Employees sometimes make mistakes or violations.  If the mistakes or violations will adversely affect the productivity or integrity of the company, you call the employee in your office and give him or her a reprimand.

There are five serious errors which a manager or leader can make in reprimanding.

1.  Failing to get facts.    Don’t accept hearsay evidence or go on general impressions but be sure to have all the facts before jumping.

2.  Acting while angry.  Do it when you are calm and be as impartial as possible in making a decision to reprimand. Make a self-evaluation, perhaps it was possibly your fault that the error or violation occurred.

3.  Being vague about the offense.  Let the person know the general charge and the specific details of the offense.  Don’t refer to general complaints or refuse to give details.

4.  Not considering the other person’s side of the story. Listen to the person’s  full story about what happened and the reasons why he did what he did. There may be mitigating circumstances, conflicting orders or even unclear orders you gave which were at fault.

5.  Neglecting to keep records.  Disciplinary reprimands should always be recorded in the personnel folder of the person to become part of his or her work history  and as evidence in the event of further disciplinary requirements.  In many cases, people who were known to be unsatisfactory employees over the years have been reinstated after discharge because the company could produce no proofs that the person had ever been told of his shortcomings.

These are the blunders that I know and if you have some in your list please share them with us by leaving your comments below this post. We love to hear from you.

Your friend,

Nimia Acebes

A grapevine always exists in the office, organization, community or anywhere.  Trying to crush it out entirely is both hopeless and counterproductive.  But rumors that threaten job security can destroy an organization if left unchecked. One of the major concerns in dealing with the grapevine is that it is usually impossible to pinpoint the source of rumor.

Grapevine rumors may develop during gatherings.

The following are the strategies that we must utilize to soothe the potential damage of grapevine rumors:

1.  Always be available for frank discussion of employee concerns.  A minor rumor may loom important to employees if it is allowed to worsen, taking a toll on morale and performance.  Make an unfounded rumor the subject of the next employee meeting.

2.  Give your undivided attention to the employee who comes to you with the latest rumor. If it is totally unfounded, tell him so, honestly.   If there’s some truth to the story, but management doesn’t want to address it at this time, simply tell the employee that you’re not at liberty to discuss it.  Then report the conversation to top management right away.  The timetable for announcing the subject of the rumor should be moved up if employees are already aware of it.

3.  Don’t waste a great deal of time trying to trace the source of the rumor – unless an employee is releasing confidential information. Never try to publicly embarrass employees who are responsible for spreading rumors.  You can accomplish the same goal by releasing the facts and having other employees realize how deceptive their information really is.

4.  Devote time at every meeting for employees to ask questions about subjects that may be bothering them.  There is no better way to detect the subject of the latest rumor.

5.  Keep the work environment predictable and give employees as much control over their work as possible. They should have sufficient power and authority to accomplish the jobs they are expected to perform.  Insufficient authority breeds discontent, a major fuel for the rumor factory.

If you have other strategies in your mind or have remarks to this post, I’m inviting you to leave your comments below . I love to hear from you.

Your friend,

Nimia Acebes

“When we are grateful for the good we already have, we attract more good into our life. On the other hand, when we are ungrateful, we tend to shut ourselves off from the good we might otherwise experience.” Margaret Stortz

No one has reached the level of success alone. We are what we are now because of significant help from other people. Have you thought of these people and are grateful to them? As I ponder on this question, I thought of the people who had helped me reach what I am and where I am now.

I remember one of our former Regional Directors who was always willing to coach me whenever I have unfamiliar work assignments. He was uniquely helpful and I’m very thankful to him.

Napoleon Bonaparte showed gratitude to gain the favor of his people.  During his first military victory as a commanding general at Piedmonte, Napoleon would be seen as a generous leader.  His army performed exceptionally well during those battles and he rewarded his soldiers with the gold and silver he obtained from Piedmonte.  This was the first real money the soldiers had seen in months.

Presently, organizations and corporations show gratitude to employees by giving rewards to outstanding worker.

Doug Dickerson says that one of the most important characteristics a leader must possess is gratitude. While team members may look to you for vision as to where the organization is headed, the climate you create in getting there is equally important.

