Dealing with problem employees

Turnaround or Terminate?
How to Deal with "Problem" Employees

Do you struggle with a "problem" employee? If so, join the crowd! Many of my coaching clients - businesses owners or managers - tear their hair out over one or more toxic employees. In our business environment, we tend to recreate the dynamics of the family we grew up, so no wonder problems develop.

It's amazing often a business owner or manager will endure a "problem" employee, unable to help the employee make positive changes and unable to fire them when necessary. Tolerating a problem employee is like walking around with a sliver in your foot - highly irritating, but you can kind of get used to it. Then, when you finally pull it out, you can't believe the relief! That relief generally comes in one of two ways: either you and your employee are able to make some mutual improvements, or you part ways.

I recommend a two step approach to this issue. First, you do whatever can be done to turn the situation around. Very often, you may have made a few half-hearted attempts to resolve the situation, but feel lost at sea about what else can be done. You must address the issues directly, calmly and clearly with the employee. Expectations must be set, problems and solutions explored. Check in regularly with the employee to monitor progress.

On a more powerful level, the turnaround can result when you learn your own and your employee's behavioral style. I like to use the Platinum Rule assessment, developed by Dr. Tony Alessandra. It's inexpensive ($30 - $50), easy to understand and extremely powerful in helping us understand our own and others' behavior. Your style and this employee's style probably differ. (For more information on the Platinum Rule, visit: www.authentic-alternatives.com/platinumrule.htm )

The Golden Rule advises you to treat others as you would like to be treated. The Platinum Rule advances this to the next level and suggests that you treat others as you would like to be treated. Your "problem" employee may be - and probably is - a different style than you. The Platinum Rule shows us four core behavioral styles (Relater, Socializer, Thinker and Director) and gives us many concrete tactics of how we can flex to meet the other person's style. I have seen near miracles occur - the proverbial light bulbs go off - when my clients use this assessment to better understand themselves and their employees and co-workers.

The second step of the two-step approach: suppose you've fully implemented the first step (turnaround) and the situation remains unacceptable. Now it's firing time, and because I bet you care about other people, you know that it's one of the most unwanted and difficult tasks an owner or manager faces. I encourage my clients to remember that a business or organization cannot afford to carry an unproductive and toxic employee. An employee person unwilling or unable to make the necessary improvements must be sent to find an employment situation that fits them better. This does not make you an evil or uncompassionate human being.

So pull out "the sliver" and create a positive, unstoppable team. The number one key to professional success is the quality of the people you surround yourself with - employees, colleagues, spouse, friends. Life speeds by, so remove the rocks from your river and let it flow forward, full force. If you can't turn around a problem employee, you must let them go. It's not your fault and if you want your business to flourish, and you will at times find you have to terminate.

Anne Alexander provides authentic (real) alternatives (choices) to business owners and helps them stop spinning their wheels and move forward with substantial, profitable business growth, personal satisfaction and bottom line control. To receive Anne's free 49 page report, 3 Master Marketing Strategies That Will Dramatically Multiply Your Sales & Profits, send a blank email to business100@aweber.com or visit http://www.authentic-alternatives.com

New book release

I am as excited as a labarador in a field of bluebells!* For the past few months I've been working with coach, trainer and - most importantly - author, Alison Hardingham. Alison is an amazingly talented and experienced L&D professional with affiliations with some rather 'special' organisations and her reputation is tremendous (search her name on the internet, you'll see what I mean).

Some years back she wrote 'Psychology for Trainers' for the CIPD as part of their Trainers Toolkit series. It's now out of print with the CIPD, but with their permission, Alison is now re-releasing the book through The Complete Trainer Ltd.

We have updated and revised the book and it is now in ebook format. We are delighted to announce that the book is being published on 10th September 2009 and will be for sale via the Complete Trainer website.

Why am I so excited about THIS book? Well, not only is it the first book that we have actually published (under our own name, and with our own ISBNs), but when I was editing and formatting, I couldn't help but be drawn into the book - I learned so much and (as I am not shy to admit) I am not even a trainer! I love the opening - 'Trainers need psychology like a fish needs a bicylce. True or false?' and the way Alison leads you into each subject with clear examples, great references and in such an easy to read style.

