MANAGING AND ELIMINATING UNACCEPTABLE BEHAVIOR AND OTHER EMPLOYEE PERFORMANCE BARRIERS
In this seminar you'll learn...
Understand the baffling reasons why employees who could perform don´t
Take control of your toughest performance and attitude problems, confidently and correctly
Conduct performance reviews that bring about the positive behavior you expect
Coach and give feedback that challenges under-performers to do their best
And much more!
You know who they are ... the whiners, the complainers, the rule breakers and the excuse makers. The list goes on, but whatever name they go by, they can create an unpleasant atmosphere for everyone, plus put the brakes on office productivity. This workshop shows you the secrets to getting employees to pull their weight and produce the positive results you expect from them—and put a permanent end to bad behaviors and attitudes. Using the proven and easy-to-implement tools taught in this intensive two-day workshop, learn to fairly, legally and confidently confront unacceptable behavior in a way that benefits you, your employees and your organization.
WORKSHOP AGENDA
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Day one: 9 a.m. – 4 p.m.
Understanding why employees don´t perform—the first step to breaking down resistance
Learn why difficult employees act the way they do
Understand the negative, ripple effect of poor performance in today´s work place
Know if an employee is unable—or unwilling—to do the job
Bad attitudes—where do they come from?
Why many managers´ efforts to correct performance fail
Taking control of tough performance and attitude problems
The games naysayers play—and how you can defend yourself
Creating a sense of ownership in employees who are barely skating by
What to do about workers who are just there for the paycheck
What´s really going on with excuse makers? What you need to know
How to reprogram pessimists to see the glass half full—not half empty
Just say "No" to energy-draining, high-maintenance employees
How to bring a negative attitude into clear focus—then zap it
What employees who don´t follow the rules are really begging for
Draw the line! How to keep an employee´s personal problems from becoming a management problem
Your role in helping employees who choke during stressful situations
Conducting performance reviews that encourage the behavior you want
The rules of proper documentation
How to mentally prepare before a dreaded performance review
Questions to ask to break the ice and get the conversation going
How to head off negative emotions—and what to do if you can´t
A checklist for avoiding unwanted surprises during the review
How to wrap up the review on a positive—and motivating—note
The problem with rating scales
Using coaching and feedback to challenge under-performers to do their best
Giving feedback: Could what you´re saying be getting you nowhere?
Using the power of open communication to conquer any and all under-performance
Dealing with problem employees—where good managers can go bad
How you personally shape attitude and performance—both unconsciously and deliberately
Coaching: Is it the missing component in your turnaround efforts?
Take a look at your management style—you may be setting the stage for poor attitudes
Day two: 9 a.m. – 4 p.m.
Giving criticism to get rid of unwanted work habits
How to criticize employees without losing their support—it´s what you say and how you say it
The difference between a put-down and constructive criticism
Anticipating—and neutralizing—how employees will react to your criticism
How to criticize the behavior, not the person
How to gain the upper hand—simply by listening
The lost art of confronting problems, directly and professionally
Building an environment where open communication is practiced by everyone
Putting the spirit of hard work, high morale and peak performance back into the work place
Using the power only you possess to positively influence everyone around you
What respect has to do with how employees feel and perform
Improving morale—moving beyond the pat on the back to gain long-term results
Stopping the spread of negativity—do this one thing and the battle is half over
How managers and employees together can curb the knee-jerk tendency to blame others
Using the disciplinary process to turn problem employees around
Build good relationships by using the 6 rules of discipline
You can´t mishandle the "final written warning"—make sure all these elements are in place
Attorneys love to use your own policies against you—are yours fair and comprehensive?
How the way you put together a documentation file could turn a jury against you
Is the problem serious enough to start the formal discipline process? Here´s how to judge
Why you must be careful—very careful—when carrying out your company´s written discipline policy
Does the employee really get it? How to test their understanding of what´s expected—and the consequences
Understanding your right to fire as a last resort
The pros and cons of suspension as an alternative to firing
Know the laws on wrongful discharge—and never have to say, "I wish I had ..."
The delicate job of breaking the news to the rest of the staff
What to do should the departing employee become vindictive or hostile
"Bad attitude" may not hold up in court—but here´s what will
The steps to conducting a worry-free termination session
Why you must choose your words carefully when showing an employee the door
The top 3 things you can do to head off legal problems later
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