Whether your issue is keeping your engaged people on track or helping the disengaged to get back on track, all small business owners are looking for simple methods that will achieve results without costing a fortune.

At the heart of a strong employee/owner relationship is communication. Old fashioned, face to face, one-on-one conversations. Sounds simple, doesn’t it? The question is . . .are you making the most of your opportunities to have conversations that engage?

I believe there are 8 conversations that every manager should be taking advantage of in their quest for an engaged workforce. Some of these are conversations you are probably already having and some are new conversations for you to consider introducing. All have been selected because they give small business owners the opportunity to directly impact on the engagement levels of their employees.

1. Job preview

Don’t just conduct an interview . . . give them a realistic preview of what the job will really be like including the highs and the lows, the positives and the negatives. If after hearing what it’s really like they are still keen, then you have a far greater chance of retaining them in the longer term.

2. Induction review

An induction review conversation allows you to get feedback on the effectiveness of your induction process as well as give the new employee a sense that they are now really part of the organisation if they are able to immediately contribute to making an improvement to the induction process. It also allows you to address any questions or concerns the new employee may still have.

3. Probation review

Traditionally, the end of the probation period is when an employee has their status as a full time staff member confirmed. Why not also use this conversation as an opportunity to learn more about the employee, their goals and aspirations, their strengths and weaknesses. They may be more willing to discuss these things with you now that they know their employment is secure.

4. Performance review

Too many small business owners (and employees) look upon the performance review process as a “form filling exercise”. They don’t take full advantage of the opportunity to have one of the most crucial engaging conversations.

5. Employment anniversary

Put yourself in the shoes of the employee. A milestone arrives, another year on the job, and no one notices. It’s a bit like having a birthday and everyone forgets. Now imagine what it feels like to have your birthday remembered and even celebrated. The purpose of this conversation is to get them to think about the year just gone and to contemplate the year ahead.

6. Major event

It may be appropriate to initiate a conversation with your employees before, during and after a major event, particularly those involving change. Your goal should be to explain what is going on, answer their questions, discuss any of their concerns and, finally, get their input and feedback on how the process is being handled.

7. Stay interview

The important question that remains unasked in so many exit interviews is not “why are you leaving” but “why are you not staying?”. Rather than leave it until it’s too late, why not conduct a workplace health check in the form of a “stay interview”. The stay interview is a relatively new addition to the small business owners toolkit. The main benefit of this conversation is that small business owners are able to identify issues and problems at an early stage before they reach crisis point and people start leaving.

8. Exit interview

The exit interview is designed to uncover issues that were glossed over, promised and not delivered or misunderstood during all stages of the employee’s relationship with the organisation. They can also be used to highlight the areas where the organisation is excelling! What you learn in the exit interview process should be used to improve the realistic job preview discussion that should form part of your recruitment process.

These conversations don’t have to be difficult or time consuming. They can be a highly productive use of your time if you do them correctly. However, if you make a half hearted attempt they can have the opposite effect and actually decrease engagement. So here are a few quick tips on making the most of the 8 conversations that engage:

• Make it more about the dialogue than the paperwork
• Have a clear purpose before you begin
• Discuss the real issues rather than just the easy topics
• Choose the right time and place
• Be genuinely interested in hearing feedback
• Take action!

Author Bio: Karen Schmidt from Let’s Grow! describes herself as a workplace gardener who is on a mission to grow managers into engaging leaders.  To add to her 20 plus years of practical experience she has formal qualifications in Human Resource Management and Adult Education and is the author of two books. For more information or to get in contact with Karen, view her profile.

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Trade mark registration is not compulsory but it is advisable. A trade mark can protect your brand name against misrepresentation under the trade practices or fair trading legislation.

A trade mark will add value to your business

An appropriate trade mark should be an integral part of the marketing strategy for your goods and services. Your clients will identify a certain quality and image with goods and services bearing your trade mark.

Types of trade marks

A trade mark can be a word, phrase, letter, number, sound, smell, shape, logo, picture, aspect of packaging or a combination of these. Commonly a trade mark is associated with a logo or brand.

