The Daily Recruiter

The Ezine for Executive Managers … brought to you by The SearchLogix Group.

How to Prepare for Difficult Conversations with Longtime Employees

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“By Zeynep Ilgaz, of SwitchandShift.com”

You and your longtime employees have gone through a lot together. You’ve developed a special bond as the company evolved, and you might even hang out together on the weekends. What if one of these individuals began underperforming or acting dishonestly? Would you feel uncomfortable confronting him or her about it? As evidenced by Wells Fargo’s recent scandal, company leaders of all types struggle to address this scenario. In fact, more than one-third of managers admit to shrinking away from giving direct feedback to employees when they anticipate a negative reaction. Despite a potentially awkward confrontation, the consequences of letting a longtime employee underperform can be severe. To keep their companies moving in a positive direction, entrepreneurs must learn to address this situation before it turns into something worse.

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How to Fight a Fire (Self-Coaching in a Crisis)

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“By Ed Batista, of EdBatista.com”

Most of my coaching clients are CEOs of rapidly growing companies, and while their work is always demanding and dynamic, sometimes they face a full-blown crisis, a threat to the organization’s existence that will require their maximum effort. These are the situations that truly test a leader’s ability to self-coach, to manage themselves effectively while also guiding others. Here are four factors that have helped clients who’ve had to surmount a crisis:

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New Employee is Making My Old Employee Look Bad…Now What?

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“By J.T. O’donnell, of WorkItDaily.com”

New Employee Is Making My Old Employee Bad, Now What?

Employee POV: I’ve been a loyal employee for 10+ years. I helped the company through some tough years. Recently, my boss hired a much younger employee to help with additional workload. The new guy is definitely more tech-savvy than me, works a lot of overtime, and is getting a lot of attention for how well he is producing. Meanwhile, I’m sensing a cold shoulder from my boss. He’s been more critical of my work and less chatty with me. Should I worry about losing my job? I can’t imagine they’d let me go, I’ve got a lot of company knowledge.

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Kate Spade

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High-end handbag and apparel maker Kate Spade & Co. is exploring a sale of the company. (WSJ)

10 Things Successful People Never Do Again

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“Henry Cloud, of Investment-Enterprise.info”

“Never go back.” What does that mean? From observations of successful people, clinical psychologist and author of Never Go Back: 10 Things You’ll Never Do Again (Howard Books, June 2014), Dr. Henry Cloud has discovered certain “awakenings” that people have—in life and in business—that once they have them, they never go back to the old way of doing things. And when that happens, they are never the same. In short, they got it.

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Amazon

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Amazon.com Inc. won a patent for a plan to use a floating airship as a warehouse and launching pad for drones to deliver goods. (Huffington Post)

 

The Five Common Mistakes of New Managers

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“By John Vaugh, of InvestmentandBusiness.com”

Most people want to progress in their work and moving into management is one of the most common ways of progressing. While some step into the new role and prosper, many struggle, become disillusioned, possibly stressed and their performance dips. They make what is best described as common mistakes but these can be avoided or addressed.

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Ford Motor Co.

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Ford Motor Co. delayed the sale of thousands of F-150 pickup trucks due to glitches in manufacturing advanced new transmissions. (WSJ)

5 questions great managers ask

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“By Joe Garfinkle, of SmartBrief.com”

As a manager, you may feel that it’s always on you to deliver the messages, make the tough calls and guide the team through thick and thin — and it is.

Your team is looking for that sure-footed, goal-oriented sureness that makes them feel comfortable in the direction of the day, the project and the company. But here’s the thing that great managers know — while they want to feel secure that there is “a plan” and that it’s working, they also want to be included and to share that vision.

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Transforming your leadership takes more than intention

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