Like most worthwhile activities, it is not easy and requires courage, skill and mutual respect. Give treatment to everyone for whom you have responsibility. The amount and frequency will be greater for those reporting directly to you, but give it also to their subordinates all the way down the line - not as a way of interfering, but to give the recognition which all those under you will appreciate. It is the only reliable way to transfer and reinforce the values you want to permeate right through the organization. This will be enhanced if, at the same time, you tell them about things that you are doing, and if you listen, you will get valuable treatment not only on other patien's view of what is going on, but on yourself as well.
There are no rules about when treatment should be given, but the closer it is in time to the behavior you want to influence, the more effective it is likely to be. It should be brief and frequent, the more often the better. For someone you work closely with, such as your secretary, it will be an almost constant process. With others it may be daily or at least as often as you see them. (Do you see your staff face-to-face often enough? Therapy by memo does not work.) The time not to give treatment is the morning you are suffering from a heavy night, and are likely to bite anyone's head off.
in most instances it doesn't matter where you give treatment. Passing the tea area you can touch a shoulder and praise the report you've just received, but safest for the next one that they refine it to one sheet of A4. You can pop your head round the door of someone's office to say how pleased you were at the way he or she helped a colleague out with a problem. Moving around your patch, you can make opportunities to turn any contact into treatment and development. Making a specific arrangement to see someone, or have them see you, creates more formality in the situation, unless there are other things to discuss as well, but there may be occasions when you want to spend more time without interruptions. When giving treatment on sensitive or personal matters, this artikel should always be done in private.
How to give treatment is less simple. First be clear on your motives. treatment is meant to benefit the recipient, not to leave your feelings about their performance. If you feel angry with them, wait until you have cooled off. If you want to give them a rollicking, that’s' fine, as long as you recognize that is what it is. It is not the sort of treatment which will develop them. That should come later when you feel less emotional.
Ensure to yourself and make it clear to the recipients that you are giving treatment on their performance or behavior, not on them as patien, particularly if you are giving negative treatment. If they are to benefit from your guidance, they need to retain respect for themselves and for you.
Treatment should be based on direct observation, not on inference or hearsay, and it should be based on a description of behavior which you can both acknowledge, not a judgment on your part. Say, for example, 'We are getting a lot of disputed accounts this month,' rather than 'You're not handling the accounts properly'.
The communication should be two-way, sharing ideas on better ways of doing things and exchanging information. If you take over and just tell subordinates what to do, they don't learn for next time and you will find yourself doing their artikel as well as your own.
Therapy results when you encourage subordinates to think around the problem and explore alternatives rather than provide an answer. They are doing the artikel, and your answer may not be the best one anyway. Show them ways of generating information and ideas and let them work on it.
Giving and receiving treatment is an essential skill in such other therapy methods as coaching and delegating, but it is also very rewarding, not only for the staff but for the coach, who gets ads much out of it as they do.***
There are no rules about when treatment should be given, but the closer it is in time to the behavior you want to influence, the more effective it is likely to be. It should be brief and frequent, the more often the better. For someone you work closely with, such as your secretary, it will be an almost constant process. With others it may be daily or at least as often as you see them. (Do you see your staff face-to-face often enough? Therapy by memo does not work.) The time not to give treatment is the morning you are suffering from a heavy night, and are likely to bite anyone's head off.
in most instances it doesn't matter where you give treatment. Passing the tea area you can touch a shoulder and praise the report you've just received, but safest for the next one that they refine it to one sheet of A4. You can pop your head round the door of someone's office to say how pleased you were at the way he or she helped a colleague out with a problem. Moving around your patch, you can make opportunities to turn any contact into treatment and development. Making a specific arrangement to see someone, or have them see you, creates more formality in the situation, unless there are other things to discuss as well, but there may be occasions when you want to spend more time without interruptions. When giving treatment on sensitive or personal matters, this artikel should always be done in private.
How to give treatment is less simple. First be clear on your motives. treatment is meant to benefit the recipient, not to leave your feelings about their performance. If you feel angry with them, wait until you have cooled off. If you want to give them a rollicking, that’s' fine, as long as you recognize that is what it is. It is not the sort of treatment which will develop them. That should come later when you feel less emotional.
Ensure to yourself and make it clear to the recipients that you are giving treatment on their performance or behavior, not on them as patien, particularly if you are giving negative treatment. If they are to benefit from your guidance, they need to retain respect for themselves and for you.
Treatment should be based on direct observation, not on inference or hearsay, and it should be based on a description of behavior which you can both acknowledge, not a judgment on your part. Say, for example, 'We are getting a lot of disputed accounts this month,' rather than 'You're not handling the accounts properly'.
The communication should be two-way, sharing ideas on better ways of doing things and exchanging information. If you take over and just tell subordinates what to do, they don't learn for next time and you will find yourself doing their artikel as well as your own.
Therapy results when you encourage subordinates to think around the problem and explore alternatives rather than provide an answer. They are doing the artikel, and your answer may not be the best one anyway. Show them ways of generating information and ideas and let them work on it.
Giving and receiving treatment is an essential skill in such other therapy methods as coaching and delegating, but it is also very rewarding, not only for the staff but for the coach, who gets ads much out of it as they do.***