Registration of your trade mark

Once your designer has created your logo and you have approved it, you can then apply to register it. A registered trade mark gives you the exclusive legal right to use, license or sell it within Australia for the goods and services for which it is registered.

Always search existing trade marks before using a mark or applying for registration. You may find yourself the subject of legal action if the mark you propose to use is already registered or in use by someone else.

Go to IP Australia for more information www.ipaustralia.gov.au

What does it all mean?

There’s the TM symbol, which basically means “I’m thinking about, or am in the process of registering my design as a trademark – or I just have this design and want to claim it as protected”.

Then there’s also the ® (register mark) symbol, which means “I went through the process with IP Australia and registered this thing!” You’re not allowed to use this symbol in trade until you get the certification that your logo has passed their tests.

So, when you embark on this registration process, technically you should end up with 3 sets of logos:
1.Logo with no symbol (you need this to register, and it can come in handy in case you’re printing anything that’s too small to have the TM symbol visible),
2.Logo with TM symbol, and;
3.Logo with register-mark symbol.

Author Bio: Claire Connelly is the Director and creator of Papercut. With many years experience in creative arts, visual merchandising and a dedication to brilliant design, Claire’s motivation for starting her own studio was a drive to direct a unique communication service, while also leading Canberra studios in a new era of sustainable design. For more information about Claire, or to get in contact, view her profile.

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What is a media list?

A media list is a list of reporters, editors, producers, bloggers, authors and other influential personalities in your industry. Media list is a bit of a misnomer, it’s more of a “pitch list” because it includes more than just journalists.

Who does what?

Generally speaking a ‘journalist’ or ‘writer’ researches and writes the stories that appear in the media. The ‘editor’ will often assign stories to the journalists and writers and will also have the final say as to what goes into the story and what gets left out. A ‘producer’ usually works behind the scenes in TV and radio and this is the person who decides who will be interviewed and what topics are discussed or covered in their show/s. The ‘producer’ will tell the presenters who they are going to be interviewing or what they will be talking about. A ‘blogger’ tends to be a solo operator so they will generally research their own material and write about it or review it.

Why you need a media mist?

Let’s say you have a new product to launch and you’d like to announce it to the press (in hopes of getting some write-ups in magazines or a radio interview). Do you know who to send your announcement to? Having a media list on hand will help you target your announcement to the right reporter at the right publications.

Where do I get a media list?

You can buy a ready made one, hire a PR professional to build a custom one for you, or simply create one on your own! There are also companies that will distribute a media release for you but you are not given the media list, so you can’t follow up or establish a relationship with the media.

How do I create a media list on my own?

You’ll need to do some hefty legwork. First, go the library, newsagent, or search online and find all the magazines, newspapers, weekly periodicals, etc. that you see yourself being featured in. Check out the mastheads. Learn the sections. Make note of the bylines. Then you can search online to find their contact information if available. You may have to do some detective work to track them down.

How to make your media list work for your Small business

Start off strong

Instead of spending hours researching who to pitch and creating a media list from scratch, consider buying a list and ensuring that you have a solid foundation to start from. You’ll save yourself a lot of time and headaches.

Keep it updated

Journalists change careers fast;  it’s a high turnover business. Your list may feel up-to-date one day and outdated the next. Stay on top of changes to ensure your list is current. You may have to do some research here and there to keep the list relevant. Often a bounce back email will provide the replacement person’s contact details so be sure to take note. And sometimes the new person will be allocated the previous contact’s direct phone line.

Expand your reach

Remember, your media list is actually a “pitch” list – consider adding a variety of professionals to the list including bloggers, producers and even authors, talk show “talking heads,” and other influential people. If you see someone speaking at a tradeshow or on the television about something to do with your industry, add them to your media list as a contact to share relevant industry news with.

Organise your list

Keep your list organised for easy sorting. Every time you email, call or meet with a reporter, note it in your spreadsheet. Also make special notes of any interesting tidbits they tell you, whether it be about the title of the section they edit or the names of their kids. It is an excellent reference sheet for you and will help you stay abreast of the contacts you make.

Add contacts that contact you

A contact may email you through your general email and ask to do a review of your product. Be sure to diligently add that journalist to your media list and make note of how the relationship formed, etc.

