Listen with webreader

When LeBron James decided a couple of weeks ago that he was going to return back to the Cleveland Cavaliers, I had a very strange reaction to it. I was confused; that’s it. I wasn’t confused because he was going to a bad team. I wasn’t even confused that he was going back to his hometown.

tell me, where is the love?
Creative Commons License Tony Fischer via Compfight

I was confused because he was going back to work for someone who openly castigated him in a letter when he made his initial decision 4 years ago to go to another team, a letter that, until a month before LeBron decided he was going back, still sat out there on the team’s website.

I thought that was one of the worst things I’d ever seen, a major overreaction to what was a business decision by a spoiled rich guy, and something I felt was unforgivable. I thought James did the right thing years ago, the letter proved to me that it was the right thing, and yet my mind couldn’t get around this fact that he’d gone back, even though the guy did apologize… after James said he was going back.

I don’t do forgiveness well. I own up to that, and not being religious, I feel no faith based breaking of morality in being that way. I wish I was better at it, but I’m not. I tend to give people a lot of chances, and for the most part I’m pretty easy going. But there are wrongs that I won’t forgive, and even if I find a way to get beyond it I’ll never forget; how come getting older and starting to forget things doesn’t impact older memories?

Three years ago I ended up having to sue someone because he hadn’t paid me for work I did. Part of it was my fault for not making sure he signed my contract before I did the work. Most of it was his fault for not treating me like a professional. I’m good at what I do, and I had completed all the work he’d asked for.

During the lawsuit, which went two days 3 months apart, he made a statement that he would never recommend me to any of his other clients. I found that an interesting statement because it presumed I would ever work with him again. He was upset I sued him; I was upset that he hadn’t paid me for my work.

In truth, the problem was that he didn’t have an understanding of the work I did. I had written him a report that he didn’t understand, and he spent his time trying to convince the judge that I had written something that was jibberish. I was able to come back with a copy of my book, a copy of a book by a famous person with my name in it as one of the proofreaders, my name in a national emergency room billing training manual as an editor, copies of numerous articles I’d written for national magazines, and other writings I’d had that are all over the internet. Yes, I was loaded for bear. When the judge asked me what I wanted I said “I want to be paid” and I was paid, though it took 2 installments over the course of two weeks; not what was agreed upon in front of the judge but I went with it.

Here’s the thing. What was still to come was presenting the information to his client, even though that wasn’t my client. It was a phone meeting, since I decided I didn’t want to drive 4 hours to deliver the report, not knowing how he’d described my behavior to any of the people there. Over the course of 90 minutes the director there and myself had a great conversation about all my findings and recommendations. My client listened in, posed a question here and there, but for the most part didn’t get involved. Why? Because I presented the same report I’d originally written, the one he didn’t understand and said was jibberish, to someone who fully understood everything I was saying, knowing it wasn’t jibberish.

Show-off :-)
Stewart Baird via Compfight

That was pleasant and confirmed my belief that this wasn’t a guy I’d ever work with again. Or would I? If his client ended up duly impressed and he had a change of heart, and came back to me with a proposal and, this time, went along with my contract terms, it might be possible that I’d have worked with him again.

What do these two tales teach us? It takes some time to evaluate what’s important enough to fight for and then to determine what steps to take. At the time I sued, the amount of money was significant, even though I make more money than that most of the time. I’d given him a discount based on the promise of doing 4 projects for him, then he lost my trust.

However, in both my case and LeBron’s case, in the end we both won. I got my money, LeBron won his championships, and neither of us had to regret anything we did. Life doesn’t always work out that way though. Many people worry about burning bridges and yes, that’s something to think about whenever you decide to disassociate yourself with someone.

However, sometimes you have to be ready to stand up for yourself, no matter the consequences, when you know you’re right. Not that right always wins, but right is always right. Knowing what to do with it and what you can live with can determine your success later in life, as well as your peace of mine.

I’m peaceful enough…
 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

Maybe it’s me, but I don’t think so. It seems like there are people who want big careers yet don’t want to work for it. I’m not talking about 18 to 20 hours a day kind of work; I’m talking about the kind of work where you put in some time researching and learning something before you just go at it. Let me explain with a little story.

