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Unhappy as Jenny undoubtedly was, she held on very tightly to her job. After all, she had worked her way up over the years to the supervisory role she was in - and she wasn't going to let go. Yet it was clear that she was unhappy, under pressure and unsure of what she could do to make things better. For her business and more so, for herself. For me, she was letting me down in a number of ways and my inability to resolve her performance had, for a while, been my Achilles heel in the view of my boss too. To start the process of resolving this, we had spoken formally, several times, over previous months until she finally came to see me, as we reviewed her unsatisfactory performance yet again. It was just after Christmas and she hadn't been able to deliver what our retail business desperately needed, at that vital time. During the discussion, we reached a point where I had to tell her that she hadn't been performing adequately and I had several pieces of evidence to share with her. I asked her how best we could find a way to resolve this, which would suit her and give her a dignified way to step down. Otherwise, we would have to go through a period of maintained pressure and ongoing stress for her. Jenny confided in me that she had decided the time had come to step down herself, as her brother had recently had a heart attack through the challenges he had experienced in his workplace. Jenny took the brave decision to step down and I encouraged her to write the notice-board announcement. We agreed a reducing salary package over a period of time which would soften the blow and she took on a lesser role, which she loved and brought great value to. Jenny told me later that the way we had been able to resolve the matter had 'saved her life'. I thanked her for her attitude throughout the period and knew, inside, that dealing with the Jenny 'issue', had been a big learning for me and my own career. Sometimes assumptions lead us to think that what we need to do, which may seem really painful, are inherently 'bad' for all. Yet in truth, a difficult situation is not just about ourselves - sometimes, embracing the issue can truly help others as well. Meditation Expert. - Info on meditation training, relaxation, peak performance and metaphysical phenomena. Restaurant Templates And Forms. - Restaurant management forms, restaurant software, business plan templates, marketing & promotions to help grow your profit. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Guidelines For Conducting A Good Meeting By Denise O'Berry Okay, so you've figured out what kind of meeting is needed, you've planned well and you have all the right materials. How about the meeting itself? How can you be sure the meeting you've so carefully planned and prepared actually comes off as expected?The checklist below can help you through the process.- Begin on time, clearly stating the meeting objective and your intentions to stick to type, time, topic, agenda- Obtain agreement on the agenda items and times for each item- Agenda changes mu… 2. Effective Ways to Manage a Meeting By Manik Thapar Managing MeetingsIntroduction:Meetings are a crucial element in business: many billions are held world wide every day. Whether you are attending as a participant or a chairperson, you can improve your handling of meetings so that they run more efficiently and effectively. The following section offers practical advice on all aspects of holding meetings, both formal and informal. Essential information is included on planning and preparing an agenda, choosing a venue and arranging seating, keepin… 3. Emergency! Gas Fire! Woooooooo……Woooo………The siren sounded. All of us looked at each other with excitement. The time has come for us to go into action.From all over the building, we can see Emergency Response Team members coming out, some looking a bit dazed. A general alarm had been sounded and the ERT has been activated!At the command post, the 'Commander' quickly briefed all the ERT members about the situation. There was a fire at the LPG storage tank, and there was an urgent need to put out the fire before the ta… 4. Active Inquiry in Organizational Change By Michael Beitler An essential part of Edgar Schein's Process Consulting practice model (discussed in-depth in my book) is the use of Active Inquiry. A guiding assumption in Active Inquiry is that an insecure client will not reveal essential facts about the organization's situation. Without these essential facts, the Organizational Change (OC) consultant is placed in a position of guessing. The consultant is then forced to rely on the dubious practice of projecting his or her prior experiences into the clien… |
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