Quanto è difficile comunicare con i collaboratori
20 aprile 2016 § Lascia un commento
Good Morning
How you describe the persons that work with you? team,colleagues, employees
How many times you talk with them?
For many person it’s very difficult to talk directly with this persons (change persons with the word that you prefer) but it’s necessary, this is a basic step to improve your business and not only, your life as well.
Thanks to HBR, please check tha article below, if you need any suggestion or support, contact me.
Two-Thirds of Managers Are Uncomfortable Communicating with Employees
I used to show up five minutes late everywhere I went, believing that the universe generally accepted a margin of five minutes. One day a client and mentor named Nancy looked me in the eye and said something in a kind but no-nonsense way: “Part of the image you are projecting to people is that you are always late. Don’t let it get in the way.”
I’ve been five to 10 minutes early ever since.
I have been shaped in part by uncomfortable moments of feedback like this one. When offered with respect, honest feedback — even when critical — can have a major impact on your career and your personal life.
With so much to gain, why don’t leaders have feedback conversations more often? Because not all leaders are comfortable with the responsibility. The fear of hurting people’s feelings and dealing with potential drama and retribution hold us back.
How much of a problem is this, really? A new Interact survey conducted online by Harris Poll with 2,058 U.S. adults — 1,120 of them were employed, and 616 of the employed people were managers — showed that a stunning majority (69%) of the managers said that they’re often uncomfortable communicating with employees. Over a third (37%) of the managers said that they’re uncomfortable having to give direct feedback about their employees’ performance if they think the employee might respond negatively to the feedback.
The survey results also showed that many managers are uncomfortable with becoming vulnerable, recognizing achievements, delivering the “company line,” giving clear directions, crediting others with having good ideas, speaking face to face, and having difficult feedback conversations in general.
Here’s the paradox: People thrive on feedback. In my communications consultancy work I have watched droves of top executives, emerging leaders, supervisors, and frontline managers become enlivened — even honored — by feedback, whether it was positive or negative.
Imagine training for a marathon without a watch, never knowing how fast you’re running other than the possible exception of the occasional “Good job!” from your coach. You’d have no way of knowing whether you’re prepared to meet your goal.
The dark side of sugarcoating and avoiding honest feedback is dysfunction and disconnection, which leads to an unproductive team. That’s why it’s so important to give feedback early and often. The next time you need to have a difficult feedback conversation with an employee, consider these guidelines:
- Be direct but kind. Check your motives before diving into the discussion. If your goal is to shame someone or to feel superior in some way, you’re way off track. However, if you see an opportunity for growth, be direct. Don’t beat around the bush. Include specific examples of desired behaviors to help illustrate what you mean.
- Listen. Listening provides a space in which both people feel respected. Ideally, a feedback conversation is meant to spark learning on both sides — you must understand the situation together to make positive change. Consider this recent HBR.org article by Jack Zenger and Joseph Folkman, which shared the results of a global study in which respondents were asked to rate their managers on the extent to which they “carefully listened to the other person’s point of view before giving them feedback.” Respondents who rated their managers as highly effective at listening felt more positively about the manager’s ability to provide feedback. The respondents who strongly disagreed with this statement rated their manager significantly lower on providing honest and straightforward feedback on a regular basis.
- Don’t make it personal. Imagined slights and malice are toxic. It’s easy to take things personally in a feedback conversation, but if you acknowledge the emotions being felt, you will offer the recipient a relief valve for the stress.
- Be present. Show up fully for the discussion, and don’t rush off once it’s over. Be brave enough to allow moments of silence to come into the conversation. Follow up later so that afterthoughts don’t create imagined distance.
- Inspire greatness. Be sure to communicate your aspirations for the person you’re giving feedback to.
Respectful, direct feedback costs absolutely nothing but can make all the difference in individual and team productivity. In its absence, we become completely ineffective. Team communication breaks down. Leaders become irrelevant. But when we get it right, feedback can create better collaboration, a culture of connection, and sustainable change.
Insieme verso il successo…ancora Mr. Jobs
21 novembre 2012 § Lascia un commento
Altra lezione from Steve Jobs…
Sono le cose più semplici a fare la differenza,
Ne abbiamo parlato in altri post, ma ogni volta che ne ho l’occasione, vi sottopongo questo argomento, lavorare in Team
Ricordatevi che lavorare in team, avendo fiducia reciproca tra i componenti é la chiave fondamentale
Dare carica al proprio Team
11 novembre 2012 § Lascia un commento
Ci sono vari modi di dare la carica al proprio team…
prendendo spunto dal Mondo delle sport in particolare dal Rugby ci tengo a mostrarvi un video di due compagini ben conosciuto All Blacks e Tonga
Per alcuni queste danze possono significare molto poco, ma per i giocatori e tutti coloro che sono in grado di comprenderlo sono un forte messaggio della forza e della tenacia di questi paesi
http://www.youtube.com/watch?v=JuhcZX9rFRM
perchè molte aziende non sono in grado di trasferire questi concetti?
perchè gli imprenditori e i leader non trainano i loro uomini e le loro donne?
