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    Great Boss Mentor: 13 Keys Necessary for Excellent Employee Management and Conflict Resolution
    Great Boss Mentor: 13 Keys Necessary for Excellent Employee Management and Conflict Resolution
    Great Boss Mentor: 13 Keys Necessary for Excellent Employee Management and Conflict Resolution
    Ebook173 pages1 hour

    Great Boss Mentor: 13 Keys Necessary for Excellent Employee Management and Conflict Resolution

    By Tim L. Gardner

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    About this ebook

    How to successfully motivate your employees, create an exceptional work environment, and increase your company's revenue fourfold without having to sell your soul.

    Are there often conflicts or tension between workers, or maybe even between you and your employed?

    These are all reasonable questions to consider, since you might as well wave good-bye to your company if you're experiencing management issues and aren't seeing improvement in the methods you try.

    According to Smarp, having motivated and engaged employees in a workplace will only prove to be beneficial to the company's overall performance, and what's even more:

    1. A whopping number of 85% of employees, globally, are neither committed nor motivated in their workplace

    Considering those numbers, you can only imagine how detrimental it is for a business to have a team of workers who lack the drive and enthusiasm to be where they are.

    That's why you need to get down to the root of your company's issues.

    In Great Boss Mentor, you will discover:

    • The 13 management keys you need to know in order to create and maintain a positive work environment full of growth potential
    • The truth behind your dysfunctional team, including how to finally solve your workplace issues once and for all
    • Why some methods won't work, and which of them you are using right now that's harming your company's progress
    • How to take charge of your team in a way that will cause your employees to treat you, as well as their coworkers, with respect
    • The leadership secret successful fortune 500 companies such as Apple and AT&T utilize for maximum employee productivity and efficiency
    • Which behavioral red flags to keep an eye out for in your employees that will lead to the company's collapse, if not addressed immediately

    And much more.

    Even if your business is on the verge of collapse as a result of inefficient employees and lack of management know-how, it's never too late to turn its fate around and rise to the top again.

    These days there are plenty of team-building programs out there that you could use, and maybe you have, but many of them neglect to get down to the core of the true causes.

    Stop wasting time and money on programs that rarely work in the long-run, and discover the truth behind what it takes to manage and lead a successful team of employees. No hassle, no commitment, and none of your employees' precious time will be misused.

    Do your employees, your business, and, most important of all, yourself, a favor by taking the appropriate action and understanding the essence of constructive management.

    If you want to discover how to better manage your employees, while drastically improving the quality of your workplace, to promote success for the business, then scroll up and click the "Add to Cart" button right now.

    LanguageEnglish
    PublisherTru Nobilis Publishing
    Release dateDec 4, 2019
    ISBN9781393770961
    Great Boss Mentor: 13 Keys Necessary for Excellent Employee Management and Conflict Resolution

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      Book preview

      Great Boss Mentor - Tim L. Gardner

      Self-Appraisal of Your Employee Management Methods

      Different managers or team leaders use different methods to implement their employee management strategies. However, an effective method in a different company may not necessarily be suitable for your business. It is important to pause for a while and assess the impact of the methods you are currently using. You may discover that some of your methods are not working in your favor. In fact, some widely used methods, such as recognition programs and the fight or flight approach to conflict resolution, have attracted criticism because they are proven not to work.

      In Understanding and Changing Your Management Style, Robert Benfari described the fight or flight approach as a choice between dominating the conflict resolution process or ignoring the conflict altogether. The fight mode prevails when you get consumed by the temptation to take a defensive position for purposes of dominance. You show open defiance to the opposing party’s attempts to show you the gravity of the issues at hand. There are even occasions when managers use threats of dismissal and other arm-twisting tactics to suppress employees from airing their grievances. This in itself would be a failure on you as a manager because it poses the risk of alienating other parties in any potential conflicts. Raw domination breeds tension and amplifies intimidation. You would end up creating a toxic work environment, especially if employees choose to fight back.

      Flight, or turning your back on people during conflict, doesn’t help matters either, as doing so only serves to escalate the dispute. The flight mode takes the form of freezing communication channels, staying away from the office, or knowingly turning a blind eye to conflict as it unfolds. Before you opt to take the flight approach, please remember that you cannot wish away disagreements or feuds within the business organization. You must strive to solve all conflicts, regardless of the number of people involved, to avoid escalating the issue or issues at hand. A conflict involving one employee is just as important as a conflict involving the entire team. As a manager, you should compromise and address issues affecting any of your team members rather than exhibiting high-handedness or a carefree attitude.

      The impact of conventional recognition programs has also been in doubt because while some might be effective, others may not generate the intended impact. In fact, trends show that recognition programs do not elicit excitement among the majority of employees. There are often perceptions that the recognitions are determined solely by the management and shoved down the throats of employees. Moreover, the one-winner-takes-all approach alienates other hard-working employees. For example, an Employee of the Month award recognizes a particular employee instead of the team efforts that brought about success. In effect, motivating one or two individuals by demoralizing many others does little to inspire hard work and increased productivity. In addition, the selection procedure for determining such recipients may be tainted by favoritism and lack of transparency.

      A February 16, 2017 post on Paul White’s blog, Appreciation at Work, revealed that employees abhorred recognition programs. White (2017) cited that whereas nearly 80% of organizations in the United States had employee recognition programs, the level of employee engagement was comparatively low at about 30%. White, who also authored The Vibrant Workplace, observed further that the portion of employees who held favorable opinions towards physical items as instruments of recognition was less than 10%. Employee skepticism towards workplace recognition was due in part to the lack of personal touch and authenticity, as well as the denial of employee participation in the recognition selection processes. Such damning statistics and employee verdicts lend weight to concerns about the relevance and efficacy of recognition programs in the present-day workplace environment.

      Employees feel motivated when you direct your focus to broader, enduring aspects of the work environment. Simple gestures such as feedback-oriented communication, trust, dignity, and respect help you achieve greater impact than acknowledging your employees with just mere recognition. Your staff motivation programs should seek to motivate all members of the team and uplift those that might be lagging behind. Social networks and support systems are also useful in encouraging team members to appreciate each other and helping you to appreciate their joint efforts. It is through such networks that you can initiate a bottom-up approach to appreciating employee performance and calls for thoughtfully selecting the recognition programs that you implement in the workplace or finding alternative approaches

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