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<title>Barbara Brown, Ph.D. - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Barbara_Brown,_Ph.D.</link>
<pubDate>Wed, 15 Feb 2012 09:02:09 -0600</pubDate>
<image><title>Barbara Brown, Ph.D. - EzineArticles Expert Author</title>
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<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Dr. Barbara Brown trains, writes, and consults on performance management. Her E-Books, E-Courses, and Onsite Training Programs offer strategies for maximizing contributions with special emphasis on linking performance to results.

Dr. Brown has a Ph.D. in Human Development, with a concentration in leadership, from Virginia Polytechnic University.   She has taught graduate level courses at various universities and has worked with several federal, state, and corporate clients. She has been training and consulting since 1993.

BOOK Dr. Brown for your next seminar, conference, or workshop.]]></description>
<lastBuildDate>Tue, 10 May 2011 10:45:16 -0500</lastBuildDate>
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<title>Leading Teams: How To Choose Your Leadership Approach</title>
<link>http://EzineArticles.com/6253368</link>
<guid>http://EzineArticles.com/6253368</guid>
<pubDate>Tue, 10 May 2011 10:45:16 -0500</pubDate>
<description><![CDATA[As a team leader, you might need to be totally involved in telling your team members what to do and how to do it. Or, you might need to just offer general guidance now and then. The key is to know which leadership approach to use and when to use it. This article contains three criteria you can use to make this decision.]]></description>
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<title>Coaching - How You Can Help Employees Discuss Topics</title>
<link>http://EzineArticles.com/6236099</link>
<guid>http://EzineArticles.com/6236099</guid>
<pubDate>Wed, 04 May 2011 14:26:15 -0500</pubDate>
<description><![CDATA[During coaching discussions, you may need to help employees provide clear explanations about what they want to accomplish and when. You can offer this help by asking specific questions to guide the conversation. This article contains three communication problems and questions you can ask to move the coaching discussion forward when you encounter those problems.]]></description>
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<title>Coaching Questions You Can Ask To Determine Employee Capabilities</title>
<link>http://EzineArticles.com/6236089</link>
<guid>http://EzineArticles.com/6236089</guid>
<pubDate>Wed, 04 May 2011 14:24:03 -0500</pubDate>
<description><![CDATA[When you Coach employees, you want to know their skills, strengths, and weaknesses. As you prepare for your coaching discussion, there are certain mental questions you can ask to determine this information. This article contains several of these questions.]]></description>
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<title>Questions To Help When Coaching On Performance Improvement</title>
<link>http://EzineArticles.com/6236082</link>
<guid>http://EzineArticles.com/6236082</guid>
<pubDate>Wed, 04 May 2011 14:21:13 -0500</pubDate>
<description><![CDATA[When you Coach an employee on performance improvement, you want the person to leave with a clear goal for making improvements and a plan for achieving that goal. Your success in these areas can be affected by the kind of questions you ask. This article uses a popular Coaching Model to provide specific questions that can be asked when discussing ways to improve performance.]]></description>
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<item>
<title>Performance Reviews - 19 Questions For Discussing Unsatisfactory Performance</title>
<link>http://EzineArticles.com/6191825</link>
<guid>http://EzineArticles.com/6191825</guid>
<pubDate>Tue, 19 Apr 2011 14:30:25 -0500</pubDate>
<description><![CDATA[When discussing unsatisfactory performance, you and the employee want to have a common understanding about the causes and corrections. To get to this point, you might have to ask specific questions that will help the employee provide useful answers. This article contains 19 Questions you can use to encourage this type of dialogue during performance reviews.]]></description>
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<title>Performance Reviews - 9 Things That Can Improve The Discussion</title>
<link>http://EzineArticles.com/6191835</link>
<guid>http://EzineArticles.com/6191835</guid>
<pubDate>Tue, 19 Apr 2011 12:33:45 -0500</pubDate>
<description><![CDATA[During performance reviews, there are certain things you can do before and during the review to improve the discussion. This article contains 9 things to help in these areas.]]></description>
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<item>
<title>Negative Feedback - Ways To Decide On The Best Time To Criticize</title>
<link>http://EzineArticles.com/6172935</link>
<guid>http://EzineArticles.com/6172935</guid>
<pubDate>Wed, 13 Apr 2011 13:42:42 -0500</pubDate>
<description><![CDATA[Do you criticize an employee's negative performance immediately, or do you wait a few days? Of course, there is no right answer for every situation because many factors can affect your decision. This article contains six factors you can use to help with that decision.]]></description>
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<title>8 Ways To Handle Employee Objections When Delegating Tasks</title>
<link>http://EzineArticles.com/6173248</link>
<guid>http://EzineArticles.com/6173248</guid>
<pubDate>Wed, 13 Apr 2011 13:33:54 -0500</pubDate>
<description><![CDATA[If you delegate tasks, at some point you will receive questions or objections from employees. You want to respond in a way that encourages cooperation and minimizes resistance. This article offers eight typical objections managers encounter when delegating, along with suggestions for responding to those objections.]]></description>
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<title>Positive Feedback - 9 Situations For Praising Employee Performance</title>
<link>http://EzineArticles.com/6172088</link>
<guid>http://EzineArticles.com/6172088</guid>
<pubDate>Wed, 13 Apr 2011 11:45:24 -0500</pubDate>
<description><![CDATA[Even if you intend to provide positive performance feedback, it is sometimes easy to overlook employee actions that warrant a compliment or a word of appreciation. This article provides nine situations you can use as reminders of when to give praise.]]></description>
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<title>Motivating People - Connect Changed Behaviors To Cooperation From Others</title>
<link>http://EzineArticles.com/5532463</link>
<guid>http://EzineArticles.com/5532463</guid>
<pubDate>Mon, 13 Dec 2010 16:18:13 -0600</pubDate>
