| Organizations continually search for ways to improve | | | | wasted gathering too much information or going in a |
| workplace performance and increase efficiencies, for | | | | different direction. |
| several reasons. It's a domino effect...the better the | | | | 3. Touch Base Again... and Again. |
| employee performance, the better the customer | | | | Once you are sure that your expectations and goals |
| service. This leads to a better reputation which can | | | | are clear, be sure to touch base with your employees |
| result in better sales. Improving workplace | | | | often. This is not the same as micro-managing. By |
| performance features changing behaviors which is no | | | | simply making yourself available to your employees, |
| easy task. The best way to start is from the top, | | | | efforts towards various projects can stay on-course. |
| down. Managers and supervisors who follow certain | | | | Listen Carefully |
| tactics as it relates to communication, listening and | | | | We've heard this time and time again but there's a |
| understanding themselves and others can make a | | | | reason for that! Many people don't take in all the facts |
| huge impact. | | | | they need to because their minds drift, they are |
| Communicate Effectively | | | | preparing a rebuttal or they are processing one |
| Effective communication can be the key to employee | | | | statement while several other statements are being |
| performance, efficiencies and eventually, employee | | | | made. Pay attention by keeping your eyes on the |
| morale. A few steps to follow, no matter what the | | | | speaker and try to drown out other conversations or |
| project, are as follows: | | | | noises. Be prepared to relay back to the speaker |
| 1. Speak in Terms of the End Result. | | | | what you heard so that you are sure you got it |
| With an end result effectively communicated, all | | | | covered. |
| involved will understand what it means to be | | | | Know Who You're Dealing With |
| successful. Just by naming the end result, employees | | | | Getting an understanding of why people act and react |
| will immediately begin reviewing the steps in their minds | | | | the way they do is very helpful when you are working |
| to achieve that end result and unnecessary questions | | | | closely together. For that matter, knowing your own |
| will be eliminated. | | | | strengths and weaknesses when dealing with others is |
| 2. Clarify Expectations. | | | | even more important! There are a variety of related |
| Many times, expectations are not communicated | | | | assessments including Emotional Intelligence (measures |
| clearly. Even in cases where communication is | | | | a person's ability to work with others) and Social Style. |
| frequent, there is misunderstanding involved. Once the | | | | Determining a person's Social Style gives you insight |
| end result is stated, other expectations should be | | | | into what motivates that person and what they feel |
| covered... both obvious and subtle. Examples might be | | | | comfortable with. The main idea behind Emotional |
| what the priorities are in a list of tasks, how long a | | | | Intelligence is being aware of your emotions and your |
| project should take, and what resources to consider. | | | | coworkers so that you can communicate effectively. |
| The more specific the expectations, the less time is | | | | |