Tag Archives: feedback

MANAGERIAL MISTAKES!!!

Not fulfilling promises and lying on occasion:

Trust is the most important bonding factor in a relationship and this applies to business relationships also. Break promises or lie and respect for you starts to disappear since employees can no longer depend on your word being true which causes mistrust and hostile confusion and uncertainty in the workplace.

Perhaps not giving a promised pay raise or job promotion will most negatively affect the morale of an employee. There are other less blatant forms of promises made and not kept which will break the trusting bond with employees. Perhaps the best advice to give a manager is to not be pretentious but be honest and straightforward in all your dealings with employees so that they never have to doubt what your true intentions and demands are on the job.

Criticizing employees publicly:

Embarrassment, shame, and bad feelings against the manager may follow the criticizing of an employee in public. Almost everyone wants to feel safe with reputation intact if they make a mistake or screw up in some way on the job and don’t want this to become public knowledge if at all possible. The right time and place to do any chastising is in private between manager and employee only.

Excessive invasion of privacy, especially if details are announced publicly or to other employees:

Sometimes private activities affect business relationships or activities but the manager should be cautious about probing too deeply into the private lives of employees and even worse gossiping about the juicy details. Almost everyone is interested in maintaining a good reputation in the workplace and intimate private details which reflect a bad circumstance or situation should remain largely private and go no further than the manager and employee concerned. Most employee private secrets which don’t adversely affect the business should be respected and definitely not gossiped about if found out.

Withholding motivation or positive feedback:

A manager should do more than just try to help out if problems arise. A good manager will offer words of encouragement for a job well done so that the employee feels that they are being noticed and appreciated on the job on a regular basis.

Micromanaging employees:

Micromanaging indirectly implies that you don’t trust an employee to do a good job on their own. While micromanaging a new employee who is learning the ropes is sometimes a good thing, micromanaging a competent employee with unnecessary interruptions can adversely affect productivity. Interrupting when the work seems to be going too slow or noticing that too many mistakes are being made on the job is not micromanagement but a valid time to see if you can speed things up or eliminate apparent roadblocks to the work. Micromanaging is done primarily because you don’t trust an employee to do a competent job mostly on their own or you want to take credit for the job done yourself.

Not getting feedback from employees:

A domineering manager may just be inclined to give out orders and not ask for much feedback from employees. Largely isolated and minimally interested employees may be the result if they are almost never asked to participate in the decision making processes. Feedback from employees is especially important in a team effort which needs good coordination and participation by more than one employee. Happy and productive employees should be the goal of almost all businesses. Good feedback will determine how happy and productive they are and what things could possibly be done to make them happier and more productive.

Failing to appropriately discipline:

It is bad policy to ignore bad job performance and bad behavior which if left unresolved can lead to a sharp drop in employee morale and some if not many looking for jobs elsewhere. Before disciplining an employee it is best to have a private conversation and determine what is the cause of bad performance or bad behavior on the part of an employee. Sometimes all that is needed is determining the cause, pinpointing concrete steps to resolve the issue, and finally a promise from the employee to improve in the near future with concrete behavior modifications.

Sometimes giving the employee less responsibility, taking away a privilege such as parking rights, or threatening with firing are what appropriate discipline looks like. If the bad performance or bad behavior persists then make sure that you document it all and finally fire the offending employee before the rest of the staff is negatively impacted to the point of no return.

Not coaching or mentoring employees:

Some employees want to advance to higher positions in the business and don’t want to stagnate in a job at the same level for years. It is important for a manager to pinpoint those who want to be upwardly mobile and give them the appropriate coaching, mentoring, and delegation of some authority to keep them motivated. Yes, you run the risk of someone taking over your job in the future but a great manager will him or herself want to move up the business ladder to even higher positions of authority. Having a willing and able replacement ready to go may be a very important factor in getting a personal job advancement yourself.

