"I want your feedback"   We all say it.  We all think we want it.  We all are surprised when we don’t hear anything.   According to dictionary.com feedback can be defined as “a reaction or response to a particular...(more)

It is easy to learn how to conduct meetings, find your motivational leadership style and seek ways to engage employees.  However, learning to resolve conflicts takes a bit of know-how and a bit of practice for most people.  Even after the...(more)

As a new manager or supervisor, I think the most dreaded day is the first time it’s YOUR job to resolve a conflict on your team.  Now you have people coming to you for the answer and guidance.  You may have had that a little bit before...(more)

Does how you act at home or outside of work, match how you are at work?    Are you nice, funny, and relaxed at home but mean, straight laced, and stiff at work?    At home are you easy to approach, but at work people are afraid...(more)

When you get promoted to manager within your current company, chances are you will be managing your coworkers.  This transition is not as easy as it sounds.  The comradery changes, so does the conversation...and it must.  Think about if...(more)

By Emilie Shoop, Creator and Leader of Shoop Training & Consulting The concept of Emotional Intelligence was popularized in 1996 by author Daniel Goleman in his bestselling book entitled Emotional Intelligence.  Through both brain and...(more)

By Emilie Shoop, Creator and Leader of Shoop Training & Consulting When you step into your role as manager, there is a lot to learn, a lot to do, and it is easy to get overwhelmed.  Almost everyone will tell you that the skills required...(more)

By Emilie Shoop, Creator and Leader of Shoop Training & Consulting The Gallup Poll has a list of 12 questions to measure Employee Engagement. One of the questions is:  Does your supervisor, or someone at work, seem to care about you...(more)

You need to separate yourself from friendships with your employees. Don’t be offended that you don't get invited to go out with them, they understand things need to change and so should you.   Even when you participate in work functions...(more)

When you take on your new role, team dynamics are going to change.  Don’t let past relationship issues come into play; start fresh with each employee.  Talk with them individually, establish that you expect a fresh start and give...(more)

Go into your new job with confidence.  If you show you doubt yourself, others will doubt you too.  You got the job for a reason, now take the time to understand your team & processes, and then put an action plan together.  People want...(more)

Maintain consistent ongoing feedback on goals, results and documented career path options.  You must balance constructive feedback with opportunity including training programs to help them succeed to the next level they are interested in.  If...(more)

There are three kinds of changes you may be faced with at some point as a manager or supervisor:   The first is needing to reduce the size of your department because of poor company results, or a strategic redirection such as merging with another...(more)

Focus on the customer and document the system/business model that takes place and where your team members fit into it.  Create a common understanding that the puzzle relies on all people working as a team and discuss the impact of a smooth working...(more)

Proactively encourage involvement by providing regular updates on your goals and results, open issues, potential solutions and areas where you need support from management.  Don’t be insulted by the distance, it may be because they feel you...(more)

Identify the essential resources, what you can and cannot do with current resources and communicate the gap.  Present a clear picture to the decision makers including the results you will be able to generate with the investment.   It is very...(more)