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Answer You - The Twinkie Defense and 3 Other Strategies Lawyers Use - Tips for Coaching Employees
Offshore Outsourcing is an emotional subject these days and many senior managers are uncomfortable talking openly about their company's projects for fear of being labeled unpatriotic job killers. One fellow from California told me that when he accepted a posting to run his company's offshore facility in Philippines, a number of co-workers came to his office to let him know he was "tearing apart the very fabric of our nation."Even big-talking CEO's, who can us
Weighing scale has come up with different types of scale products to the users and business people. Bench scales is also one of the commonly and highly used weighing scales by the customers. As per the customer requirement and satisfaction, bench scales are framed and offered to the customer. Nowadays, bench scales are used by more number of customers for their commercial and residential purpose. Bench scales also referred has platform scales and it measures the wei
1. Give evidence of performance to employee. In litigation, prosecutors are required to turn all of their evidence over to the defense. In order to be fair to employees, supervisors need to do the same thing. Tony frequently received disturbing memos from his district manager about his poor performance on sales calls. "You failed to cover the Five Points for Sales Excellence with a customer last month. This is unacceptable." Tony never received a monitoring sheet spelling out the discrepancies, never heard a tape of a recorded call, and he didn't even have the opportunity to defend himself because the cowardly manager simply shot her message off in a cold blunt memo.
Giving feedback the way Tony's district manager does is dangerous. It certainly isn't motivating Tony to improve.
Moreover, because the manager has provided no proof of the calls - no score sheet, no recording of the call, no date or time, and not even one specific statement about Tony's alleged ineffectiveness - Tony can't even defend his performance.
When monitoring and coaching employees, ALWAYS turn over the evidence of the call to them. This evidence may include a recorded call, Mystery Shopper score sheet, detailed notes from customer's account, etc.
2. Prepare for employee performance meetings in advance. No attorney would conduct a direct examination or cross examination without thoroughly and carefully pre planning their questions. I always prepare a loose script prior to meeting with employees about problem performance, even though I don't actually read from my script. Writing the discussion out reinforces it in my mind and allows me to be less concerned with covering all the basis and more concerned with my employee.
3. Ask open-ended questions. Asking a juror if they are for the death penalty yields a yes or no answer, but asking her how she feels about the death penalty gives the attorney the opportunity to learn more. Just the same, asking your employee if she thought the phone call in question was good will yield a yes or no answer, but asking her how she thought the call went gives her the opportunity to expound. My favorite open-ended coaching questions include: "If you could do this call over again, would you?" "Tell me about that
Being is business isn’t just about getting a customer, selling him something and moving onto the next one. It’s all about making sure that your customers keep coming back to you … and spend more money!But how can you make sure that your customers stay customers for life? What strategies can you put into practice to keep bringing them back for more? A planned customer retention programme is something every established small business should have in place. That
Giving feedback the way Tony's district manager does is dangerous. It certainly isn't motivating Tony to improve.
Moreover, because the manager has provided no proof of the calls - no score sheet, no recording of the call, no date or time, and not even one specific statement about Tony's alleged ineffectiveness - Tony can't even defend his performance.
When monitoring and coaching employees, ALWAYS turn over the evidence of the call to them. This evidence may include a recorded call, Mystery Shopper score sheet, detailed notes from customer's account, etc.
2. Prepare for employee performance meetings in advance. No attorney would conduct a direct examination or cross examination without thoroughly and carefully pre planning their questions. I always prepare a loose script prior to meeting with employees about problem performance, even though I don't actually read from my script. Writing the discussion out reinforces it in my mind and allows me to be less concerned with covering all the basis and more concerned with my employee.
3. Ask open-ended questions. Asking a juror if they are for the death penalty yields a yes or no answer, but asking her how she feels about the death penalty gives the attorney the opportunity to learn more. Just the same, asking your employee if she thought the phone call in question was good will yield a yes or no answer, but asking her how she thought the call went gives her the opportunity to expound. My favorite open-ended coaching questions include: "If you could do this call over again, would you?" "Tell me about that
As many people know Industry Trade Journals in America have gone through a tough time in recent years due to slowing of advertising dollars. In franchising there is no difference. They use to give away subscriptions to Successful Franchising on franchise web sites; unfortunately that magazine was unable to weather the storm. They stop publishing in October of 2001. Now we see a re-emergence of Franchise Times, who has hired a new salesman, who is going to all the fr
Moreover, because the manager has provided no proof of the calls - no score sheet, no recording of the call, no date or time, and not even one specific statement about Tony's alleged ineffectiveness - Tony can't even defend his performance.
When monitoring and coaching employees, ALWAYS turn over the evidence of the call to them. This evidence may include a recorded call, Mystery Shopper score sheet, detailed notes from customer's account, etc.
2. Prepare for employee performance meetings in advance. No attorney would conduct a direct examination or cross examination without thoroughly and carefully pre planning their questions. I always prepare a loose script prior to meeting with employees about problem performance, even though I don't actually read from my script. Writing the discussion out reinforces it in my mind and allows me to be less concerned with covering all the basis and more concerned with my employee.
3. Ask open-ended questions. Asking a juror if they are for the death penalty yields a yes or no answer, but asking her how she feels about the death penalty gives the attorney the opportunity to learn more. Just the same, asking your employee if she thought the phone call in question was good will yield a yes or no answer, but asking her how she thought the call went gives her the opportunity to expound. My favorite open-ended coaching questions include: "If you could do this call over again, would you?" "Tell me about that
There have been very effective ads that were nothing more than four or five testimonials, and it worked! The obvious reason for common usage of testimonials is the credibility that they represent. There also have been testimonials that have not worked, we are going to look into why for both cases.Remembering the three part formula for an effective ad;1) make the benefit promise,2) document or prove your claims
3. Ask open-ended questions. Asking a juror if they are for the death penalty yields a yes or no answer, but asking her how she feels about the death penalty gives the attorney the opportunity to learn more. Just the same, asking your employee if she thought the phone call in question was good will yield a yes or no answer, but asking her how she thought the call went gives her the opportunity to expound. My favorite open-ended coaching questions include: "If you could do this call over again, would you?" "Tell me about that
Most organisations have problems with their performance measurement systems. Some of the more common ones are discussed below.Measures are Disconnected from Stakeholder Needs: Measures that organisations focus on sometimes have little bearing on the needs of their important stakeholders - shareholders, customers and employees. As an example of such a disconnection, consider the business school which measures itself by the accomplishments of
4. Don't allow the "Twinkie Defense." In court, defendants may stand behind a theory of the case called the "Twinkie Defense." This theory tries to throw the jury off the trail by blaming the client's bad actions on something else - he ate too many Twinkies, for instance, and was on a sugar high when he killed/robbed/raped/molested and therefore is not responsible for his actions. You may have encountered the Twinkie Defense with your employees: "I was late because traffic was unusually heavy and then when I got here the elevator was broken, therefore my tardiness is not my fault." Decide that employees will be held accountable for their actions and don't allow them to hide behind the Twinkie Defense. In response to the Twinkie Defense, you respond with, "This is about individual responsibility - not trying to hide behind excuses."
Deploy these field-tested and proven strategies and you’ll be coaching employees like a pro!
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