Not cultivating interpersonal relationships:

Emotional IQ is very important for managers and that usually means that a manager is also interested in some personal information about how the employee is doing away from work. It might be valuable to know what an employee plans to do three or five years from now and what other valuable interests the employee may have. Knowing about employee hobbies, continuing education efforts, networking, and what one does during leisure time can all be vital in adding personal touches to future conversations and pep talks.

Most employees react favorably if they sense a manager really cares about them and what they are doing and hope to do in life.

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UPDATED NEW QUOTE BY ULDIS SPROGIS 1437!!!

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COMMENTS ON 6 KEY ATTRIBUTES THAT GOOGLE TRIES TO INSTILL IN IT’S MANAGERS!!!

Michael Schneider summarized the 6 key attributes in Effective Bosses and I am commenting on his article based on his observations. While the attributes are considered valuable in managers it is not that easy to instill some of them if the managers don’t have them in the first place. Some attributes are only possible with an abundance of the right prior experiences and indoctrination at a relatively early age since changing an adult’s behavior is many times harder than it is to change a youth’s behavior. This is especially true when it comes to the question of evaluating emotional intelligence.

  1. A growth mindset and emphasis on values is of primary importance for a growing and developing organization.

A growth mindset is really also having values and it means a manager who is interested in optimistically achieving growth in a changing environment by increasing his useful knowledge, skills, and competency in general with new learning.

You can list over 50 core values which manager should have but the most important values are integrity or basic morality and honesty; trustworthiness which is also a function of integrity, dependability, and competence; reputation and respect which results from integrity and trustworthiness; team spirit which comes from a leader with empathy, cooperative effort, and emotional intelligence; and a bottom line attitude which takes into consideration the cost and timeline for materials and personnel which determines how efficient the management actually is in planning and implementing work to be done.

How you instill these values in a manager who doesn’t have them in the first place is mission improbable but managers who have good values should be mentoring others who fall short in some value departments.

  1. Instilling emotional intelligence (EI) in an introverted programmer is almost impossible because emotional intelligence is an acquired skill which comes from years of exposure to all kinds of personality types starting from many siblings in childhood to relatively many social friendships in and out of school. There are things a lacking individual can do to increase personal emotional intelligence and you can further investigate the topic by referring to these two useful articles. Emotional intelligence THE TEN COMMANDMENTS OF EMOTIONAL INTELLIGENCE

 

  1. Manager transition principles is trying to instill in new managers the importance of honesty and being open and vulnerable. Managers are encouraged to communicate their transition and other problems to others and not be afraid to share their experiences and ask for advice from others on how to handle certain important situations and strategies.

 

  1. Coaching

“Through Project Oxygen, it was revealed that the number one quality of effective managers is being a good coach. Google defines good coaching as:

Timely and specific feedback

Delivering hard feedback in a motivational and thoughtful way

Tailoring approaches to meet individual communication styles in regular one-on-one meetings

Practicing empathetic “active” listening and being fully present

Being cognizant of your own mindset and that of the employee

Asking open-ended questions to discover an employee’s acumen”

In coaching as a skill the first two points are techniques for optimizing the effectiveness of feedback and the last 4 are applying emotional intelligence principles.

  1. Feedback  The key to good feedback is asking relevant questions which can be specific or open ended, really listening to the answers, and asking follow up questions if necessary. All of this should be done in a timely way. Motivating can also be a part of feedback where encouragement and sometimes praise is part of the feedback process. Advice or suggestions can also appropriately be given during the feedback process if the task is running into unforeseen problems. The Truth About Feedback.
  2. Decision Making

“To ensure judgments aren’t made in a vacuum, Google has established a routine to help managers make better decisions. This framework includes asking and articulating:

What are you solving for, and is everyone on the same page? (Identify and communicate the root cause.)

Why is it important? (Does it support other business goals?)

Who is the decision maker?

How will the decision be made?

