[et_pb_section fb_built=”1″ _builder_version=”3.22″][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”http:\/\/merrimanmanagementsupport.com\/wp-content\/uploads\/2021\/11\/Drawing1.jpg” _builder_version=”4.9.0″ _module_preset=”default” title_text=”Drawing1″ hover_enabled=”0″ sticky_enabled=”0″ width=”30%”][\/et_pb_image][et_pb_text _builder_version=”3.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”]<\/p>\n
Ever heard this one from a crew member of yours?…“This is stupid!..Why are we going to start doing that?!”<\/em>or ..“This is pointless!…are\u00a0we\u00a0really going to\u00a0have to do this every day?!\u00a0<\/em>then you get a half-hearted, grudgingly\u00a0executed job. <\/p>\n <\/p>\n Yep.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Ever heard this one from a crew member of yours?…”This is stupid!..Why are we going to start doing that?!”or ..”This is pointless!…are\u00a0we\u00a0really going to\u00a0have to do this every day?!\u00a0then you get a half-hearted, grudgingly\u00a0executed job.We’ve got to have some sympathy here.How many times have we felt that way ourselves?But here’s the point.A staff person does […]<\/p>\n","protected":false},"author":1,"featured_media":1983,"comment_status":"open","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"\n Ever heard this one from a crew member of yours?...\"This is stupid!..Why are we going to start doing that?!\"<\/em>or ..\"This is pointless!...are\u00a0we\u00a0really going to\u00a0have to do this every day?!\u00a0<\/em>then you get a half-hearted, grudgingly\u00a0executed job. Yep.<\/p>\n","_et_gb_content_width":"","footnotes":""},"project_category":[3],"project_tag":[],"class_list":["post-1982","project","type-project","status-publish","has-post-thumbnail","hentry","project_category-m2m"],"_links":{"self":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/1982","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project"}],"about":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/types\/project"}],"author":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/comments?post=1982"}],"version-history":[{"count":2,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/1982\/revisions"}],"predecessor-version":[{"id":1985,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project\/1982\/revisions\/1985"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/media\/1983"}],"wp:attachment":[{"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/media?parent=1982"}],"wp:term":[{"taxonomy":"project_category","embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project_category?post=1982"},{"taxonomy":"project_tag","embeddable":true,"href":"http:\/\/merrimanmanagementsupport.com\/index.php\/wp-json\/wp\/v2\/project_tag?post=1982"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
We’ve got to have some sympathy here.
How many times have we felt that way ourselves?
But here’s the point.
A staff person does not have to like or agree with a system, procedure\u00a0or task;
however, they do have to follow or do them.
They cannot become the\u00a0decider\u00a0–\u00a0that is our job.
Yes, we listen to feedback and can make\u00a0adjustments or modifications\u00a0if needed but it is not incumbent\u00a0on us to enter into a pseudo-negotiation with the staff member\u00a0to reach a compromise.
“I’ll take\u00a0this all into consideration. In the meantime\u00a0right now I need\u00a0us all\u00a0to do ______.”<\/em>and if they don’t do it or we get a less than satisfactory\u00a0job, it’s time to manage.
As managers our expectations are (a) the job gets done and (b) it’s done up to standards.
If either one of those expectations are not met, it’s time to\u00a0connect and\u00a0talk.
Times like this are critical to your authority\u00a0as a manager.
If they begrudgingly shuffle around complaining to co-workers – it’s talk-time.
“Let’s be clear. You do not have to like these changes. What is expected though is that you carry out these tasks in a productive and positive\u00a0way.”<\/em>
The procedures\u00a0and tasks we create to do our jobs are ever evolving and can at times be clunky and imperfect; however, we have to stand behind them with our authority as managers.
Only\u00a0in\u00a0that way can they grow forward and get better.\u00a0\u00a0
And many times, after some initial resistance by staff and our consistency and stability in upholding the standard, changes successfully take hold.\u00a0
“Are you really going to\u00a0expect us to do\u00a0that\u00a0daily?”<\/em><\/p>\n
We've got to have some sympathy here.
How many times have we felt that way ourselves?
But here's the point.
A staff person does not have to like or agree with a system, procedure\u00a0or task;
however, they do have to follow or do them.
They cannot become the\u00a0decider\u00a0-\u00a0that is our job.
Yes, we listen to feedback and can make\u00a0adjustments or modifications\u00a0if needed but it is not incumbent\u00a0on us to enter into a pseudo-negotiation with the staff member\u00a0to reach a compromise.
\"I'll take\u00a0this all into consideration. In the meantime\u00a0right now I need\u00a0us all\u00a0to do ______.\"<\/em>and if they don't do it or we get a less than satisfactory\u00a0job, it's time to manage.
As managers our expectations are (a) the job gets done and (b) it's done up to standards.
If either one of those expectations are not met, it's time to\u00a0connect and\u00a0talk.
Times like this are critical to your authority\u00a0as a manager.
If they begrudgingly shuffle around complaining to co-workers - it's talk-time.
\"Let's be clear. You do not have to like these changes. What is expected though is that you carry out these tasks in a productive and positive\u00a0way.\"<\/em>
The procedures\u00a0and tasks we create to do our jobs are ever evolving and can at times be clunky and imperfect; however, we have to stand behind them with our authority as managers.
Only\u00a0in\u00a0that way can they grow forward and get better.\u00a0\u00a0
And many times, after some initial resistance by staff and our consistency and stability in upholding the standard, changes successfully take hold.\u00a0
\"Are you really going to\u00a0expect us to do\u00a0that\u00a0daily?\"<\/em><\/p>\n\n\n\n