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Member You - Why Do Managers Create Low Morale? Or Does My Bum Look Big In This?
A consigment thrift shop is a combination of a thrift shop where people donate their stuff usually to a charitable organization so that they can sell it to make money in their shop and of a consigment shop. The later is where somebody hands in their stuff to someone, not donating it, and that somebody sells it for them.Apart from supporting a good cause when used for charitable purposes these consignment thrift shops have pretty much become a necessary part in our world today. We have always been gatherers and with new modern possibilities of buying pretty much anything at anytime we gather more than ever. The consignment thrift shop has become a vital part of our consumption cycle as self storage are bulging with our goods.The history of charity shops go several decades back and so in a sense does then the history of th
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skil
Getting into the labour market after school or college is a daunting prospect and that’s without the minefield of jargon, overnight advances in technology and discriminatory attitudes.OK - Let’s bust a bit of that jargon! What exactly are transferable skills? Quite simply, they are things you can do in one area of your life which can be used somewhere else.Let’s take an example. As a student, did you get all your assignments in on time? Were you able to set up extensions if your work was late? Did you learn how to type quickly and use a number of computer programmes effectively? Did you hold down a part-time job and manage to juggle work with study and your social life?If you answered yes to all, or at least some of the above, you have demonstrated an extensive range of skills, such as effective time management,
The answer to the initial question is easy.
We all know what managers do to the workforce that causes the workforce to feel the way they do about their jobs.
The managers never listen to the workforce, they never give the workforce any respect, they don’t value the workforce and they spend their time “managing” by telling people what to do.
The much harder question is “What can we do about it?”
It is first necessary to understand the logic of why the manager creates low morale?
Low morale is not a situation that the manager wants.
The manager knows that low morale has a destructive effect on performance, he knows that discontent causes employees to leave and he knows how expensive it is to recruit and train replacements, yet he still behaves in the same way that produces the same environment for his workforce that causes these problems.
We can only assume that the manager, for whom morale is a problem, does not know how to manage people.
This may seem to be a criticism but in actual fact, of all the time spent training people to manage, almost the whole of that time is spent training them to manage inanimate things.
Inventory, Process, Law, Data, Statistics, Strategy, Planning, Legislation etc.
Very little, if any, time is spent teaching managers how to manage people.
If managers have never been taught how to manage people we can’t criticise them for creating low morale when they try.
A popular tactic for people who don’t know how to do something is to frighten other people so that their level of ability will not be questioned.
In this way the manager builds a defence to ensure that his behaviour cannot be criticised.
He deliberately makes people afraid to communicate with him to protect the illusion that he knows what he is doing.
His behaviour creates a defensive position behind which he sits and which distorts his view of reality in such a way that it reinforces his belief that he is a good manager.
His belief in himself, that he is a good manager, means that the morale problem must therefore be coming from somewhere else.
If we were able to show the Manager the real effect of what he does to the workforce then his perception of his role and his behaviour would change dramatically.
In order for the manager to understand the effect of what he does to the workforce it is necessary for him first to understand the way the workforce see themselves and how the way they see themselves differs from the way that the manager behaves towards them.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skill
If you are in business for yourself you have certainly had customers who are the customers from hell. You try everything you can including giving them free service, comp’ing their meal or even giving them discounts or free extras, yet the more you do the more they complain.Some people just like to complain a lot and that is one thing, but when they take advantage of you can make a scene in front of other customers they make the experience of your location less desirable to other customers and actually they will hurt your business. There comes a point at which each company must decide if they should fire the customer and put them on a do not serve lest.I am not suggesting that you should put up a sign that says in your business; we reserve the right to refuse service to anyone. However, it might be a good policy of you
Very little, if any, time is spent teaching managers how to manage people.
If managers have never been taught how to manage people we can’t criticise them for creating low morale when they try.
A popular tactic for people who don’t know how to do something is to frighten other people so that their level of ability will not be questioned.
In this way the manager builds a defence to ensure that his behaviour cannot be criticised.
He deliberately makes people afraid to communicate with him to protect the illusion that he knows what he is doing.
His behaviour creates a defensive position behind which he sits and which distorts his view of reality in such a way that it reinforces his belief that he is a good manager.
His belief in himself, that he is a good manager, means that the morale problem must therefore be coming from somewhere else.
If we were able to show the Manager the real effect of what he does to the workforce then his perception of his role and his behaviour would change dramatically.
In order for the manager to understand the effect of what he does to the workforce it is necessary for him first to understand the way the workforce see themselves and how the way they see themselves differs from the way that the manager behaves towards them.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skil
This is the last in a series of articles devoted to communications in relation to Customer Service.If you are in a busy Customer Service environment (phones ringing, people asking questions and as usual, shorthanded) I am sure that a tool that is easy to use and implement would be helpful.I have been reading a lot about Behavioral or Personality Profiling and studying the different types.This is the culmination of what has been a career journey and learning experience. We all have different ways of profiling people. (And if you have been in Customer Service any length of time, you have developed your own profiling system) I’ve included some of my own profiles below. (They are for illustration only. If you are crazy enough to use them, you get what you deserve.)Your examples might include;Mr. or Mrs.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skil
Franchisees need to dismiss the notion that ‘royalty fees’ are an extra payment coming out of their pocket; they are a part of the process of partaking in the franchise system. It should be looked upon as the Franchiser share in profits derived from the consumer. The Franchisee gathers the royalty fee sum from the consumer along with the rest of the funds that keep the whole enterprise going.The royalty fee is another aspect of the business and no business would be in business if they were not making their money from the consumer. The consumer pays for the Franchisee’s overhead, costs of sales, salaries, and of course the profit. It all stems back to satisfying your consumer who ultimately pays for the business to run.The Franchisee should be happy to contribute back into the system that feeds them. A Franchisee sho
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skil
Part one looked at telesales, yellow pages and other directories, using mailing lists and advertising in local papers and journals. In this article I will be considering direct selling techniques, leaflet drops and internet advertising.1. Direct ApproachYou could simply cold call on a company and hope you can get to talk to somebody. My experience of this is that it is quite a daunting task and by and large relatively unsuccessful in gaining new business. A lot of time, effort and fuel can be wasted as well as damage to ones morale which could take quite a severe battering as you experience one knockback after another. Not a technique to be recommended. However with regard to builders cleans it can be successful. What this entails is visiting any building site and passing your details, normally in the form of a business
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skills there is only a remote possibility of his discovering how to manage effectively.
Peter A Hunter
Author of "Breaking the Mould"
http://www.breakingthemould.co.uk
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