Lazy tiger
Creative Commons License Tambako The Jaguar
via Compfight

As some of you know I have 5 blogs. I’ll accept advertising on a few of them, but over the years I’ve only ever had advertising on two of them. One of those is my finance blog, which used to make a nice little bit of change, enough to cover the cost of hosting all my blogs and websites at least.

I received a letter from someone who wanted to advertise on that site. It was a standard form letter, one that was missing a critical component of any communications to me. It didn’t have my name in the email. While that might not seem like a big deal I tend to believe that if you want to do business with someone that at the very least you should know their name before you contact them.

I ignored the email and moved on with life. Over the course of a week and a half this person wrote me 3 more emails, with the last 3 asking if I’d seen the first email and including the contents of the original one. At this point I figured the guy was persistent, which meant he had an opportunity to be saved with a little lesson.

I wrote him back and told him that I usually don’t respond to such letters but in this case, since he was persistent, I would. I said that in my opinion, persistent or not, I believed he was being lazy in trying to do his job. I told him I believed this because, based on his email, he had never visited the site to even see if it was a place where his advertising might work.

I told him I based this off the fact that on the site I have an About page that immediately tells anyone who contacts me that my name has to be in the email. I told him that I also have another page there that tells what my advertising policy is. I then said that had he just taken the time to actually visit my page and check out those two links, or even just the advertising link, that he’d have known what I’d accept and could have written me a more specific email than the one he did.

I concluded by saying that because his email left me with a feeling that neither he or his company would care anything about me because no one took the time to even try to learn anything about me or my business that I would be declining any participation with them.

Was that harsh? You tell me.

lazy
Tony Delgrosso via Compfight

Here’s my way of thinking. I’m an independent, incorporated business. I have to market myself in certain ways to specific types of businesses. Like almost any other marketer, you only get one chance to make a good impression, not a first impression, especially via marketing material.

Whenever there are organizations I want to work with in some fashion, I always check out their websites. I also always look for people’s names associated with the organization and, more specifically, the names of the people who I feel are the proper people to contact. That way, I can send a more personal email, showing that I took the time to learn something about the organization.

Does this work? There are hundreds of surveys and lots of written advice,including Monster.com, that not only recommends people learn something about the company they’re applying to for jobs but also give tips on how to do it. Employers are not only flattered but impressed when potential employees show initiative; stand out from the crowd if you will.

Is it possible that I threw away money because I felt I had a standard or principle I needed to stick with? Anything is possible. However, if you saw the volume of requests I get from people asking for things that are right on the front page of that site, showing that not only are they lying by saying they’re reading the content but that they know they can offer what I need (really; without asking me?), you’d see that, like job qualifications in a newspaper, I need to filter out some of these folks from the others, otherwise I’d never get anything finished.

Think about what you do. Are you giving it your best attention and really trying your best, or are you cutting corders? Are you having the success you believe you should be getting or just getting by and wondering why it’s not bigger success? Think about it; the answer might be right here.
 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

In my previous post, which was on my business anniversary, I talked about 13 leadership lessons I’ve learned over 13 years. I’ve learned a lot more but I wanted to highlight those 13.

On the same day I did a video on my business YouTube channel giving 13 business lessons that I’ve learned in the same time period. I’m sharing that particular video below:
 


http://youtu.be/roOzb1sdqYA

Although I want people to go watch the video, where I went in more depth on the 13 lessons, I thought I’d share those lessons here as a list so that, if you go there, you’ll know what I’m going to address, and if you need to you can skip to find where each lesson begins, in case you only want to hear one that you think might apply to you.

Here are the 13 business tips:

1. Don’t let your work define who you are
2. Don’t take yourself too seriously
3. Sometimes you have to let the money go to stand for a principle
4. Everyone is a potential business connection, but don’t overthink it
5. Find people you can talk to on a business level, whether they’re in your same field or not; never be afraid to ask for help
6. Always give your best effort; once the word gets out that you don’t, you can never overcome the stigma
7. Always make sure to charge enough to get the client to think about hiring you and enough that you can live on
8. Customers aren’t always right but work hard to treat them fairly, even when they’ve lost their minds
9. Sometimes doing something for free will earn you more money in the long run
10. Don’t always be selling; sometimes you have to be a regular person
11. Never miss the opportunity to let people know what you do; just don’t be pushy about it
12. Be flexible in what you have to offer; you might have to make money in ways that deviate from your main business
13. Take care of yourself first; no one else will if you don’t try

unnamed

I think those are some pretty good business lessons, also somewhat motivational. I did 30 days in a row of videos in June, and if you’re predisposed to do so you can take a look at the list of videos after you’ve watched the first one to see if any of them might tickle your fancy. Of course there are always more lessons on leadership and associated topics, and this blog always has a lot of those, so there’s plenty for everybody.