<description><![CDATA[If you want to encourage someone to act differently, think about how the change you want might help the person receive the cooperation she or he wants from others. This is just one more way to motivate people to improve. This article explains this approach and includes five sets of questions to help you use it.]]></description>
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<title>Motivating People - Connect Your Wants To Employee Tasks</title>
<link>http://EzineArticles.com/5513645</link>
<guid>http://EzineArticles.com/5513645</guid>
<pubDate>Thu, 09 Dec 2010 07:33:16 -0600</pubDate>
<description><![CDATA[Regardless of your position, at some time you will have to motivate people to do something. To motivate successfully, you want to encourage people to see the positive benefit of performing willingly and effectively. Focusing on the Tasks that people perform is one way to do that. This article describes how to use this approach and offers 7 Questions you can ask to apply it when motivating people.]]></description>
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<title>Workplace Communication - 8 Categories of Important Skills</title>
<link>http://EzineArticles.com/5247224</link>
<guid>http://EzineArticles.com/5247224</guid>
<pubDate>Fri, 22 Oct 2010 13:54:58 -0500</pubDate>
<description><![CDATA[If you work, you have to communicate. But some communication skills are more important than others. This article describes eight categories of important communication skills and explains why they are important.]]></description>
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<title>How to Effectively Discuss Performance Improvement</title>
<link>http://EzineArticles.com/5247235</link>
<guid>http://EzineArticles.com/5247235</guid>
<pubDate>Fri, 22 Oct 2010 13:52:56 -0500</pubDate>
<description><![CDATA[When talking to people about performance improvement, you want to use language that encourages rather than discourages. You also want to emphasize the value of improvement. This article provides a 4-Step Approach you can use to achieve both these things.]]></description>
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<title>How to Criticize Bosses, Colleagues, and Subordinates</title>
<link>http://EzineArticles.com/5247258</link>
<guid>http://EzineArticles.com/5247258</guid>
<pubDate>Fri, 22 Oct 2010 13:37:06 -0500</pubDate>
<description><![CDATA[When you criticize people, you want them to receive your feedback without becoming overly angry or hostile. One way to minimize this type of negative reaction is to tailor your feedback to the position of the person. This article offers 4 approaches to accomplish this. There are also examples of how to use these approaches.]]></description>
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<title>Disagreements - 3 Ways to Say No and Show Consideration</title>
<link>http://EzineArticles.com/5247246</link>
<guid>http://EzineArticles.com/5247246</guid>
<pubDate>Fri, 22 Oct 2010 13:28:28 -0500</pubDate>
<description><![CDATA[When you say "no" to an idea or request, you want people to know that their input matters. This article contains 3 approaches you can use to do this. There are also examples of how to use these approaches.]]></description>
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<title>Management Skills - 4 Ways to Maintain Your Effectiveness</title>
<link>http://EzineArticles.com/5087826</link>
<guid>http://EzineArticles.com/5087826</guid>
<pubDate>Fri, 24 Sep 2010 14:20:38 -0500</pubDate>
<description><![CDATA[There are certain things you need to do to maintain your effectiveness and maximize the performance of your employees. This article provides four approaches you can take to achieve levels of success in both areas.]]></description>
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<title>Delegating Tasks To Employees - 6 Ways To Get Positive Results</title>
<link>http://EzineArticles.com/5019064</link>
<guid>http://EzineArticles.com/5019064</guid>
<pubDate>Tue, 14 Sep 2010 11:34:31 -0500</pubDate>
<description><![CDATA[When delegating tasks to employees, you want to feel comfortable about the outcome. This article provides 6 approaches to help you get the results you expect when delegating.]]></description>
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<title>Improving Employee Performance - 4 Critical Job Skills Every Employee Needs</title>
<link>http://EzineArticles.com/5009582</link>
<guid>http://EzineArticles.com/5009582</guid>
<pubDate>Fri, 10 Sep 2010 10:06:52 -0500</pubDate>
<description><![CDATA[When you talk to employees about ways to improve their performance, you want to offer some specific examples of behaviors or actions they can take to perform more successfully. This article gives you four critical skill categories and examples to use when talking about these skills.]]></description>
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<title>Leadership Success Strategies - Use the Big Picture Approach to Encourage Better Attitudes</title>
<link>http://EzineArticles.com/5001824</link>
<guid>http://EzineArticles.com/5001824</guid>
<pubDate>Fri, 10 Sep 2010 07:34:37 -0500</pubDate>
<description><![CDATA[If you want employees to have better attitudes, try using a Big Picture approach to emphasize positive contributions. This article explains the usefulness of this approach and gives you nine ways to start using it.]]></description>
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<title>Leadership Skills for Managers - 14 Questions That Highlight What Leaders Do</title>
<link>http://EzineArticles.com/4998728</link>
<guid>http://EzineArticles.com/4998728</guid>
<pubDate>Thu, 09 Sep 2010 11:48:52 -0500</pubDate>
<description><![CDATA[If you want employees to do their best willingly and continuously, you need to use certain leadership skills as part of your overall approach to management. This article provides 14 questions you can ask to determine and identify these skills.]]></description>
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<title>Motivating Employees - Try Using Office Goals</title>
<link>http://EzineArticles.com/3786520</link>
<guid>http://EzineArticles.com/3786520</guid>
<pubDate>Fri, 19 Feb 2010 08:07:28 -0600</pubDate>
<description><![CDATA[If you want to motivate employees to improve performance, try discussing the value of achieving office goals. This article offers three items you can use to engage employees in these discussions.]]></description>
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<title>Effective Managers Possess Planning and Organizing Skills</title>
<link>http://EzineArticles.com/3758748</link>
<guid>http://EzineArticles.com/3758748</guid>
<pubDate>Mon, 15 Feb 2010 14:19:03 -0600</pubDate>
<description><![CDATA[Managers who are effective at guiding and directing others are also effective at planning and organizing. But how do you determine which skills to include under this category? This article offers you 6 to consider.]]></description>
