The 7 Sins of Staff Management

The Seven Sins of Staff Management 9 lectures 34:50 Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Conclusion: Staff are Human Too Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: The Seven Sins of Staff Management 9 lectures 34:50 Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Conclusion: Staff are Human Too Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 1: Don't Explain the Job to Be Done Seems simple, but it's amazing how many people fail to explain what the job entails. Seems simple, but it's amazing how many people fail to explain what the job entails. Seems simple, but it's amazing how many people fail to explain what the job entails. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 2: Don't Provide an Overview It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. It is important to provide employees with an overview of the organization and how the work they do fits into the larger picture. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 3: Don't Provide the Tools Needed to Do the Job If you want someone to sweep a floor, but don't give them a broom - expect them to fail. If you want someone to sweep a floor, but don't give them a broom - expect them to fail. If you want someone to sweep a floor, but don't give them a broom - expect them to fail. Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Sin 4: Don't Train Your Employees Don't assume your employees know how to use the tools you've given them Don't assume your employees know how to use the tools you've given them Don't assume your employees know how to use the tools you've given them Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 5: Don't Verify they Know How to Do the Work Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Every job in every company has it's quirks. Verify your staff learned what you think you taught them. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 6: Don't Follow Up With Your Staff If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. If you never follow up to ensure they are doing the job, they may think that particular task isn't that important. Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Sin 7: Don't Appreciate Your Staff Everyone wants to feel like their work matters Everyone wants to feel like their work matters Everyone wants to feel like their work matters Conclusion: Staff are Human Too Conclusion: Staff are Human Too Conclusion: Staff are Human Too Conclusion: Staff are Human Too Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: Additional Resources and Further Learning Download the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: the lecture notes: Books on Humanistic Management: a Certified Humanistic Leadership Professional through Humanist Learning Systems: