Forget The "Sandwich" TechniqueLearn Management Articles on management-info.biz. Forget The "Sandwich" Technique article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
character width: 60 resource box:6 lines + web link to 'How to get More Sales by Motivating Your Team' ===================================================== Forget The 'Sandwich' Technique by Alan Fairweather (c) Alan Fairweather - All Rights reserved http://www.howtogetmoresales.com/ ========================================================== Forget The 'Sandwich' Technique Do you remember being told to use the 'sandwich' technique when you needed to reprimand someone? Let me give you an example: 'Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However you're not getting your reports in on time and we're missing deadlines. I'd like you to tighten up a bit on this. Anyway,thanks for all you've done so far and keep up the good work.' Have you ever said something along these lines? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralise him. The only problem is that Fred may not get the message. The importance of it may be seriously diluted. He may hear it as, 'Fred, you're doing a brilliant job, you just need to sort out the reporting bit but it's not really that important.' What happens then is, Fred continues to fail with his reports. The 'sandwich' technique doesn't work, it lets you off the hook and it's mealy mouthed. Be direct with your people and they'll respect you more for it. You are also much more likely to get a change in behaviour. If you are unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lower the morale of the individual. Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell them the good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - 'Catch people doing something right' and tell them about it. Some managers and employers still have this daft notion that if people are doing things right then that's what they're paid for and they don't need complimented. Ask almost any employee in Industries throughout the world and they'll tell you that they don't feel appreciated by their manager. When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad, the same rules apply. Do it as soon as possible. Acknowledgement of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care. Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Even the mildest rebuke can have a negative effect on morale. When you speak to the person use 'I' messages. Say things like 'I liked the way you did that' or 'I think there is another way to do that.' Avoid 'You' messages such as 'You're doing great.' That can come across as patronising or insincere. 'You're doing that all wrong' may cause conflict, lower morale and may not sort the problem. When your giving feedback, focus on one or two things. You'll only confuse the person if you run off a whole list of attributes or misdemeanours. Be specific about job behaviour, focus on what the person did or didn't do, don't make a personal attack. Allow time for the message to sink in and allow the person to respond. You can then seek agreement as to what will happen in the future. If the person does not agree to take corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback. Being direct with your people is better for you, better for them and better for you business, so save your 'sandwiches' for lunchtime. =========================================================== Discover how you can generate more business by motivating your team! Alan Fairweather is the author of 'How to get More Sales by Motivating Your Team' This book is packed with practical things you can do to get the bset out of your people . Click here now =>http://www.howtogetmoresales.com/Without%20Selling.htm ========================================================== **Attn Ezine editors/Site owners** Feel free to reprint this article in its entirety in your ezine or on your site so long as you leave all links in place, do not modify the content and include our resource box as listed above. If you need additional articles, check out my article archive for fresh, new content you can use on your website or in your ezine - FREE http://www.howtogetmoresales.com/Free%20stuff.htm ============================================================
|
More Articles:1. Increase Productivity: Five Powerful Actions By Steve Brunkhorst How can you make the best use of your energy to increase productivity each day? Here are five actions that can increase productivity and leave energy to spare. They will also help you to achieve more balance between your work and personal life.The key to increased productivity is to focus on managing actions and energy rather than time. I am going to refer to time as energy because using time always involves energy expenditure. Investing your energy wisely will provide you with additional ener… 2. 5 Management Decision Making Lessons from a Long Shot. A Heartening Belmont Victory By Bobette Kyle Like many, I watched the 134th Belmont Stakes hoping to see the first Triple Crown in 24 years. Instead, I saw the 70-1 long shot, Sarava, appear from nowhere to win. We should take heart from this unlikely victory. As small business owners, managers, and entrepreneurs, the "big shots" often see us as long shots -- worth a cursory notice, but rarely more.As I listened to trainer Ken McPeek and jockey Edgar Prado after the race, I realized their win was not a fluke. Victory was the result of se… 3. Agility = Sustainability High Engagement, it’s not your standard employee motivation. - All organizations today are faced with intense competition and rapidly changing markets, customers, products, delivery, systems and services. The rate of change is outpacing our ability to adapt. We are witnessing this inability to adapt every day as organizations in business, government, religion, healthcare etc. fail right before our eyes.Sometimes, I think we overlook the fact that the rules of the game have changed as well. Early… 4. The Cost of Stress - the Need to Monitor and Manage the Risks! How much attention is paid to one of the biggest underlying risk factors within an organisation – the effects of stress? Not only are there a lot of potential risks arising from the spread of stress within an organisation, it costs them a great deal of money!!Let us start with looking at some hard-nosed numbers (based on the UK.). The CBI estimate that there is a cost of £4bn per annum to industry as a direct result of stress related absence.This figure can rise to over £7bn when you consider th… |
||||