Pitch only relevant stuff

A media list is just the start of your PR journey. Never spam a reporter with boring announcements. Personalise your pitches and always strive to develop one-on-one relationships. Sending random press releases will leave a negative impression with journalists – so don’t do it!

Think outside of the box

Think about how you can add to your media list over time. For example, perhaps your product or service crosses into another industry. If you’re a real estate professional offering investment advice, perhaps you can connect with both personal finance and real estate reporters. You can grow our media list over time by considering alternative ways to promoting your business.

Use your contacts

Don’t be afraid to ask a journalist if they can tell you a more relevant person to pitch your story to. Perhaps you have something that would make a great gift for Christmas or Mother’s Day. Ask the media people you have contact with if they know who is looking after the Christmas or Mother’s Day gift guide.

Use the media You consume

You are also a consumer of media. Next time your read a newspaper or magazine and find an article or segment you find interesting cut out the page and keep in an ‘inspiration’ file that you can call on down the track. Often such media will provide you with the name of the journalist and sometimes even the email address.

Stay Positive

Press is something you earn over time. Stay positive and continue to be persistent in developing meaningful relationship with the contacts on your media list.

Author Bio: Jules Brooke is the owner of Handle Communications, a full service PR agency, and is a partner in Handle Your Own PR, a DIY PR website that offers free advice to small businesses on how to run your own PR campaign, as well as selling media contact lists. For more information about Jules and to get in contact with her, view her profile.

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Running a small business requires a range of skills. Smart owners know that they should take advice from others in areas that are outside their expertise. The problem is that unless you are careful you can find yourself getting bad advice from well meaning people who may be operating from old paradigms. This is particularly true when it comes to the topic of staff. The result can be that you waste time, money and sleep plus potentially damage your reputation with potential employees, customers and suppliers.

So what are some of the staffing myths that lead small business owners up the garden path? Here are the top 7 I have come across.

1. Use family, it’s cheaper

It may be cheaper in terms of wage costs but employing family members can turn out to be far more expensive than you might imagine in the long run. Giving directions or correcting errors is hard enough with a paid employee but when it’s your spouse/child/cousin it can be even more difficult. Plus, it all depends on whether that family member has the right skill set for the job. It is false economy to let someone perform a role when they don’t really know what they are doing and other people have to compensation for their lack of skill.

2. Stick with casuals and contractors

This is a great way to have flexibility and avoid unfair dismissal laws but it is not the best way to create a committed, engaged group of people who are passionate about helping your business to succeed. Sure, use short term hires for tasks and projects that really are short term but when it comes to ongoing work you are always better off with someone who has a greater level of commitment to the business. The only way you can get them to commit is if you commit to them by making them a permanent employee.

3. Hire people that are like you

In theory this sounds great but in practice it can limit the growth of your business and lead to insular thinking. Unless your customers represent a very narrow, easily defined demographic having a range of people on your team can be an excellent way of customising your service offering. IBM learnt this one the hard way when they found that recruiting people who were identical just didn’t work.

4. Use young people, they are cheaper

I’m all for giving young people a start in their career but don’t employ them simply because you perceive they cost less because you may find it costs you more money. If a more experienced person is required they are likely to be more cost effective in the long run as a young, inexperienced person will require greater training and more supervision to get them up to speed.

5. Don’t use young people, they are too much trouble

The wrong young people are too much trouble, just as the wrong people of any age can be. Avoid stereotyping someone simply because of their age. Yes, they will require a bit more guidance on the unwritten rules of work but think of the upside. You have the opportunity to train them to your requirements, rather than having to retrain a more experienced person who may have developed bad habits in past jobs.

6. You can’t compete with larger organisations for the real talent

There are just as many advantages and disadvantages working for a large corporation as there are working for a small business. Many people are making a calculated decision to regain their work life balance, to find employment in their local community and feel they are contributing something rather than simply making money for a faceless conglomerate. Good people are looking for good employers so if you can become one it doesn’t matter how big or small you are.

