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Maximize Your Employee Relationships

in Five Easy Steps

Claudette Rowley

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Synthesis Partnership works with nonprofit

organizations facing or creating change to

align strategy, identity, capacity and facilities

with vision, mission and values.

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Affordable collaborative data

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Today’s Speaker

Claudette Rowley Coach, Consultant, Author

Metavoice Coaching & Consulting

Hosting:

Sam Frank, Synthesis PartnershipAssisting with chat questions:

April Hunt, Nonprofit Webinars

1. We will assess how and when relationships with employees become less effective.

2. We will discover the five steps to creating positive, productive employee relationships.

3. We will learn simple ways to begin putting the five steps into action.

Work performance suffers; missed deadlines.

Lack of involvement; doing the minimum.

Evidence of communication breakdown – lack of responsiveness or ineffective communication.

Conflict occurs and it’s difficult to resolve effectively.

Employee is actively disengaged.

Over-management

Under-management

Delegation isn’t working

Communication breaks down at crucial points

1. Schedule regular communication.

2. Define priorities.

3. Manage expectations.

4. Resolve conflicts.

5. Show appreciation.

Structure a consistent time for weekly check-ins by phone or in person (when possible).

Schedule a monthly planning meeting to determine longer term strategies or goals.

Depending on the role and the organization, a 5 minute check-in at the beginning of the day can be helpful.

Make sure job description, roles and responsibilities are well defined.

Identify your top three priorities for employees and put these in writing.

When you can, match priorities with talents and skills.

Discuss professional development desires and opportunities.

Does your employee know what you expect from him or her?

Do you know your employee expects from you?

Delegate tasks with clearly defined expectations and outcomes.

After delegated task is completed, conduct follow up conversation to review what worked and what didn’t.

Address conflicts in a timely manner.

When addressing a conflict, focus on the facts and use a neutral tone of voice.

Check out assumptions before acting on them.

Ask the employee for his or her perspective on the conflict and how he or she would suggest resolving it.

Ask employee what makes him or her feel appreciated or recognized.

Offer positive feedback when you can.

Identify an employee’s talents and skills, and acknowledge those.

Recognize people for their contributions to the organization.

When an employee exhibits signs of dissatisfaction or disengagement:

1. Intervene as soon as you can.

2. Schedule a conversation with the employee and assess the following:

Assess if the employee:

lacks support? feels unchallenged? Too challenged? believes their manager or the organization

isn’t invested in them. feels unappreciated or unrecognized? experiences job and talents as a mismatch? feels underutilized? believes they are over- or under-managed?

1. Do a mental review of your employees and assess their level of engagement from your perspective.

2. Ask “what makes you feel appreciated or recognized?”

3. Keep the phrase “seek to understand” in mind.

4. Define any unclear or confusing roles or expectations – in writing.

5. Schedule regular communication.

6. If it’s already scheduled and doesn’t feel useful, ask yourself “what improvements are needed?”

7. What are other ideas?

The Busy Manager’s Guide to Delegation by Luecke & McIntosh

First, Break All the Rules by Buckingham & Coffman

Crucial Conversations by Patterson, et al.

Collaboration by Morton Hansen

Getting to YES by Fisher and Ury

Non Violent Communication by Rosenberg

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