Top 10 Most Selected Problems

combative : (Managers) Combative behavior

This could be very serious. Is it combat amongst employees: arguments, fighting, angry words, or insults? Is it aimed toward you, the manager? Is it subtle or overt? There are many variations on this theme. However, it is usually a sign of stress—the kind of stress that results from an employee having to make a major career decision based on unmet needs. As manager, you must conduct caring meetings with the employees involved. Don’t get angry, get more information. Probe for the human needs that are being met by these behaviors. Show them how to meet these needs in alternative ways. Monitor closely.

morale : (Managers) Low employee morale

Employee morale depends on environment and management style. Look at such things as lighting, air conditioning, workspace, and the coaching style of the supervisor. For example, does the manager ‘care’ about the worker’s well being and growth? Is the manager suitably trained in coaching practices?

fit : (Managers) Poor Team Fit

The powerful synergy of team performance is based on shared strengths between team members. This, in turn, depends on mutual respect and good communication. Be sure that you have a wide variety of strengths and behavior styles on your team and then encourage shared leadership principles.

performance : (Managers) Performance not what it should be

Employee performance is usually exactly what you expect it to be. Be aware of your own appreciation of the worker. Also, ensure they have the proper tools and training to perform the tasks. And finally, are your expectations reasonable?

discontent : (Employees) Discontent / de-motivated

Often, this is caused by a lack of information or communication about what's going on in your company. The best solution is not to wait for someone to talk to you. You start the conversation. Ask your boss what's going on. Tell your boss that you are concerned about the direction of the company and care about your role in it. Ask what you can do to help your boss reach his/her objectives and goals. And then pause, wait and listen carefully. The answers will motivate you: one way or another.

selfest : (Employees) Low self-esteem

This is deadly. Low self-esteem throttles your growth. It also hurts the people around you. Do the things and think the thoughts that build your self-esteem. Look for the positives in everything you do. You will get more of what you pay attention to. So pay attention to the good things.

quality : (Managers) Quality is not what you expect

Quality is directly related to both the worker’s training and the supervisor’s instruction and guidance. Employees must be told what you expect from them. The cost of repairing poor quality and its impact on your pricing are much more expensive than ensuring quality in the first place. It is not an easy goal to get both high efficiency and high quality; but it is definitely worth your efforts.

productivity : (Managers) Low team productivity

This could result from a number of different issues. Consider the following. Have you assigned tasks according to skill level? Often, cross-training goals deter productivity because the right people are doing the wrong things. Are there conflicts among team members that distract members from the tasks at hand? Are your instructions to the team clear? Do they have adequate resources and training?

alienation : (Managers) Alienation

With the establishment of regular coaching sessions, carried out with the employee’s well-being as the goal, you will not have any of that productivity-destroying alienation. As manager, you must learn and practice the skill of careful listening; and then apply your skill through regular commitments to short meetings with your direct reports

directions2 : (Employees) Unclear directions

Many workers expect their bosses to be clear about their directions. However, communication should be a two-way street. To ensure that you understand what you are being told, repeat back the message in your own words for clarification. A person's style of communication -- just like their style of learning -- can vary with each person. Some like to 'see' what you mean. Some like to 'hear' what you mean. Others need to 'feel' the message. Be aware of style differences and how they affect understanding. Speak to another's style and you'll bring clarity to their understanding as well as your own.