As the holidays approach, many of us are going to spend more time than usual with family members. And while most of that time is going to be filled with joy, it’s possible that some family members might get on our nerves, so here are some ideas to keep conflicts to a minimum.

Aggravation comes from differences: People get on our nerves because they are different than we are. They think differently, they communicate differently. And usually we think of ourselves as being right and the other person as being wrong. Often the louder, more opinionated people cause us the most grief, while quieter, more passive people just sit and suffer quietly.

Less Judging, less victim thinking, more curiosity: If you can practice thinking to yourself: That’s interesting – it may keep you out of arguments. You can even say: “That’s an interesting way of viewing things!”

The Negative Family Member: You may have a family member who tends to see the dark side of everything – you say something positive and they say something negative. These people are called mismatchers – one strategy is to point out the a negative before they do. It’s a beautiful day out there, except for being so cold. It’s a great looking tree except for the bare spot in the back. It was a great meal except the stuffing was a little dryer than I would like.

Communication styles: Practice matching the styles of the people of your family members: Be softer spoken with those who speak softly. Be a little more brash with those who are bolder.

If all else fails, have another egg nog, retreat into a corner with a good book and ride it out.
We’ll be taking a break for next Monday and see everyone on January 5th. If I can help your organization in the new year, please visit www.LeadershipWizard.com

Employees often take their cues from what the manager or supervisor pays attention to. Although bosses and parents might want employees and kids to “Do as I say, Not as I do” the reality is that employees are often paying attention to what their boss does, more so than what he or she says.

We advise supervisors and managers to keep in mind that they are always communicating whenever their employees see them – in fact employees are constantly trying to pick up on clues as to whether the boss is happy, frustrated, frantic or in control.

Advice for managers to deliver consistent messages that make sure their actions line up with their words:

1. Describe why it’s important to do the right thing: For example: I need you here every day and to be on-time because you are important part of the team – when you’re not here or when you are late, it really causes disruption and impacts the team and the customer.

2. Demonstrate yourself: In the case of attendance and punctuality – be early and be prepared every day.

3. Reinforce importance through action: Provide positive feedback to employees who meet your expectations – or those employees who start to meet expectations. When you see an employee not meeting expectations – be sure to say something right away – then they will be more likely to do what you want. Once employees know that you are going to say something when they step out of line, they will be less likely to test your limits.

For more information and to book training sessions in January and February, please visit www.LeadershipWizard.com

Some managers are too tough – they demand results and don’t care how employees feel. Initially, the tough manager sees results rise, however as time goes on, employees get demotivated and leave the organization. Results then start to decline and the tough boss gets even more demanding and a spiral begins that either costs the boss his or her job or the company goes under.

On the other side is the easy manager. They make sure every one feels good and nobody’s feelings are hurt. They set low goals and expect very little in terms of results. They think these low expectations will keep employees happy. The strange thing about trying to keep everyone happy is that no one ends up happy. Employees lose motivation because there is not enough challenge. Usually the organization underperforms versus its potential. Good employees leave.

Like in the story of goldilocks and the three bears, we are looking for the manager that is neither too tough or too easy. Being a manager means challenging employees to achieve more and holding people accountable for the results they are expected to generate. The goldilocks manager also treats employees with respect and kindness. He or she doesn’t have to yell at people in order for them to be committed to generating results.

I recently met a successful executive who I have known for the past ten years. He had to confront an employee who was not achieving the desired results. He said, “Please don’t mistake my calm demeanor to mean that I do not expect you to generate the results we discussed. There are consequences for not achieving the results.”

If you are a manager – be sure to set high standards of performance and hold people to their commitments. Be there to support and encourage and then apply positive and negative consequences based on the results.

Visit www.LeadershipWizard.com for more information.

Take the hassle out of performance reviews by utilizing SpriggHR online Performance Management software. Automating your performance management system ensures that management and employees participate in a review process that is fair, equitable, and consistent.

Created with ease of use and practicality in mind, Sprigg lets your organization manage your employee talent efficiently. Take a look at our top reasons for incorporating an automated approach into your review process.

- Increased Productivity
- Improved Participation
- Enhanced Convenience
- Strengthened Clarity of Role and Direction

Sprigg allows you to maximize efficiency and minimize administration by giving you the flexibility to:

SET goals that are aligned with Corporate Objectives and that are weighted and linked to specific competencies or company values.

CAPTURE feedback for probationary periods, mid-year and year-end evaluations; let the “Comments Bank” help you formulate your feedback.

ESTABLISH an overall performance rating and create a printed report to review with your employee.

CREATE development plans easily by accessing the “Suggestions for Development” box.

ACCESS extras like Coaches Corner for leadership advice on giving feedback, coaching and how to conduct the performance review.

Sign up with Sprigg today at www.sprigghr.com and handle your performance management the simple way.

During pilot training I had to practice instrument flying. The most difficult part of flying while only looking at your instruments is that your brain plays tricks on you. It makes you think you are in a banked turn even though you are level. If you follow your instincts, you are tempted to bank the plane in the opposite direction which ultimately could lead to a spiral dive into the ground. The message is clear – trust your instruments. The same problem can happen to managers who make the wrong corrections during tough economic times. Here are five mistakes managers make and how to avoid them.

Mistake #1: Thinking that Fear Keeps Employees Motivated

Some managers may be breathing a sigh of relief, thinking that the fear of job loss will keep employees productive during tough times. While fear is a powerful motivator, it rarely brings out the best in terms of performance. Prolonged fear causes employees to disengage and productivity drops.

Take Action: Take a hard look at workload and determine if your existing staffing levels are excessive. Make cuts sooner rather than later. Re-establish stability by keeping remaining staff focused on looking after customers, maximizing revenues and optimizing costs. Update employees on situations as they develop.

Mistake #2: Cutting Costs that Harm the Customer Experience

Often companies will cut costs in areas that cause customers frustration. If service times increase or if it becomes more difficult to buy from your company, you are opening the door for customers to try out a competitor. That lost revenue may cause an irreversible profit slide that far outweighs the cost cutting.

Take Action: Reengineer operations to improve the customer experience. Look for efficiencies in back-room operations that are less likely to impact the customer. Find ways to reduce the frustrations customers have when doing business with you. Make things easier and more convenient.

Mistake #3: Not Keeping the Long Term Talent Crunch in Mind

Remember all the talk about a shortage of good employees? Despite current economic challenges, there will be fewer employees available to fill the vacancies caused by retirements. Many existing policies and management styles worked in an era where there were lots of boomers chasing scarce jobs.

Take Action: Make sure your organization and your managers can attract and retain talented employees. Train leaders to improve their communication and performance management skills. Investigate turnover to make sure talented staff are not leaving based on the way they are treated by their manager or the organizational culture.

Mistake #4: Not Investing in People

It is easy for organizations to cut training expenditures when times get tough, especially if it means they can hold onto staff. It may be better to reduce staffing and invest in those who remain to improve sales, customer service and productivity.

Take Action: Approve training that is designed to improve efficiency and effectiveness. Find economical ways to get compliance training done at a lower cost. Ask trainers to link application of new skills to projects in the company that create payback.

Mistake #5: Going with the Herd Instead of Gaining Competitive Advantage

Companies have a tendency to clamp down on travel, advertising and marketing expenditures in tough times. These knee-jerk, across the board reactions may be exactly the wrong thing to do when there are opportunities to gain a market advantage.

Take Action: Instead of implementing across the board reductions. Be strategic to allow the organization to take advantage of opportunities. Now is the time to take business away from weaker competitors. Continue to encourage travel to visit important customers and prospects.