,, Sunday, June 5, 2016

Employee engagement is important every day, but let's just talk about tackling Fridays for now.

You probably already know how it goes… It’s 2:30 p.m. on Friday and the far-away looks on your employees’ faces are easy to read. It’s only natural for employees to want to wind down as the week comes to a close. So there they are, sitting at their desk, thinking about weekend plans with family and friends.

Rather than look the other way and allow them to just "wait it out" on Fridays, here are three great ides to try to address this weekly downturn in engagement and productivity:

Make time to socialize and connect: when the afternoon lull hits, bring your team together in a more social setting to keep energy high and ideas flowing.

Gather everyone in a common area (like a training room, conference room, etc.) or head out to a local coffee shop or bowling alley to talk about what the next week holds, what folks are looking forward to, and what you can do to support one another. Share a snack, drink or other treat as well. Organizational psychologists agree that eating together increases connectedness and feelings of unity. Bottom line: time spent getting to know your employees, listening to their ideas and building relationships will always be time well-spent.

Just for Fun Friday: from ping-pong battles to chess tournaments, allow your employees to let loose and have some fun.

The human brain thrives on fun and novelty. We all perform better and are more successful when our lives are balanced with work and play – and it's not a new idea, we know that work and play CAN go together! I’ve read about teams that leave together (early) on Friday’s and employees go to the gym together and pump iron for the last 2 hours of the week. And here are a few other cool ways to end a Friday at work:

·        crafting and coloring time

·        bring in a yoga instructor or provide employees with chair massage

·        host a chili cook-off, parking lot BBQ, or cookie exchange

The easiest way to ensure that the activities planned really are meaningful and fun for your team is to allow a handful of employees to form a “social committee” – give them a budget and let them go to it, planning activities that they know everyone will truly enjoy!

Allow employees to set their own Friday schedule: this may sound pretty far out, but what if you just let your employees go home on Fridays when they felt they were in a good position to do so?

Employees who know they can leave when they are "done" will work diligently to knock out their to-do list in order to get their weekend started. If you do try this tactic, make sure you keep in touch with your employees throughout the week so that you have a pulse on what they have to get done before they call it a wrap. It goes without saying that this will not work for every employee, in every circumstance. Some positions will lend themselves to this far more easily than others.

Just Do It!

There is immeasurable value in making time to connect, have fun and socialize with your employees; and allowing your employees the autonomy to set their own schedule on Fridays (or any day, really!) can prove to be an equally powerful tool. 

Get organized, talk to your employees and start small. You'll discover that your team is more cohesive and productive in no time.

There are a wide variety of strategies that business leaders use to increase and maintain employee engagement, what ideas do you have? Please share in Comments.


About the author: Niki Ramirez is a seasoned professional consultant, speaker and coach with a knack for engaging business leaders.  She has a successful track record partnering with a wide variety of local businesses to analyze current human resources and business operations with the objective of collaborating to design cost-effective training, employee relations programs, develop employment policies and procedures, and help business leaders exceed their goals.
Maybe most importantly, Niki is the proud momma to three strikingly gorgeous, intelligent kids.  She loves to horseback ride and get outside to hike and explore the world every spare minute that she has.

Tags:  employee engagement  employees  HRteam  human resources  management  managing people  small business  success  team building 

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Cost of Fraud

Posted By George (Clint) Frederick CPA PLLC, George Frederick CPA PLLC, Thursday, March 31, 2016

March 30, 2016, the Association of Certified Fraud Examiners, released its Report to the Nations on Occupational Fraud and Abuse.  Occupational fraud is defined as Employee Fraud through misuse of their position for personal enrichment.  It could involve embezzlement, fraudulent financial statements, and asset appropriation for personal use, collusion with vendors for kickbacks or any number of imaginative schemes.