7. If you pay people enough money the rest doesn’t matter

Oh yes it does. There has been study after study that proves, after a certain point, money ceases to motivate people. They need someone else, something less tangible to keep them working at their best, to get them caring about what they do and how they do it. In fact one of the most valuable rewards is flexible working conditions for both parents and non-parents. This is something that small businesses are ideally placed to offer.

So, how many of these staffing myths have you been guilty of believing? How far up the wrong path have those beliefs taken you? If you want to get back on the path to an engaged workforce then start by examining the way you think and then developing some new beliefs. Before you know it you will be on the right track for staffing success.

Author Bio: Karen Schmidt from Let’s Grow! describes herself as a workplace gardener who is on a mission to grow managers into engaging leaders.  To add to her 20 plus years of practical experience she has formal qualifications in Human Resource Management and Adult Education and is the author of two books. For more information or to get in contact with Karen, view her profile.

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The trend of consumers moving to online shopping is dramatically increasing fuelled by a budget conscious consumer who wants the best possible product for the best possible price. In response to this trend retailers recognise the need to set up online shopping portals to maximise profits and reach a strong online customer presence that is otherwise inaccessible.

In this article I will outline the top 10 tips to retailers for successful selling online.

1. Look the most professional/trustworthy

Online customers shop around and if you don’t have a professional website that is in the first 5 search results on Google you will have difficulty attracting traffic to your site. Make sure your site resonates with your target market and is visually aligned with your core product positioning to ensure you gain trust and attract engagement.

2. Explain everything as well as you can

Online content must be well written, clear and concise with easy navigation that facilitates simple information sourcing. Making use of videos and image galleries wherever possible to communicate and engage your shoppers is vital because unlike the traditional shopping experience, online portals do not allow for tangible interaction or access to the 5 senses.

3. Make the process super easy

Online shoppers are savvy and ‘multi-shoppers’ meaning they can be in several online stores at once comparing products and prices, which means that attracting them to your store is only half the battle. Don’t make your site/sales process difficult or time consuming for customers, easy sites to navigate are ones where there are no login’s or screen scrolling and all navigation is clear and succinct.

4. Show people’s opinions of what you are selling

Consumers are reviewing, complaining and endorsing via online media so it is imperative that businesses understand consumers will research online and the results may not always be positive. Placing testimonials from existing customers on your website will help build trust in your product/service and keep consumers from leaving your site to conduct research.

5. Give an incentive for them to buy from you

Online businesses cannot rely on a salesperson to close the sale so making the best use of incentives, such as a free gift with purchase or discounted shipping, will assist in closing the sale and can place you a step ahead of your competitors.

6. Create a sense of urgency

Due to the ease of exit online and the budget conscious consumer, creating a sense of urgency such as a ‘limited time only’ offering will encourage shoppers to purchase on the spot if they have a sense that they might ‘miss out’ on that special offer.

7. Answer their questions without them having to ask (FAQs)

Many shoppers want to know how long shipping will cost and take, if they can get store credits or refunds, what the exchange policy is, where and how the product is made etc. This information should be available on your site for them to access easily and if it’s not you risk losing them as a customer.

8. Make your products easy to find with intuitive searches and accurate categories

Make sure you have a clear and visible search bar where customers can search for key words or specific products. Categorising your products via navigation tabs on the home page will make searching for products simple and clear but it is important to make sure your categories are relevant for both your products as well as your target market. Ie: by demographics, sex, styles, genre, sizes, etc.

9. Give them a reason to come back

A lot sales happen to existing customers so you need to offer them a reason to return. The facilitation for newsletter subscription and email entry will allow you build a database who you can communicate regularly with. Newsletters that drive traffic to your site through special offers and discounts as well as relevant and up to date website content will encourage repeat traffic to your website. Added incentives, quick shipping and delivering on promise will also provide customer satisfaction and build trust, giving them reason to return to your store.

Author Bio: Matt Granfield has ten years’ experience in developing digital, marketing and PR strategies for some of the largest organisations in Australia and is the co-owner of Gold Coast online marketing and web design company e-CBD. Matt also writes for Marketing Magazine as their resident ‘digital guru.’
Website | Twitter | LinkedIn | Blog

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It’s a tricky question really. Security means different things to different people and the way people respond to feeling insecure varies significantly.