I want to put this out there, in case there are new readers who may not have seen this from me before. I’m always available to answer questions on this blog, and if some of those questions are intriguing or something I’m asked often I’d probably turn them into a blog post. After all, if one person has an issue then many others probably have the same issue. To contact me, look at the link to the left that says About and you’ll find my email address; it’s that simple.

There you go. Read this, watch the video, leave a comment here and on the video, like the video, then look at my About page and send me a question. Enjoy!
 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

Today is my 13th year in business as T. T. Mitchell Consulting; the incorporated part came in 2006. Last year I was a day late and only had 3 leadership lessons that, as I look back on it, weren’t really leadership lessons but more motivational lessons. I was also more under a time gun last year, which I wasn’t the year before when I did 11 business lessons, and I did something the year before that also.


The best thing about each anniversary is that I’ve proven that I could make it this far; something like 85-90% of all business end within the first 5 years. Not that I’m anything special; just stubborn and somewhat lucky.

Still, I’ve been here 13 years, and I’ve learned a lot that I want to share some of on this post. I’ll offer the caveat that some of these I’ve probably talked about in some fashion previously, including in my latest video series that I talked about in the previous post. This isn’t going to be necessarily short; as a matter of fact, grab something to drink and maybe a piece of cake (mmmm, cake…) before you start reading, and enjoy:

1. No one leads well if they don’t want to be the leader

Not everyone who’s in a leadership position wanted to be there. Some people felt like they had to take it. Some wanted more money. Some took the spot because they didn’t want someone else to take it.

Like when you were in school, you do best when you like the subject, or in this case the job. Leadership is a privilege but it should also be something you embrace and want to do well at. If you don’t care, or don’t want to be there… you’ll never be any good at it. You can learn if you care.

2. The art of listening is probably the most important thing to learn

I don’t know about societies in other countries but in our country we don’t listen well. I’m not perfect at it either; I’ll forget a name I just heard within seconds; I can’t even blame that one on age.

But when it comes to working with and helping others, I’m a great listener. I want to make sure I hear everything that’s being said and sometimes what’s not being said, and I want to get it all before I talk, if I can. When people start to ramble and are repeating themselves, if I’m listening properly I know when to stop them and take over.

If you’re a proper listener, you’ll know that sometimes all you have to do is listen and not comment at all. That one’s hard, but sometimes it’s the best thing at the moment. That’s why listening is a skill all leaders need to learn.

3. Delegation is your friend

I’ve shared stories many times of being a young leader and initially trying to take on all the work myself before I remembered I had people who were trained, or needed to be trained, to do that work instead so I could do the work I was hired to do, which was lead.

Delegation can be hard because you want to be fair but you also need to make sure that everyone has enough to do. If not, you might have to change things around, even let some people go, so that you keep people busy and energized, but not overworked as much as possible. Never use delegation as a punishment but do use delegation to not only help you, but to see if you have potential leaders in your midst.

Leadership quote
Creative Commons License photosteve101 via Compfight

4. Always be as even keeled as possible, but lean towards the happy side

Something that will cause people to be hesitant to come to work everyday is wondering how the leader, manager, or supervisor, is going to be feeling when that person comes into the office. If you’re happy then all is good, but if you’re an angry type of person the mood is going to be bad, which means the work is going to be bad.

It’s hard to be in the same mood everyday because we never know how outside factors are going to affect us. Still, it’s very important to try to show the same type of demeanor everyday when you come into the office, and hopefully you’re able to come in without being angry; being neutral is preferable to that, but being kind of happy is even better. Don’t ruin everyone’s day because you can’t pull it together.

5. Treat everyone fair, even those who don’t work for you

I always speak about fairness instead of equality because you might have to alter how you treat some people based on their skill level. However, I usually talk more about the people who work directly for you instead of everyone else.