But don't take my word for it:

"It's rare to come across a book that that provides practical ideas founded on intellectual rigour...Psychology for Trainers is such a book.

It provides insights into the psychology that effects every aspect of training, with illustrations that can be immediately applied without over complicating the message. A book that every trainer should read."

Brian Fitzgerald HR Director : Group Talent Management
ATKINS
The official engineering design services provider for the London 2012 Olympic and Paralympic Games

That is what I call high praise indeed!

Well, mosey on over to the website, take a look, and if you are interested in writing a review for us, please let me know, we are looking for some appropriate individuals to send out preview copies to for review purposes.

*If you'd really like to know why I've posted the picture of Jasper the dog here, you have to read the book!

Profile of the Month - September

Michael Ronayne - communicating clearly, concisely and with confidence.

This month Carolyn finds out more about Michael and the College of Public Speaking. As the name might suggest, the College places Public Speaking skills at the centre of its training programmes; believing that the fundamentals of communication are unchanging and if you can communicate with conviction in front of a group of people, you will also come across as more animated and confident on a one to one basis.

Michael Ronayne, alongside Vince Stevenson and Richard Johnson, is one of its 3 Directors.

About the College

Carolyn (The Complete Trainer Ltd): How did you start and why did you decide to call it a college?

Michael (The College of Public Speaking): Each of us came into the College of Public Speaking from different directions, but unified by a public speaking background and with a passion for communication.

The root definition of ‘college’ as a group of people living together under a common set of rules (‘con’ with; ‘lego’ law) appealed to us. Happily we do not actually live together, but we felt it captured a little of the idea of educational diversity; the ability to provide recognised qualifications; that like a musician, communication skills can be honed, studied and refined throughout a lifetime; that we see the importance of speaking in a vocational sense, rather than purely as a business. It also allows for a more academic element (in September for instance I delivered a paper on ‘Successful Speaking in the Business Sector’ at the ‘Spoken Word Conference’ at Kingston University) and therefore providing a sense of skilled individuals with a common aim coming together and sharing and developing ideas.

For me it was a logical evolution. I was a professional ‘cellist for 15 years and then spent 8 years in the sales industry. Once I left the music profession I took up public speaking, as it gave me an element of ‘performing’ that I began to miss when I stopped playing the ‘cello.
Carolyn: You are a performer at heart. Where did you start? From playing music to just talking is quite a leap!

Michael: I started in my local speakers club in Wimbledon and went on from there. I quickly realised that speaking was a lot easier than playing the ‘cello – I mean ‘What can go wrong?’ The worst that can happen is you get your words mixed up; whereas when playing the ‘cello you can drop your bow, play wrong notes and shake so much that your fingers go wobbly. So quite quickly I moved on to reach National Speaking Finals - and became a UK National Champion in the process. It was challenging, and a great development path, being a ‘competitive’ speaker.

All areas of my professional life so far have had an element of performance and communication in them - sales then added the one element in the communication process that I have always found fascinating – people. Public Speaking for me is about learning to communicate directly and effectively with different types of people. And the more effective you are at communicating, the more effective you are at sales or whatever else you choose to do.

Carolyn: There are many training companies out there, what do you think makes you stand out particularly?

Michael: In our case it is simple: 2 things - Firstly, we are all active public speakers, so there is always an aspect of genuine experience and of “walking our talk”. I remember from my sales years going on a particular training session with my colleagues. It all started well, but within a few minutes we all started making eye contact with each other, because it was suddenly clear that our ‘trainer’ had never actually done what he was asking us to do. We made sure we never made that mistake! The results are consistent feedback references to us ‘knowing our stuff’ and ‘speaking from experience’. It means that when we are asked by a client ‘What would you do in this case?’ or ‘How do you react in this situation?’, we can usually answer from direct and recent experience.

Our second ‘unique selling point’ is that we are the only Public Speaking trainers that can offer nationally recognised BTEC qualifications, rather than just a certificate of attendance.
We offer a BTEC Professional Award in ‘Training the Trainer’ and a BTEC Advanced Award in ‘Public Speaking and Presentation Skills’. We are serious about our business, and passionate about our subject.