Think of it like this. The first 120 days of any new job are a lot like a honeymoon. If there are niggly annoying things, it’s easy for all parties to bury these, hoping they are not the precursor to bigger uglier problems.

For many reasons, however, problems pop up in the probationary period all the time.

If you’re an employer, put yourself for a moment in the shoes of someone starting a new job.

Here’s what they may see….

The job seems different from what was actually advertised. Expectations are unclear and formal inductions forgotten. The person who seemed so friendly in interview has disappeared behind their desk in piles of paperwork. They receive a call from the payroll team cranky about missing superannuation forms. The printer is out of paper, but there’s a deadline looming. They’ve offended someone. They have no idea how. Then the office all empties out for Friday night drinks.

Back to you, the employer.

It’s nobody’s fault and even though it seems like it, there’s no conspiracy going on. However one person thinks there is. That’s the person who sees it all as part of one package – your new hire. Add into this mix that one of the biggest fears we’ve heard from new employees is “what happens if I say something” and in enters insecurity.

So what is security?

For an employee to feel attached to your organisation, they need to feel secure. Without feeling secure it will be difficult for them to trust you, feel accepted by you, and feel as if they belong. In the workplace there are broadly three types of security: physical security; financial security and emotional security.

Physical security includes whether an employee feels safe. Are they free from hazards? Will they get home safely?

Financial security includes whether employees feel that their job is safe. They may ask, is the organisation actually able to fund my employment? Am I going to get paid on time? Am I earning what I was promised in interview?

While identifying physical and financial security are easy because they are almost tangible, assessing emotional security is where things get a little murky. Here’s why.

If I, as an employee feel emotionally secure, my perception of myself is not being threatened. If I feel insecure I start to question who I am and what I stand for. I ask am I capable of performing in this role. How do others see me? What does my manager really think of me? Do I really deserve to be here? These feelings are not uncommon.

We’ve all been here.

How this plays out is interesting and as varied as the number of human beings on this planet.

Some employees start to talk too much. They may “big note” their achievements. They may not listen. Or they may do the opposite – go really quiet, shut down, not participate or volunteer new ideas. They may disparage the new organisaton and compare it to their previous one.

One of the biggest challenges we’ve found, is that it is really difficult to determine how secure an employee feels just from observing or interacting with them. Managers tend to discount the enormity of the pressure of changing roles, or think about how they have responded in a similar scenario. If a person seems confident, and under control, then they must be – right?

Wrong.

The key to understanding how your employee really feels about their new job, is to measure it more objectively. What you think may be important, may not be such a big deal to anyone else.

We’re interested in your thoughts on what security means. Please feel free to comment below.

Author Bio: Anthony Sork the creator of the Employment Attachment Inventory. The world first, internationally patented business instrument used by leading organisations to reduce attrition and increase performance of new employees. To learn more about Anthony Sork or to get in contact, view his profile

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Employee attachment is all about creating bonds. An employee’s first day of work is critical in getting the relationship off to a good start. It is the smile and welcome, opening the door to how attached they become to your organisation. Poor attachment will always lead to unwanted attrition and can cost an organisation hundreds of thousands of dollars.

Here to help you are eight essential tips for day one.

Don’t delegate the “meet and greet”.

An employee needs to feel welcome. Their immediate manager or supervisor should be the one who welcomes them and shows them around when they first arrive. Too many times this task gets delegated to someone else. But this is a critical first stage to an employee feeling valued, and to gaining an insight into who is who in the organisation.

Introduce them to senior leaders.

Make senior leaders aware that someone new is starting, and that they need to make an effort to introduce themselves to the individual. This improves the communication channels, and again, makes the employee feel valued and aware of who is who in the team.

Deliver on your promises.

Follow through on what was agreed during the recruitment process. A major cause of employee attrition is when promises are broken, or the job has panned out to be something completely different to what was described during the hiring process.

Give them some space.

Physical orientation is important, and by that we mean knowing where bathrooms and lunch rooms are. Often new employees can feel too embarrassed to ask where the bathroom is. It can single them out as a “newbie” at a time where they may need to be establishing their authority in a role.

