German_Force » that judges communicated their bia

Fred A.J. Brown Jersey , a manager, needs to teach Grant, his employee, that there would be consequences for poor performance. Let's use a three-month project that Grant had failed to start as an example of how to go back and fix a problem that Fred inadvertently caused.


Step One: Delegate clearly. This was the step Fred did do pretty well. He specified the results he was looking for, by when, and what costs.


Step Two: Set a benchmark for partial completion. In the future, Fred needs to establish benchmark dates when sequential pieces of the project must be accomplished to insure completion before the drop dead date his management is expecting. He also needs to check for understanding and ask Grant if he needs help.


To insure Grant will get the new process Jeffery Simmons Jersey , Fred must specify when he wants Grant to get back to him with the first part of the project done. . . in this case, choice of a vendor and preliminary budget figures. Because this is now a rehab project, Fred can't allow too long a time before the first deadline. He also can't miss checking in on the agreed upon date.


Step Three: Deliver consequences for less than stellar performance. If, by this first deadline date, Grant hasn't found a vendor and started to put together the costs, it's time for Fred to apply pressure to move Grant to action. Fred needs to use the first indication of lack of performance to reinforce his new expectations for changes in Grant's behavior.


Fred needs to ask Grant, "What do you need from me to make this happen now?" If the answer is anything but nothing Wholesale Titans Hats , it's time for Fred to have a coaching conversation with Grant: What have you done? What steps have you already taken? What's your process? What additional resources do you need?


This is a conversation, a dialogue, not a monologue, with the stated expectation that Grant will do what needs to be done. Ask for clarity, understanding, and agreement on date and time for completion. Fred is looking for commitment from Grant that the task will be done. This is the accountability conversation, closing all the escape doors. At the end of the conversation they will both know what will be done by the drop dead date.


If Grant's answer is nothing Wholesale Titans Hoodies , then it's time for Fred to restate his expectations, deliver a close in due date, and ask for agreement that the job will be done by then.


With Step Three, Fred is going for accountability and commitment, an assurance by Grant that he will do what he needs to do to get the job done by the deadline. Fred needs to go for this commitment now to teach Grant that Fred really does expect him to do his work on time.


Step Four: Drop Dead Date Compliance. Fred's most important task this day is to ask for the deliverable. If he doesn't ask, all the hard work of teaching Grant a new lesson will be lost. Grant will have had one more chance to learn that Fred doesn't care if work that is promised is really delivered.


If Grant delivers, great. Fred can take the next step Wholesale Titans Shirts , set expectations for what the next part of the project is and when it is to be delivered.


If Grant doesn't deliver what was expected, time for a counseling conversation.


What is the difference between coaching conversations and counseling conversations? Coaching is when the person hasn't delivered but says they want to. It is a slip between what is attempted and what is accomplished.


Counseling is needed when people won't deliver what they have promised.


What you have been inadvertently teaching your employees? Have you been undermining the productivity you say you want by rewarding bad behavior?


See the articles that discuss this further:


Teaching Employees to Underperform, Coaching Conversations, and Counseling Conversations at


Peter Blanck, in his research, found that judges communicated their bias and attitudes by the tone of their voice. The juries in California were twice as likely to convict trial defendants when the judges already knew the defendants had a record and prior convictions. The law simply states that the judge cannot share this private information with the jurors. Researchers found that when (judges) the judge gave the instructions to the jury, his words and tone of voice lacked warmth Wholesale Titans Jerseys , patience, and tolerance.


You can change your rate of speech, your vocal fillers (um, uh, ah), the volume, pitch Cheap Titans Hats , inflection, emphasis, and even the pauses that you use. You can keep an audience listening with both ears and with full energy, rendering them absolutely spellbound because of the power of your voice.


Your voice is who you are. It is your trademark and your calling card. Your voice must exude energy, confidence, and conviction. We tend to judge others by their voice: Is it confident, nervous Cheap Titans Hoodies , relaxed, energized, tired, weak, or strong? If you sound unsure and timid, your ability to persuade will falter. Persuasive voices have great volume, varied emphases Cheap Titans Shirts , good articulation, and a pleasing pitch. Master Persuaders use vocal variety and frequently vary their pace.


The good news is you can change many characteristics of your voice. Tape your voice. What does it project? Your voice must be interesting and easy to listen to in order to help, rather than hinder, your ability to persuade. Does your voice work for you or against you?


Pace refers to how quickly you speak. Mehrabian and Williams found that people who spoke faster, louder, and more fluently as well as those who varied their vocal frequency and intensity were perceived as more persuasive than those who did not.


Speeches delivered at fast speeds are more persuasive than those of slow or moderate speeds, because persuaders who speak faster appear more competent and knowledgeable. At these faster rates Cheap Titans Jerseys , receivers are not able to mentally engage in counter-arguing.


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