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<title>Evaluating Leadership Qualities - 5 Supervisory Skills to Consider</title>
<link>http://EzineArticles.com/3744956</link>
<guid>http://EzineArticles.com/3744956</guid>
<pubDate>Fri, 12 Feb 2010 10:00:06 -0600</pubDate>
<description><![CDATA[From the CEO to the Project Manager, all leaders supervise someone. That is, all leaders need to ensure that their subordinates have the capabilities and opportunities to do a good job. But how do you measure whether someone is effective at supervising others?]]></description>
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<title>Encourage Greater Responsibility For Correcting Mistakes - 4 Ideas</title>
<link>http://EzineArticles.com/3729019</link>
<guid>http://EzineArticles.com/3729019</guid>
<pubDate>Wed, 10 Feb 2010 10:28:10 -0600</pubDate>
<description><![CDATA[One way to encourage employees to take more initiative when it comes to correcting mistakes is to emphasize the possibility of having greater control over the solution. This article offers 4 ideas you can use to make a positive connection between correcting mistakes and greater control.]]></description>
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<title>Giving Positive Feedback - 7 Ways to Make it Meaningful</title>
<link>http://EzineArticles.com/2578196</link>
<guid>http://EzineArticles.com/2578196</guid>
<pubDate>Thu, 09 Jul 2009 13:57:04 -0500</pubDate>
<description><![CDATA[When you give employees positive feedback, you want them to know that you value their performance.  You also want them to repeat that performance.  One way of doing that is to make sure your feedback is meaningful.  This article offers a three-step approach for giving meaningful feedback and seven examples of ways to apply the approach.]]></description>
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<title>Implementing Change - 3 Questions to Increase Employee Buy-In</title>
<link>http://EzineArticles.com/2551500</link>
<guid>http://EzineArticles.com/2551500</guid>
<pubDate>Fri, 03 Jul 2009 16:12:40 -0500</pubDate>
<description><![CDATA[When you introduce change in your company, you want employees to feel committed to doing their best to make the change a success.  One way to do that is to explain how the change will benefit the staff, not just the company.  Use the three questions in this article to manage the change discussion and gain buy-in.]]></description>
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<title>Want Better Performance? Try Focusing on What Employees Want Reduced</title>
<link>http://EzineArticles.com/2546303</link>
<guid>http://EzineArticles.com/2546303</guid>
<pubDate>Wed, 01 Jul 2009 08:28:06 -0500</pubDate>
<description><![CDATA[One way to encourage better performance is to link improvements to things employees want fewer of. These might include fewer customer complaints or fewer meetings. This article provides 10 things you can use to explain how performance improvement can lead to reductions in something employees want.]]></description>
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<title>Motivating Employees - Use People Interests When Making Assignments</title>
<link>http://EzineArticles.com/2138884</link>
<guid>http://EzineArticles.com/2138884</guid>
<pubDate>Thu, 26 Mar 2009 15:28:13 -0500</pubDate>
<description><![CDATA[Some employees like working alone while others crave a crowd. So why not use these "people" likes or dislikes as a motivation tool. How? By consciously looking for opportunities to allow employees to work with the numbers of people they desire. This article gives you four options for making such assignments.]]></description>
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<title>Jumpstart Your Career by Using a Big Picture Approach</title>
<link>http://EzineArticles.com/2059341</link>
<guid>http://EzineArticles.com/2059341</guid>
<pubDate>Thu, 05 Mar 2009 08:42:43 -0600</pubDate>
<description><![CDATA[As you move up the corporate ladder, you want to demonstrate your personal competence and your organizational knowledge. This article shows you how to accomplish this by making a few small changes in what you say. It contains four strategies you can use to jumpstart or advance your career by showing superiors that you understand the Big Picture.]]></description>
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<title>Increase Goal Commitment by Focusing on Positive Results For Employees</title>
<link>http://EzineArticles.com/1932966</link>
<guid>http://EzineArticles.com/1932966</guid>
<pubDate>Fri, 30 Jan 2009 09:07:17 -0600</pubDate>
<description><![CDATA[If you have started the New Year by setting or reaffirming some workplace goals, you need your employees to embrace those goals. One way to accomplish this is to show employees how doing what you want will help them achieve what they want. This article offers three ways to explain the benefits of embracing workplace goals.]]></description>
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<title>Employee Negativity - 3 Ways to Discuss Personal Impact</title>
<link>http://EzineArticles.com/1907132</link>
<guid>http://EzineArticles.com/1907132</guid>
<pubDate>Sun, 25 Jan 2009 16:52:51 -0600</pubDate>
<description><![CDATA[Even employees who constantly complain about work or workers care about certain workplace issues. Why not use those issues to encourage fewer complaints? This article gives you three ways to explain the personal impact of negativity.]]></description>
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<title>Employee Performance Discussions - 4 Ways to Keep Focused on Work</title>
<link>http://EzineArticles.com/1699755</link>
<guid>http://EzineArticles.com/1699755</guid>
<pubDate>Wed, 19 Nov 2008 14:01:18 -0600</pubDate>
<description><![CDATA[Sometimes you have to talk to employees about what they say as well as what they do or don't do. When that happens, you want to keep the focus on "work" and not be sidetracked by value judgments or personal perspectives. You can do that by talking about the negative or positive impact on work. ]]></description>
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<title>Improve Employee Performance by Letting &quot;Organized Employees&quot; Create Order</title>
<link>http://EzineArticles.com/1644325</link>
<guid>http://EzineArticles.com/1644325</guid>
<pubDate>Tue, 04 Nov 2008 11:51:04 -0600</pubDate>
<description><![CDATA[If you have an employee who just loves to organize things, encourage improved performance by emphasizing tasks and providing opportunities that create order or structure. This article describes seven organizing assignments and shows you how to discuss each assignment.]]></description>
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<title>Improve Employee Performance by Letting Aspiring Leaders Take Charge</title>
<link>http://EzineArticles.com/1590980</link>