Carolyn: I’d love to be able to have people ‘hear’ you say all this, but we’ll have to rely on them reading. Can you tell me more about how you see your business’ future?

Michael: I have a very specific vision - to have Public Speaking and Presentation Skills recognised as a core competency from school onwards, rather than just and add on that some employers feel ‘would be useful’. Having delivered Public Speaking training in a number of secondary schools I would suggest it is simply a matter of developing awareness. Once a teenager realises that speaking skills are not just for lawyers and politicians, but they are an essential life and social skill for any career choice, their perspective changes. The debating societies of our great universities are about the only place where these skills are honed – and there’s some pretty impressive names in business, politics and the media that have cut their teeth in the Oxford or Cambridge debates.

Too often in business there still seems to be an almost childlike belief that for most people good speaking and presenting skills are not attainable. I really want to change that perception.
Carolyn: Your commitment is evident – what else would you say is important in this area of training?

On the broader level; self belief and confidence – it is nice to see the light coming on as a person realises that they can do this.

On a more specific and technical level; structure. Whether conducting training in public speaking, executive speaking, media skills or training trainers, the one key aspect that I believe has the greatest impact on how a person comes across is good structure. Not complicated or ‘clever’ structure, just clear, concise and transparent. After all, most of the detail of what is said in a presentation is forgotten within a very short time by the audience. Good structure leaves a good impression.

Carolyn: Where are you based and where do you tend to work mostly?

Michael: We are based in London and most of our work is in the South East of England. Our Training the Trainer programme usually runs at the City University in Islington and we are very fortunate to be able to use the Playhouse Theatre in London for many of our Public Speaking programmes. However we work more widely in the UK too. One of my colleagues has recently run a programme in the Isle of Wight and I have just been asked to run the BTEC Training the Trainer programme in Cyprus. I have travelled quite a lot as a musician, and I suppose the same rule applies; if it makes sense for us and for the client, we are happy to be flexible.

Carolyn: What are you most proud of about your company?

Michael: I think it is attitude and ethos. We do some advertising, but a lot of our work comes from recommendation. We are an accredited BTEC centre, which is something to sing about, but we do not attempt to be overly aggressive in promotion. We only take on clients and projects that we feel we are ideally suited for, and that the client particularly needs. For instance, a few days ago, after a brief conversation with a lady, who thought she might need to go on one of our open courses, I received an email from her thanking me very much for my time and saying ‘I still cannot believe you happily talked yourself out of a customer’ – the fact was she probably did not need a professional course, she probably needed to join a speakers club. In the end I would always want clients to come away thinking unreservedly, not just that we were excellent but, that they had genuinely benefitted.

Carolyn: I’ve heard quite a lot about training suffering in the current economy. You offer what you have already said many people consider a ‘non-essential’ business skill, has this affected your business?

Mixed. On balance I would say that larger organisations have been more likely to postpone training, while individuals have been more likely to take a view that they need to get the skills for themselves. So open courses and particularly the BTEC in ‘Training the Trainer’ have attracted increasing interest.

Carolyn: Can you give me an example of where you think you have really made a difference?
I think we are very privileged in the area in which we work, because more often than not we do make a significant impact on an individual. However, the people that interest me the most are not necessarily those who display natural ability and apparently make the most progress, but rather the more timid soul who maybe was dreading the training, but really managed to get over a hurdle in the process. I had one such a little while ago from a very shy and nervous man working in the Royal Household, who went out of his way to tell Buckingham Palace training department what an enormous difference the training day had made for him.

Open Programmes

Introductory presentation skills (1 day) 17th October Premier - Euston: £150 + VAT
Training the trainer (2 days) 22nd-23rd October City University, Islington: £580 + VAT
Introductory presentation skills (1 day) 31st October & 14th November & 5th December Premier - Euston £150 + VAT
Introductory presentation skills (1 day) 19th November & 11th December Playhouse theatre £250 + VAT
Training the trainer (2 days) 23rd-24th November & 17th-18th December City University, Islington £580 + VAT

http://www.collegeofpublicspeaking.co.uk/
michael@collegeofpublicspeaking.co.uk

The College of Public Speaking donates a percentage of its profits to the Speakers Trust, a charity devoted to the development of effective communication skills throughout all strands of society.