If the leader is thankful, people feel appreciated and this motivates them to attain the organization’s goal.

So, don’t forget to always say “Thank You” to your people.

Your friend,

Nimia Acebes

“There is no Glory Without Sacrifice”, this was the theme during one of our Flag Raising Ceremonies last month.

This is an adage that means if ever we want to do or complete something in life there is always something that would be hard to do in order to get there. Someone said that “sacrifice” means forfeiture of something highly valued for the sake of one considered to have a greater value or claim.

This means that there is something that we must give up in order to be successful or triumphant. For example, when I started blogging, I gave up my time for workouts at the gym during off-hours and bonding with family on weekends in order to read books and other resource materials to write articles for my blog posts.

I realized that this isn’t proper, so I decided to temporarily stop blogging for more than two months and give time to the activities which I had to give up in favor of blogging. At least, that realization and short rest had taught me to balance and manage my time well.

Bonding time with kids.

I remember the sacrifices I made to be where I am now. To finish my studies with flying colors, I had to give up some of my sleeping hours, bonding time with family and friends and perhaps even good health in order to burn the midnight candle.

Sometimes, people sacrifice family time and even time for self, friendship and good health in order to get the desired job promotion, dream house or success in their endeavors.

How about you, what sacrifices have you made to be successful or triumphant?

I’m inviting you give  your list by leaving your comments below this article.

Your friend,

Nimia Acebes

In the article, Leaders Must Touch the Heart , I quoted these words by John Maxwell, One of the most common mistakes people make is trying to lead others before developing relationships with them.  It happens all the time.  A new manager starts with a company and expects the people working there to respond to his authority without question…the leader expects to make an impact on his people before building the relationship.  It’s possible that the followers will comply with what the leader’s position requires, but they’ll never go beyond that.

To succeed in business, never take people for granted.  Zig Ziglar says, The reality is, regardless of what business we’re in, since it is fueled by people, we are all in the people business.

Having a Sportsfest is one way of developing relationships with people.

Develop relationships with the people you lead through:

1.  Genuine Courtesy. People are delicate and sensitive.   They want to feel important.  Greet your people with a smile and don’t forget the words please and thank you.

Even the little courtesies that we give to them are important.

2.  Respect. Be punctual because punctuality is respect for other people’s time.  Listening is one of the greatest expressions of respect.  Listen to what others are saying and respond only after he finishes his statements.

3.  Appreciation for them and for their point of view

People want to feel valued and cared about.  Appreciate them for their hard work and contribution to the success of any project.  Be specific in your appreciation.  Give praises for their point of view and suggestions for the success of the organization.  Give them small gifts occasionally, as a token of appreciation.

In the book, The Leadership Challenge, James M. Kouzes and Barry Z. Posner say, Leadership is a relationship between those who aspire to lead and those who choose to follow.  It’s the quality of this relationship that matters most when we’re engaged in getting extraordinary things done.  A leader-constituent relationship that’s characterized by fear and distrust will never, ever produce anything of lasting value.  A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance.

Public Allies, an AmeriCorps organization dedicated to creating young leaders who can strengthen their communities, sought the opinions of eighteen- to thirty-year-olds on the subject of leadership.  One of the questions was about the important qualities of a good leader.  Topping the respondents’ list is “Being able to see a situation from someone else’s point of view.”  In second place is “Getting along well with other people.”

I shall be very glad if you could leave your comments after reading this article.  I love to hear from you.

Your friend,

Nimia S. Acebes 

In my  article on How to Know What Areas Need Improvement , the first guide that I give is to focus on costs.

The article stresses that whatever your organization is, whether you are operating for profit or with a budget, like a government agency, the good result of initiating with a cost reduction is great.

This doesn’t mean that we eliminate necessary services, such as income-generating activity, in order to reduce costs.  It means producing more products and services for every amount that the organization spends.

You must analyze and act assertively on how the present operating expenses can produce more products and services or  how the same volume or products and services can be produced at lesser costs.

