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… does not have to buy work clothes. But the real value in the poker chip is that it gives us the opportunity to open up a conversation about their Near Miss form or anything else they might want to talk about. In the beginning I did more coaching … BURCHAM : When you use something tangible, like the poker chip, remember it’s not really about the poker chip but the conversation it allows. I have seen plants making grand presentations with the poker chips and making a big deal of the Near Miss form but I have found if I go up to someone, hand them the poker chip and strike up a conversation I gain so much more. The military uses "challenge coins" much the same way. It may only be worth a dollar but …
… pride in their work and have ideas to improve the business. While you gain a great deal of valuable information from this conversation, they will see how much you value their experience and skill. Consider that your high performers are a gold … to ensure continuous improvement in your skillset. For example, asking them how you could be more helpful during coaching conversations or clearer when providing direction can provide essential information to help optimize your leadership. Take … about where they’re placing their efforts and thus getting good results. Talking about this with you can be a reinforcing conversation for them. But most importantly, these questions get employees to take a short break from what may sometimes …
… ego. At best, this dilutes the message. At worst, it inadvertently reinforces the problem behavior. It may make the conversation more comfortable for you, but it has a very unreliable impact on the performer. These methods, even if done … ego. At best, this dilutes the message. At worst, it inadvertently reinforces the problem behavior. It may make the conversation more comfortable for you, but it has a very unreliable impact on the performer. These methods, even if done …
… head on. After reading the book Gung-Ho, by Ken Blanchard and Sheldon Bowles, they set up a series of in-house talks and conversations with employees. The open communications eased tensions, but Asnani wanted to do more. At about that time, while in Singapore, he had a conversation with Sylvia Fernandes, one of Aubrey Daniels International’s alliance partners. Sylvia explained the positive … head on. After reading the book Gung-Ho, by Ken Blanchard and Sheldon Bowles, they set up a series of in-house talks and conversations with employees. The open communications eased tensions, but Asnani wanted to do more. At about that time, …
… something separate to be discussed during a weekly safety meeting or only at shift change. Safety should be part of every conversation and considered in every decision. Successes are celebrated along the way. Pride shouldn’t be focused solely … something separate to be discussed during a weekly safety meeting or only at shift change. Safety should be part of every conversation and considered in every decision. Successes are celebrated along the way. Pride shouldn’t be focused solely …
… for Rapid Change process. Each leader (the director, the six managers, and the 30 supervisors) agreed to hold five 3-minute conversations each day. These conversations were focused on what was working to help provide positive reinforcement to the agents. The conversations could be held with any level and across reporting relationships. The leaders would ask questions and show that …
… reinforcement is social—interactions between people. Statements of praise, asking questions, desirable assignments, useful conversations, and showing interest in what others have done are all examples of potential positive social reinforcers. This … They occur based on the passage of time, can be prompted by something non-business related, or happen in the course of a conversation. Timing: Timing is critical for effective positive reinforcement. Positive reinforcement should be provided … reinforcement is social—interactions between people. Statements of praise, asking questions, desirable assignments, useful conversations, and showing interest in what others have done are all examples of potential positive social reinforcers. This …
… the allotted time you are breaking your own rules and you run into difficulty,” she says. “This way nobody dominates the conversation, everybody gets an equal voice, and it’s without rank. It adds discipline to the meetings, so no one has to … the allotted time you are breaking your own rules and you run into difficulty,” she says. “This way nobody dominates the conversation, everybody gets an equal voice, and it’s without rank. It adds discipline to the meetings, so no one has to …
… bowlers a boss and a salary or wage. Then, we could make the bowlers take the game seriously. That is, we would demand that conversation and distracting activity be kept to a minimum. Idle talk and chatter would not only distract those who are … bowlers a boss and a salary or wage. Then, we could make the bowlers take the game seriously. That is, we would demand that conversation and distracting activity be kept to a minimum. Idle talk and chatter would not only distract those who are …
… results improve. In coaching sessions following PLS, leaders are encouraged to conduct a brief, high-level, theme-focused conversation with their direct reports during which they share (a) here are a few things (think: bullets) I learned from … results improve. In coaching sessions following PLS, leaders are encouraged to conduct a brief, high-level, theme-focused conversation with their direct reports during which they share (a) here are a few things (think: bullets) I learned from …
… this simple problem, but sadly none were implemented, because the subjective language prevented a pinpointed and objective conversation on how these two managers and respective functions can work more effectively together for the good of the … this simple problem, but sadly none were implemented, because the subjective language prevented a pinpointed and objective conversation on how these two managers and respective functions can work more effectively together for the good of the …
… Each observer’s job, essentially, is to become a nag. Of course, some people try to be pleasant nags, but their topic of conversation remains centered on what someone did wrong or should have done. This is not to say that it is wrong to correct, … Each observer’s job, essentially, is to become a nag. Of course, some people try to be pleasant nags, but their topic of conversation remains centered on what someone did wrong or should have done. This is not to say that it is wrong to correct, …
… share their ideas and work practices with others, visiting them in their work space rather than in your office and having a conversation about how things are going in their lives. Of course, smiles, waves, thumbs-up and other non-verbal ways of … share their ideas and work practices with others, visiting them in their work space rather than in your office and having a conversation about how things are going in their lives. Of course, smiles, waves, thumbs-up and other non-verbal ways of …
… or even dangerous. We hit the snooze button and skip the workout, opt out of having that difficult but necessary conversation with a friend, or wear comfortable sandals instead of lacing up the heavy steel-toe boots when mowing the lawn. … or even dangerous. We hit the snooze button and skip the workout, opt out of having that difficult but necessary conversation with a friend, or wear comfortable sandals instead of lacing up the heavy steel-toe boots when mowing the lawn. …
… or check up on compliance. You shouldn’t be a source of discipline or punishment. If you see something wrong then have a conversation with the site leader rather than intervening directly. You really should be a source of reinforcement while … or check up on compliance. You shouldn’t be a source of discipline or punishment. If you see something wrong then have a conversation with the site leader rather than intervening directly. You really should be a source of reinforcement while …