Testimonials

"The BT Effective Speaking Programme has had excellent results. Participants have been able to learn how to improve their speaking skills in a safe and supporting environment. BT is very pleased with the College of Public Speaking’s programme and are looking to extend it next year"

Keith Dickerson, Head of Standards, BT


“From the outset, the approach of The College of Public Speaking to the task of running a series of training sessions has been friendly and efficient. Before any training took place, one of the directors of the College of Public Speaking, sat down with members of the Leadership and Professionalism team to identify the precise needs of the organisation and to discuss the most suitable structure and content for the proposed training.

From then on the trainers from the College of Public Speaking each demonstrated a very positive and professional manner and the clearly defined focus of the training has meant that, although different sessions were run by 3 separate trainers, the feedback has been universally very positive.”

Marianne Lister, Head of Leadership and Professionalism ,
Ministry of Justice (UK)

“I have undertaken a huge amount of training, but I can honestly say the trainer is one of the best trainers I have worked with. He had all the core competencies that you would want from a learning environment, supportive, caring, always willing to help further, flexible, but most important – really valued the work we the students undertook. I am going home on a real high.”

John Roberts (London Borough of Lambeth)

Coaching by accident

I had some new coaching cards arrive from Israel. I have to say that just by looking at the supplier's website I was 'taken' immediately, but once I'd spoken to my guy in Israel and got a real feel for them, I was hooked!

The Points of You cards arrived and within two days I'd had three sets taken by a training company who were delivering a series of 'coach the coach' programmes to a major UK insurer. All I'd done was show one pack to them, and they were instantly engaged!

Why do I like these so much? I don't really do my own product reviews, I like my customers to do that, but these cards have a lot going for them - not the least of which is the fantastic imagery they use.

What I learned, talking to Yaron, is that the cards themselves are made by prison inmates, and the packaging is made by workers in a factory employing the less abled. I didn't only like the product, but I liked the whole philosophy behind their creation and in the execution of their manufacture.

So why did I call this post 'accidental coaching'? Simple! I was showing them to a colleague. She chose three cards, laid them out on the cloth 'board', and we started talking. I asked the relevant questions, looked up the references in the book and... well, I very nearly gave an 'acciental coaching session'.

The cards are also promoted as a self-development tool and they are great for that too - I have sat with a set and looked through images and used them to help with creative thinking and also to lay out some personal issues and perceptions.

I have two sets of coaching cards on the site at the moment (and a third set coming soon) - I believe in offering choice and, of course, it's horses for courses (and cards for coaches!). Take a look at the cards, both sets, you'll find one or other appeals to you more.

I'd love some feedback, but everything I've heard so far about Points of You and the Kairology cards has been extremely positive. I'm meeting Ian, author of the Kairology cards and book in November - I'll post my thoughts on these cards then. I already bought his book for myself.

Tribunal Support

Growing Demand for Tribunal Support & Representation by Sandra Beale FCIPD

According to the ACAS annual report 2008-09, over the past year the conciliation service has received 55,000 unfair dismissal cases - an increase of almost 12,000 from the previous year equating to a 22% rise. Dismissals can arise from conduct, capability, redundancy, statutory restriction or some other substantial reason. This alarming statistic shows that many companies may not be following due process before reducing headcount. The economic downturn has, no doubt, contributed with companies making redundancies without following a fair and reasonable process. However, dismissed staff, faced with a possible lengthy period of unemployment, may also consider trying their chances at tribunal to secure compensation.

There is nothing to stop an ex-employee taking their ex-employer to court, however, there are steps a company can take to ensure that costly compensation is not the outcome.

Having robust policies and procedures in place which are well communicated and followed to the letter are key. Training for managers in operating the policies is essential particularly if they are operating without “hands on” HR support. The policies should, ideally cover, all areas of employment particularly grievance and discipline, absence, redundancy, capability, performance management and code of conduct. The policies should be sufficiently detailed to provide clear guidelines to managers and employees alike.