<guid>http://EzineArticles.com/1590980</guid>
<pubDate>Mon, 20 Oct 2008 11:06:14 -0500</pubDate>
<description><![CDATA[If you have an employee who always wants to lead assignments, encourage better performance by finding ways to let him or her have a leadership role. This article explains how you can use this strategy to improve employee performance and gives you three situations that offer leadership responsibilities.]]></description>
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<title>Improve Employee Performance by Letting &quot;Talkers&quot; Speak</title>
<link>http://EzineArticles.com/1583738</link>
<guid>http://EzineArticles.com/1583738</guid>
<pubDate>Thu, 16 Oct 2008 10:40:38 -0500</pubDate>
<description><![CDATA[If you have employees who love to talk, consider using their passion for talking as a way to encourage greater cooperation and contributions. This article explains the usefulness of this approach and gives you four situations where you might apply it.]]></description>
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<title>Improve Employee Performance by Stressing Opportunities to Work Alone</title>
<link>http://EzineArticles.com/1576938</link>
<guid>http://EzineArticles.com/1576938</guid>
<pubDate>Tue, 14 Oct 2008 09:47:57 -0500</pubDate>
<description><![CDATA[Some employees like to work alone, but you don't always have the luxury of assigning solitary tasks to employees who want them. And sometimes when employees aren't satisfied with assignments, they don't do a good job. This article offers you a way to use employee preferences as a performance improvement strategy. It includes three working-alone situations you can use to encourage positive contributions and improve employee performance.]]></description>
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<title>Improve Employee Performance by Focusing on Working Relationships</title>
<link>http://EzineArticles.com/1576933</link>
<guid>http://EzineArticles.com/1576933</guid>
<pubDate>Tue, 14 Oct 2008 09:47:00 -0500</pubDate>
<description><![CDATA[You have probably had an employee tell you that they didn't want to do something because of "who" they would be working with. Conversely, you have most likely had the opposite experience where an employee was excited about the possibility of working with someone. This article offers you a way to use this in formation in a proactive fashion. It includes five people-situations you can use to encourage positive contributions and improve employee performance.]]></description>
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<title>Improve Employee Performance by Focusing on What Employees Dislike</title>
<link>http://EzineArticles.com/1560037</link>
<guid>http://EzineArticles.com/1560037</guid>
<pubDate>Thu, 09 Oct 2008 13:27:35 -0500</pubDate>
<description><![CDATA[As you consider options for improving employee performance, don't overlook things employees dislike. You will know what employees dislike by what they say or what they do (or don't do). Use this information to improve employee performance by connecting a change in performance to a change in the disliked situation. This article describes this approach and gives you four ways to use it.]]></description>
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<title>Using Employee Complaints As a Performance Management Strategy</title>
<link>http://EzineArticles.com/1551693</link>
<guid>http://EzineArticles.com/1551693</guid>
<pubDate>Wed, 08 Oct 2008 08:50:29 -0500</pubDate>
<description><![CDATA[While employee complaints can be irritating, you can use them to encourage greater cooperation and contributions. How? By showing employees how their positive performance might mitigate or eliminate what they complain about. This article describes how you can include complaints as part of your overall performance management strategy and gives four ways to conduct ongoing discussions with employees.]]></description>
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<title>Using Compliments As a Performance Management Strategy</title>
<link>http://EzineArticles.com/1546405</link>
<guid>http://EzineArticles.com/1546405</guid>
<pubDate>Mon, 06 Oct 2008 13:31:19 -0500</pubDate>
<description><![CDATA[When you compliment employees, you want them to continue delivering the same kind of positive performance. You can increase the odds of that happening if you tell them how much you appreciate what they did, and then tell them what might happen if they keep doing the same thing. This article gives you four ways to use regular compliments as a way to more effectively manage discussions about positive performance.]]></description>
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<title>Achieving Goals - 3 Ways to Encourage Performance Improvement</title>
<link>http://EzineArticles.com/1532358</link>
<guid>http://EzineArticles.com/1532358</guid>
<pubDate>Tue, 30 Sep 2008 13:39:28 -0500</pubDate>
<description><![CDATA[If your employees are not achieving goals, you might want to look at some ways to create visible and continuous reminders around the goals you are trying to achieve. This includes sharing certain information with employees and talking to them. This article gives you three ways to reinforce the importance of achieving goals. Use these strategies to encourage positive performance.]]></description>
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<title>Accomplishing Priorities - 4 Ways to Encourage Performance Improvement</title>
<link>http://EzineArticles.com/1524420</link>
<guid>http://EzineArticles.com/1524420</guid>
<pubDate>Fri, 26 Sep 2008 14:55:46 -0500</pubDate>
<description><![CDATA[If you are planning to talk to your employees about the need to do a better job of accomplishing priorities, you will have a greater chance at success if you explain how they can benefit from improved performance. This article offers 4 explanations you can use to explain "why" improvement matters and "how" employees benefit.]]></description>
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<title>Project Management - 4 Ways to Encourage Performance Improvement</title>
<link>http://EzineArticles.com/1518994</link>
<guid>http://EzineArticles.com/1518994</guid>
<pubDate>Thu, 25 Sep 2008 13:47:02 -0500</pubDate>
<description><![CDATA[When you talk to employees about improving how they manage projects, you want them to feel motivated to do what you ask. One way to make that happen is to link performance improvement to various types of positive results. This article offers four results you can use to encourage improved project management. Use them during your next performance discussion.]]></description>
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<title>Improving Employee Attitudes - 9 Ways to Discuss and Encourage Better Attitudes</title>
<link>http://EzineArticles.com/1512119</link>
<guid>http://EzineArticles.com/1512119</guid>
