From: Glenn Shepard

Dear Manager,

There is a science and a set of skills for:

• Getting people to respect your authority
• Becoming a strong, assertive leader that employees respect, without becoming an authoritarian jerk that they resent
• Eliminating unacceptable behavior such as arguing, insubordination, backtalk, and outright defiance
• Correcting people without demoralizing them

It’s not about disciplining people. It’s about effectively setting and enforcing healthy boundaries.

It’s not about being mean. It’s about being clear.

Can you grasp the wisdom of mastery-level skills of psychologically and emotionally understanding people, at creating a relationship with your employees that transcends a mere superior-subordinate hierarchy at actually being an INFLUENTIAL voice in their lives?

What we’re discussing here should not be confused with “HR” or (only) management.

There is another distinctly different, fascinating area of management that can be even more valuable to you – with its own strategies and tactics. Something even more valuable than basic leadership skills.

It’s the PSYCHOLOGY of understanding why people do the things they do so that you can get them to do what you want them to do.

If you’re in management, I invite you to watch this webinar.

Now to be clear, I’m not suggesting that any webinar can replace a college degree.

But here’s what I will promise you.

If you’ll watch this webinar, you’ll learn more about how to get people to do what you want them to do in less than an hour than most managers learn in a lifetime.

That last part is really key, because good leaders never stop learning.

Here’s why this is so important for anyone in management.

Before we can hold our employees accountable for not crossing boundaries, it’s our job as managers to do two things.

1. Clearly define the boundaries

This sounds simple, but it’s not. Here’s why.

Would you fire an employee for theft? Nearly every manager answers Yes.

And if someone embezzled $357,650 (the average amount according to the Hiscox Embezzlement Study: An Insider’s View of Employee Theft), you probably would.

But would you fire an employee for stealing a single Post-It Note? Probably not.

How about a box of Post-It Notes? Maybe.

How about a tractor-trailer load of Post-It Notes? Probably.

Somewhere in between a single Post-It Note and a truckload, there’s a boundary in your mind.

It doesn’t matter where that boundary lies. 

What does matter is that managers clearly communicate to employees exactly where that boundary lies. They’re not mind readers.