Truth be told, I like to think that my general success as a leader when I was an every day director is that I didn’t see anyone in any other department as less than myself or my department, but integral to the success of the entire operation. Housekeeping keeps hospitals from looking bad and helps them pass OSHA regulations. Cafeteria people help patients get proper nutrition. Maintenance keeps the physical plant working properly. This isn’t just in hospitals but in every business.

If you treat people fairly they’ll remember it when you need some help, and trust me at some point you’ll need help beyond the people who work for you. Others are more apt to help you if you’ve been nice to them and treated them as equals.

6. Don’t ever think you’ve above someone else because of your title; always think of everyone as your equal, and make them see it that way also

One of the best lessons I learned early on in consulting is that if I can get people on my side, even if initially they didn’t want to be, that things always worked out better. There were times when I had to pull rank to get people going, and I did it because that’s what I was paid to do. But once I convinced them that what we were doing was in their best interest, and I always worked towards that goal, and they believed it, I not only got things completed quicker but I also gave them credit for helping me achieve success, which made them look good also.

What I’ve found is that many times people are afraid you’re going to come in and make them look bad. I won’t say that’s never happened, but almost always I’ve made people look good because the only agenda I’ve ever had was to get things fixed. When it’s only business and you can convince others of that things go smoothly, everyone feels like they’ve been treated fairly and as equals, and it’s amazing what gets accomplished.

A Man and his Poodles
Theen Moy via Compfight

7. Be nice; you never know when someone might be of assistance

Years ago I was in a tough position at a hospital in New York City. The employees had been told not to work with me because they were battling upper management, and upper management wasn’t happy with me because I was trying to pull the hospital into financial compliance, which hurt the money coming in for a few weeks.

Every day I came in I acted the same, even with the frustration. I spoke to people nicely and never showed any concern towards them, even though it make things incredibly difficult.

That is, for a while. At a certain point I got one person who came to my side, then a couple others, and even though I probably never got everyone by the time I’d decided to leave we were accomplishing some things, cleaning up a lot of problems, and my last week there we had the biggest cash week that hospital had seen all year, which actually surprised the VP of Finance, who thought I had no idea what I was doing.

Being nice got people to see that I wasn’t a management lackey and that my concern was only for the work, nothing else, and they helped me in the long run.

8. Offer help but don’t push it on someone unless you have to

I often run into people who think no one except them knows how to do anything. Unfortunately, perception is reality in their eyes, thus they treat people like imbeciles and unknowingly make people unhappy that have to deal with them.

The truth is that most people are competent enough to do their jobs without someone standing over them all day long. They might not have the foresight of knowing more than what they’ve been taught but that doesn’t mean they’re dumb. Sometimes we have to evaluate the skills someone has before deciding that they need help.

If they’re doing fine leave them alone and move on. If not, teach them the right way even if they don’t want the help because, as the leader, it all comes back on you. Always go into every encounter thinking people are smart because if you think they’re not then they won’t be in your eyes and you can’t ever evaluate someone properly coming from that point of view.

9. If you have employees, you should always be looking for leaders and helping them to grow

I was always big on this one when I was a regular director, and I’ve been in the position as a consultant to make recommendations on people I’m working with here and there.

Sometimes you have to find ways to evaluate people by either giving them special projects or teaching them something new and seeing how they handle it. Never be afraid of someone making you look bad because they’re good; if they’re good, unless you’re horrible they’ll make you look good. They’ll certainly make your life easier.

10. Everyone won’t like you or agree with the way you lead so do the best you can for the majority while making sure you’re not alienating the other side

I’ve told the story a few times about having myself evaluated by a select number of employees, without my knowing who said what. Most people gave me 5′s across the board, but every once in a while I’d have someone give me 2′s or 3′s. If I had 20 people surveyed and I got one or two results that way, I looked at the percentages and figured I was doing right overall and went on with life.

Not everyone can be Nadia Com─âneci (if you’re too young to remember, she got the first perfect score ever in women’s gymnastics in the 1976 Olympics) and score perfection. But we can all be pretty good and pretty fair.

We also must remember to not be punitive against people who might not see things our way. As long as folks aren’t sabotaging your operation they deserve to feel how they feel; the best you can do is your best.


11. Thinking time is working time; if you don’t do it, you can’t innovate or improve

If you never take time to think you’ll never figure out ways to make improvements. As a consultant, there have been numerous times where I had to sit at the desk, put on some music, and just think about what’s going on, what I should do, how I should do it and then go and do it.