<pubDate>Tue, 23 Sep 2008 11:43:33 -0500</pubDate>
<description><![CDATA[If you have to talk to an employee about his or her poor attitude, you want to do more than just say "improve your attitude." You want to give specific examples of things the employee can do to improve. This article contains 9 examples of behaviors you can use to describe what a better attitude means to you.]]></description>
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<title>Getting Promoted - How Hard Working Managers Can Stand Out From the Crowd</title>
<link>http://EzineArticles.com/1503481</link>
<guid>http://EzineArticles.com/1503481</guid>
<pubDate>Fri, 19 Sep 2008 15:04:18 -0500</pubDate>
<description><![CDATA[As a manager, even if you work hard, there is no guarantee that you will get promoted. One reason is because other managers are working hard as well. Another reason is because decision-makers want to know that you understand the Big Picture and where you fit. This article provides techniques you can use to highlight your contributions and promote your value.]]></description>
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<title>15 Performance Management Practices That Encourage Positive Performance</title>
<link>http://EzineArticles.com/1502712</link>
<guid>http://EzineArticles.com/1502712</guid>
<pubDate>Fri, 19 Sep 2008 15:00:10 -0500</pubDate>
<description><![CDATA[Performance management is not just about giving "one" appraisal and having one "discussion." Rather, it is about doing multiple things. These involve giving employees the kind of information, materials, and training they need to do a good job. It also involves eliminating factors that have a negative impact on positive performance. This article contains 15 practices you can use to improve how you manage employee performance.]]></description>
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<title>Performance Discussions About Writing - 10 Ways to Describe the Benefits of Performance Improvement</title>
<link>http://EzineArticles.com/1499500</link>
<guid>http://EzineArticles.com/1499500</guid>
<pubDate>Thu, 18 Sep 2008 10:19:58 -0500</pubDate>
<description><![CDATA[If your employee's writing mistakes are caused by carelessness rather than a lack of skills, consider focusing on positive workload results as a way to encourage improvement. This focus gives you several ways to describe how better writing can benefit the employee and others. This article offers 10 ways to describe these benefits. Use them during your next performance discussion.]]></description>
</item>
<item>
<title>Evaluating Leadership Qualities -  10 Things Effective Leaders Do to Motivate Employees</title>
<link>http://EzineArticles.com/1489670</link>
<guid>http://EzineArticles.com/1489670</guid>
<pubDate>Mon, 15 Sep 2008 14:13:03 -0500</pubDate>
<description><![CDATA[If you have a manager who gets the job done at the expense of his or her employees' emotional and professional well being, your chance of attaining long-term contributions from employees is not great. Sometimes these managers actually think they are effective leaders. So you have to offer the clarifications and describe the qualities of effective leaders. This article gives you 10 leadership qualities you can use to explain what effective leaders do.]]></description>
</item>
<item>
<title>10 Behaviors of Effective Training Instructors - Use to Clarify Performance Expectations</title>
<link>http://EzineArticles.com/1482209</link>
<guid>http://EzineArticles.com/1482209</guid>
<pubDate>Thu, 11 Sep 2008 16:11:21 -0500</pubDate>
<description><![CDATA[When you talk to training instructors about being more effective, you want them to understand exactly what you mean. So it helps to have some examples to share with instructors. This article describes 10 behaviors of effective training instructors. Use any or all of them to motivate your instructors to be more effective.]]></description>
</item>
<item>
<title>Motivating Instructors to Improve Training Effectiveness - 9 Reasons For Performance Improvement</title>
<link>http://EzineArticles.com/1479764</link>
<guid>http://EzineArticles.com/1479764</guid>
<pubDate>Wed, 10 Sep 2008 15:13:23 -0500</pubDate>
<description><![CDATA[When you discuss performance improvement with training instructors, you want the discussion to end with the instructor feeling motivated to do a better job. You increase your chances of this occurring if you explain what needs to change and the positive results of that change. This article describes the value of using this approach and gives you 9 results you can use to explain the importance of improving.]]></description>
</item>
<item>
<title>Finding the Right Fit Between Organization Values and Employee Values - 5 Useful Steps</title>
<link>http://EzineArticles.com/1471617</link>
<guid>http://EzineArticles.com/1471617</guid>
<pubDate>Tue, 09 Sep 2008 14:54:30 -0500</pubDate>
<description><![CDATA[Sometimes you and your employees are not on the same page when it comes to what you value. If you discover this "during" the hiring process, you can pass on the candidate. But what do you do if you discover this "after" the hiring process? This article gives you 5 Steps to use in both instances. Use them to determine who is the right fit for your organization and to reinforce the "common values" that you and your employees have.]]></description>
</item>
<item>
<title>Motivating Low Performers - 24 Reasons You Can Give For Performance Improvement</title>
<link>http://EzineArticles.com/1468544</link>
<guid>http://EzineArticles.com/1468544</guid>
<pubDate>Tue, 09 Sep 2008 13:56:51 -0500</pubDate>
<description><![CDATA[Like all employees, low performers are motivated by different things. So it's not enough to say, "If you do a better job, you will receive a bonus."  And even if this approach works once, it might not work every time. Or you might not always be able to promise a bonus for performance. Therefore, you need a variety of ways to keep your low performers motivated. This article gives you 24 to choose from. Try a few the next time you have to talk to a low performer.]]></description>
</item>
<item>
<title>How to Conduct More Effective Performance Discussions - Focus on Mutual Benefits</title>
<link>http://EzineArticles.com/1465563</link>
<guid>http://EzineArticles.com/1465563</guid>
<pubDate>Tue, 09 Sep 2008 10:19:22 -0500</pubDate>
<description><![CDATA[When you conclude your performance discussions, you want high performers to feel inspired to continue doing a great job; average performers to feel motivated to do just a little bit more; and low performers to feel determined to make drastic improvements. If you focus on the "mutual benefits" of positive performance, you can increase your success of inspiring these kinds of feelings. This article show you how by giving you three things to do "before" and "during" performance discussions.]]></description>
