Survive Asshole Bosses & Colleagues. Simone Janson
Чтение книги онлайн.
Читать онлайн книгу Survive Asshole Bosses & Colleagues - Simone Janson страница 4
Название: Survive Asshole Bosses & Colleagues
Автор: Simone Janson
Издательство: Readbox publishing GmbH
Жанр: Зарубежная деловая литература
isbn: 9783965961852
isbn:
9 Don't take your customers seriously and assume that they are lying
10 Be as rude and pampy as possible. The best way to do this is probably on days when everything went wrong anyway - or you are a person with a low tolerance for frustration anyway. The customer should calmly notice what he has from complaining.
11 Show your customer that you don't know what you're actually doing. Ask your customer: â € œWhat should I do? Â € â € “in this way you pass the responsibility on to the customer and you are fine. She doesn't have to worry that the customer thinks she's someone who doesn't do her job.
12 Talk yourself out: "We have so many customers / products / services" (the list is infinitely expandable) - "Do you think I can take care of everything personally?" The customer sees through with a bit of luck Your cheap diversion and never complains you again.
13 Tell the customer things that don't interest him. Actually, the customer only wants one thing: See that you take care of his matter. If you tell me something else instead, the customer will pull away.
14 Do not offer compensation. Studies show: Most customers are already satisfied if you offer them compensation, no matter which one - and that without asking. If you are too stingy even for a little something, this is the most efficient way to make the customer dissatisfied.
15 Make sure that a complaint never arrives. Make complaining as difficult as possible for your customer (occupy telephones, expensive hotlines, cumbersome mail forms, complaints that are lost on the way - there are no limits to your creativity). Because what you don't know doesn't make you hot - only the customer.
16 Particularly clever: name your complaints department quality management. The customer then initially thinks that you really care about their concerns - and with a little luck, if things go wrong, they look for the mistake.
17 Reject the responsibility for a damage / defect flatly: you are only the supplier / middleman / thin board drill / transporter / delivery agent / cashier or have no idea what.
18 Be amazed when the customer expects you to refer you to the appropriate department: "Who am I?"
19 Just be reluctant to find the right contact person: "Actually, that's not my job ..."
20 Show your incompetence to find the right data set from a plethora of data: "I have no idea how to do this ..."
21 What to do if a retailer has given a three-year guarantee on an item, but the supplier has registered bankruptcy and no spare parts are available? Of course, you are not offered to take the item back for a full refund.
22 What to do if the customer does not want to return the item because he would not get an equivalent replacement at the price? You insist on your point of view and do not negotiate a kind of discount in a friendly and competent manner and do not give the customer a voucher for a partial amount.
5 Tips for a more equitable leadership style: Envy among colleagues
// By Markus Hornung
There is a lot of air in the office: an employee is completely overburdened and frustrated because she has to do the work of her colleague. What can you do as a chef?
If one employee works for the other
Although she regularly surpasses her own goals with much diligence, commitment and dedication. However, this is not much felt by her colleague. Quite the contrary: It creates so little that a part of their jobs must be taken over by the efficient employee - only in this way can all operations in the department be kept going.
An office classic, as it is in the book. But what happens here? On the one hand, workload and pressure accumulate among an employee; she feels abandoned by her colleague.
Understand the employees and their situation
In addition, the lack of understanding of the fact that the salary does not reflect their different use is also likely to grow. Finally, it is quite unjust if both are paid almost equally.
The hardworking employee doesn't want to “drag through” her colleague anymore. Until a team member addresses such a problem to the manager, the proverbial barrel is about to overflow. Who likes going to the boss to blacken a colleague?
Sincere understanding relaxes the situation
The situation is also difficult for the executive. Perhaps the boss can do little to solve the problem. A good opportunity, however, is offered by the employee discussion, because the overworked team member is given priority.
Depending on the flexibility of the corporate structures, a complaint may actually be an impulse, for example to make the remuneration system more equitable. More relevant to the success and satisfaction of the team, however, is that the supervisor fulfills his role more consistently.
Tips for a more equitable leadership style
However, one thing should be clear: As a boss, you are also partly to blame if the tasks are poorly distributed or below-average performance is compensated by other team members. To prevent this, you should clearly formulate the expectations of individual employees - in the following steps:
1 Understanding: Signal an employee who complains: “I understand your point of view. I realize that justice is important to you and I will try to make sure of it. ”
2 Get away from expectations: To understand the employee, however, does not mean to give him the right. Leaders should dissociate themselves from this - as a rule, such a statement only fosters expectations that are not, or are difficult to fulfill.
3 Avoid spongy requirements: Say precisely what you want to do and how you want the instructions to be implemented. With a sentence like, "I expect more quality from you." no employee can do anything. How is he supposed to know what quality is for the manager?
4 Specific instructions: Instead, specifications are more likely to be met if the boss instructs: “By the end of the week I need an overview of all sales partners from you with the following details: xyz. Then we discuss the next steps. ”
5 Transparent reviews: Create transparent structures to assess employees' performance. It is important that all team members can understand them.
Clarify the company structure
Often, unevenly utilized teams in companies have grown over the years because harmony and solidarity are important values in many companies. However, this makes it difficult to evaluate work performance critically - at least if it is appropriate.
Clear structures and performance assessments make the system more transparent, transparent and fair to all employees. On this basis, supervisors can lead more easily and more consistently.
Text comes from: Der Abschied von der Sachlichkeit: Wie Sie mit Emotionen tatsächlich für Bewegung sorgen (2015) by Markus Hornung, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher. СКАЧАТЬ