Tip #1 - Always identifies the root cause of the problem. Beware of the symptoms. Make sure everyone involved knows exactly what the issue is and why they are arguing. Talk it out until everyone agrees that there is a problem and understands what the key issues are. Avoid superficial discussions.
Tip #2 - Allow every person involved to clarify his or her perspectives and opinions about the problem. Make sure everyone has an opportunity to express an opinion. If necessary, establish a time limit (say, five minutes per person) and make sure each person sticks to the limit while stating his or her case. Make sure all involved feel safe and supported.
Tip #3 - Identify the ideal end result, from each party’s point of view. It might surprise everyone to discover that their visions are not so far apart after all. Explain further that not all the time their ideal end result can be achieved. The key point is everyone has to be realistic.
Tip #4 - Figure out what can realistically be done to achieve each individual’s goals. If action is taken, how will this affect other projects and objectives? Will the end result be worth the time and energy spent? If the attempt fails, what’s the worst that can happen?
Tip #5 - Find an area of compromise. Is there some part of the issue on which everyone agrees? If not, try to identify long-term goals that mean something to everyone and start from there. Keep searching until you find the common platform.
To find out the details on how to manage and lead your subordinates effectively and professionally, come and join our “The Essentials for Managers” (Code: DNS511) program. This workshop is designed to cater for the increased needs of today’s managers in managing and leading employees in their respective organizations. Knowing the fact that to drive employees to achieve organizational goals is a big challenge; the workshop focuses on the essentials skills needed by managers namely thinking positively, influencing people, resolving conflict, implementing change, delegating professionally and thinking strategically. Among others that you will gain from this workshop are
· Simplified ways to achieve and maintain positive thinking among all levels of employees
· Optimized techniques to motivate and influence employees in fulfilling company goals
· Proven ways to turn destructive workplace conflict into constructive and positive opportunities
· Enhanced methods to gain sustainable change at individual, group and company-wide levels
· Systematic and professional ways to keep delegating tasks to employees exciting and fulfilling
· Sustainable benefits to promote strategic thinking among subordinates, colleagues and superiors
This workshop is conducted by the trainer who is committed and passionate in assisting his participants to overcome their workplace challenges. He has conducted this program for the last 9 years and has coached more than 10,000 managers in solving their management issues and obstacles. Backed by a strong academic background in both management and legal studies; coupled with more than 13 years corporate exposures, he is ranked as one of the most sought-after trainer in his field. He is the lead master trainer, Dr. Steven Khaw.
True managers build confidence and enthusiasm in their employees.
Do you believe you are a good manager? You may not be able to answer without making a self-analysis. In the process of doing so, you may learn whether you are a true manager or just someone who gives orders and hands out assignments. How your employees see you is important because their feelings may be reflected in their degree of co-operation and their productivity. Your success as a manager depends on whether your employees consider you an effective manager. When employees respect their managers, they plan and discuss problems with them. They go along with what their managers want them to do.
You need to shift from being a vendor mindset to an advisor mindset. A vendor simply supplies a product whilst an advisor supplies true advantage. For example, an advisor will recommend what is best for the customer, not best for the salesperson. In some cases that might mean telling your customer that your company is not the best fit for the customer’s needs and then recommending one of your competitors. Remember that the future is all about relationships. As we get more technical and more global, relationships you build with your customers are what will keep your company profitable. Relationships are all about trust and you gain trust by earning it. So never teach your customers to distrust you by stretching the truth or hiding some pertinent information. To differentiate, you need to raise the bar on trust.
Remember that you’re not simply selling a thing; you’re selling the competitive advantage of your product. When asked, most salespeople say that few of their customers are fully using all of the features of their product in the most efficient manner. Therefore, create some guidelines that will help your customers maximize the use of the product you’re selling. Most companies simply sell the product, deliver it and then leave. It’s then up to the customer to figure out specific guidelines for maximizing the use of the product organizationally. No wonder so many customers underutilize their purchases.
Tip #2 - Allow every person involved to clarify his or her perspectives and opinions about the problem. Make sure everyone has an opportunity to express an opinion. If necessary, establish a time limit (say, five minutes per person) and make sure each person sticks to the limit while stating his or her case. Make sure all involved feel safe and supported.
Tip #3 - Identify the ideal end result, from each party’s point of view. It might surprise everyone to discover that their visions are not so far apart after all. Explain further that not all the time their ideal end result can be achieved. The key point is everyone has to be realistic.
Tip #4 - Figure out what can realistically be done to achieve each individual’s goals. If action is taken, how will this affect other projects and objectives? Will the end result be worth the time and energy spent? If the attempt fails, what’s the worst that can happen?
Tip #5 - Find an area of compromise. Is there some part of the issue on which everyone agrees? If not, try to identify long-term goals that mean something to everyone and start from there. Keep searching until you find the common platform.
To find out the details on how to manage and lead your subordinates effectively and professionally, come and join our “The Essentials for Managers” (Code: DNS511) program. This workshop is designed to cater for the increased needs of today’s managers in managing and leading employees in their respective organizations. Knowing the fact that to drive employees to achieve organizational goals is a big challenge; the workshop focuses on the essentials skills needed by managers namely thinking positively, influencing people, resolving conflict, implementing change, delegating professionally and thinking strategically. Among others that you will gain from this workshop are
· Simplified ways to achieve and maintain positive thinking among all levels of employees
· Optimized techniques to motivate and influence employees in fulfilling company goals
· Proven ways to turn destructive workplace conflict into constructive and positive opportunities
· Enhanced methods to gain sustainable change at individual, group and company-wide levels
· Systematic and professional ways to keep delegating tasks to employees exciting and fulfilling
· Sustainable benefits to promote strategic thinking among subordinates, colleagues and superiors
This workshop is conducted by the trainer who is committed and passionate in assisting his participants to overcome their workplace challenges. He has conducted this program for the last 9 years and has coached more than 10,000 managers in solving their management issues and obstacles. Backed by a strong academic background in both management and legal studies; coupled with more than 13 years corporate exposures, he is ranked as one of the most sought-after trainer in his field. He is the lead master trainer, Dr. Steven Khaw.
True managers build confidence and enthusiasm in their employees.
Do you believe you are a good manager? You may not be able to answer without making a self-analysis. In the process of doing so, you may learn whether you are a true manager or just someone who gives orders and hands out assignments. How your employees see you is important because their feelings may be reflected in their degree of co-operation and their productivity. Your success as a manager depends on whether your employees consider you an effective manager. When employees respect their managers, they plan and discuss problems with them. They go along with what their managers want them to do.
You need to shift from being a vendor mindset to an advisor mindset. A vendor simply supplies a product whilst an advisor supplies true advantage. For example, an advisor will recommend what is best for the customer, not best for the salesperson. In some cases that might mean telling your customer that your company is not the best fit for the customer’s needs and then recommending one of your competitors. Remember that the future is all about relationships. As we get more technical and more global, relationships you build with your customers are what will keep your company profitable. Relationships are all about trust and you gain trust by earning it. So never teach your customers to distrust you by stretching the truth or hiding some pertinent information. To differentiate, you need to raise the bar on trust.
Remember that you’re not simply selling a thing; you’re selling the competitive advantage of your product. When asked, most salespeople say that few of their customers are fully using all of the features of their product in the most efficient manner. Therefore, create some guidelines that will help your customers maximize the use of the product you’re selling. Most companies simply sell the product, deliver it and then leave. It’s then up to the customer to figure out specific guidelines for maximizing the use of the product organizationally. No wonder so many customers underutilize their purchases.
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