</item>
<item>
<title>Encourage Employees to Improve Quality by Linking &quot;Poor Quality&quot; to Extra Work</title>
<link>http://EzineArticles.com/1462891</link>
<guid>http://EzineArticles.com/1462891</guid>
<pubDate>Mon, 08 Sep 2008 16:20:55 -0500</pubDate>
<description><![CDATA[When you talk to employees about poor quality, challenge them to consider the reality of their actions. That is, errors and mistakes cause "extra work" for a lot of people: the employee(s), you, customers, and coworkers. By using this approach, you show employees how they can reduce their own workloads and the workloads of others. This article gives you several ways to explain how quality improvements can lead to less work for everyone involved.]]></description>
</item>
<item>
<title>Improving Employee Commitment - 8 Ways to Describe and Encourage Loyalty, Dedication, and Devotion</title>
<link>http://EzineArticles.com/1459748</link>
<guid>http://EzineArticles.com/1459748</guid>
<pubDate>Mon, 08 Sep 2008 09:17:34 -0500</pubDate>
<description><![CDATA[Some employees are committed to doing a great job and some are not. And while you may know the difference between behaviors that represent commitment and those that don't; your employees (especially under-performing ones) may not be quite as clear. Your ability to make this distinction really matters during tough times when you need employees to be more loyal, dedicated, and devoted. The key is to use specific behaviors to describe these traits. This article gives you eight examples of commitment behaviors and an approach for customizing your own behaviors.]]></description>
</item>
<item>
<title>Motivate Employees to Be More Dependable by Emphasizing Behaviors, Not Traits</title>
<link>http://EzineArticles.com/1454122</link>
<guid>http://EzineArticles.com/1454122</guid>
<pubDate>Wed, 03 Sep 2008 15:19:48 -0500</pubDate>
<description><![CDATA[You depend on your employees to do a great job. So "dependability" is a trait that is part of discussions about timeliness, quality, and service. But sometimes you have talk about what it means to be dependable. When that happens, you want to give specific examples of behaviors. That way, you and your employees will have the same interpretation of your performance expectations. This article gives you seven examples of dependable behaviors and an approach for customizing your own behaviors.]]></description>
</item>
<item>
<title>Improve Employee Performance by Emphasizing the Impact on Other Employees</title>
<link>http://EzineArticles.com/1447855</link>
<guid>http://EzineArticles.com/1447855</guid>
<pubDate>Wed, 03 Sep 2008 07:46:57 -0500</pubDate>
<description><![CDATA[As a manger, you need and want various ways to discuss performance improvement. You also need to explain "why" good performance matters. When you tell employees "how" what they do (or don't do) impacts the work of other employees, you emphasize the importance of good performance from two perspectives: coworkers and the work that coworkers do. This article gives you three ways to discuss this impact.]]></description>
</item>
<item>
<title>Improving How You Give Performance Feedback to High Performers</title>
<link>http://EzineArticles.com/1443396</link>
<guid>http://EzineArticles.com/1443396</guid>
<pubDate>Fri, 29 Aug 2008 13:13:31 -0500</pubDate>
<description><![CDATA[If you have some outstanding employees, you want to encourage them to keep doing their best. Giving these employees specific, genuine, and ongoing performance feedback is one way for you to accomplish that. This article offers six examples of ways to make positive performance feedback a regular part of your interactions with high performers.]]></description>
</item>
<item>
<title>Improving How You Conduct Performance Discussions With Poor Performers</title>
<link>http://EzineArticles.com/1432839</link>
<guid>http://EzineArticles.com/1432839</guid>
<pubDate>Tue, 26 Aug 2008 10:34:45 -0500</pubDate>
<description><![CDATA[When you talk to employees about unsatisfactory performance, you want employees to make changes to improve their performance. You increase your likelihood of this happening if you clearly describe the performance problems, explain the impact of those problems, and identify suggestions for improvement.  This article uses these three components as an approach for conducting performance discussions with poor performers.]]></description>
</item>
<item>
<title>Improve Telephone Communication by Linking Better Performance to Results For Employees</title>
<link>http://EzineArticles.com/1429796</link>
<guid>http://EzineArticles.com/1429796</guid>
<pubDate>Mon, 25 Aug 2008 08:30:31 -0500</pubDate>
<description><![CDATA[When you talk to employees about better telephone communication, you want to keep the focus on performance improvement and away from complaints about customers, processes, or procedures. You can do that if you link improvements to results for employees. This article describes this approach.  It also contains examples of telephone behaviors and results.]]></description>
</item>
<item>
<title>Measuring Your Leadership Effectiveness - 10 Ways to Tell If You Positively Influence Employees</title>
<link>http://EzineArticles.com/1427084</link>
<guid>http://EzineArticles.com/1427084</guid>
<pubDate>Fri, 22 Aug 2008 08:51:39 -0500</pubDate>
<description><![CDATA[You have to use leadership skills to motivate your employees to consistently and continuously deliver their Best Performance. The most effective leaders know how to positively influence the employees' they lead. They also know how to measure their effectiveness as leaders. This article offers 10 measures you can use to determine how effective you are when it comes to influencing your employees.]]></description>
</item>
<item>
<title>Improve Employee Performance by Emphasizing Performance Benefits For Employees</title>
<link>http://EzineArticles.com/1424092</link>
<guid>http://EzineArticles.com/1424092</guid>
<pubDate>Thu, 21 Aug 2008 09:06:51 -0500</pubDate>
<description><![CDATA[When you talk to employees about performance improvement, sometimes it's useful to "strategically" highlight the ways improvements can benefit employee productivity and quality. Many times improvements are linked to benefits for the team, the customers, or the organization. However, describing how improvements can lead to less stress and reduced workloads for employees is equally beneficial. This article offers some examples you can use to make these links.]]></description>
</item>
<item>
<title>Improve Employee Performance by &quot;Linking&quot; Performance to the Achievement of Organizational Goals</title>
<link>http://EzineArticles.com/1420414</link>
<guid>http://EzineArticles.com/1420414</guid>
<pubDate>Tue, 19 Aug 2008 14:49:54 -0500</pubDate>