Providing the worker with some personal space to process information is also important.

Enable access and prioritise safety.

A new employee’s ability to get in and out of the building without having to rely on someone else is also vital. For female employees personal safety is one of those deal-breakers.

Lay out a plan for the coming days.

Providing an employee with a plan of what they will be doing the following days can help them to develop and meet reasonable expectations.

Allow them to contribute.

It’s human nature. Many employees are keen to hit the ground running from day one. So start as you plan to continue. Being heard and acknowledged is important for all.

Don’t make comparisons.

Never compare a worker to their predecessor. By all means acknowledge the good work their predecessor did, but get excited about the new way this new staff member is going to make the role their own.

Author Bio: Anthony Sork the creator of the Employment Attachment Inventory. The world first, internationally patented business instrument used by leading organisations to reduce attrition and increase performance of new employees. To learn more about Anthony Sork or to get in contact, view his profile

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The last thing you want to do is annoy your followers, but if you tweet, update or post too often, this is exactly what you’ll do.

We’ve all followed someone on Twitter only to be searching for the ‘unfollow’ button when it become obvious they’ve got social diahorrea, and they’re updates and coming through quicker than Casey Stoner on race day.

Timing is very important when it comes to tweeting, posting and updating platforms like Facebook. If you get it right, your followers will love you, but get it wrong and your updates will be treated like SPAM and engagement with your brand will drop.

It might seem like common sense, but here is our quick guide:

Blog posts

Frequency: 1-2 per week

Writing a blog post takes longer than writing a tweet or a Facebook update so you will naturally not post as often, but blog posts also have a much longer life span, so be sure that each post is given enough time to be read, commented on and shared.

Facebook updates

Frequency: 1-2 per day

Facebook is still the platform people use to connect with friends and family, so a company posting a series of updates more frequently than your ‘nearest and dearest’ is not a good look. One or two quality posts a day should suffice.

If you set Facebook to automatically post your tweets then bare this in mind. This is one of the least popular features on Facebook.

Tweets

Frequency: 1-12 per day

Tweeting should be your most frequent activity. This is what the platform was built for, but be sure to space them out. One quality tweet an hour is more than enough. If you have an event on and you are providing live coverage via Twitter, for example, ensure your followers know this in advance and understand why your tweet-rate has increased.

At the end of the day, every company is different as is every user of social media, but following this simple guide should ensure that your brand steers clear of the term SPAM.

Author Bio: Simon Hunter am the owner of Dotpoint – an agency which specialises in copywriting and digital consultancy. Simon has been working as a writer and online marketer for 13 years. To learn more about Simon or to get in contact, view his profile.

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Society in general has seen a trend away from ethical and honest behaviour, and modern business practices are no exception. Good work is overlooked and those who have a slicker approach are rewarded.

Remember the “good ‘ol days” when a handshake was a firmer deal closer than most modern day written contracts? When a successful business traded on reputation rather than advertising budget?

So what has caused this trend away from honest and fair business transaction to the sly and “dodgy”?

Technology is one of the biggest contributing factors. The world has shrunk with easier and more accessible forms of communication and potential consumer markets have grown exponentially. It is no longer necessary for business survival or viability to have a good reputation within their local area of operation.

In fact many successful and highly profitable businesses are well-known within their particular industry for unethical practices and yet continue to prosper. This is because the average consumer suffers blissful ignorance until they are stung.

“But I’m a good guy how I do show this to customers?”

Frank and honest communication.

If a customer is asking for something that cannot be achieved by your business or within their expected timeframe, tell them exactly that. Offer alternatives and solutions, this in itself should be your basis of quality customer service, and can do nothing but add to your reputation as a fair business to deal with.

Do not take advantage.

To err is human, and it’s easy to make a mistake. Sometimes a mistake may be to your financial advantage. Eg. An inadvertent discrepancy in a Quote. Inform your customer immediately and refund any overpayment. Or if on the other hand you inadvertently undercharge – again tell your client immediately, but simply cop it sweet. This will clearly demonstrate your honest approach to business.

Transparency in pricing policies.

