Do you have a business management degree or years of experience running a money-making small to medium sized business? If you are looking for a new career path or if you want to increase your moneymaking opportunities, business coaching is the way to go. Both a degree and on the job experience deems you qualified enough to teach others.
When offering your services as a business coach, there are many areas of business you need to consider. Marketing is the most common. Marketing enables the public to know about a company and the products or services they sell. Your step-by-step guide to running a successful and profitable business should include marketing, but don’t forget the smaller aspects. For example, conflict resolution.
Conflict is common in the workplace and it comes in many various formats. Coworkers have conflict with each other. Supervisors have conflict with their employees. Business owners and workers have conflicts with clients. Honestly, the list goes on and on. Although conflict is common in the workplace, it is unhealthy. It is your job to teach small business owners and their employees how to avoid workplace conflict and how to resolve it quickly and peacefully.
One of the best ways to teach your clients about conflict resolution is with role-playing. If hosting a seminar retraining employees, pick a couple from the group. Begin with two employees playing themselves. This is vital. A disruptive workplace starts a chain reaction. Make the scenario where the two coworkers are supposed to be working together on a project, but only one is carrying their weight. Allow the two to attempt to resolve the problem themselves. Then, step in. Highlight the good choices and the bad. Then, coach these coworkers through a positive resolution. This involves calm voices, friendly tones, and no finger pointing.
Next, work on the conflict amid supervisors and employees. If the business owner or manager is present you can use them for the exercise, but you may find little volunteers. If that is the case, select one or, once again, use two employees. Create the scenario that the boss is unhappy with the employee constantly showing up for work. Begin with the supervisor. They need to coolly approach their employee and utter their dissatisfaction. Do not blame or accuse. Next, the late arriving worker needs to explain him or herself. In this condition, it is best just to say sorry for the delay and state it will not happen again. Excuses may lead to conflict.
Finally, role-play with a client and an employee. All businesses strive to please their clients, but no one is ever 100% happy. If the company you are working with is a retail store, use the example that a customer was double charged for a product. They arrive in the store the next day. There is little proof that they were overcharged. In this situation, many employees and managers try to get out of refunds. No business desires to lose or handout money, but think of the consequences. A happy customer tells their friends, but an unhappy customer tells anyone who will listen. Think long-term and about the company’s and employee’s repute. Offer a refund or let the customer to grab another of the product.
As previously stated, the best way to apply conflict resolution is with role-playing. Unfortunately, not all business coaches are able to meet with their clients face-to-face. In these cases, create literature for the business owner, supervisors, and workers to read. Make it clear, short, and easy to read.
Despite of how you teach your clients about conflict resolution, always emphasize the important points in the end. These include the consequences of conflict. They are an unhappy client or disruptions in the workplace that can start a chain reaction. Then restate the ways to avoid conflict, such as not placing blame, talking in a friendly tone, and addressing all issues as they arise and not later down the road.
… poor communication skills; inability to think strategically; unnecessary aggression towards others; poor conflict resolution; inability to adapt or manage changing situations and; an overly narrow outlook or orientation. …
Contemporary Conflict Resolution 2nd edition: The Prevention, Management and Transformation of Deadly Conflicts by Oliver Ramsbotham, Tom Woodhouse, and Hugh Miall
The Dynamics of Conflict Resolution: A Practitioner’s Guide by Bernard Mayer
Source: CIPD – update 27 January 2010
This is one of the key findings from the CIPD latest Employee Outlook survey report. You can read the free report by clicking on the above link, inside the report find out more about employees’ attitudes towards management, workloads and the recession.
Even without reading the full report is it not a scary thought? Only about 33% of employees say they trust their senior managers! Why is it that managers are not trusted. Is it something they say or do. Is it because so many organisations are now performance managing their staff out of the workplace as a means of cost cutting and avoiding bad publicity that reduncancies and closures bring.
I know from many employees that I speak to there is a culture of mistrust of managers who the see as being econimica with the truth, seeing employees not as people, there is an expectation that staff have to constantly over deliver and work in stressful environments in fear that should they speak up they are at rsik of bullying and victimisation by managerment.
Fever organsations are looking at the welfare of their staff, often managers dont appreciate that a happy workforce is a productive workforce. Not surprising is the vast number of employees who are re-assessing their lives in their 30’s and 40’s especially those in professional careers and deciding that working part time and having less money provides them with a greater work life balance and improved health.
Suicides soar as 1.5 million workers a day fall victim to bully bosses
By ALLAN HALL
AN EPIDEMIC of workplace bullying is sweeping through Germany, with as many as 1.5 million people a day affected and the economy haemorrhaging money.
Known in German as “mobbing”, the harassment in offices, call centres, factories, warehouses, police stations, doctors’ surgeries and hospitals has reached such a level that workplace bullying has been linked to numerous suicides.
The employment ministry says the problem is more acute than in other countries.
Several years ago, a specialist clinic opened to treat the victims of bullying, but to date it has had little impact.
The issue has resurfaced as a result of the case of Sedika Weingärtner, 45, who is suing her former employer, industry giant Siemens, for nearly £2 million.
Ms Weingärtner claims she was bullied for years by her bosses and discriminated against for being a woman and an Arab.
“I was put under massive pressure and was subject to subtle forms of abuse,” she said as her case began in a Nuremberg courtroom this week.
“I became so ill that I collapsed in the workplace and had to go to the hospital. I almost died.”