With the report was a summary of the cost of fraud. Some highlights:

  • A typical organization loses 5% of its revenue
  • The median loss is $150,000
  • Total loss from fraud is $6.3 billion
  • Over 23% lost $1 million

Type of fraud:

  • Asset misappropriation loss    $125,000
  • Corruption loss                        $200,000
  • Financial statement fraud      $975,000

The people committing the fraud:

  • Employee fraud           $65,000
  • Manager                     $175,000
  • Executive or owner      $703,000

Number of people involved in fraud event:

  • One person                 $65,000
  • Two people                 $150,000
  • Three people               $294,000
  • Five or more              $633,000


Organizations that do not have fraud controls in place suffer twice as much fraud as those that have fraud controls.  Fraud amounts on companies with less than 100 employees had the same as that incurred by larger companies; however, the fraud loss on small business had a much greater impact on the organization.  Most fraud was uncovered through tips and companies with hotlines.  The longer a fraud lasts the greater the financial loss.  Fraud loss on privately owned companies is greater than on public companies. Most fraud loss is not recovered. 


Prevent fraud before it happens.

Tags:  Accounting  employees  fraud  management  small business 

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Volunteers Needed: Peer to Peer Committee

Posted By Jamie Low CPCU CIC, Low & Johnson, Inc., Monday, January 4, 2016


ASBA is going to start Peer to Peer meetings in 2016.  In order to do this we need volunteers to decide how this will work and to participate.

Below is what we need:

  •  Volunteers to sit on the committee and help determine how this should work.

  • Volunteers that would be willing to lead a peer group discussion 1 time a month either over lunch in which each person pays there own costs, or at their conference room at an agreed upon time.

  • Participates who would like to be including in a monthly peer group. 

My initial thoughts of how this would work, which might change when I meet with the committee, are as follows:


  1. Peer groups set at different locations throughout the Valley and in Tucson.
  2. Max group of 8 members.
  3. Meeting Monthly either at a restaurant or a volunteers conference room.
  4. Each month we would give all the peer groups a ‘table’ topic to discuss.  These topics would be determined by the peer to peer committee.

Please contact me directly if you are interested at or 480-596-0750.

Thanks for your help.

Jamie Low


Tags:  arizona small business  ASBA  business owner  decision-making  management  small business  startup 

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Give Employees Better Feedback With This Simple, 3-Step Process

Posted By Bob Wilson, Bob Wilson Solutions, Wednesday, August 26, 2015

Let’s say one of your employees was assigned a project to oversee. Overall they did a good job. Also, they had a couple of areas they needed to improve on.

You could say to the employee: “You did a good job, but you need to work on a couple of things.”  Notice how we took them from good to less-than-good?

Instead if you say: “You did a good job. Let me tell you a couple of things so next time you can do a great job.”  See the difference? This lifts the employee up. It’s focused on how to improve and reach for something more next time.

Instead of a criticism of the past, it’s a positive slant on the future. Big difference.

In other words, it’s a 3-step process:

  • Avoid using the word “but” with your employees
  • Separate positive feedback and negative feedback into two different sentences
  • Take the negative feedback and transform it into something positive by focusing on the future and how those changes can help the employee grow

What tips have you found to work well when giving feedback to employees?

Bob Wilson is the owner of Gilbert, AZ-based Smartful Coaching. If you need help improving the quality of feedback you give to employees, contact Bob at (480) 710-0340 or to schedule your Free Consult. 

Tags:  employees  leadership  management 

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6 Ways to Prevent Your Employees from Becoming Problem Employees

Posted By Bob Wilson, Bob Wilson Solutions, Wednesday, August 5, 2015

This was originally published on The GoodMen Project on July 27, 2015

When I first started managing people over 20 years ago, I remember thinking: “This will be easy, I get along well with everyone and I’m a reasonable person.”

I was so wrong. Managing others is difficult. Employees will say and do things you never thought you would hear or see. Even good employees can be a challenge at times. But when you have a “problem” employee, the challenges increase exponentially.

Save yourself the grief and tip the balance in your favor. Here are six ways you can lessen the chance of having problem employees.

1) Schedule regular 1-on-1 meetings. Why are these so important? Besides helping you get regular updates on tasks and projects, there are three other significant benefits:

  • Shows the employee they are important. Taking time out of your busy schedule demonstrates directly to your employee they are important.
  • Helps creates trust. By meeting regularly you get to know each other better. Trust takes time to build. Regular 1-on-1 meetings are the foundation upon which trust is built.
  • Creates a more positive, less stressful environment. Without regular 1-on-1’s, when do you usually ask to talk to an employee? When something is wrong. So, when you ask to talk, they will anticipate something is wrong and be stressed. With regular 1-on-1’s you can put more focus on positive things. Plus, when problems are discussed, they come up in a more natural way since you are already talking about their work at these meetings.

