Archive for the ‘Accountability’ Category

A Manager’s Direct Relationship With a Subordinate is the Most Critical Factor in Achieving Employee Engagement

Monday, November 15th, 2010 by pat

A number of my clients have had concerns about the motivation of their employees or “engagement” in work.

“Engagement” is the focus, energy and commitment an individual brings to their job.  Although it varies among employers generally:

  • 26% of a work group are fully engaged
  • 55% of a group are not engaged
  • 19% of a group are actively disengaged

There are resources to reinforce those employees who are engaged in their jobs and show all of your employees your concern and support for them.  A manager’s direct relationship with a subordinate is the most critical factor in achieving employee engagement.

Managers and supervisors can be trained on how to approach increasing motivation and engagement by your employees, which can:

  • Increase your profitability
  • Increase revenue
  • Increase employee satisfaction

Don Dressler

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Burden of Proof – What to Remember When You Fire Someone!

Wednesday, October 13th, 2010 by Don Dressler

Unlike the TV crime shows trials like “Law and Order”, when a jury decides a wrongful termination lawsuit, they don’t make their decision “beyond a reasonable doubt”… which is the criminal law standard.

In a civil law suit, such a case involving an employee suing you for being fired, or for sexual harassment or discrimination, the legal standard is “preponderance of the evidence” or “more- likely-than-not”.

For that reason, you need to make sure you have clearly documented reasons for what you have decided to do.  You won’t be in the jury room when they decide if what you did was fair or reasonable.  They may ask, “How would I want to have been treated?”  If you show you clearly communicated with the employee involved, gave them lots of advance warning, considered alternatives to firing them, and have documents and witnesses, you will fare much better when challenged.

If the employee who challenges you has any arguments against you at all, the judge may say to the jury, “if the scales of justice tip even a little toward the employee, you may decide in the employee’s favor”.

Why subject yourself to that risk.  Make sure you have a good record, have reviewed your files, and talked it over with legal counsel.

Request a free Pre-Termination check list – send an email to: DonDressler1@hotmail.com

Posted in Accountability, CA State Law, Communication, Recommended Reading | 1 Comment »

Check, Verify: Possible HR Idea for You

Monday, September 27th, 2010 by Don Dressler

I recently had a lunch meeting with a client, and headed to our “normal” place only to discover I was alone, no client in sight.  After a fast phone call to his assistant, and driving several miles to the next town over, I arrived 15 minutes late, full of apologies.

Whenever we fail to ask for information that will confirm our understanding or when we presume to know what another person is thinking or doing, we open ourselves up to erroneous thoughts and actions, which can lead to unnecessary problems or even conflict. If we develop the habit of asking for additional information, we may enjoy better relationships and a more peaceful existence.

The habit of asking at least three more questions than you think are necessary may be a valuable one. In fact, if we adopt the “who, what, when, where, why and how” method of questions, we can be assured of making better decisions and taking right actions. It takes very little time, and builds much better relationships.

Thanks to Mary Rau-Foster

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What do you do if someone disappoints you…

Monday, July 19th, 2010 by Don Dressler

I recently observed a manager responsible for information systems. The expectation was that if there was a problem, this manager would let the CEO know. But it didn’t happen. And, it didn’t happen again and again.

In this case, the CEO, a client of mine, made an “attribution error” just as many of us do. We assume we know what and why people are doing things that disappoint us. So, failing to change the manager’s behavior, the CEO fired the person.

What if we start with the premise – “why would a reasonable rational and decent person do that?” Then we have a chance to develop a complete view of the other person and their circumstances, instead of the traditional, “what’s wrong with them?”

Having a crucial confrontation is all about holding someone accountable face to face.

I highly recommend Crucial confrontations, by Kerry Patterson, Joseph Greny, Ron McMillan and Al Swtzler, McGraw-Hill, 2005. The book offers great tips on how and when to hold others accountable.

If you would like to share your own experiences or talk about similar problems in your organization, call me at 949-533-3742 or send me a reply:.. Don Dressler e-mail.

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