Ms Weingärtner came to Germany in 1991 as a single mother with three children after fleeing from Afghanistan, where she had worked in Kabul as a television journalist. She married a German, and in 2001 became a purchasing manager for Siemens, overseeing international projects in China, India and the United States.
Ms Weingärtner claims she was abused by her bosses, who called her names such as “dirt”, “sloppy” and “Arab”.
In 2004, Siemens asked her to sign an agreement to terminate her contract, but Ms Weingärtner refused.
“Harassment and discrimination cases are piling up, and people don’t know how they can defend themselves,” said her lawyer, Frank Jansen.
Trade unions and anti-mobbing groups say a fifth of all suicides in Germany – about 2,000 each year – are related to bullying at work.
Billions of pounds are spent in the world’s third-largest economy treating victims in hospitals and clinics.
The personnel consulting firm Hill International in Austria, where bullying is also a problem, said: “Mobbing leads to huge economic damage, due to the across-the-board costs it creates with hospital visits, therapies, unemployment assistance and early retirement.
“Above all, every case of mobbing means financial losses on a major scale for each individual firm.”
Bullying victims in Germany who have taken their own lives include a policewoman in Munich, a lawyer in Berlin and a hospital worker in Dortmund.
The typical workplace “mobber” is male, a supervisor and aged between 35 and 54.
Almost 44 per cent of victims fall ill because of mobbing, and half of them remain sick for more than six weeks.
Germany’s health system has warned that it will need billions more in funding in the near future if it is to treat successfully all the victims of abuse in the workplace.
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Bad bosses actually may get worse with recession
By JOHN STANCAVAGE World Staff Writer
Published: 12/13/2009 2:24 AM
Last Modified: 12/13/2009 4:53 AM
You might think that with the nation in its deepest recession since the Great Depression, bosses prone to outrageous behavior might tone down their acts a bit.
After all, you don’t want to give anyone a reason to dispatch that pink slip, right?
Not so, says a local human resources consultant. In tough times, workplace bullies actually tend to ramp up their reign of terror.
“This would seem like a good time for companies to get rid of these bad bosses. But what often happens is that good employees the jerks have targeted get laid off instead,” Kevin Kennemer, founder of the Tulsa-based People Group, told me in a telephone interview.
“Bullies typically don’t go after the weak. They make sure the company eliminates the workers who are the most accomplished and respected. Those are the people who are the biggest threat to them.”
Kennemer recently was part of a national panel that picked the 25 worst bosses of 2009 for eBossWatch.com. The Web site enables people to rate their bosses in a non-libelous manner so that job-seekers can evaluate prospective employers.
The following are some of the bad bosses, along with eBossWatch.com’s description of why they made the list:
Leon Shaulov, senior trader, Galleon Group, New York
Shaulov allegedly berated traders and analysts at the now-defunct $3 billion hedge fund that currently is caught up in one of the largest insider-trading
cases in decades, using such insults as, “You’re a disease; you’re a jinx.”
Phillip Meeson, CEO, Jet2.com, Leeds, United Kingdom
Meeson received a warning from Manchester Airport Police after screaming at his own employees in front of hundreds of customers lined up at the airline’s check-in counter, ignoring a sign that warned passengers: “Abusive behavior towards staff will not be tolerated.”
Sean Benton, water distribution superintendent, city of Monroe, La.
Benton’s employees recorded a four-hour meeting that took place late last year where Benton used hundreds of obscenities and ordered one of the supervisors to physically attack an equipment operator.
Tom Cable, head coach, Oakland Raiders
Numerous eyewitnesses saw Cable punch an assistant coach at the Raiders training camp in August. The assistant coach suffered a broken jaw.
Mary Kay Peck, former city manager, city of Henderson, Nev.
Peck was fired in April after only 18 months on the job for creating what city council members called “a culture of fear” that included publicly embarrassing several employees.
Others on the worst bosses list included a former NASA inspector general, two executives at Bank of New York Mellon in New Jersey and a candidate for U.S. Congress.
Asher Adelman, the Atlanta-based founder of eBossWatch.com, said in a news release announcing the 2009 hall of shame that he is shocked such behavior continues to be prevalent in the workplace.
“Nobody deserves to be subjected to a hostile work environment,” he said.
I asked Kennemer about his experience serving on the panel for the bad-boss list.
“It was a little scary, since we are listing names,” he said. “But we have to shine a light on this subject.
“Workplace bullying usually goes on under the cover of darkness. Too many companies look the other way and allow it to continue.”
Along with lowering morale and productivity, jerk bosses also run off the best talent and cost their employers thousands of dollars in increased health-care expenses for those they prey on.
Despite that, Kennemer said he already has received calls from people defending some of the toxic bosses on the list.
“Bullies terrorize everyone down the ladder while kissing up to those above them. They are pretty good at getting people to back them,” he explained.
Kennemer has recruited Adelman to speak to the Oklahoma Business Ethics Consortium on Jan. 28. Watch the Sunday Business section’s FYI and Calendar columns for more details.
The last time OK Ethics focused on jerks in the office, it featured Dr. Gary Namie, founder of the Workplace Bullying Institute.
The Namie presentation drew a capacity crowd, so the topic definitely seems to strike a nerve in many people.
This was the first year for the bad bosses list. Kennemer said there likely will be a 2010 version.
“Maybe this will be an incentive for some bosses to create a more congenial workplace so they don’t get on the list.”
By JOHN STANCAVAGE World Staff Writer