Ricordatevi che alla base di ogni aziende ci sono le persone e solo attraverso un forte coinvolgimento si possono ottenere grandi risultati
Lavorare in TEAM
15 ottobre 2012 § Lascia un commento
Da sempre il nostro Team esprime la necessità di lavorare in team, i solisti oramai hanno i giorni contati (non confondiamoci con i Leader)
Il video qui sotto, propone in modo spiritoso, cosa significa lavorare in Team
Noi ci crediamo fermamente e siamo pronti a scommettere con chiunque sui risultati che si possono ottenere
Come creare un Team Commerciale di successo
14 febbraio 2012 § Lascia un commento
VENDERE, VENDERE, VENDERE, oggi è un imperativo, ma dove sta il problema??
sembra incredibile ma non si trovano bravi commerciali, o meglio gente con Voglia di Viaggiare e spostarsi in giro per il Mondo a prendere Clienti, a trovare nuove opportunità.
Oggi è fondamentale infondere nel proprio team, sicurezza, visione, carica, e dare direttive chiare senza mandare la gente allo “sbaraglio”
Ecco a voi qualcosa che potrebbe aiutarvi
I am often asked just what it is that makes a highly successful and effective sales team — what differentiates them from an average one?
Actually, the answer is simpler than you might imagine — all roads lead back to the leader!
The role of a sales leader is to translate the organisation’s vision, mission and values into a meaningful context that sales teams can relate to and feel excited by. If this is achieved then the sales leader will have created a sales team with a shared mental model. This transforms an ordinary sales team into a high performing one.
For clarity, here is a brief description of the following terms:
An organization’s vision is a guiding image of success formed in terms of a huge goal. It is a description in words that conjures up a picture of the organization’s destination. A compelling vision will stretch expectations, aspirations, and performance. Without that powerful, attractive, valuable vision, why bother?
A mission statement communicates the essence of an organisation to its stakeholders and customers, and failure to clearly state and communicate an organisation’s mission can have harmful consequences around its purpose.
As Lewis Caroll, through the words of the Cheshire Cat in Alice in Wonderland says, “If you don’t know where you’re going, it doesn’t matter which way you go.”
Guiding principles are the consequence of a mission statement that are intended to inform or shape all subsequent decision-making, which also provides normative criteria allowing policy-makers to accept, reject or modify policy interventions and activities. They are a guiding set of ideas that are articulated, understood and supported by the organisation’s workforce.
Values are beliefs which the organization’s workforce hold in common and endeavor to put into practice. The values guide their performance and the decisions that are taken. Ideally, an individual’s personal values will align with the spoken and unspoken values of the organization. By developing a written statement of the values of the organization, individuals have a chance to contribute to the articulation of these values, as well as to evaluate how well their personal values and motivation match those of the organization.
The “Human Capital Development Model,” created by Krauthammer International, is a logical process that can take top management concepts, and translate them into a context that has real meaning for staff at all levels.
The key to bringing this model to life is to answer the following questions:
- Do my team understand the organization’s vision and how their role moves the organization closer to achieving it?
- How can my sales team translate the organization’s mission into one that is relevant to them?
- How does the organization’s guiding principles impact on the day-to-day responsibilities of sales people?
- Which of the organization’s values does my sales team relate to?
- How can we interpret these values so they become compelling for each sales person?
An effective sales team understands the big picture and the context of their team’s work to the greatest degree possible. That includes understanding the relevance of their job and how it impacts the effectiveness of others and the overall team effort.
Too often, sales people are asked to work on an activity without being told how their role contributes to organization’s vision, much less how their efforts are impacting the ability of others to do their work. Understanding the organization’s vision promotes collaboration, increases commitment and improves quality.
An effective team works collaboratively and with a keen awareness of interdependency.
Collaboration and a solid sense of interdependency in a team will defuse blaming behavior and stimulate opportunities for learning and improvement.
Without this sense of interdependency in responsibility and reward, blaming behaviors can occur which will quickly erode team effectiveness and morale.
Wtco 
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