A manager’s basic function is to get the work done, but certainly not at any cost.  Finding ways to improve your operations with better, less wasteful methods is as important a contribution to your company as meeting production quotas and schedules.  Here’s how to balance the two areas of responsibility:

*  Use Time Well. Wasted time is one of the costliest elements in any operation.  A manager can cut this waste by engaging the right equipment, the right materials and the right people at the right time.  Time is the essential element.  The lack of any factor at the right time holds up the job and increases costs.  Learn these facts about each operation:  how long it takes, how many people are needed, how the work flows from station to station, and the capacity of each station.

*  Coordinate Correctly. After determining just what has to be done, where, and by whom, each step must be coordinated.  Proper coordination can eliminate waiting for assignments or supplies, cut down chasing time for information or materials, and assure optimum use of workers and equipment.

*  Insure Proper Work Flow. Sometimes poor work flow just sort of grows from a lack of any real planning.  Improper work flow results in uneven workloads and unproductive waiting time.  Don’t let time-wasting bad habits develop into accepted procedures.

*  Schedule Carefully. Any kind of bottleneck adds to costs, but you can avoid some of them with proper scheduling.  Even the occasional rush job should not throw off your schedule if you have padded in a little extra time for the inevitable emergencies.  If you don’t need the time, you don’t have to use it.  But if you do need it, using it won’t create excessive costs.

*  Use Manpower Efficiently. Failing to use available manpower to the fullest potential is always the costliest item of doing business.  Target these areas of waste:

-        Using more workers on a job than are actually needed.

-        Not having enough workers on a job, resulting in unnecessary overtime.

-        Using highly paid, skilled workers on jobs that lower paid workers can do.

-        Failure to use skilled workers in their specialties for reasons of day-to-day expediency.

-        Failure to give adequate on-the-job training.

-        Not policing the overtime.  Is it really necessary or would realistic scheduling help reduce it?

As good executive, you shall act as role model in terms of cost reduction. According to John Maxwell, When they need to cut cost, many executives will sacrifice employees ahead of their own corporate perks. They see their OWN picture instead of the big picture. I believe that a leader should not ask others to make sacrifices until he’s made some himself. A good employee is simply too valuable to let go without exhausting other options.

If you have any other cost reduction ideas to include in this list, I shall be very glad to hear from you.

Your friend,

Nimia Acebes

A young officer in the Army discovered that he had no change when he tried to buy a soft drink from a vending machine. He flagged down a passing private and asked him, “Do you have change for a dollar?”

The private said cheerfully, “I think so. Let me take a look.”

The officer drew himself up stiffly and said, “Soldier, that is no way to address a superior. We’ll start all over again. Do you have change for a dollar?”

The private came to attention, saluted smartly, and said, “No, sir!”

Each of us commands some authority. There are or will be those we guide, supervise, rear, mentor or lead. Some of us will be effective and others will feel as if we’re running a cemetery: we’ve got a lot of people under us and nobody’s listening.

Much has been written and taught about leadership, but I find that at least four traits are common in all people of authority who effectively elicit cooperation and respect from those who look up to them. Whether you are a parent, whether you find yourself in the workplace, sitting on a volunteer committee or teaching some-one a new skill, these traits will help you effectively guide those who
would seek to follow.

These good leaders are…

L isteners. They take time to listen to the suggestions and concerns of those they endeavor to lead.

E ncouragers. They don’t try to do it all themselves. Neither do they motivate by force or guilt. They encourage others and help bring out their best.

A ssertive. They say what needs to be said without being unkind. They tell the truth as they see it, openly and frankly.

D ecisive. They know what needs to be done and they make timely, even difficult, decisions when necessary. But they can also take charge without running over the people in their lives.

In short, good leaders L-E-A-D!

It’s said that the trouble with being a leader today is that you can’t be sure whether people are following you or chasing you. But those who will develop these four traits are sure to find that their authority will be valued and respected.

– Taken from an article by Steve Goodier on the Four Traits of Effective Leaders at http://www.lifesupportsystem.com

We look for a good leader to lead us into achieving our goals; to lead us into prosperity and greatness.  Whenever failures happen in a country or organization we oftentimes attribute it to poor leadership.

