Search Video Library for: Leadership, Communication
It’s pretty obvious…yelling doesn’t help promote a respectful workplace or help make people feel included. It’s the same thing when dealing with conflict. Relationships get damaged, productivity dramatically decreases - people just shut down.
When we encounter conflict with co-workers, many times we get stressed out and we go into flight mode. But here’s the rub. If I don’t act, the problem won’t go away, it will affect my work, the productivity of other team members and a whole lot more.
It’s not uncommon for people to simply “freeze up” when another person tries to steamroll the situation. Yet, moments later we want to kick ourselves because we now know what we should have said--only it’s too late.
When you've got one of those "problem child" situations, coaching's always the best option. It's best to use the same process. "This is the situation and this is what I expect." This video helps reinforce the way to coach and motivate.
Attitude problem. How do we deal with someone who's going 100 miles an hour in the right direction, doing a good job, while royally ticking off co-workers or customers in the process? Coaching of course! Here's a powerful short video on making the most of motivating a good employee.
Interviewee is asked to describe a time when they were able to get another person committed to an important work goal. This video shows an example of an interview question and candidate response to prompt probing question.
As a manager, you've got several responsibilities when it comes to the FMLA. Things like making sure your people understand their rights and responsibilities under the law; making sure they understand your organization's policies - just to name a few.
Key actions discussed: Call your HR department whenever employees are out for 4 days or more, or whenever a potential FMLA issue arises. Make absolutely sure that your employees understand their rights and responsibilities under the law, by making sure they are in contact with HR. Always be fair and compassionate.
One of the biggest issues that managers struggle with is the requirement to give reduced schedules or intermittent leave, especially in the case of chronic conditions, and how that may relate to the Americans with Disabilities Act or ADA. A serious health condition or disability may require an employee to work a reduced schedule.
As tempting as it may be, when an employee is on an FMLA leave, you can't demand that he or she come back to work; even if you offer to make a reasonable accommodation, like a flexible schedule or assignment to light duty work.
You should not be the one to make a final determination on whether or not something is a "serious health condition." That should always be left to your HR department. However, you do need to have at least a working knowledge of what qualifies as a "serious health condition" and all the other reasons an employee's time off can be designated as an FMLA leave.
Explanation of the probing strategy of following a verbal or non-verbal lead.
The notion that to become a great leader one must build strengths rather than fix weaknesses.
The notion that it is a combination of strengths that produces results and leads to extraordinary leadership
The perspective that all leadership competencies are not equal; there are five key strengths that matter most
The perspective that leadership skills do not have to be developed in a linear fashion
The notion that to become a great leader one must focus not on going from bad to good,but from good to great.
This video scenario presents a realistic scenario for getting to the basics of new leaders - supervisors/managers. It shows a misunderstanding between a new supervisor and a subordinate employee - and how to effectively address issues that pop up in an effective and respectful way.
This video provides an example on how to properly and appropriately communicate sensitive information (like layoffs or organizational changes) that impact a work team.
This video provides a powerful example of how new managers/supervisors can learn to effectively dismiss rumors and communicating a no favoritism policy - easing fears and issues across your team or group. Learning to set clear boundaries for staff and employees is key to a new leader's transition.