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Posts Tagged ‘incompatible employees’

Managing the Unmanageable

Every workplace has them. They never come to work on time; they invade your personal space; they constantly talk about themselves; they are on their cell phone all day; they complain about having too much work; they make inappropriate jokes…the list goes on! One of the toughest challenges in dealing with difficult employees is remaining professional. It has been estimated that difficult employees make up only 10% of a department or team, but they occupy 90% of a manager’s time.

Here are some common difficult personalities that you might face at work…recognize any?

So how can you handle a difficult employee?

  • Don’t Ignore!

In a presentation at the American Management Association in Crystal City, Va., Stewart Liff, a human resources management expert, cited findings from a survey that polled 14,000 federal employees. One question revealed that 87% of those surveyed felt it was “not likely” that management would deal with a problem employee. What is more shocking is that the responses provided by the supervisors were even worse: 91% replied they were “not likely” to deal with an employee who was performing poorly. Ignoring the issue will not solve the problem and if the problem persists, office morale will start to deteriorate. It is best to handle the issue as soon as it happens.

  • Communicate!

Companies with the most effective employee communication have 48% higher shareholder returns over the last five years (Towers Watson, Communication ROI Study, 2011). If you have a difficult employee in your office, speak up. Talk with your manager or supervisor. Explain to them the situation you are having with the employee. If nothing is being done to stop the issue, speak with HR. Once communication breaks down, employee engagement decreases and production drops, which can reduce your bottom line.

  • Coach!

A study conducted by McGovern, Lindemann, Vergara, Murphy, Barker and Warrenfeltz with Manchester, Inc., showed that coaching had the following benefits: 67% increase in teamwork, 63% increase in relationships with peers, and 61% increase in job satisfaction. Coaching employees can drastically reduce difficult behavior. As a manager, being able to recognize individual behaviors and traits of each team member beforehand will help you be better prepared to coach. Part of coaching is to know how each person communicates, learns, solves problems, and works with others. Coaching can help improve these difficult personalities, the office relationships, and employee engagement.

What types of personalities do you have in your workplace? How do you handle difficult employees?

Article contributed by Profiles International, artwork & design by Deann Graham and Jason Ingram of Profiles International.

Guaranteed ways to get and keep your employees communicating…at work!

Employee communication is critical to getting maximum contribution from your employees. Poor interpersonal and communication skills are consistently ranked in the top five reasons managers fail. Poor communication skills can manifest themselves in many ways, including:

  • Feuds
  • Avoiding communication with co-workers
  • Hostile attitudes

These are all dangerous, but avoiding communication with co-workers has some of the biggest implications. The best way to make sure you do not fall into this black hole is by creating a culture of open dialogue at your workplace. Employee communication automatically improves when employees sense that communicating new ideas is encouraged by management. Here are easy ways to make sure you are creating a culture of open dialogue in your organization:

1) Create ground rules: Before ideas and opinions start flying, create and enforce ground rules to make sure everyone keeps it friendly. This includes rules about curse words and discriminatory comments.  Make sure you emphasize that all comments need to be professional and relevant  to the issue at hand. Guidelines prevent employees from getting off task, when
they are more likely to make inappropriate comments.

Why this matters: Nothing derails employee communication faster than discriminatory and rude remarks. If an employee is on the receiving end of these remarks, he or she may shut down and refuse to provide valuable opinions, insight and direction. The goal is to make sure everyone feels respected and feels like their opinions matter.

2) Don’t just say there is an open-door policy, create it: It is vital that you walk the walk when it comes to promoting employee communication in the workplace.  Begin by setting the example. Make sure you are continually asking for your
employees’ opinions on major decisions. It is also important to leave time to regularly meet with your employees.

Why this matters: You can tell your employees that there is an open-door policy, but unless they see it, they will not feel comfortable speaking up. If employees consistently try to meet with you to no avail, they will eventually assume that employee communication is not important to you and stop trying. But if you lead the way, by creating multiple opportunities for employees to speak up, they will.

3) Regularly update employees: Keep your employees in the loop on upcoming decisions, events, mergers or any other changes you anticipate will be important. If your employees have complete information, they will be able to
make more informed recommendations.

Why this matters: Open dialogue in the workplace will only be helpful in an environment where employees are informed. If they are not, they will fire off suggestions that are not in line with where the organization is headed strategically.

4) Help your employees develop effective presentation skills: There will come a time for most of your employees when they will have to present ideas in formal meetings. Do not let poor presentation skills be the hurdle to having your employee’s idea considered by executives. Utilize training programs if necessary.