As a leader, you need to try to stay ahead of stagnation and disaster. Even if you can’t think of ways to do that, taking time to think things through will at least keep you on par with what’s going on, and that will put you ahead of the majority.

12. There’s no shame in modifying things for some workers and not for others because everyone learns at a different pace. Just make sure you don’t overdo for those who can’t learn

Remember the thing about treating people fairly, not equally? If you remember school again you’ll remember that some people took longer to learn some concepts or facts than other people did. What you probably never paid attention to was that sometimes the people who took longer to learn retained what they learned longer and better than those who learned quickly, then move on.

Every business that has lots of employees need various types. We need some who are fast, some who are accurate, some who remember all the rules they’ve ever learned, and some who learn the rules and immediately figure out better ways to go things.

At the same time we need to learn who’s falling behind, who’s holding the department back if it’s happening, be ready to see if they can improve but also be ready to move on without them. Everything isn’t for everybody, whether the job is simple or hard. It’s a good thing I never had to be a car mechanic; the horror stories I could tell! :-)

13. It’s not always about you

After I spent a lot of time talking about what people need to work on to be good or great leaders, I finish with this one to bring everything back into perspective.

While you have to remember to think about yourself and your needs and goals, when all is said and done you have to remember that you’re not an island and everyone else isn’t there for you to do whatever you will with.

If you’re a fair and competent leader, you’ll understand that part of your mission is to help others be better whenever possible, help them to grow, allow them to participate if they choose, give them credit where it’s due, and remember that they have lives and families outside of work.

If you help to enhance the lives of others, it will invariably help you in the long run. That shouldn’t be your motivation for looking out for others, but it’s nice to know that there’s a positive symbiosis just waiting for you if you do things with good intentions.

Whew; that’s been a mouthful! I hope this wasn’t too much, and maybe I’ll tone it down for next year; maybe that is. Let’s see if I can make 14; the journey’s always intriguing.
 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

I’m doing something a little different this month, which has kept me from having as many blog posts as I usually have. Every day this month I’ve created a new video on my business blog; after last night it makes 18. Almost all of them have been on a leadership topic, with a couple on diversity and one on motivation. Some have dabbled in two topics, such as communications and employee relations along with leadership; that still counts.

IN157S14 World Bank
World Bank Photo Collection via Compfight

Truth be told, for those of us who think a lot about leadership concepts, we start to realize that there are lots of them. For me, many of them seem integrated and seamless, thus fairly easy to understand, and yet recognizing how many of them there are, I can see how some people might get confused.

After all, we’ll debate about concepts such as servant leadership, bosses, consensus leadership, micro managing, being nice, delegation… on and on. Add to that concepts such as better communications, motivation, training, networking, or even whether or not people want to be leaders, then realize that’s barely scratching the surface… well, some heads might be ready to explode.

That’s one reason why I’ve been doing the videos. Even though they range from 4 minutes to 7 minutes, each video has its own message and it’s always easier for people to pick up concepts hearing or watching them rather than reading them, although I still want people to read what I have to say; please keep reading! lol

Still, I do have all these videos out there, and I’m going to share 3 of them here. I just realized that I haven’t added a link to the video page in the sidebar; ugh! So, here’s the link to the business YouTube channel, where you can subscribe if you like any of what you see here.

Meanwhile, 3 video samples:
 

Can You Make The Tough Decision?

http://www.youtube.com/watch?v=IoV5NfKouYg&feature=share&list=PLyXrhos7B1vgUWeD20YlCQTp-1yD3mQaB&index=9

 

3 Ideas For Communicating With Irate People

http://www.youtube.com/watch?v=-cNM1bg68WA&list=PLyXrhos7B1vgUWeD20YlCQTp-1yD3mQaB&feature=share&index=11

 

Don’t Leave Things To Chance

http://www.youtube.com/watch?v=oN3Vmg1PqWA&feature=share&list=PLyXrhos7B1vgUWeD20YlCQTp-1yD3mQaB&index=16

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

This past Saturday I was interviewed on a radio program by a guy named Fasil Khan of Khan Consulting. The podcast of the event was titled Leadership With Mitch Mitchell, which isn’t a bad title if I say so myself. :-) He calls his radio program The Law And Order Of Life; that’s pretty snappy also.

tall tales
Creative Commons License Kai Schreiber via Compfight

During the call he asked me for a few ideas on how to diffuse tense situations with others, whether it’s in business or in one’s personal life. I responded to that, and later on I created the video below on the subject. As a sidebar, I’m doing a video a day, or I’m going to try to do a video a day, on my YouTube channel, which is linked over there in the right sidebar in case you’re interested in listening to some of them.