The grievance and discipline policies should follow the ACAS Code of Practice and accompanying guidelines introduced in April 2009 alongside the Employment Act 2008. The restrictive procedures dictated by the dispute resolution regulations, introduced with the Employment Act 2002 were abolished, however, companies need to follow a fair and reasonable procedure in order to successfully defend a tribunal case. A robust investigation into any issue that may lead to dismissal is essential, leaving no stone unturned to uncover the facts, before deciding to proceed to a fair hearing, if required, with adequate time spent allowing all the facts from all parties to be heard.

With redundancy following a few simple principles is essential whether making just one person redundant or one hundred. Consultation is paramount before proceeding to dismissal including trying to identify ways to avoid compulsory redundancy. Providing outplacement services to include CV writing and interview skills training can go a long way to appeasing unhappy staff who will lose their jobs.

For those companies that unfortunately end up receiving an ET1 from an ex-employee it is the start of an often stressful process that can last for months due to the increasing workload of the tribunal courts. There are several options for support.

The use of an in-house HR Manager with experience of tribunal defence is the most cost effective solution. However, HR Managers with this kind of experience are very thin on the ground. Many companies immediately hand the case over to an employment lawyer who may then instruct a barrister to take the case into court. This can be a hugely expensive option as there are often many hidden “run away” costs leading to an astronomical final bill which can run into thousands. This can be compounded by the increasing amounts of compensation as tribunal panels take into account the anticipation of lengthy periods of unemployment. The Ministry of Justice has plans to examine and regulate the offering by lawyers many of whom offer a lack of clarity and clear explanation of fee arrangements to their clients. The provision of clear and transparent information on total costs will be the aim.

The use of an experienced HR consultant with a track record of successful tribunal defence with transparent costings can be another more cost-effective option.

For more information, please contact Sandra directly:

SJ Beale HR Consult Ltd

Keep your customers happy

“Companies that are struggling to survive the credit crunch should embrace the service culture to ensure their customers stay loyal,” says Stephanie Edwards, author of “The Best Practice Guides for Customer Service Professionals & Customer Service Managers” and Director of Customer 1st International UK

Customer service is hot news. In addition to well-established consumer organisations such as Which?, there are now a myriad of online opportunities and offline mediums which allow consumers to give their opinions on good and poor customer service. These range from social networks such as Twitter and Facebook, to direct communication with national newspapers and TV stations and even websites set up specifically to allow customers to tell of their good and bad customer service experiences.
Customer satisfaction in the UK is at 74% UK Customer Satisfaction Index 2009(published by the Institute of Customer Service) shows that many customers' needs are still not being met. We may mull over customer satisfaction indices, listen to tales of horrendous service, or just rely on our own experiences of the wide-ranging levels of service that exist. But things just don’t seem to get significantly better for customers. And that is in spite of the rising mountain of evidence showing that the customer experience is the prime determinant of business success, and that customers’ expectations are not only increasing, but that those expectations are actually turning into demands.

In the current economic climate customer service is a key differentiator between those companies gaining and retaining customers and those who don’t and become unprofitable or even go out of business. Both poor and outstanding service have a strong emotional impact upon us, creating intense feelings about organisations. Many businesses find service excellence elusive, hard to grasp and difficult to deliver. But companies must face up to how service - good or bad - impacts dramatically on their reputation and business success. Everyone in business has a customer, and it is time to look after them!

Create a Customer Service Culture
The challenge for many businesses is inconsistent customer service delivery which can create real challenges in maintaining a reputation for service excellence. Customer expectations are rising daily and complainants can do irretrievable damage to organisations. Organisations must not be complacent, but instead develop a customer-focused culture and can-do attitude, keeping the customer at the heart of their business, offering a seamless but effective service. Feedback is essential from both your teams and your customers before implementing any major changes in the way you deliver service to your customers.