How many times have you been caught getting what you thought was a great deal, only to be hit with hidden costs? Put yourself in the place of your customer, tell them what they need to know, and this means everything.

Encourage ethics in your employees/representatives.

Lead by example. Your behaviour is where employees get their cues. Be clear on your expectations, principles and standards. It matters not a jot how “good” you are, if these principles and practices are not adopted and adhered to by those who represent your business.

Treat your suppliers like clients.

Application of the above principles in all dealings with suppliers or subcontractors will again serve to demonstrate your ethics and standards.

Yes it’s a cliché but be mindful of the Golden Rule: “do unto others as you would have done unto you”

The big players may be able to survive and prosper within the limitations of a bad reputation, but to a small business an exemplary reputation is everything, you will not survive without it.

Author Bio: Marianne Cook comes from a background in Construction contracts/costing. In 2008 she founded “XXXTC Strippers & Showgirls” in response to many complaints from showgirls regarding unethical practices within the industry, and the use of intimidation to compel them to succumb to unfair pay and working conditions.  XXXTC has fast become Melbourne’s leading adult entertainment agency, and the agency of choice to showgirls who desire to work with a dedicated and professional team.
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Bullying in the workplace appears endemic, if the results of a national survey are true. In a recent WorkPac survey of 5100 people, approximately one-third of workers said they have been victims of bullying, often by their managers.

There’s a difficult demarcation between the boss being a bully and being a “rough diamond.”

So what is that difference?

That’s such a complex question, especially when it comes to giving employees feedback on their performance. Many of us don’t know that line. Nor do we know the best line between being too soft or too hard.

If we’re honest, we know that giving good feedback is so tricky, and that often we don’t do it well. This may be because we’re not taught how to do it. Or that we’ve never been given good feedback to learn from the example of others.

Many of us have an innate need to be liked. We fear the reactions of our employees if we ask them to improve. So we avoid giving feedback or we sugarcoat it. Adding to the confusion is that we may never really know if we’ve been effective in giving feedback. Humans are effective at masking their true reactions to what’s being said.

So if you have a performance review or a difficult conversation you’ve been dreading, here are a few tips on giving feedback that might help.

First up, it helps if you create a culture of encouraging feedback between all employees in the workplace, including feedback on your own performance as a manager. You may want to stress that the most valuable feedback tells you and others, something they did not know. It does not just affirm things you already understand.

Don’t avoid giving feedback because you think that an employee may not want to hear it.

Often the giver of the news finds it harder than the hearer. You will actually find most people to be receptive. They will be even more receptive if you position the feedback you provide in terms that you have a valuable set of information that can help them as an employee.

Be sensitive to the relationship that you have with your employee. If you know the communication style they relate to then use that. There are people who respect a direct approach and others who respond to a more collaborative style.

Do not come from the position of authority or superiority. Try a position of support. If you have data from a feedback survey, or a performance review, then let the facts in that speak. Measured perception is valuable and objective. If you don’t have measurement, and are giving perceptions from a performance review, for example, then give specific examples so people can relate precisely to the scenarios you are talking about.

There is always a difference between what you deliver and what people hear. If you think that your employee is applying their own personal filter and turning feedback about a specific issue into something dire about their overall performance, then ask them if they follow what you are saying. You may want to ask them what they “think” you’re saying. You may be surprised at what you hear back.

Don’t forget the basics around respecting your employee as an individual. You value them, so tell them that. People will respond to feedback, if they feel secure in the relationship. Having said this, do not sugarcoat areas they need to work on.

There’s nothing worse than walking away from a meeting thinking, “I think I’ve been told something – but I am not quite sure what.”

Be mindful that for many people, feedback will be unexpected. Often people need time to process it through several stages until they reach acceptance. When you give feedback, start with the positives, or the opportunity that feedback can provide, end with a positive and give some action tips to get people moving.

We’d love your ideas on how to provide feedback. What’s worked well for you?

Author Bio: Anthony Sork the creator of the Employment Attachment Inventory. The world first, internationally patented business instrument used by leading organisations to reduce attrition and increase performance of new employees. To learn more about Anthony Sork or to get in contact, view his profile

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