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Choose you Attitude


Choose your Attitude

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On mondays....


On Mondays:

  • Over 50% of employees are late to work

  • Most people will moan about it being Monday for a whole 12 minutes

  • Workers only manage three-and a-half hours of productive work on a Monday
  • Most of us don't crack our first smile until 11:16 am, the South-east was the happiest region with people cracking their first smile at 11:06 am and the East-midlands the glumest taking until 11:33 to crack their first smile, a survey by Marmite revealed

Happy Monday


Hints and Tips Series - Dealing with difficult people

Hints and Tips series - Dealing with difficult people

Dealing with difficult people can be awkward and draining.  The solutions however, can often be simple using your emotional intelligence.

The non deliverer

You ask them to do something, they agree, their response is always positive and willing, but you know that they won't do what they promised.  You ask: "Will you set up a meeting with….."  When you check back they either deny that they were asked to do it or they have an excuse - not enough time - were busy - it slipped their mind!

Next time you ask for something to be done try asking when.  "I need you to set up a meeting with…., when can you do this by?"  Committing someone to a time-frame helps them to visualise fitting the task into their schedule and can establish early on whether there might be a problem, or whether they might need help to achieve it.

Too easy going - or just frustrating!

You are asking for suggestions or preferences - "When shall we have the next team meeting?" - the response is "I don't mind"  You suggest Monday - they pull a face and say "I'm not keen on that" so you say "OK, Wednesday morning?" they reply "I'm not so sure" and so on - frustrating!  This is an example of someone not knowing or not committing to what they want, they can only react against suggestions.  Their minds probably work differently to yours.  Some people find it easier to describe what they don't want rather than what they do.

Next time, try asking what they wouldn't like or can't do and you will establish their preferences faster by a process of elimination.

It's always someone else's fault

They are late - but it was "public Transports fault", the deadline was missed, but "so and so didn't return my call" or simply "it wasn't me!"  Not only have you to deal with the situation but you also have to deal with their avoidance of responsibility.

Be calm, refer to their behaviour and the impact that it has "When you are late I feel pressured as I have to deal with your work as well as my own".  Then discuss what you can both do to make things better - leave earlier - alter work hours……

Use emotional intelligence to foster better relationships

  • Count to 10 - it's better to respond belatedly than inappropriately
  • Stand in their shoes - empathise with their perspective, their communications style, their values
  • Know your mind - make sure you are clear about what it is you want and that you have conveyed this clearly - check for understanding
  • Respect - you don't have to agree with others' opinions, but they have a right to them and it is your responsibility to show respect for them



Hints and Tips Series - What would have been your ideal first day in a new job?

Hints and Tips Series - What would have been your ideal first day in a new job?

Mindful of the expense of recruitment, and the damage an unsatisfactory appointment can do to people and to organisations; a positive first day induction is essential. Responses to this question have been varied.  Here we have the top five do's and don'ts for the perfect first day induction:




Remember I am starting and greet me as if I am expected and welcome

Use acronyms and "in company"  jargon-I don't speak the "language" yet

Have security pass/computer/telephone ready for me to use

Have a full diary so that you have no time to spend with me

Arrange lunch with the team/boss - communicate this to me ahead of time so I know that I don't need to bring a lunch

Arrange a tour of a building(s)/introductions to people whose names I will forget.  Just tell/show me what I need for the first couple of days

Arrange a slightly later start time and earlier finish time on day one and let me know this in advance

Forget to tell me where the facilities (loos etc) are and give me essential health and safety/fire evacuation information

Let me have an induction/training schedule for week one and arrange a "buddy" to help me with orientation

Leave me reading policy/procedure manuals all day



Hints and Tips Series - 10 steps to take when dealing with bullying and harassment in the workplace

Hints and Tips Series

10 steps to take when dealing with bullying and harassment in the workplace


1.     Recognise that bullying does go on and that its effects can be profoundly damaging and very costly both to those individuals concerned, as well as to your organisation

2.     Do not assume that 'no complaints' means there are no problems

3.     The ultimate responsibility for engineering change in the workplace lies with each employer to ensure that effective measures are in place to deal with this unacceptable behaviour in order to facilitate the creation of a healthy culture in which the bully will not thrive

4.     Look at contributory aspects to workplace bullying, i.e. organisational culture, styles of management, consultation process, job design and workflows, performance expectations, composition of workforce, inadequate staffing levels, large workloads and increased work pressures, workplace layout, behaviour of clients, levels of communication, level and nature of training, performance management, lack of mutual respect

5.     Introduce stress audits and communicate to staff a genuine wish for dignity at work. Seek their views and provide a listening atmosphere

6.     Formulate and establish a separate policy and procedure for dealing specifically with workplace bullying that makes it known to all staff that this type of behaviour will not be tolerated.  Eliminate fear and uncertainty by offering alternative, simplified, confidential channels for complaints through the introduction and training of specialist in-house harassment advisers

7.     Ensure that grievance procedures are effective and that there is a consistent application of all organisational policies/procedures.  Regularly monitor, review and amend these policies in order to keep pace with change

8.     Recognise that whatever the facts of the case, the complainant believes that they have a problem that needs addressing; provide practical help and support for them whilst inquiries are underway

9.     Whatever the circumstances, the support of the following is essential: senior managers, line managers, HR managers and officers, occupational health officers, union representatives, employee counsellors, contact officers or harassment advisers

10.  Provide specialist training for these key staff members and awareness raising seminars for all staff



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