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5 Tips on How to Gracefully Let an Employee Go

This blog was originally posted on here: Rick Hevier's Tumblr --- Imagine this: You have to let some employees go. Maybe they haven’t been keeping up with their work. Maybe the company simply needs to tighten its belt, and they don’t fit into the new budget. Maybe they’ve been working for you for a long time, and are a trusted member of the company; maybe they were recent hires. No matter the situation, terminating someone’s employment is not an easy thing for anyone to do. So, here are some ways you can make it as painless as possible. 1) Be prepared Don’t wing it. It will almost certainly result in you misspeaking or being unclear in some way that is hurtful and unhelpful. Choose your words carefully, even writing out what you plan to say beforehand. Consider practicing on an advisor or close friend outside the business. You may even want to prepare an informational packet to give to each employee you are letting go of, containing information they will want for the

What Exactly Does a Management Consultant Do?: Part One

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What does a management consultant do anyway? Are they needed? Do they communicate real value to companies they work with? All of these questions ask valid questions. Management consultants can, at times, be vague and offer non-specific results of their work. This is not how I conduct my consulting business. Here are fourteen specific and valuable actions I take to assist companies in functioning better for their employees and customers. Instruct management teams to create a consistent, constant purpose for their employees If there are employees whose objectives and tasks conflict with one another, this is an issue. Management Consultants teach managers how to create specific objectives that apply for all workers. Teach leadership teams to encourage ethical practices by not offering bonuses and realize they are in control, not the workers When leaders are taught that they are in control of outcomes, not the workers, it instills a sense of urgency in communicating effectively to

The 9 Foundational Principles of Effective Leadership

Leadership takes on various titles and personalities. Leaders can come from any race, ethnicity, religion, sexual orientation, physical ability, and socioeconomic status. What makes a leader is not his/her title or background, but rather, his/her ability to harness and exude the following characteristics. 1. A leader is self aware. Leaders are well aware of their strengths and weaknesses. They know when to reach out for help and who they should reach out to for that help. They understand the power of delegation and recognize when someone is strong where they are weak. 2. A leader shows his/her authority through actions not just words or title. Leaders do not take their title for granted. They know that leadership is a privilege not a right. They do not use their tenure and experience as the sole purpose for why they get to make decisions. Leaders earn their title and trust not demand it. 3. A leader can confront others. Leaders know how to kindly and authoritatively effect

3 Characteristics of a Fair and Empathetic CEO

When looking for a new CEO of a company, it is important to not only take into consideration their vast experience, product/service knowledge, and pay grade. It is important to ask them specific questions in interviews, relating to how they manage people beneath them. You want to make sure your new CEO creates an atmosphere of care, understanding, and value in each and every employee. To be a just and fair CEO, it is important that he/she exhibits, through understanding and experience, the following three traits. 1) He/She has been in the lowest position in a company before. When CEO’s have been in the lowest position in a company before, it shows that he/she knows what it is like to be the, “new guy.” It shows he/she knows what it is like to feel intimidated to share his/her opinions to his/her boss or colleagues. When CEO’s have this experience, they have a working knowledge of how to do other positions within a company and the challenges that come with it. As a CEO, it is impor

Elaborating on the 14 Deming Principles: Part Five

Rick Hevier’s blog was originally posted on here . Deming Principle #12: Abolish the Annual Performance Review Deming.org states that number twelve is, “12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.” Deming was exceedingly against the annual performance review, and so am I. Workers should be evaluated on their work in the midst of day-to-day operations. Most often, the annual performance review is degrading and negative for workers. It causes them anxiety waiting to have their review, and it is discouraging to hear so many negative statements about your work all at once. The annual performance review should be abolished, and workers should be informed as time goes on how they are doing and what they can do to improve. Management should not wait until one day out of the year to have these important conversations. Why not

Elaborating on the 14 Deming Principles: Part Four

W. Edwards Deming created the 14 Deming Principles to describe a way to manage companies. Here’s an elaboration on principles nine through eleven. Deming Principle #9 : Switch it Up When It’s “Us vs. Them” in the Office Deming.org states that number nine is, “9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.” I, personally, will switch the staff up and have one team do the other team’s work for the day to get them to have compassion for one another.  It is important to do this every so often so that the team can grow together and work together with understanding and a willingness to work hard to make things happen. Deming Principle #10: Objectives Need to Be Broken Up Into Tasks Deming.org states that number ten is, “10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new

Elaborating on the 14 Deming Principles: Part Three

W. Edwards Deming created the 14 Deming Principles to describe a way to manage companies. Here’s an elaboration on principles six through eight. Deming Principle #6: There’s Always Room for Improvement Deming.org states principle number six is, “6. Institute training on the job.” Keeping your staff in ongoing training, training that never ends really, is vital to the health of a company. Deming Principle #7: Leadership is Essential Deming.org states that principle number seven is, “7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.” Leadership can’t be taught, but it can be grown within someone who possesses the potential.  It is important to find these individuals out in a company and help them, through proper leadership, to know how to become a leader themselves. Deming Principle #8: Usher Employees t