Why this matters: Open communication in the workplace is not just about throwing all of your thoughts out there. It is about being able to present your ideas in a way that others will understand. Effective presentation skills will help you do this. People are more likely to respond favorably to an idea communicated in an effective, professional way.

Contributed by Profiles International

Who are you really hiring? 10 shocking HR statistics!

Posted by

Sometimes words can’t do justice to the importance of pre-employment screening. The statistics below describe, in further detail, the kinds of workplace risks that pre-employment screening will help you avoid.

HR Statistics: False Information

1. 53% of all job applications contain inaccurate information.

2. 49% of the 3,100 hiring managers surveyed had caught a job applicant fabricating some part of his/her resume.

3. 34% of all application forms contain outright lies about experience, education, and ability to perform essential functions on the job.

4. 9% of job applicants falsely claimed they had a college degree, listed false employers, or identified jobs that didn’t exist.

5. 11% of job applicants misrepresented why they left a former employer.

HR Statistics: Bad Hires

6. Negligent hiring cases have had verdicts costing up to $40 million.

7. The average settlement of a negligent hiring lawsuit is nearly $1 million.

8. Employers have lost more than 79% of negligent hiring cases.

9. It costs $7,000 to replace a salaried employee, $10,000 to replace a mid-level employee, and $40,000 to replace a senior executive.

10. The U.S. Department of Labor estimates that the average cost of a bad hiring decision can equal 30% of the first year’s potential earnings.

Discover proven methods to protect yourself and your company by investigating the results of pre-screening tools in your hiring system.

Discover the Easy Way to Manage a Sales Force

Sales strategy professor Steve W. Martin estimates that 70 percent of salespeople are born with natural skills and instincts that make them great at their jobs. While most sales managers would agree with this, it is easy to fall into the trap of using statistics such as these as an excuse to treat your entire sales force the same.

Yes, your salespeople more than likely have innate traits that make them great prospectors, cold callers and relationship builders, but the difference between managing a good sales force and managing a great sales force is in the subtleties. Among your sales force, one person may be especially great at selling in southern regions because that is where he or she worked for years.  Another salesperson may be particularly great at building relationships with working mothers. If you forget to treat your salespeople as individuals, you will miss opportunities to align your salespeople with the opportunities where they are most likely to succeed.

The one skill that will take your sales force to another level of success is appreciating your salespeople’s differences, and learning how to leverage them for sales effectiveness. Here are four steps you can take to get started:

1) To manage differences among your salespeople, you must first know what those differences are.

Assessments like the Profiles Sales Assessment™ can help you measure how well a person fits a specific sales job in your company. You can model jobs based on geography, department, and a host of other factors. The key is to figure out what skills your employees have that go beyond basic sales skills. While your entire sales force is probably proficient at prospecting, maybe one of your salespeople is exceptional at it. Shifting more prospecting duties to him or her would make your entire team more effective. Perhaps you have a salesperson who makes the majority of his or her sales via phone, without needing face-to-face
visits. He or she should take on more cold calling duties.

2) After identifying these differences, it is time to place your salespeople where you know they will succeed.

It is important to keep your sales force in the loop on this step. Do not change your salespeople’s assignments or regions without telling them why. One of the best ways to motivate your salespeople is to let them know why you believe they will succeed in a particular function. They will go out with the confidence necessary to close deals.

3) Train your salespeople on how to use the right combination of their basic sales skills and individual strengths to successfully sell.

Now that you have identified the strengths of your salespeople and motivated them to use those strengths, it is time to teach them how to use them. This will require knowledge of the sales opportunities you have coming up. Go over each of your
salespeople’s assignment list, pointing out the ways you discovered that their strengths could help them in closing a particular deal.

4) Even though you are now aware of the individual skills your salespeople may have, do not neglect to develop their basic sales skills.

Your sales team is not simply a unit; it is a collection of people with different personalities and skills. Recognizing each of their strengths will help you utilize them to achieve success for your organization.

Posted by Diamond Richardson, Profiles International


Throw away the strait jacket!

Step out of your self-imposed strait jacket, stop repeating the expected and add some fun and balance to your worklife. Whether you are looking for an event that will get your office jazzed or a model of how to put on a great meeting, come join the Texas Women Who Rock September 25, 2009. 

I’ll be the MC and I hope you recognize me! 


                  “If I were a Rich Girl…. yada, yada, yada”

Texas Women Who Rock Event
Friday, September 25, 2009
8:00 a.m. to 11:30 a.m.
The Council – Auditorium
303 Jackson Hill, Houston, TX 77007
reserve your seat by registering here: $79.00


Here are the Topics we’ll be Covering


1.  How to Look Like a Million Without Spending It!

2.  Showing Your Value in Tough Times      

3.  The Real Deal about Being Your Own Boss

4.  Improve Your Financial Life NOW!


and… lots of fun and games sprinkled throughout!