Typical causes of customer defection:

• Lack of personal contact – commitment, trust, confidentiality
• Broken promises, always letting customers down
• Corporate arrogance, a failure to listen to internal/external customers – a failure to listen to their own staff who recognise where things are going wrong but senior managers do not listen to them
• Failure to handle complaints successfully

Develop Customer Service Standards
World class leaders develop customer service standards for both internal and external customers, promoting the “Promises to Customers”. These standards inform customers what to expect from your organisation and it is vital that you identify what is important to customers. The Institute of Customer Service (UK) commissioned a research project led by Professor Robert Johnston of Warwick Business School, and he discovered the gold nuggets that can keep customers happy:

• Deliver the promise.. Do what you say you will do.
• Keep transactions personal.. People are individuals, so treat them how you would like to be treated.
• Go the extra mile.. Give your customers something extra to keep them loyal.
• Handle complaints professionally.. This is paramount, because research tells us that 91% of complainants will stay loyal to an organisation if their complaint is handled professionally. They will also become your most loyal ambassadors and tell others about your brilliant service recovery.

Increased levels of service effectiveness results in staff and customer retention; loyal customers spend more and become ambassadors for the organisation, enabling a company to devote fewer resources to the search for new customers. Organisations that embrace service excellence will weather the storm, there IS no other way to survive.

Companies must remember that their customers decide whether they survive or die.

Customer 1st International’s Best Practice Guide for Customer Service Managers is available in hard copy, as an e-book, e-workbook and accredited tutor-led online award.

Telling Stories

I am a story teller! You may notice from my blog posts, articles or – if you know me personally – most certainly from my songs and my creative writing. I write about events and people (you can hear a snippet of my song about the infamous witch finder Matthew Hopkins on theMP3 page of www.shavethemonkey.co.uk/) , many of my articles feature on this blog and my story telling style comes through very strongly on my personal blog.

So why am I telling stories on The Complete Trainer? Because there is not a single training experience I have yet been on that does not, to some extent, rely on storytelling. No matter what slides or materials are presented, the trainer or facilitator can usually bring an example to life by adding a story of their own. Sometimes it’s a ‘stock’ tale, sometimes personal experience. But story telling in training, and in business, is important, for a very simple reason – it builds credibility.

In these days of information overload, with millions of messages hitting us every week from every direction, the brain does it’s favourite ‘delete, distort and generalise’. This applies not only to the many indirect messages we receive but also to the key messages we want to receive. So in order for us to really listen, we need to have belief in the information giver. Story telling is a great way of doing this.

Storytelling has been with us since humans could first speak – it is as natural to us as breathing. We are raised with the story, and stories are used to influence, inspire and persuade us. Advertisements for products don’t just extol their virtues any more (Irish Stout is Good for You, Mr ‘Shine’ Makes Umpteen Things Clean), they create stories around characters and we are involved in the mini tableaux we are presented with:

• Anthony Head visits his neighbour to borrow coffee, is there the prospect of romance?
• we know the whole gravy family
• we want to know what the ‘good news’ is that the man in the phone ad is telling his friends.

People LIKE stories.

Stories for business development are not just anecdotal – though the retelling of an incident that serves as an example is one great way. You can also use storytelling to teach lessons that only the listener can learn. By presenting a situation as a story, you can create discussion, evolve solutions and raise issues that engage us through the use of our own imaginations.

I’ve seen storytelling done by forum theatre actors (they leave the ‘action’ mid performance and ask for response from the audience), I’ve watched corporate videos that the group must then discuss and, of course, even the good old slide show can tell a story. But the use of audio – whether spoken by an individual or through recordings – allows even more freedom for the imagination because it presents no pre-set visual context.

I’ve been listening to the Telling Tales series and the pictures they create in my head are, undoubtedly, going to be different to the pictures they would create in your head. My interpretations of an accent or simply the sound of voice will have different associations for me than for others. This is amazing – it means that every single person can interpret and create their own meaning and learning from the sound of a voice as well as the content of the tale.

I also pick up ideas from the radio– from the BBC programme ‘Word of Mouth’ (on the power of language) to The Archers (wonderful examples of how not to communicate between family members), I learn from these ‘stories’. Something goes in that I will access and retain for future reference, even if it means using the ‘listen again’ function.

We may well admire the raconteur at the network meeting (as long as they are not too pushy) and we are entertained, engaged and entranced by stories. The same goes for the gregarious friend who delights us with their tales at the dinner table. We will talk about their story, what we would have done in that situation or marvel in horror or delight at what happened. We are fully engaged – our brains are keen to receive this information. This, surely, is an amazing tool to use when developing yourself, your people and your organisation.