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Transform problem employees into top performers
The constant complainer. The office gossip. The sloppy worker. Sooner or later, every manager has to confront problem employees like these—and it's imperative that the result is a win-win situation. Now there's a breakthrough guide that provides over 201 strategies to effectively change behaviors, boost performance, and make every employee in your company successful.
Perfect to use with performance reviews or as soon as a problem arises, 201 Ways to Turn Any Employee Into a Star Performer arms you with proven solutions for dozens of common workplace problems—everything from excessive smoke breaks and lack of initiative to tardiness and low-quality work. Consultant Casey Fitts Hawley's unique approach replaces harsh discipline with positive, goal-oriented tactics that will turn your failing staff members into star team players. Featuring winning interventions designed for today's employees and workplace, this guide equips you with succinct, easy-to-implement plans for transforming problem behavior and achieving lasting change. You get the tools you need to:
Don't wait for the next performance review. Use the tested techniques in 201 Ways to Turn Any Employee Into a Star Performer and set your organization on the path to stellar performance—one employee at a time.
Casey Fitts Hawley (Marietta, GA) teaches workshops on employee development and works as a consultant to companies such as BellSouth, Georgia-Pacific, and GTE.
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
David Ellis
reviewed 201 Ways to Turn Any Employee into a Star Performer on July 01, 2015
201 Ways to Turn Any Employee into a Star Performer
Sparse, written for the action-oriented, to use his own terminology. I would have liked more examples of how the situation plays out with a manager of one orientation and employees of another. There is a faux-case study that is revisited throughout the book but the "voice" is off, it gives the same judgmental attitude to every "character," when I think only some of them would think that way. Useful paradigms: "ascribed" versus "achieved" authority; and the model of action/ process/ task/ role orientation.
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