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Our Tip of the Week is designed to provide you with fresh insights to enable you to be more effective personally and in your interactions with others.
Each week we shall provide tips on a different topic. We hope you will find these useful.
You can also e-mail the tips to a friend and/or e-mail tips of your own to us for inclusion in our Weekly Tips using the links provided.
The latest 3 weekly tips are shown below but if you want to look at older tips then please see our archive.
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31 Jan 12
When another person’s behaviour is having a negative impact on you, and the results you can achieve, you have a right to assert your need for a changed behaviour. Use the DESC formula.D - DESCRIBE THE SITUATION- What are the behaviours you find difficult?- When and how are they displayed?- Recent examples of the behavioursE - EXPRESS HOW YOU FEEL- How does the person’s behaviours make you feel?- How does this impact your feelings towards them?- How is this affecting your relationship with them?S - STATE ALTERNATIVE BEHAVIOUR- What do you want them to do?- How do you want them to do it?C - CONSEQUENCES- Why the different behaviour is important to you?- What will happen to the results (for both of you) if the behaviour changes?- What will happen to the relationship between the two of you?- Benefits for both of you.
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24 Jan 12
Here’s a logical sequence to follow in presentations.1. AIM - State purpose of presentationState desired outcome e.g. approval of recommendations for customer service improvements2. BACKGROUND - What is the background to the situation?3. NEEDS - Summarise the needs of:• Customers• Your Organisation• Your Team• Yourself- State what will be required in the future to meet the needs4. IDEA - Briefly outline your idea/proposal5. BENEFITS - Sell benefits of the proposal to:• Customers• Your Organisation• Your Team• Yourself6. DETAILS - Describe details of your proposal to improve the situation7. QUESTIONS/OBJECTIONS - Answer questions- Handle objections8. NEXT STEP - Suggest appropriate next step(s)9. AGREE ACTIONS - Seek approval for actions10. FOLLOW THROUGH - Agree the action plan
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17 Jan 12
Providing regular feedback to individuals on their performance is one of the most important parts of a manager’s job. However, managers are notoriously bad at doing it.Feedback should be positive or developmental. These two types of feedback are useful to both manager and employee.Positive feedback, ie telling an employee they are getting it right.To be effective this needs to be:• Prompt, ie soon after the good performance to which it refers.• Specific, ie not just a general comment such as `you did a great job` but rather `I was particularly impressed with the way you handled that meeting. I thought you came across with real credibility and authority`.• Genuine, ie meant - people can sense when you don't mean it.Developmental feedback, ie telling an employee they need to improve/develop.To be effective this needs to be:• Prompt, ie again it needs to be as soon after the event as possible.• Factual, ie based on observed behaviour but not on what you think is happening or hear-say.• Constructive, ie expressed in such a way as to create a plan for future development.
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