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Licensed Beverage Dealers of South Dakota
PO Box 974
Pierre, SD 57501
605.224.1817 voice
605.945.2269 fax
800-721-1789 free
info@sdliquor.com
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Diamond Sponsors
Johnson
Brothers
Republic
National Distributing
Platinum Sponsors
IGT
Gold Sponsors
Spielo
Summit
Amusements
Cash-Wa
Distributing Co.
McCormick
Distributing
Silver Sponsors
Reynolds
America
Reinhert Food
Service
Cutshaw
Business Services
Bronze Sponsors
RAS
Copper Sponsors
West River
Beverage
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Show Employees You Care By
Eliminating These Common Communication Mistakes
Your communication style in the
workplace sends a strong message to your employees
and colleagues – one that can support your role or
undercut it. To maintain trust and show employees
you care about them as people (both integral
elements of motivation), avoid these mistakes when
you communicate:
Fairlure to respond.
This can be as obvious as not answering an email or
a phone message, or as subtle as avoiding eye
contact and ignoring questions. In either case,
you’re telling the other person that he or she isn’t
important enough to earn your attention. Make a
point of responding promptly to show people you
value them.
Interruptions.
Like non-responsiveness, interrupting people tells
them you think your time is more important than
theirs. Yes, in an emergency you may have to break
in on what someone else is doing or saying, but in
berneral, teach yourself to refrain or people will
resent your interference.
Patronizing behavior.
Don’t assume that your knowledge or experience
trumps somebody else’s. Even if the other person is
misinformed or sincerely ignorant of he facts, treat
him or her with respect. And remember that no one
person knows everything, not even a high-level
manager.
Evasiveness. Ambiguous
questions and statements can mislead people, with
negative results. “Yes, I know about that problem,”
sound as if you’ll do something about it, but
doesn’t explicitly promise any action. Use direct
language so employees and co-workers know where you
stand.
One-upping people.
You’ll damage relationships by constantly presenting
yourself as being above everyone else. Restrain the
desire to top someone else’s story or joke. Listen
attentively to show your respect, and you’ll develop
better rapport with people whose support you need.
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Four Steps for Dealing with
a Problem Employee
Leaders know they can’t push
problems under the table and hope they fade away.
Problem employees won’t go away
nor adjust their behavior on their own. You must
act promptly and follow these steps:
- Define the problem.
Start by pinpointing the exact problem in concrete
terms. Review rules and expectations to be sure
they’re clear and so the employee understands
them. Cite specific examples of problem behavior
to illustrate your case.
- Explain the problem’s
impact. You don’t want to sound as if your
own annoyance is the issue. When talking to the
employee, emphasize how his or her behavior
affects other employees and your organization as a
whole. A conscientious employee will agree that
the problem exists and needs to be solved.
- Explore solutions.
Ask the employee what he or she can do to fix the
problem. Listen attentively, and try to
incorporate his or her ideas in your solution as
much as you can. People are more likely to accept
solution they’ve helped create. Ask for
commitment to resolving the situation as quickly
and efficiently as possible.
- Follow up. Agree on
a deadline for progress and monitor the situation
to see whether the employee is making a good faith
effort to change. Check in from time to time
before the final deadline, and acknowledge in
positive terms any improvement you see.
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Keep an eye on the future
by monitoring key issues
Are you planning for the
future of your organization, or just putting out
today’s fires? If you’re not involved in mapping
out long-term goals and tactics for achieving
them, your organization won’t grow and prosper.
For better strategic
planning, zero in on these questions:
Markets. What
customers or users will your organization be
serving five years from now? How might they
change? Technology, demographics, and the economy
may push your organization in unexpected
directions, and you’ve got to be prepared.
Products. Don’t count
on selling the same products or services in a
changing world. Stay on top of what customers are
asking for and maintain a healthy development
process to serve their needs.
Competition. Who are
your major competitors in your marketplace? Be
alert for newcomers, and watch how your rivals are
adapting to trends.
Strengths. “Know
thyself” is good advice. Analyze your core
competencies and competitive advantages, and don’t
assume they’ll remain strong as your industry
changes. Stay on the lookout for weaknesses that
may grow more entrenched if they’re not addressed
promptly.
Revenue. Money is the
lifeblood of any organization, and understanding
where it comes from is vital to your long-term
health. What revenue streams might dry up in the
next few years? What new sources of revenue might
become dominant? What segments are strong, and
which are questionable? The answers will help you
make better decisions in uncertain times.
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Adopt an Image that Earns
Respect
So you want people to take
you seriously as a manager? It starts with
remembering that your authority comes not from
your job title, but from your performance.
Concentrate on strengthening and demonstrating
these crucial competencies:
Accountability. Don’t
worry about who gets the credit or the blame for
what happens. Focus on what achieves results. Be
clear on our organization’s objectives, and base
your activities and decisions on what will bring
them to life.
Customers focus.
Every organization has customers, or users, whose
ongoing support is crucial. Emphasize to your
employees that serving their needs is your top
priority, and set the example by paying attention
to customers in everything you do.
Communication. Good
managers create an atmosphere in which everone can
speak his or her mind and information is shared.
Include employees, customers, vendors, and the
community in your communication efforts, and make
a real effort to talk to and listen to your
workforce.
Talent. Don’t be
intimidated by employees who know more that you
about doing their jobs; focus on maximizing their
strengths. Don’t give up on employees who are
underperforming; your job is to bring them up to
their potential with training, challenging
assignments, delegation and coaching.
Team building. Your
employees are individuals with unique skills and
motivators, but they need to work together in
order to accomplish more thatn the sum of their
own efforts. Reinforce team behavior –
collaboration, sharing information, finishing big
projects – with praise and recognition so
employees understand why it’s necessary for them
to support one another and the group as a whole.
Adapted form the UX Matters
Web Site.
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| Don't Say... |
Say... |
| "We ran out of…" |
"We sold out of…"
(Ran out conveys lack of preparation, while
sold out suggests your item was popular) |
| "I don't know." |
"That is a great
question, I will ask my owner/manager/co-worker
and let you know." (The majority of the time,
someone will know the answer) |
| "Your credit card is bad." |
"I am sorry Mr./Mrs. Carrera,
we are having some trouble getting authorization
on your credit card-do you have another form
of payment?" We accept… |
| "No." |
"I'm sorry we don't have___on
the menu, but the___has a very similar taste."
or "I'm sorry we are unable to___, but here
is what we can do…" (Always say "I'm sorry"
when you are unable to accommodate a guest)
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| "You forgot to sign." |
"Mr./Mrs. Hsu, would you please
provide me with your signature?" |
| "You need to show me
your I.D." |
"I'm sorry for the inconvenience,
would you mind showing me your identification?" |
| "We can't do that." |
"I'm sorry we are unable to
accommodate you, but here is what we can do…" |
| "I don't know, I'm new." |
"I want to help you…l'm pretty
new here, but I will be happy to get you an
answer right away." |
www.five-startraining.com.
E-mail: contact-us@five-startraining.com.Toll-free:
(800) 385-7827(STAR).
Copyright ©2005. Five Star Service and
Products Inc. All rights reserved.
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(Last Update: 6-6-05)
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