Most people get fired for their attitude not their performance. Yet if you've tried to go to HR or somebody in your operation with the word or term “attitude”, they're throw it back at you. “No”. They'll say things like, “Well, it's not measurable.” Go through this expert healthcare training article to know more.
Legal, gets really scared with the word “opposing legal counsel”. Many times says attitude is code for age, sex, race, religion, national origin, disability. If you can't measure it, you can't manage it. It's too subjective. Yet, if you're managing on the frontline, this is what drives you crazy. It's the attitude. And then you go and try to get some help. “Well, they got an attitude problem.” They go, “Well, you got to wait until it affects their performance.”
But you know some people who are just good enough to get by. They just meet minimum standards on performance. And if you raise the bar just a little bit, they will match that. It's not the performance issue.
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“Okay. So I have to wait until their attitude affects their performance?” Well, for some people, that could be years. You don’t have years to play with this especially in uncertain times.
How to sell this concept. First, eliminate the word. The word, “attitude” should be nowhere in our workplace vocabulary. It should be in the handbook, it should be on any evaluation. It should not come out of my mouth as a supervisor.
Keep the idea, just get a new word. Behavior. Behavior. If you can describe it. When managers come to you and say, “I got a problem with so and so. And it's an attitude problem.” You say “What are they doing that’s driving you crazy?” “Well, it's an attitude thing.” Specifically, what are they doing that’s driving your crazy.
And then you start to get into whining, rolling eyes and moaning, constantly complaining, sighing. Oh, you say, that's behavior. “No. It's an attitude.” Nope. We don’t have attitude. Attitude’s gone. It is a behavior.
Our expert suggested in one of the management audio conferences that as you are coaching the employee, you don’t talk attitude, you talk behavior. No more sighing and whining. Great teams tend to outperform great individual players. Not only should we not run our business from a position of fear. “Well, I can't fire so and so.” But I think it's an obligation on our part that we owe this as managers to our good employees to surround them with other good employees.
Can you have a behavior standard? Certainly. Maintain positive work atmosphere by acting, communicating in a manner so that you get along with customers, clients, co-workers, and most importantly, you. So go after the behavior. Initiate the behavior standard. Get rid of attitude.
It's so critical. We spend so much time a day, a week, our lives at work. And this generation of employee is just saying, “It better be not just educationally, financially, but emotionally good for me. I want to enjoy the people I work with. I want to have fun at work. I want to be around other good people.”
And this behavior thing, and especially the smaller you are, the smaller unit you have, the smaller company you are, it's critical. You got eight employees and one of them is one grumpy, miserable, whiny, complaining human being. And that's a tremendous pull on everybody.
Yeah, you got 800 employees. You can usually hide a few. And this is a scale. You got to weigh, performance, behavior. Performance, behavior. Does their performance outweigh their behavior? You will put up with behavior characteristics and ITs about accounting.
They have idiosyncrasies in accounting, idiosyncrasies in IT, they have a skill set, these weird people. And that's fine.
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