relationships – Page 2 – Management for Performance

Tip #1 on Being Professional – Courtesy of the Gossip Trio

January 23, 2017/in Credibility, unproductive conversations /by Laurie Ford

What gossip looks like, and how it can bounce back to hurt the ones who do it. Don’t gossip: it just doesn’t make anybody look good, and it is NOT a career-helper.

Ring Out the Old. Ring in the New.

December 28, 2016/in Accountability, change management, Closure conversations /by Laurie Ford

What happens when we ditch the negative or outdated parts of our lives? We make room for something new! Sometimes we know exactly what we want, and sometimes we just want to be lighter, more free and relaxed. Either way, something old may need to be given up to somebody else who will enjoy it.

Management #1. We Are All Performance Managers

November 22, 2016/in Accountability, Performance conversations /by Laurie Ford

Management. What do you manage? What is “performance”? How do you improve it? You already know the answers – you do it all the time.

A Non-Apology is Not a Closure Conversation

October 10, 2016/in Closure conversations, Credibility /by Laurie Ford

Three ingredients of an apology: For what? To whom? Own it!

Communication Impossible: Preventing Incomplete Conversations

September 6, 2016/in Accountability, Credibility /by Laurie Ford

Did you ever see the TV show “Restaurant Impossible”? An hour of interesting communication that saves a restaurant and sometimes saves a family too. But my favorite moment is at the very end, when the show is over, and some guy – while they are turning off the final credits – says “That’s done!” He has […]

That Difficult Client Talk – Part IV. Completion

July 26, 2016/in change management, Closure conversations, Credibility, get results /by Laurie Ford

Reggie started with a serious performance problem in his department. He said his staff was “under-performing”, and he was insistent that I find out what the problem was and “fix it”. So I did. The problem was Reggie. He was a technical whiz, but not a very good manager. Here’s what I mean: He was […]