What are the qualities of a good leader?  A good leader is

People developer.

John Maxwell says, The growth and development of people is the highest calling of leadership. Most leaders are not successful on this because it takes a lot of hard work and patience.

People are the most important assets of an organization and developing them demands our time, attention and commitment.

A supervisor is briefing an employee on how the result shall look like.

Resilient.  The ability to bounce back when the problems arise.  Doug Dickerson  says that a resilient leader learns from every experience and never gives up in the face of adversity.

Organized.  The ability to organize time, paper and people so that potential productivity can be translated into a coherent program.

Stephanie Winston, in her book,  the Organized Executive says, Organizing is, quite simply, a learned skill – a set of methods and tools with which to arrange your time and workload to meet your goals.  

Understanding.  In his book, The Seven Habits of Highly Effective People, Stephen Covey says, The more deeply you understand other people, the more you will appreciate them, the more reverent you will feel about them…When we really, deeply understand each other, we open the door to creative solutions and third alternatives.  Our differences are no longer stumbling blocks to communications and progress.  Instead, they become the stepping stones to synergy.

Disciplined.  The willingness to do what is required regardless of personal mood.  Self-discipline is the foundation of good relationship because without self-discipline you will be rude, insensitive and unfair to other people.

Mike Tyson, an American boxer, says, Without discipline, no matter how good you are, you are nothing!

In short, a good leader is P-R-O-U-D. If you have these qualities as a leader, you will be loved and respected by your people.

Your friend,

Nimia Acebes

In his book, Developing the Leader Within You, John Maxwell says, A leader’s main responsibility is developing others to do the work. In order to be an effective people developer, a leader must first know the names of his people, especially if he is new to them and the people he is handling are 400 or more.

When I was new to my present regional office, I required the employees to wear their identification cards around their necks so that I will know their names.  But later on, I feel awkward looking at their IDs everytime we meet.  I feel more comfortable looking at their faces, seeing them eye to eye, smiling and greeting them; Hi, Hello, Good Morning/Afternoon or How are you?

I always carry my digital camera in my bag wherever I go.  This tool has helped me a lot in my desire to be a people person and be a good leader.  Whenever there are meetings, conferences, seminars and special occasions, I request someone to capture the events for me.  I also take pictures during my inspection and other official trips.

A pose with some employees.

Pictures keep the memories alive but they have done more use to me as the head of office.  I store the pictures in the laptop, make folders of each event and indicate names of people on it through the help of my executive assistant and other employees.

Now that I know how to use some applications of the famous social networking site, the Facebook, identifying people became a lot easier because I could now tag people in the pictures.  I find time to look at them whenever I get hold of my laptop so that I can call them by names everytime we meet.  People feel worthwhile and important if you care to know their names.

Being a good leader does not happen overnight and I know that through my digital camera, I have taken a step towards my desire.

I know you also have some good uses of your digital camera and I’m glad if you could share your list with us by leaving your  comments below this article.

Your friend,

Nimia Acebes

Efficient operation in any business depends upon cooperation among managers.  If you ponder on it, you’ll see why it’s essential to get along with your peers.  You don’t have to be close friends with all of them, but you should at least make it easy for them to lend a hand to you whenever it is necessary.

Managers are socializing with each other.

Here are the four don’ts that you must observe to deserve cooperation from other managers in your company:

1.  Don’t provoke.  Be careful in offering advice and criticism.  Remember that other managers also have power and they are proud of their competence and privileges.

2.  Don’t interfere. Don’t give advice until you are asked.

Giving unsolicited advice might offend them.

3.  Don’t criticize in public. Even if you think he is wrong, don’t sound off in front of other managers and workers.  Tell him in private, give him a chance to save face, and you’ll get much more cooperation.

4.  Don’t certainly assume that he’s wrong. If you see that he has done something which is different from yours, don’t jump to conclusion that he is wrong.  Any probable reason is that you may be the one who is wrong.  As a manager, he may also be able to evaluate and improve his actions for the good of the company.

You might have your own list and I’m glad if you could share it with us by leaving your comments below this article.

Your friend,

Nimia Acebes