<description><![CDATA[If you are looking for a way to emphasize the importance of performance improvement, using the achievement of "organizational goals" is an approach to consider.  By showing employees how their performance can positively or negatively impact what your organization achieves, you make employees partners in your organization's success. This article explains the value of using such an approach and gives you a three-step process to create your own links.]]></description>
</item>
<item>
<title>Effective Performance Management - 13 Questions to Help You Maximize Employee Performance</title>
<link>http://EzineArticles.com/1413611</link>
<guid>http://EzineArticles.com/1413611</guid>
<pubDate>Mon, 18 Aug 2008 10:43:52 -0500</pubDate>
<description><![CDATA[To maximize employee performance, you need to give employees regular feedback.  The way you do this determines whether you motivate or de-motivate employees to improve poor performance or continue outstanding performance.  Use this checklist of 13 questions to make sure your performance conversations are effective.]]></description>
</item>
<item>
<title>High Performance Leaders - 5 Ways They Motivate Employees to Deliver Positive Performance</title>
<link>http://EzineArticles.com/1411818</link>
<guid>http://EzineArticles.com/1411818</guid>
<pubDate>Mon, 18 Aug 2008 08:18:45 -0500</pubDate>
<description><![CDATA[If you have ever had to lead employees at any time or at level within your organization, you know that it's not easy.  Sometimes employees deliver positive performance and sometimes they don't.  Since your success is linked to their performance, you have to find ways to keep employees giving their best.  This article offers you five strategies high performance leaders use to achieve positive results.  Try them for yourself.]]></description>
</item>
<item>
<title>Performance Improvement is Possible - If You Can Answer These 15 Questions</title>
<link>http://EzineArticles.com/1404943</link>
<guid>http://EzineArticles.com/1404943</guid>
<pubDate>Thu, 14 Aug 2008 09:08:15 -0500</pubDate>
<description><![CDATA[If you want performance improvement or a continuation of outstanding performance, you have to do more than just distribute assignments and "expect or hope" for the best.  You have to be ready to answer some critical, spoken or unspoken, questions that motivate employees to make ongoing positive contributions.  This article gives you 15 critical questions employees ask and ways you can answer these questions.]]></description>
</item>
<item>
<title>Motivate Employees to Cooperate by &quot;Linking&quot; Cooperation to Results</title>
<link>http://EzineArticles.com/1400933</link>
<guid>http://EzineArticles.com/1400933</guid>
<pubDate>Wed, 13 Aug 2008 11:23:16 -0500</pubDate>
<description><![CDATA[The more employees willingly do what you need them to do, the better for everyone.  Of course, making this happen is not always easy.  It requires you to motivate employees to "want to" cooperate.  You can do this if you link cooperation to results. This article includes examples of cooperation behaviors, examples of results you can link to those behaviors, and questions to help you create your own customized results.  Use this information to motivate your employees to be more cooperative.]]></description>
</item>
<item>
<title>Want High Performance? Use the Strategies That Motivate Olympic Athletes</title>
<link>http://EzineArticles.com/1404774</link>
<guid>http://EzineArticles.com/1404774</guid>
<pubDate>Wed, 13 Aug 2008 07:36:43 -0500</pubDate>
<description><![CDATA[There are several things that motivate Olympic athletes to do their best.  Likewise, there are several things that motivate your employees to do their best.  If you could benefit from some performance improvement ideas, try using the strategies that Olympic athletes use to keep motivated.  This article gives you three approaches to motivate employees to deliver high performance and several ways to explain the importance of doing so.]]></description>
</item>
<item>
<title>Linking Employee Performance to Results - How it Works</title>
<link>http://EzineArticles.com/1396655</link>
<guid>http://EzineArticles.com/1396655</guid>
<pubDate>Tue, 12 Aug 2008 12:58:09 -0500</pubDate>
<description><![CDATA[Do you sometimes struggle when you have to explain to employees WHY performance improvement is important?  If so, you might find the approach in this article useful.  It offers you multiple ways to explain the importance of performance improvement.  So the discussion is not just about the performance you want.  The discussion is about how the performance you want can lead to positive results for the employee and for the organization where the employee works. Try it during your next performance improvement discussion.]]></description>
</item>
<item>
<title>Linking Career Advancement to Job Performance - A Performance Improvement Strategy</title>
<link>http://EzineArticles.com/1390866</link>
<guid>http://EzineArticles.com/1390866</guid>
<pubDate>Mon, 11 Aug 2008 09:31:29 -0500</pubDate>
<description><![CDATA[What do you do when you have employees who have become lackluster about performance because they want a promotion?  Offering platitudes like "I understand" or "hopefully it will happen soon" do not always work.  What does work is helping employees see that they can still have some valuable career related experiences, even if they cannot get a promotion right now.  This article will show you how.]]></description>
</item>
<item>
<title>Linking Employee Performance to Learning and Development - A Performance Improvement Strategy</title>
<link>http://EzineArticles.com/1387821</link>
<guid>http://EzineArticles.com/1387821</guid>
<pubDate>Fri, 08 Aug 2008 11:31:12 -0500</pubDate>
<description><![CDATA[The next time you are trying to convince employees to improve performance or take on assignments, consider what you know about their learning and development needs or wants.  Do they want or need skills to help them get a new job or manage a project? Why not use this information to encourage improved or continued performance? Explain to employees how performing an assignment or making improvements can lead to the kind of learning and development they want or need.  Learn more in this article.]]></description>
</item>
<item>
<title>Encouraging Greater Teamwork - Link Performance to Individual and Team Benefits</title>
<link>http://EzineArticles.com/1385275</link>
<guid>http://EzineArticles.com/1385275</guid>
<pubDate>Fri, 08 Aug 2008 08:53:54 -0500</pubDate>
<description><![CDATA[How do you encourage greater teamwork when everyone does not always want to work for the good of the team?  You link positive team performance to work outcomes that benefit the individual team member as well as the entire team.  This article shows you how.]]></description>
</item>
<item>
<title>Encouraging Better Time Management - Link Behaviors to Personal Work Goals</title>
<link>http://EzineArticles.com/1382007</link>
<guid>http://EzineArticles.com/1382007</guid>