When can people expect a decision? (Keep stakeholders in the loop, and manage expectations.)”

Communicate what the decision is with a reason, why the decision has to be made or why it is necessary and how it supports other business goals, how the decision will be made and by whom, and when the decision will be made. It is basically answering who, what, where, when, and how will a decision be made? A very important omission is how much the decision itself will cost and how much cost will result from making the decision. These are potential planning and implementation costs.

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HOW TO MOTIVATE STUDENTS AND HOW CLASSROOM TEACHERS TRY TO MOTIVATE STUDENTS WHO DON’T WANT TO PAY ATTENTION!!!

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Nothing is a greater motivator than interesting subject matter presented in a dynamic inspiring way with enough feedback from the student. In a classroom situation with about 30 students each functioning at different ability levels it is impossible for one teacher to fully teach all 30 successfully. Quality audio visual interactive individualized computer instruction is the ideal one on one learning experience and all real teachers fall short of this standard of excellence.

In a classroom situation there are many potential handicaps which must be dealt with in certain ways. Any distraction must be removed and that may include a disruptive student. Moving a student to a different seat in the classroom away from a pal may sometimes work. Standing next to a student who isn’t paying attention is an intimidation technique used successfully by some teachers.

Embarrassing a student who isn’t paying attention by asking him to repeat what was said is another approach. A teacher may ask a student to assist her in doing something to get involvement from a student. A desperate attempt at involving a student may be to ask them to present a lesson to the class in the near future. Putting a student on the spot and asking her the embarrassing question “Why are you not paying attention?” is a risky procedure because an honest student may simply say “You are boring!” or “I don’t understand!”

A change of pace or a break may be necessary during which a film is shown, a game is played, or a problem is solved. If pure lecturing is boring the teacher may send students on field trips, have them do research, have them work in smaller groups on something, or have students illustrate a lesson with drawings or diagrams.

All the above are rather bad tricks of the classroom teaching trade all designed to compensate somewhat for the ideal one teacher one student teaching ratio. Classroom teaching is only appropriate in elementary school to some extent because moral behavior between students must be taught. Beyond elementary school classroom teaching and especially lecture hall teaching is highly inefficient and should soon hit the dustbin of teaching history!!!

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THE TRUTH ABOUT FEEDBACK*

Feedback_Logo_1

Feedback: n. information about reactions to a subset(s) which may be used for future improvement

Feedback from workers for bosses or team leaders is important if you want to make things function smoothly. Feedback from offspring and spouse is also important for cohesive family relationships.

With feedback you can learn what some of the complaints are and who is a little dissatisfied with the way things are going. Feedback on mistakes is also important so that ways can be found so that those mistakes are not repeated again in the future.

Feedback sensors for machines these days is important and they can be efficient monitors of the possible need for replacement maintenance for a functioning device so that the device or machine doesn’t break down and cause operational delays.

 

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OPEN TWO WAY COMMUNICATION: KEY TO BUREAUCRATIC MALFUNCTION AND VITAL BUSINESS INNOVATION!!!

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A general analogy applies to old established big businesses and that is that the brain, nerve center, or leadership has become too disconnected from the body parts or business organization, customers, and potential new customers. Two way communication or honest feedback from all the parts and in all parts of the organization is not going on efficiently.

In the fast changing technological era doing things the old fashioned way with a leadership isolated in luxury and surrounded by yes men and women is no longer a guarantee of business vitality and success on into the foreseeable rapidly changing future.

Every hierarchical step in an organization can be considered to be a potential block of vital information filtering through since most want to give you the good news and prefer not to mention the bad things going on. Getting some unbiased information not filtered through leadership eyes is important so some contacts within a department must also be made by the top leadership to encourage honest assessments from the department leader. Every department leader should fear being caught in a lie to a top superior with a truthful revelation from a subordinate of a department leader to that top superior.

The revolutionary approach to leadership is to become more humble or in effect become interested also in the lower level leaders and employees and how they are getting on with the basic customer base of support.