In any case I answered it in the interview, which was about an hour, then did it in the video, so I’m not going to talk about that particular subject again. Instead, I’m going to talk about why it’s important to try to ease situations when they occur.

We live in dangerous times in America. These days, just looking at someone the wrong way could get you killed. You just never know who might have a weapon and what their state of mind might be. Just a few days ago for instance, a guy got mad because a father was trying to teach his daughter how to ride a bike, the guy wanted to teach her a different way, the father told him all was good and the guy got upset, went into his house & came out with a shotgun, telling the guy to get off of his street. Luckily he didn’t pull the trigger but can you imagine how scared the daughter was, let alone the guy?

So we have to consider ourselves lucky when something breaks out into an argument because at least that gives someone the opportunity to try to calm things down. Once a weapon has been produced, it’s pretty much over for the most part. Scary, but true.

It behooves all of us to try to stay as calm as we can and to work hard to not let things get out of control. In person, I’m a pretty calm guy because I know what I was like when I was much younger, before everyone was carrying guns, and I also know that some folks will fly off the handle at a moment’s notice. If all I had to worry about was getting into a physical fight, at my size even at my age I’d at least have a chance. But I refuse to carry a weapon so if one was produced… I don’t even want to think about it.

That’s why it’s important to at least give peace a shot. In the video I only address that issue and ways to calm things down. Give it a view and let me know your thoughts. And if you decide to take time to listen to the interview, I hope you enjoy that also.
 


http://www.youtube.com/watch?v=-cNM1bg68WA&feature=share

 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell
Listen with webreader

Over the years I’ve stated that if you’re in a leadership position and you have people working for you that you need to make sure they know where they stand and how they’re doing on a regular basis, not just when it’s time for job reviews. What I’ve discovered is that most leaders don’t have any real criteria on which to base their reviews on, thus sometimes employees feel as if they’re not being treated fairly while others think they’re much better than they might be.

The control room at the thermal power station
World Bank Photo Collection via Compfight

In my opinion, there are 4 criteria which every employee should be judged by. Those criteria are: technical skill, efficiency, leadership potential and overall deportment. Let’s go over these items in a bit more detail.

Technical skill should be easy to figure out. How well does the employee do their job? How well do they understand what it is they do? Can they solve more than the basic issues to get the job done, or to help a customer with their issues?

On a 1 to 5 scale, if you put all of these things together you should be able to figure out whether this is someone you can leave alone most of the time or if it’s someone whose work you always have to review or remind how things are supposed to go.

Efficiency identifies how long it takes an employee to complete tasks, whether it’s daily work or special projects you give them. Being technically proficient is a good thing unless it takes someone an hour to complete each task while it takes everyone else 3 minutes. Being technically lacking but getting work out faster than everyone else is problematic also.

Leadership potential is crucial to the overall success of your organization long term. Every employee isn’t going to be interested in being a manager or supervisor, but it helps you when you know you have people who can, and do, help others and can explain in detail what needs to be done so you don’t always have to do it.

Identifying leaders who you think might be interested in moving forward within an organization gives you the opportunity to groom them for success by helping them gain leadership skills; that is, if you’re a good leader. Your contribution might be to help fast track them by mentioning their proficiency to others who might be able to train them better than yourself. Never be afraid to help others succeed.

Finally we have general deportment. How do they treat others? How well do they follow the rules? Are you constantly disciplining them? Do you have to chase them down because of cigarette breaks? Do they take a lot of sick days? Are they team players, out for themselves, or just want to be left alone to get their work done?

When reviewing employees if you’re using a 1 to 5 scale, always start at the extremes. If you have 1′s or 5′s, this should be easy to identify. After that, you might have to be a bit more circumspect but that’s the job of a leader. At least you’ll immediately know if you have superstars or people you should think about getting rid of.

Does this help some? If you’re an employee, do you think this is fair criteria?
 

Digiprove sealCopyright protected by Digiprove © 2014 Mitch  Mitchell