Say goodbye to nonperformance issues, unacceptable employee behavior and bad attitudes!

• Watch your team’s productivity hit new heights as you resolve employee attitude and behavior problems.
• Recognize the underlying causes of nonperformance so you can help those employees succeed.
• Confront employee behavior issues head-on — confidently, professionally and effectively.
• Provide constructive criticism that results in positive behavior changes, rather than anger and resentment.
• Discipline employees fairly and consistently, using proven techniques you’ll learn.
• Transform chronic complainers and negative thinkers into productive team members.
• Avoid explosive employee situations by recognizing trouble early on and heading it off.
• Create a positive work environment where employees feel free to communicate openly with you.
• Put an end to chronic absenteeism and tardiness.
• Deal effectively with a variety of negative behaviors, from gossiping to bickering to back-stabbing.
• Effectively address difficult issues during performance reviews in a way that leaves the employee’s self-esteem intact.
• See an immediate, significant improvement in how employees respond to your feedback.
• Issue employee warnings by the book — and put an end to nagging fears that you might get sued.
• Develop solid working relationships with employees by being able to discuss problems without placing blame.
• Help disruptive employees learn more appropriate behavior — fast.
• Remain calm and firm even when you’re under verbal attack by an employee.
• Know exactly what you should — and should never — say during the firing process.
• Gain cooperation from cynics, naysayers, rule breakers and excuse makers and stop their attitudes from spreading.
• Use expert coaching techniques to improve the performance of under- achievers and those who’re “just marking time.”

• Managers and supervisors at all levels
• Team leaders
• Business owners
• Anyone in a position of authority who must get results through others

Nonperformers 101: Understanding Why Employees Don’t Do What They’re Supposed To Do

• 13 reasons employees don’t perform
• “Won’t do” vs. “Can’t do” — Knowing the difference
• Anatomy of a bad attitude: Recognizing the major underlying causes
• Traits common to underperforming and difficult employees
• The negative effect of by-products of bad attitudes: Rigid thinking, resistance to change, poor job performance
• Your role as a manger in turning unwanted behavior around

How to Provide Criticism That Results in Positive Behavior Changes

• Critical differences between criticism that’s positive and performance-enhancing vs. criticism that demoralizes and damages performance
• Discussing a problem without pointing fingers and placing blame
• “What to expect from employees when you’re telling them something they’d rather not hear
• Using reflective listening to hear the real story
• How to address poor performance and still leave the employee’s esteem intact
• Opening the door for honest communication — now and in the future

Dealing Proactively With Specific Performance and Attitude Problems

• How to analyze an employee’s negative behavior so you can determine your best response
• Chronic complainers: Tips for turning them into productive employees
• Cynics and naysayers: A game plan for building their trust and cooperation
• Rule breakers: The importance of setting boundaries and establishing consequences
• Excuse makers: The best way to cut through their smoke screen
• What to do when your employee requires constant attention
• Effective ways to get more commitment from employees just “doing time”
• Proven techniques for charging up apathetic workers
• Dealing with the work effects of an employee’s personal problems
• Eliminating unwanted reactions to stress

Using Coaching and Feedback to Boost Morale and Send Productivity Soaring

• Communication: Your power tool for “remodeling” unacceptable behavior
• Are you part of the problem? How your management style may be contributing to bad attitudes
• Matching your leadership styles to the employee: why different people require different approaches
• A quick primer on coaching techniques every manager should know
• Why “not enough feedback” is among employees’ top complaints about managers — and what to do about it
• The “how to’s” of giving effective positive and negative feedback
• 10 unforgivable mistakes managers make with problem employees — and how to avoid them

Creating a Positive, Energized Work Environment: Your Role as a Manager

• The #1 thing employees want from their supervisor — and your best weapon in creating a more positive environment
• Why your attitude directly impacts the attitude of everyone on your team
• The roles respect and trust play in overcoming employees’ negative attitudes
• Eliminating blame: Tips for making it unacceptable to your entire organization
• Pointers that help build “team” enthusiasm and improve overall morale
• How to mount a company-wide “anti-negativity” campaign spearheaded by your department

Conducting a Successful Performance Review

• Document, document, document! Make sure you have all the facts before you get started
• Hate giving performance reviews? Tips for psyching yourself up
• Getting a conversation going during the performance review to open up communication
• The 2 most important questions to ask that cover all the bases
• What to do if an employee becomes defensive or angry
• Self-rating plans: Do they work?
• Drawing conclusions and future plans for commitment

Mastering the Keys to Effective Discipline

• The secret to disciplining without causing resentment
• How to skillfully confront the serious performance problem
• When it’s the final warning: How to be firm and specific
• Putting airtight documentation together
• Signals that let you know your discipline is on target
• Interpreting your company’s employee handbook concerning discipline
• Establishing a misconduct policy that is fair and covers all the angles

When All Else Fails: When and How to Legally Fire Employees

• When to skip the discipline process and go right to termination
• Suspend or terminate? Key issues to consider when making that decision
• Why “bad attitude” can be considered a gray area in firing and how to cover the bases with documentation to justify the action
• What a manager should — and should never — say during the firing process
• How a termination interview should be conducted
• Critical steps that can lessen employer firing risks
• How to be prepared for the typical reactions of fired employees
• Dismissing people from their job with dignity
• What to say to the rest of your staff when one employee is dismissed

"[The seminar] was very good, I have never had a speaker with so much excitement, I look forward to coming again."
B. Raymer
Teller

"It was very informative and enjoyable at the same time."
Judy Lehman
Purchasing Agent
Control Technologies

"Just a great seminar! Exceptional trainer!"
Frank Landron
Sales Supervisor

"Speaker was energetic and provided insight into issues and situations that I deal with at work and home ... great information and presentation."
L. Morton
Office and Program Coordinator

"In all my years of seminars, this was the most life-changing for me. I will take everything with me back to my life and my workplace. It hit every bullet I wanted to touch."
R. Jucht
Central Valley School District

"The instructor was very informative and kept my attention well!"
Kevin Puckett
CUI, Inc.