That resistance can stem from a number of sources, chief among them:

• I’m too busy to get to this task.
• My employees don’t like getting appraisals – they just want raises.
• No news is good news. They know I’ll speak up if there’s a problem.
• I don’t want to demoralize anyone by giving bad news.
• I inherited a group of employees with no documentation.

Well, I have news for you resistant types: Your organization is paying you the big bucks to coach, appraise, correct, and reward the employees on your team! So let’s tackle these objections one by one:

I’m too busy to get to this task. Really? You’ve had a year to plan, organize, and schedule this task. Your job includes people management. This sounds like a problem with time management and prioritization to me. Get some help; learn to delegate; elevate this responsibility to a higher place on your priority list, please.

My employees don’t like getting appraisals—they just want raises. I’m not so sure about that. You don’t think people are motivated by honest, clear feedback? When was the last time someone gave you positive feedback or a pat on the back? Didn’t that feel good? Don’t you appreciate the focused attention from your boss on that most important person in the company: YOU?

No news is good news.

That resistance can stem from a number of sources, chief among them:

• I’m too busy to get to this task.
• My employees don’t like getting appraisals – they just want raises.
• No news is good news. They know I’ll speak up if there’s a problem.
• I don’t want to demoralize anyone by giving bad news.
• I inherited a group of employees with no documentation.

Well, I have news for you resistant types: Your organization is paying you the big bucks to coach, appraise, correct, and reward the employees on your team! So let’s tackle these objections one by one:

I’m too busy to get to this task. Really? You’ve had a year to plan, organize, and schedule this task. Your job includes people management. This sounds like a problem with time management and prioritization to me. Get some help; learn to delegate; elevate this responsibility to a higher place on your priority list, please.

My employees don’t like getting appraisals—they just want raises. I’m not so sure about that. You don’t think people are motivated by honest, clear feedback? When was the last time someone gave you positive feedback or a pat on the back? Didn’t that feel good? Don’t you appreciate the focused attention from your boss on that most important person in the company: YOU?

No news is good news. The Antidote
We - modern America that is - have become so damn impolite. We don’t give people the simple courtesy of a reply when contacted by email or phone. The idea of acknowledging someone with a smile while passing on the street is at best an anachronism; at times it’s even considered an affront. And being greeted when entering a store is less commonplace all the time. What are we becoming (or have already bli>I inherited a group of employees with no documentation.

Well, I have news for you resistant types: Your organization is paying you the big bucks to coach, appraise, correct, and reward the employees on your team! So let’s tackle these objections one by one:

I’m too busy to get to this task. Really? You’ve had a year to plan, organize, and schedule this task. Your job includes people management. This sounds like a problem with time management and prioritization to me. Get some help; learn to delegate; elevate this responsibility to a higher place on your priority list, please.

My employees don’t like getting appraisals—they just want raises. I’m not so sure about that. You don’t think people are motivated by honest, clear feedback? When was the last time someone gave you positive feedback or a pat on the back? Didn’t that feel good? Don’t you appreciate the focused attention from your boss on that most important person in the company: YOU?

No news is good news. Leading Multicultural Teams
While managing a multicultural workforce while working overseas, I have seen the advantages multiculturalism brings to an organization. However, these advantages do not always happen naturally. Our department was able to find ways to benefit from a multicultural group in order to maximize our performance. I believe that a manager must create a strong sense of team, while respecting the differences of year to plan, organize, and schedule this task. Your job includes people management. This sounds like a problem with time management and prioritization to me. Get some help; learn to delegate; elevate this responsibility to a higher place on your priority list, please.

My employees don’t like getting appraisals—they just want raises. I’m not so sure about that. You don’t think people are motivated by honest, clear feedback? When was the last time someone gave you positive feedback or a pat on the back? Didn’t that feel good? Don’t you appreciate the focused attention from your boss on that most important person in the company: YOU?

No news is good news. How to Prospect - Common Sense Isn't So Common
I have been teaching sales people Prospecting skills for over 25 years. With all the advances we have experienced in business during that time I thought sales people would have "wised up" to what is required to be successful. But it doesn't seem like it.If you do just a brief study of the tools available to the new sales professional today you have to be impressed. Cell phones, notebook compute. I’m not so sure about that. You don’t think people are motivated by honest, clear feedback? When was the last time someone gave you positive feedback or a pat on the back? Didn’t that feel good? Don’t you appreciate the focused attention from your boss on that most important person in the company: YOU?

No news is good news. They know I’ll speak up if there’s a problem. That’s an interesting perspective. Will they speak up if there’s a problem? Do you know what they’re thinking? What concerns or issues may be preventing them from contributing their talents? Do they have a forum for talking about their personal development needs?

I don’t want to demoralize anyone by giving bad news. Well, shucks. It would be great if your unit could run without feedback. Is there any possibility that they could handle your feedback given objectively and supportively? Would it make sense to engage them in problem solving and partner with them to improve their performance, instead of blasting them for failing to meet objectives?

I inherited a group of employees with no documentation. I’m sorry. Don’t you just hate that? So your predecessor didn’t fulfill their obligations as the manager. Is that really the example you want to perpetuate? How about raising the bar for everyone? Get input from your employees; get input from their internal and external customers; get input from their peers. Write the appraisals and make the commitment to leave the place in better shape than you found it.

I guess what I’m really talking about is taking personal responsibility for creating a better experience for your employees, for the organization, for your colleagues and, ultimat

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