2) No laundry lists. If your employee has several performance issues, resist the urge to discuss all of them at once. If you discuss them all at once, the employee will think you are either having a bad day or assume you are a negative person. Either way, their focus has shifted away from their performance and toward your perceived negativity. Most people quit listening at this point.

As difficult as it may be, pick only one issue at a time. Handle other issues as separate discussions. Remember, you are in this for the long haul. Managing isn’t a sprint, it’s a marathon.

3) Get them talking. As a manager, it’s only natural to assert your authority. After all, you are the one in charge. But this can lead to you dominating a discussion.

Dominating turns a discussion into a monologue or a sermon. Make it more interactive. Direct the discussion instead of dominating it. Make it give-and-take. Think 50-50 or 60-40. One of the best ways to do this is to ask questions.

Put some thought into what questions to ask. For example, one of the worst questions you can ask is:

“What do you think about this?”

It is too general and also a leading question. You will likely get a positive response instead of an accurate one. Two better options are:

“What concerns do you have with this idea?” or

“Tell me one concern you have with this idea.”

These types of questions give the employee permission to say what is really on their mind.

4) Communicate expectations clearly. After you have explained an assignment to an employee, ask them to repeat it back to you in their own words. You may get a strange or puzzled look. I often did. Clarify by saying something like: “I just want to be sure we have a common understanding.”

I remember clearly the first time I asked an employee to repeat an assignment back to me. I had stated four steps for him to complete. He re-stated all four steps, but only one of them was as I had intended. This wasn’t an isolated incident. I saw similar outcomes with other employees.

It is important to note that this wasn’t an indication that I was a poor communicator or they were a poor listener. Instead, it points out that misunderstandings happen all the time. We need to be more vigilant in finding them and correcting them.

If the employee doesn’t re-state all points correctly, then it is up to you to re-explain them. You may want to re-word it slightly. Once again, ask them to re-state, in their own words, what you said. Do this as many times as needed. It may seem tedious, but it’s much better than ending the discussion with differing expectations.

5) Know the consequences in advance. It is rarely a good plan to use consequences as a “stick” to try to get an employee to behave. However, an employee may challenge you during a performance discussion. It is good to be prepared.

I have had employees say, “If I don’t do what you ask, will you fire me?” You don’t want to hesitate when answering that question. Some employees ask it in a joking manner. My experience has shown that they wrap the question in humor as a safe way to gauge if the issue is serious or not. Even though they play it off as a joke, they truly want to know the seriousness of the issue.

When an employee asks that question, if the answer is “yes,” then you need to be upfront and tell them. Most times, that isn’t the case. Instead, you are much more likely to answer with something like:

“No, but if you don’t you won’t be eligible to bid on other jobs within the company.” or

“No, but if you don’t your salary will be frozen.”

These are just two examples. Your situation may require a completely different consequence.

6) Think multiple meetings. Many managers treat performance issues like they just have to mention it once and the problem will be solved. Fat chance. Nearly all performance issues will require multiple meetings. So you might as well get yourself in that mindset upfront.

Turning performance issues around is a process. Each meeting serves as a checkpoint, giving you ways to monitor the employee’s progress and provide them with feedback (both positive and negative). Making these ongoing course corrections is critical. They help keep your employees on the right path.

What has worked well for you to prevent employees from becoming problem employees?

Bob Wilson is the owner of Gilbert, AZ-based Smartful Coaching. If you need help managing your employees better, contact Bob at (480) 710-0340 or to schedule your Free Consult. 


Tags:  conflict management  employee engagement  engaged employees  how to be a better manager  how to be a better supervisor  management  problem employees 

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Managing Isn’t Fixing

Posted By Bob Wilson, Bob Wilson Solutions, Thursday, March 12, 2015

When I first became a manager I was ready to make a big impact. Make big changes. Truly make a difference.

Change is hard. Helping people change is harder.  #SmartfulSayings

One problem – my team wasn’t ready for that.

But that wasn’t only problem. I was promoted from a job where I was a “doer.”  In other words, fixing problems was very familiar to me.