<pubDate>Thu, 07 Aug 2008 08:08:08 -0500</pubDate>
<description><![CDATA[When employees don't effectively manage their time, they complain about a lack of time to do a good job.  Their personal work goal is to do a good job, but they just don't have the time!  They would also like less stress, more time to eat lunch, etc. You can encourage improvements by explaining to employees how exhibiting the time management behaviors you want can lead to the achievement of personal work goals they want.  Start with the tips in this article.]]></description>
</item>
<item>
<title>Effective Change Management  - 10 Explanations That Encourage Greater Commitment</title>
<link>http://EzineArticles.com/1381961</link>
<guid>http://EzineArticles.com/1381961</guid>
<pubDate>Thu, 07 Aug 2008 07:51:22 -0500</pubDate>
<description><![CDATA[Sometimes the way you talk about changes in your organization, determines how much your employees are willing to embrace that change.  Use this article to identify several positive results you can use to explain why change is important and to inspire greater commitment.]]></description>
</item>
<item>
<title>Performance Discussions and Mission Statements - A Combination For Greater Contributions</title>
<link>http://EzineArticles.com/1369589</link>
<guid>http://EzineArticles.com/1369589</guid>
<pubDate>Mon, 04 Aug 2008 09:14:42 -0500</pubDate>
<description><![CDATA[When talking about performance, if you want to focus on "a common purpose," try linking performance to mission statements.  By virtue of their presence, your employees have committed to your organization's mission.  So use this information to explain the value of performance improvement.  Or use it to explain the value of positive contributions.  This article will show you how.]]></description>
</item>
<item>
<title>Job Enrichment Equals Better Performance - 8 Ways to Link Job Enrichment to Performance</title>
<link>http://EzineArticles.com/1367025</link>
<guid>http://EzineArticles.com/1367025</guid>
<pubDate>Fri, 01 Aug 2008 13:04:01 -0500</pubDate>
<description><![CDATA[One way to improve employee performance is to link performance to job enrichment.  You do that by emphasizing how better performance can lead to things like greater autonomy, more varied assignments, or different workplace experiences.  Begin with these 8 ideas.]]></description>
</item>
<item>
<title>Improving Customer Service - Explain the Benefit For Employees, Not Customers</title>
<link>http://EzineArticles.com/1362727</link>
<guid>http://EzineArticles.com/1362727</guid>
<pubDate>Thu, 31 Jul 2008 11:43:29 -0500</pubDate>
<description><![CDATA[If you want employees to deliver better service, try explaining to employees how better service can lead to lower stress, irritation, and frustration. Begin implementing this process by using the example and employee benefits in this article.]]></description>
</item>
<item>
<title>Performance Discussions About Communication - Using a Results and Behavior Approach</title>
<link>http://EzineArticles.com/1356648</link>
<guid>http://EzineArticles.com/1356648</guid>
<pubDate>Wed, 30 Jul 2008 10:52:38 -0500</pubDate>
<description><![CDATA[Do you have employees who complain about how others communicate, yet they need to improve their own communication?  If so, you could probably use a few ideas on how to structure your performance discussions with these employees.  The Results and Behavior Approach in this article offers you three hypothetical scenarios about communication and several performance-improvement recommendations for each.]]></description>
</item>
<item>
<title>Reinforcing Employee Performance - 10 Strategies to Get You Started</title>
<link>http://EzineArticles.com/1350930</link>
<guid>http://EzineArticles.com/1350930</guid>
<pubDate>Tue, 29 Jul 2008 11:44:55 -0500</pubDate>
<description><![CDATA[How can you create an environment that continuously reinforces the value of doing a great job?  By making a few changes in how you talk about assignments.  Use these 10 strategies to start your reinforcement process.]]></description>
</item>
<item>
<title>Discussing Employee Performance - A Formula For Clarifying Your Performance Expectations</title>
<link>http://EzineArticles.com/1347638</link>
<guid>http://EzineArticles.com/1347638</guid>
<pubDate>Mon, 28 Jul 2008 14:51:41 -0500</pubDate>
<description><![CDATA[If you struggle with giving employees clear explanations about your expectations, you are not alone. In the performance management arena, much discussion abounds about performance discussions. So the next time you find yourself struggling to explain what you want or don't want when it comes to performance, try the following KISS (Keep, Improve, Start, Stop) method.]]></description>
</item>
<item>
<title>Problem Solving Skills - 5 Ways to Discuss Performance Improvement</title>
<link>http://EzineArticles.com/1342591</link>
<guid>http://EzineArticles.com/1342591</guid>
<pubDate>Mon, 28 Jul 2008 08:50:36 -0500</pubDate>
<description><![CDATA[To solve problems, employees must know how to do things like determine root causes of problems, develop contingency plans, and track the impact of solutions.  If your employees need to improve in these areas or others, these five discussion techniques will help you get greater cooperation.]]></description>
</item>
<item>
<title>Managing For Results - 8 Ways to Link Performance to Results</title>
<link>http://EzineArticles.com/1341172</link>
<guid>http://EzineArticles.com/1341172</guid>
<pubDate>Fri, 25 Jul 2008 13:14:53 -0500</pubDate>
<description><![CDATA[If you link performance to results, you get better performance.  Just make sure that you balance the results between things that are important to your organization and things are important to your employees.  Use these eight examples as a guide.]]></description>
</item>
<item>
<title>High Performers Versus Low Performers - 7 Ways to Tell the Difference</title>
<link>http://EzineArticles.com/1340941</link>
<guid>http://EzineArticles.com/1340941</guid>
<pubDate>Fri, 25 Jul 2008 11:51:01 -0500</pubDate>
<description><![CDATA[If you want more options for talking about good versus bad performance, consider how employee behaviors contribute to the achievement of team, office, and organization goals.  These seven examples will help you explain the difference to employees.]]></description>
</item>
<item>
<title>Improving Employee Performance - How to Talk So Employees Produce</title>
<link>http://EzineArticles.com/1340703</link>
<guid>http://EzineArticles.com/1340703</guid>
<pubDate>Fri, 25 Jul 2008 11:48:08 -0500</pubDate>
<description><![CDATA[If you want to improve employee performance, use everyday discussions to reinforce the importance of doing a great job. How? Link the performance to workplace results that are important to employees and important to your organization.]]></description>
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