From the author:
1. Do not mess with me in the presence of others if it can be avoided
Irritations should be addressed immediately. However, if you always address everything in the same way, then there is immediately another problem: You may run through the forest like a wood chopper and not see the forest for the trees, in this case: that there are employees standing there. Even if it is important to address problems:
Address problems in private
Rather say: "Come on, let's go around the corner and talk about it." This is difficult, especially in gastronomy, but it is extremely important. From employee to employee, it is not good to speak to other colleagues in public. Nobody wants to be criticized in front of others. That destroys trust.
Respect is an important, much-cited topic, but just as important is trust. Both go hand in hand. And that also means that you know how to handle irritations.
2. Do not make hasty promises
Sometimes one makes certain promises out of an euphoria. You say something and later you can not keep your promise. However, you should first think carefully what you promise.
What one promises, one must hold
Because what you promise must be kept, that is an old saying and an important wisdom. Because afterwards someone could say: "If you don't keep your promises, I feel terribly let down."
In the parent-child relationship it is known: Papa is constantly on the road and promises his son to go with him on Saturday to football match.
Like the father to the child
And then he can not. Everyone is sorry and the child is most disappointed.
However, that is true at work as well. No employee wants to be promised wage increases if the boss cannot yet assess whether he can keep that promise.
What do employees demand from your bosses?
Many years ago in my son's daycare center I saw a poster that made a deep impression on me. I read it and thought, "Wait a minute!" The poster gave me one Spiegel held up. I saw myself in this Spiegel as the father of a son who could say exactly the sentences that were on the poster:
“A child's demands on its parents, educators and teachers” - by Lucia Feider. I read the sentences and swallowed. I took my cell phone out of my pocket, took a picture of the poster and took it home. I read the sentences over and over again, thinking about my little son and also my big son.
Instructions for use
And then I thought of my employees and my company. I've changed the sentences. I adapted them to our work process. Now it is the twelve demands for a happy togetherness, which stand on a poster and hang in our company on the wall.
It is an instruction manual. I always stand in front of this poster and read the demands. I am thinking of myself and my employees. The fish stinks from the head first, and that's why every chef has to touch his own nose. But the employees do the same. That is why my employees are always in front of the poster. The twelve demands point in both directions - towards the boss and towards the employee.
3. Do not be inconsistent
The next question is the demand for pledged promises:
- How consistently are we in our statements and how we act according to them?
- Rowing back permanently after we said something?
When trust is lost
Ten times I said, I throw someone out, because he makes only mistakes - and then I am not consistent. Trust is lost.
If an employee wants to do something and then does not, then I lose confidence in the employee. How consistently can he solve his problems at all? The other way around is the same.
4. Do not interrupt me and listen to me when I ask questions. Otherwise, I turn to others to solve my problems
Every second employee wishes for a current survey in Company that his supervisor takes more time to talk to him in peace. We know this. That's why we hold employee orientation talks twice a year.
That's a huge amount of time. If we take an hour or two, of course, everything else will be left. That was the first realization.
Employee talks cost time
Many bosses don't even think about the amount of time they spend, turn a 14-hour day into an 18-hour day and then at some point say completely finished: “That pisses me off. Fuck employee. Do I have to listen to their stuff here? ”
But we have to force ourselves to have regular, detailed discussions between employees and employees as well as between employees and the boss.
The discipline of listening to employees
We must discipline ourselves to listen to the questions and problems of the employees without being distracted, and to answer them seriously.
My personal tip: You would rather delegate something else, because the contact with the employees is the very first task. Plan this enormous amount of time.
A question of half-life
And we must bear in mind that these talks have a maximum duration of half a year. Some employees often feel left alone after only two months.
Immediately after the conversation there is usually an enormous amount of euphoria: “Sensational, what we discussed there”, we tell each other. But the first enthusiasm often subsides quickly.
A question of formulation
Let me tell you an example: I have one of the best theory driving instructors, Marco. He has the task to bring the learner drivers to successful theory examinations in seven days.
He has 95 percent success rate. Marco is great. But then he sends a call for help to the other driving instructors: He would not be able to keep this high success rate this time and would like to get tips from them.
Please instead of cry for help
Some other driving instructors then replied: "Yes, Marco, if the learner drivers don't learn, you can't do anything about it, don't worry."
I hear there but something completely different: Marco wants his colleagues to him with him times and give him feedback, which he can do even better.
What do employees really want?
He could ask more directly: He has a request, which he sends indirectly with the help call. Sometimes you have to come up with what it means.
So, it's about the clear formulation of the question and it's about picking out the questions and wishes that others have.
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German edition: ISBN 9783965965379
English version: ISBN 9783965965034 (Translation notice)
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