But managing isn’t fixing. It is influencing.

You talk to people about their behavior. You reinforce the positives and work to shift the negatives. Sometimes it works. Other times it falls on deaf ears.

When you ask someone to change, they often dig in their heels and resist. This takes some getting used to.

Before you can shift your employee’s mindset, you need to shift your own.  #SmartfulSayings

Your duties have changed overall, but it’s more than that. Besides adjusting to the change in duties, you also have to adjust to the change in results (or lack thereof). It often feels like pushing a rope. You can see you’re doing something, but the result isn’t what you want.

As a manager, you need to develop a sense of what to do when a strategy has stalled. There are three options:

  1. Try a new strategy. When this works it’s a beautiful thing.
  2. Continue with the strategy, realizing it will make little progress, but that is better than zero progress.
  3. Stop the strategy, realizing there isn’t another one to replace it. You’ve done the best you can and have to leave it at that.

The last two options are difficult to accept. That’s a big part of why being a manager can be so frustrating. Learning when to choose each option is what makes you a better manager.

Bob Wilson is the owner of Phoenix, AZ-based Smartful Coaching. If you need help being a better manager or supervisor, contact Bob at (480) 710-0340 or to schedule your Free Consult. 

Content @2015 Smartful Coaching All Rights Reserved

Tags:  how to be a better manager  improve my management skills  make me a better manager  management  managing people  new manager 

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5 Responsibilities of Every Manager

Posted By Les Taylor, Outperformers International, Wednesday, March 4, 2015
Peter Drucker, known as the father of modern management, maintained that every manager – in any organization – has five primary roles and responsibilities. Drucker said every manager organizes, sets objectives, measures, motivates and communicates and, lastly every manager develops people – including themselves.

I’ll add my two cents as to how each role might works in the real world.

1. Managers organize essentially three things:

People (Who?)

Managers make sure the right person is in the right job. By right person I mean the person with the right skills, training and/or experience is in a position that plays to that person’s particular strengths and abilities.

Process (What?)

W. Edwards Deming, one of the great management thinkers of the last century said: “If you can’t describe what you’re doing as a process, you don’t know what you’re doing.” Good managers analyze, develop and create the right process for the right job.

Priorities (When?)

Knowing the right thing to do is only half the battle, the other half is knowing when to implement or initiate. Everything doesn’t have the same priority. A good manager sees the big picture and makes the right move at the right time.

2. Managers Set Objectives

Goals, objectives, mileposts, whatever you choose to call them – are simply ways to set a particular direction or reach specific objective. How much and by when are the two questions for framing an objective.

3. Managers Measure

Measure what? Measure against set objectives. Good managers are pragmatic. They let the data speak for itself. We’re either moving in the direction we intend to go – or we aren’t. Good measurements tell us when it’s time to make course corrections.

4. Managers Motivate and Communicate

Good managers stimulate interest in achievement and accomplishment through positive reinforcement. Effectively communicating what needs to be done and why – along with healthy doses of encouragement – lead to positive results.

5. Managers Develop people – Including themselves

We train animals but we develop people. Helping others grow and mature personally and professionally is an integral part of a manager’s role. Good managers see the benefits continuous improvement – for others and for themselves. They don’t let themselves or others get stuck in the wilderness of the status quo.

Tags:  goal setting  management  manager responsibilities 

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What Successful Leaders Do in Challenging Times

Posted By Arizona Small Business Association, Monday, August 18, 2014
Given the same set of circumstances, some people create team success and others fail. Great leaders know how to turn tough times into big wins. Here's how they do it.

If there is one thing consistent about business it's the inconsistent dynamics of business. Great leaders can navigate turbulent business climates just as well as they can sail a calm sea of activity. Often they use those frenetic circumstances to capitalize and strip away competition. Sure, some of the successes that come from chaos are pure luck, but once you dig in to the stories you find out there were intentional key decisions that launched the team to exponential success.

Success or failure during times of peril depends on your ability to get your team moving with strength and confidence. Following are 8 examples where strength, focus and resolve will help you avoid the temptations that lead to failure in difficult times.

