| Don Imus, a shock jock (someone who
| |
| | Be consistent each and every time! Have
|
| shocks their listening audience by saying
| |
| | the courage to conduct a private coaching
|
| outrageous statements), was fired from
| |
| | session with the "Don Imus" personality
|
| his jobs on WCBS radio and MSNBC
| |
| | and explain what is acceptable
|
| television for crossing the line of
| |
| | communication and behavior each and every
|
| decency and making racist and sexist
| |
| | time. Explain in detail what the reward
|
| remarks regarding the Rutgers University
| |
| | for good employee behavior is and the
|
| women's basketball team. From a team
| |
| | penalty for continued bad employee
|
| building and employee motivational point
| |
| | behavior.
|
| of view, there are tidbits of
| |
| | 3. Remember That Words Hurt - "Sticks and
|
| motivational wisdom to be learned from
| |
| | Stones will break my bones but words will
|
| this situation.
| |
| | never hurt me" is the phrase many of us
|
| First, let me ask you, how many "Don
| |
| | heard growing up. Well, words do hurt.
|
| "Imuses" do you have in your
| |
| | The best advertising copywriters,
|
| organization, your team, or your
| |
| | political experts, speech writers, and
|
| department? You know what I mean, the
| |
| | screen writers are paid millions of
|
| employees, whether they are women or male
| |
| | dollars to create emotions with words so
|
| employees, who continuously cross the
| |
| | that we are persuaded to act in certain
|
| line when it comes to behavior; perhaps
| |
| | and various ways.
|
| being overbearing or the bully at work.
| |
| | Realize that once we say something that
|
| They make insensitive comments without
| |
| | is hurtful or can alienate our fellow
|
| respect for other people's feelings, and
| |
| | employees, we can never take it back. Or,
|
| then say the following when you discuss
| |
| | as the old expression goes, "It's hard to
|
| their conduct:
| |
| | get the horses back in the barn once the
|
| "I'm just being me."
| |
| | door is opened."
|
| "That's just the way I am."
| |
| | We should all be careful with the words
|
| "I was just playing."
| |
| | we use. You might ask yourself the
|
| "I didn't hurt anybody."
| |
| | following:
|
| "Oh, you're just too sensitive."
| |
| | Is my language positive or motivating
|
| "Can't you take a joke?"
| |
| | toward my fellow employees?
|
| "I didn't mean anything by it."
| |
| | Am I showing respect toward my team
|
| Yet, they proceed to exhibit this
| |
| | members with the words I use?
|
| inappropriate behavior. Because of this
| |
| | Do the jokes I use uplift or motivate or
|
| "Don Imus" behavior, productivity
| |
| | tear down and de-motivate my team
|
| decreases, employees are less motivated,
| |
| | members?
|
| transfers and personnel issues increase,
| |
| | Note: Always use honest communication
|
| and soon you stop accomplishing your
| |
| | that respects the recipient of your
|
| goals. Bottom line is that these kinds of
| |
| | message. When you are "frank" (Let me be
|
| people can tear apart your organization
| |
| | frank with you...), this means you are
|
| and team with their words or behavior.
| |
| | giving an opinion at the expense of the
|
| The following are five secrets to
| |
| | person receiving your "frankness." Let's
|
| handling the "Don Imuses" on your team so
| |
| | leave "frank" out of our conversation and
|
| that you keep employee motivation high,
| |
| | be more honest and respectful.
|
| build a strong, self-directed team, and
| |
| | 4. Motivate Towards Good Behavior -
|
| achieve a higher level of organizational
| |
| | Always encourage positive, motivating
|
| success:
| |
| | behavior and recognize good behavior
|
| 1. Live Your Mission - When you
| |
| | whenever you can. Recognize the person(s)
|
| continuously communicate and act upon the
| |
| | exhibiting positive behavior in team
|
| organization's mission, values, and
| |
| | meetings, a memo, or letter from the vice
|
| goals, your employees will be motivated
| |
| | president, etc.
|
| to live the mission and maintain a high
| |
| | Most of all, your employees will emulate
|
| standard of behavior and productivity.
| |
| | the behavior you show. Always be on your
|
| This communication must start at the top
| |
| | best motivating, respectful, and positive
|
| and be communicated and acted upon at
| |
| | behavior. When it comes to behavior as a
|
| every level at every opportunity.
| |
| | manager, you receive what you send out.
|
| One of your organization's top values
| |
| | 5. Be Prepared to Take Corrective Action
|
| should be-respect. When you allow an
| |
| | - If you have a meeting and/or coaching
|
| employee to disrespect other team members
| |
| | with the employees that are exhibiting
|
| through words or actions, you are not
| |
| | the "Don Imus" behavior and they choose
|
| living your organization's mission, which
| |
| | to continue with their inappropriate
|
| will lead to organizational and team
| |
| | behavior, it's time to take action. Make
|
| turmoil, productivity issues, and
| |
| | sure that you, as the supervisor or
|
| possible harassment issues.
| |
| | manager, document, document, and document
|
| We know when working with top
| |
| | all discussions relating to this
|
| organizations, the more organizational
| |
| | unacceptable behavior. Confer with human
|
| values are communicated and reinforced,
| |
| | resources to receive expert advice on the
|
| the more success the organization will
| |
| | next steps in the corrective action
|
| achieve. This creates a motivated work
| |
| | procedure. Remember, you are never alone
|
| environment and rewards employees based
| |
| | when dealing with this kind of employee.
|
| on the mission.
| |
| | Then start implementing the corrective
|
| 2. Be Consistent - Whenever you observe
| |
| | action and follow-up to ensure there is a
|
| this bad behavior, you must address it
| |
| | positive change in behavior. Be timely in
|
| each and every time. Many times I will
| |
| | your follow-ups so that there is no lapse
|
| hear managers say, "Well, they just said
| |
| | in time between the next situation of
|
| it once" or "It will go away eventually."
| |
| | unacceptable behavior and the next level
|
| Well, it doesn't go away. By not
| |
| | of corrective action. Also, immediately
|
| addressing this inappropriate conduct
| |
| | motivate and reinforce positive behavior
|
| each and every time, you enable or
| |
| | changes.
|
| empower the individual expressing this
| |
| | Remember, if you show you are quick to
|
| behavior. Your "Don Imus" person is
| |
| | take action for unacceptable behavior,
|
| thinking, "Well, no one said anything, so
| |
| | this sends a message to your team members
|
| it must be acceptable," or "If I can get
| |
| | that you respect them as employees,
|
| away with this, then let me overstep the
| |
| | individuals, and team members; and they
|
| boundaries even further." All the while
| |
| | will be far more motivated because of
|
| the other employees, who are conducting
| |
| | your actions.
|
| themselves in a positive manner, are less
| |
| | Apply the above five employee
|
| motivated to produce. They will retreat
| |
| | motivational secrets and eliminate the
|
| to a safe environment where they won't
| |
| | "Don Imus" personalities from your team,
|
| need to communicate with this person and
| |
| | and you will create a motivated workplace
|
| communication fundamental to a successful
| |
| | that achieves team and organizational
|
| work environment ceases.
| |
| | goals.
|
