All businesses are the same. That's a pretty tought statement to swallow. They are all the same in how they work.

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Are you aware that all businesses are the same, as far as
how they work, and that those that are successful all use the same basic
fundamentals to succeed?  Maybe it doesn't
seem like it, or perhaps some businesses seem to have the wrong focus.  Nevertheless, regardless of size, number of
employees, gender or nationality, the basics are all the same.

If you are an executive in crisis at work – this is the article for you.

"The man who does things makes mistakes, but he never makes the biggest mistake of all – doing nothing." Benjamin Franklin.

Last month we took the first 3 steps towards resolving a very tricky situation. They were:

1. Identify – How to identify whether or not you are in crisis at work.

2. Accept, Face, Decide – If you are in crisis how to accept that fact, face it and decide to do something about it.

In this article the author reveals the reasons why the first action you
should take when you are facing an underperformance issue is to examine
your own approach to performance management. Learn the 5 mistakes every
manager should avoid if they want to turn round a disengaged individual
or team.

You have someone in the team who's underperforming. You
notice; other team members are noticing, and it's already causing
underlying tensions and friction. Left untackled, this problem can take
up masses of your time and energy, leaving you frustrated and
struggling to juggle all the other important aspects of your role.

Most of us, managers and staff alike, appreciate the value of
monitoring peformance and encouraging development. However, sometimes,
the whole appraisal process can become just another hoop to jump
through, with laborious form filling, and a sense of "fait accompli" to
the whole procedure.

Outstanding performance doesn't usually happen as a result of a once a year performance review.

There's much emphasis these days on leadership kills. Almost every
organisation talks of the need to develop these; and almost every
manager or aspiring manager is encouraged to develop them. But in the
race to invest often huge sums of money and time into leadership
development programmes, have we forgotten or somehow demeaned the
critical skills of managing others?

My colleagues and I spend a lot of time coaching, either 1-2-1 or
in workshops, in a variety of public and private organisations, across
all types of industries, and there are some issues which come up over
and over again. Our experiences, and recent, large-scale studies show:

Managing your energy is vital to maximizing your output in your business.  Doing so will also assure good health which is the most important thing.

On a scale of nought to ten, with 10 being highly motivated, how
motivated is the team you manage? Maybe you have some individuals who
are more motivated than others? Maybe you've inherited a team where
apathy and just "working for the pay cheque" are the norm. Or maybe
your organisation is in the middle of major change which is having a
massive negative impact on peoples' engagement at work.

Whatever
score you gave yourself, studies show most managers believe there's a
considerable amount of untapped energy, enthusiasm and potential which,
if even partially released could have a profound effect on the bottom
line. Knowing how to access this is a critical management skill, and
can reap you massive rewards.

We are in a "credit crunch". Times are hard. It isn't the first time;
and it won't be the last. People tighten their belts and do their best
to weather the storm, and businesses focus an even more critical eye on
their spending. Often, one of the first things to come under scrutiny
is training and development, and decisions are made to put anything
other than "essential" training on hold. "Soft skills", (also referred
to as "People Skills") often seen as the "fluffy bunny" stuff of
development, is the first to be dropped. But how effective is this
strategy in reality?

(A controversial perspective on a key business activity for managers)