This is like no other event you have ever attended!
You get IT ALL – Relevant Information – Fabulous Fun-Powerful Connections
and a scrumptious breakfast!
Friday, September 25, 2009
8:00 a.m. to 11:30 a.m.
Doors open at 7:45 a.m.
Breakfast & Networking 8:00 to 8:30 a.m.
Program starts at 8:45 a.m.
Only $79 (breakfast included)
$89 after September 21
$99 at the door (if space available)
Free Parking
Event is brought to you by the Texas Women Speakers Who Rock:
Pat Dolen, Karen McCullough, Charlotte Stallings, Laura Lopez, and Donna Fisher
Here’s what some of the Women Who Rock attendees said about our previous event:
It was so different and it was fantastic! I’m making sure my entire office attends the next one, thanks!
“The Texas Women Speakers absolutely “rocked” yesterday!  It was a great program – informational and entertaining.”



ing out in my speaking career and

Risky Business of Hiring

Sign me up ..making major decisions with minor information

 Remember TMI?  An expression used when someone had crossed that communication line and provided “too much information”.  Oftentimes, it meant that the information was “way” too technical, too personal or too detailed for the listener to have the patience or desire to absorb in one (or any) conversation. 

After an employee has failed or disappointed us again, do we ever reflect back to the interview and think did I experience “TMI” or was it more like “NEI”…not enough information?

 Were there red flags we missed? We mentally go through our “good hire checklist”.  They had the right experience, professional demeanor and even a good education and training.  Where had we gone wrong?

If this is the first time, we brush ourselves off promising we won’t let it happen again.  If not, we begin to doubt our abilities to get the “right information” in the interview, or worse, we blame someone or something else.

 Reasons Employees Fail

Let’s review some Hiring Success Basics.  Studies show that the top three reasons people fail are due to:

a) Incompetence

b) Incompatibility

c) Dishonesty

 Which of the three reasons does your company most often experience? When meeting with new clients, the most popular answer received is A or B with a disclaimer that “we usually don’t have a problem with C”.

 Companies advise that they don’t have to worry about reason C because their employees don’t handle money or they are doing background checks…which are effective if the person has been caught.  Repeat fraud offenders represent only 12% of the white collar fraudsters according to the Certified Fraud Examiners Association’s Annual Report in 2004. Quite an alarming statistic!

 What about accepting company work “on the side”, sharing confidential information with competitors or misusing computer data?  Even playing on the computer, cell phone abuse and general carelessness has been coined a new term.  Known as “presenteeism”, it means spending paid work time on any activities but work!

Because business dishonesty = stealing money in most employers’ minds, do not be dissuaded from doing background checks on prospective employees!  They can serve as a legal safety net and provide other necessary and useful information.     

 One Employer’s StoryRobber Me

 One small employer hired a key employee highly recommended for her trustworthiness, performance and drive. The employer recognized the promise and talent of the potential employee, though lacking the usual industry experience. The employer mentored the new hire through some personal challenges initially, until the employee’s focus and productivity returned. Due to health challenges after fourteen months, the employee regretfully quit to convalesce at home. 

Imagine the surprise felt by the staff, when the former employee was spotted at a trade show three months later, as the proud owner of a competitive company!  Imagine MY surprise when I learned my former employee had spun almost a year-long web of deceit resulting in lost company revenue, diverted relationships and, of course, lost time, for my company.

 When relating my unfortunate experience of years ago with other employers, many retort …”want to know what happened to us?”  The stories all began with the phrase …”we had this ____.” It was just a matter of filling in the blank with any title.  The amounts of money, time and resources lost, due to the acts of deception and theft perpetrated, often by those whom the employers had embraced as their hardest working employees, were staggering. 

 Reference Check Hurdles

 Most companies caught unawares indicate that references had been checked.  And today references can be challenging…almost like running the 1 mile hurdle race. 

Tenacity is the name of the game.  Jump those hurdles of former co-workers, peers, employer validations and third party reference checks only.  Don’t be swept up in the emotion of the gushing reference. 

Ask for the former employer who may have been restricted from giving a reference in the past. Call them by using their new company’s main number to locate the “real person”, instead of their cell phone number.  Get former happy and unhappy customers or vendors to tell you how their interactions were handled.  The “diamond in the rough” reference may be right in front of you.


"Pat brings her charm, wit and insight into her advisory relationships and shares the same with her audiences. She's got the systems to back up her concepts."

- Frank Maguire FEDEX Senior Founding Executive

John Maxwell


Profiles Int'l