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How to Successfully Follow-Up

By |2019-09-27T13:02:54+10:00October 26th, 2015|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Aboriginal, Torres Strait Islander Leadership, School of Business, School of Civil, Construction, Mining, School of Leadership, School of Local Goverment, School of Management, School of Online, Distance, School of Project Managment, Schools, Soft Skills, Training|

Most interventions end with an agreement to follow-up, that concluding action being an important part of a manager’s role. Follow-up actions need to be more than ad hoc additions to daily routines. Effective follow-up discussions not only demonstrate to employees that you mean what you say – that you actually do follow up – but also show your interest in employees’ progress. Here’s how to make the best use of this important, though often neglected, aspect of management practice… 1. Review previous discussions. Having set aside a time for a follow-up meeting, make sure it happens. Begin the meeting by briefly recapping any previous discussions, including any actions you both agreed on at that time. Be specific: highlight only important aspects of those discussions. Again, focus only on identified problems, not the person. 2. Arrive at an assessment. If progress since the initial meeting has been made, encourage the employee to talk [...]

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How to Criticise Others Constructively

By |2019-09-27T13:02:59+10:00September 30th, 2015|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Aboriginal, Torres Strait Islander Leadership, School of Business, School of Civil, Construction, Mining, School of Corporate Governance, School of Leadership, School of Local Goverment, School of Management, School of Online, Distance, School of Project Managment, Schools, Soft Skills, Training|

No-one likes to be criticised – even justified criticism has the potential to demoralise. But sometimes managers have no other choice; indeed, not critising errant behaviour is often worse than criticising it. But you can criticise staff so that they actually feel good when you’ve flnished. It’s a very complex management skill that can be learned, particularly if you view criticism as an investment in a colleague’s future… 1. Know when and where to criticise. Criticism should follow errant behaviour as soon as possible, while the experience is fresh in the transgressor’s mind and before anxieties begin to fester or the mistake is repeated. Except in emergencies, such as when a factory worker endangers the life of others, criticise in private, where interruptions can be minimised. If possible, allow for a second contact later in the day, when you can show by your amicability that your regard for the individual has [...]

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