1. Temptation: To spread your sense of urgency and panic.

When a state of panic sets in, reactive leaders will ramp up the energy and stress. Some problems do need to be solved IMMEDIATELY. But if the boss is frantic and emotional, everyone else will be too, and efficiency will diminish.

What great leaders do instead: Learn to break the news calmly, while making the seriousness of the situation clear. Take a breath and carefully assess the situation so you can work with the team to clearly set the appropriate priorities. Then you can be effective and efficient internally as you deal with the outer chaos.

2. Temptation: To lay blame.

When something goes awry, people naturally start to ask, "Who did this? Whose fault is it?" It is good to know the root of the problem, but this often descends into counterproductive finger pointing. While everyone is focused on avoiding the burden of guilt, the situation may be going from bad to worse. A leader who allows or participates in the blame game ends up with a diminished team full of distrust.

What great leaders do instead: Help the team focus on moving forward. Ask "What do we need to do to recover quickly?" and then get the team working together to make those things happen. A team will be more successful by creating heroes who inspire others to step up.

3. Temptation: To let your emotions drive your response.

It may feel better to yell or bawl someone out when you're angry or least it provides a momentary sense of release. But it does more harm than good in the long run. Your people become resentful or fearful and less likely to give you their best efforts, or bring you news that might trigger a tantrum.

What great leaders do instead: When your emotions flare, give yourself a moment to let your rational brain step in. Excuse yourself for a moment if you have to, or just take a few deep breaths. Find productive ways to channel the negative energy into positive results.

4. Temptation: To make assumptions.

In moments of small vexation or serious crisis, people often scramble to identify a cause, sometimes allowing existing assumptions to drive conclusions rather than facts. Do you actually know the reason the reports are not in the box? Are you sure the marketing people missed the deadline? Is IT really being lazy? If you have existing concerns or criticisms, it is especially easy to jump to conclusions that may or may not be accurate.

What great leaders do instead: Ask more questions that frame the big picture. Calm, value neutral questions allow you and others to diagnose what's truly going on. Sometimes they know what caused a breakdown, sometimes they don't, especially when there are a lot of moving parts in a lot of departments.Often a small issue that seems to be a choke point is only symptomatic of systemic issues that are largely hidden. Careful analysis with the team may surface core issues that can lead to exponential efficiencies.

5. Temptation: Topubliclyspeak critically of an imperfect employee.

Sometimes we all need to let of steam or grumble a bit when someone frustrates or lets us down. Doing that in front of the rest of the team spreads dissatisfaction and mistrust.

What great leaders do instead: If you really need to kvetch, do so privately, in a journal or with someone unrelated to the office. When you're feeling calmer, approach the employee directly and politely but firmly share the truth about how they have fallen short.

6. Temptation: To withhold information.

If the truth is scary, it can be hard to share it with everyone for fear that panic will ensue and everyone will desert the ship. But if you leave them in the dark, your people are likely to fill in the blanks with even scarier conjecture. Most people will paint a more desperate picture when uncertain about their own future.

What great leaders do instead: Give your people as much good information as the situation allows. Promise to keep them updated, and keep them focused on the work they CAN do, rather than worrying about what they CAN'T. That way you can lead them to success instead of managing their fears.

7. Temptation: To softball criticism.

Employees are people with thoughts and feelings, and it can be painful to watch them wilt under criticism. So rather than address their failings directly, it sometimes seems easier to drop oblique hints or bury suggestions under insincere praise.

What great leaders do instead: Tackle the hard stuff first, directly and without hesitation. If they don't know they are creating a problem, they won't know they have to fix it. You can follow up with encouragement and praise to soften the blow without muddling the message.

8. Temptation: To draw comparisons between employees.

"Try to be more like Tim." "Adriana never leaves a customer on hold for more than five minutes." We love our star players, and we want others to emulate them. Your employees probably know exactly what makes their co-workers shine. That does not mean everyone wants to be continually compared to the office favorites.

What great leaders do instead:
Evaluate each employee on their own strengths and weaknesses, using a clear rubric that is fair and equal for all. Base your comparisons on an ideal, not any one person, as your standard. Then take the time to work with each team member to perform at their personal best. Sure you are busy, but showing the person they are a priority will motivate them beyond their fears and concerns.

BY   @awesomeroar 

Tags:  entrepreneur  leadership  management 

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