Showing that you are an engaged interested and concerned leader can start with simple steps such as having a cubicle instead of an isolated luxurious office so that employees view you as more accessible and you too can walk the halls so to speak and engage random employees in honest and frank conversations about how things are going and whether anything needs improvement based on their personal assessments.

Business gatherings should be frugal not luxurious affairs with some having suppliers and major customers participate. Social gatherings should include the leadership along with the employees and suppliers and major customers can also be included if practical. A friendly family affair should be emphasized in gatherings rather than a collection of isolated replaceable parts.

Unexpected visits by the leader shows an empathetic concern for what is going on and gives employees a sense that they are not being ignored but that their work or efforts are important and worthy of short discussion. A better sense of corporate identity or esprit de corps develops when the leadership shows an active interest in the basic work and sometimes personal problems of employees.

Not only is an honest exchange of pluses and minuses important in leader to leader conversations but the same should apply to leader employee exchanges too. In effect, leaders should do more careful listening and asking of pertinent questions rather than dominate each conversation primarily advertising their ideology or prowess. No one should fear expressing opposing viewpoints when there is justifiable cause for expressing them before the problem or problems become unmanageable. Too much corporate secrecy results in dysfunctional communication to the detriment of the corporation or business in the long duration.

Innovation can thrive in an atmosphere of open communications and not with selfassured overconfident stubborn leadership which places emphasis on status, materialistic rewards, and promotes a stratified bureaucracy which may require the signature of 5 rather than just one or two humans signing off to get things done.

Decentralization is another key to success. Once you have hired leader number 2 who can replace you if you leave office or once you have hired competent leaders to work under you with their own potential replacements in different departments then a certain amount of autonomy should be given them to run the department as they see fit. Department leaders are closer in touch with the problems and challenges of the department then the top leadership.

Trusting your subordinates to do a good job is vital and that means that you should try to hire leaders with integrity to begin with so that they will not try and hide their failures and complaints and keep you in the dark to the detriment of the organization as a whole.

Misinformation, gossip, prejudices, defamation, and slander interferes with honest sincere dialogue and every effort should be made to exclude toxic untrustworthy individuals from the organization.

The need to innovate products, services, and make efficient reorganization of the workforce possible means that the leadership must keep in touch with competing organizations with cordial and even friendly relationship exchanges. Having a pretty good idea of what your competition is and is doing to innovate can mean the difference between future success or failure for your own organization.

With mobile devices beginning to play such a dominant role in business, optimum efficiency in the future will only possible if major firms begin to cooperate and share their expertise to make mobile device usage pleasant and not a nightmare of connectivity dead ends or problems.

There are many ways to realistically improve communications efficiency and here is a link which in detail shows how to do it:

https://uldissprogis.com/2015/09/13/many-ways-to-improve-communication-efficiency-in-an-organization/

If you liked this evergreen truth blog then read more of them, about 2100 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

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THE TRUTH ABOUT FEEDFORWARD!!!

FeedForward_Logo_with text

Feedforward is an assumption that if you let someone chose from a list of behaviors of what they want to improve that it is a “fun” experience for humans because there is no criticism or evaluation involved in the process.

Unfortunately feedforward as a concept is open ended which implies no evaluation of progress in the future towards the open ended goals chosen.

Feedforward is a myth with “fun” attached to it because theoretically there is no future critical evaluation of any progress or absence of it. This makes the feedforward concept an arrow without a target or not knowing where the arrow will land. To put it in more definite terms it is a promise of goal(s) achievement without an evaluation in the future of whether the goal(s) was achieved or not.

Feedforward is a useless open ended concept without any necessary feedback at a later date.

Feedforward is motivating humans to achieve a goal(s) and then not checking back with feedback to find out if the goal(s) were reached and if not why not?

If you liked this evergreen truth blog then read more of them, about 2000 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

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