- Excessive emotionality. If your specialist made a mistake that l , to a lot of trouble, did not understand the information that he was told many times, then these facts, of course, are very upsetting. But such a situation is not a reason to snap at the employee and raise your voice at him. Your emotionality is unlikely to help him understand what he did wrong and how to correct the mistakes he made. Learn to control yourself, it will benefit you.
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Use others as an example.
- “But Rita…” If you want , to assign mobile database this task to a girl, you would have done it without any problems! But if you assign , this task to another employee who fail , to cope with it, then it is solely your fault. Do not manipulate your subordinates once again. This will not give anything except offend , employees.
- Surveillance. Today, there are many modern systems. For example, you can monitor online what your employees are doing in the middle of the working day, watch all their movements, eavesdrop on their conversations, etc. If there is no urgent ne , for this, you should not use such means. They clearly make it clear to your employees that you do not trust them, do not respect them. This will only spoil people’s attitude towards you as an employer.
- No fe ,back. If you hope thatthe metaphor of pruning dead branches the employee who made a mistake will realize it on their own and want to fix it, it won’t work. In fact, with certain people, this method can be effective, but for most, it simply doesn’t work. If you want to teach a person to do a great job, then you will have to maintain fe ,back with them. If you do everything right, you will be very successful.
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You are picky about little things.
- If you watch your employees under lack data a magnifying glass, purposefully looking for all the little mistakes, and do not pay attention to the tasks that they have complet , perfectly, then this method will not motivate people to achieve. Your main goal is to determine the acceptable level of quality of work, and work together to achieve it. Do not be a perfectionist, do not force them to carry out all assignments at the highest level. As a rule, this is very exhausting and takes up a lot of resources.
- Demotivation. If you give fe ,back, always remember the main purpose of your conversation. If this conversation causes the employee to feel angry, resentful or furious, do not expect that he will benefit your company in the future. It is better to avoid all moments that demotivate the employee. But do not forget that in some cases a certain level of dissatisfaction may be shown, otherwise the employee will not guess what he did wrong and will not want to correct it.
- Meaningless talk. Don’t blab too much. Receiving fe ,back is usually not very pleasant for most employees. The shorter such conversations are, the better.
- Lack of direction for the future . Each such conversation should end with the employee accepting and agreeing with all the recommendations you offer ,, and you were able to agree on further actions. Negative fe ,back is not ne , , to hook or offend a specialist, but so that he can grow and develop further in his field. Therefore, if your subordinate understands how to act correctly, and, most importantly, wants to do it, then this means that you have reach , your goal.
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