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	<title>Cheeky Monkey Business Solutions &#187; Tough Management Style</title>
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		<title>When does tough talking become bullying?</title>
		<link>http://cheeky-monkey.co/blog/2010/02/26/when-does-tough-talking-become-bullying/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=when-does-tough-talking-become-bullying</link>
		<comments>http://cheeky-monkey.co/blog/2010/02/26/when-does-tough-talking-become-bullying/#comments</comments>
		<pubDate>Fri, 26 Feb 2010 16:06:20 +0000</pubDate>
		<dc:creator>Nina Dar</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Motivation]]></category>
		<category><![CDATA[Bullying]]></category>
		<category><![CDATA[Tough Management Style]]></category>

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		<description><![CDATA[<p>So this week we debated at length if Gordon Brown was a tough talker or a bully, where is the line and how do you know if you have over stepped it?</p>

<p>For me this was a tough question as <strong>I am a well known tough talker </strong>and many times I have had to consider if I crossed the line.  So have I?</p>

<p>Undoubtedly throughout my career yes several times.  <strong>Does that make me a bully?</strong> No.</p>
]]></description>
			<content:encoded><![CDATA[<p>So this week we debated at length if Gordon Brown was a tough talker or a bully, where is the line and how do you know if you have over stepped it?</p>

<p>For me this was a tough question as <strong>I am a well known tough talker </strong>and many times I have had to consider if I crossed the line.  So have I?</p>

<p>Undoubtedly throughout my career yes several times.  <strong>Does that make me a bully?</strong> No.</p>

<h4>Why?</h4>

<p>At Cheeky Monkey we are driven by our client’s company objectives.  What they want to achieve is very personal to us because we know we can have a direct impact on that with the work that we do on their behalf.</p>

<p><strong>We are passionate and uncompromising in delivering a Human Approach to Innovation and Change:</strong></p>
	<ul>
<li>We say what no-one wants to say and everyone wants to hear</li>

<li>We think, say and do the unthinkable for the management team</li>

</ul>


<p>And as a result of this <strong>we deliver business benefits that go way beyond the project headlines</strong>.</p>

<p>It is the management of change by being focused and passionate about the PRIZE, delivering objectives, improving profitability and winning!</p>

<p>It is never personal and never about personality.  It is also never about the protection of authority or status.</p>

<p><strong>I have never been interested in whether the situation looked good for me</strong>.  If it delivered and the team were seen to be successful as a result of our actions it’s a job well done.</p>

<p>What can you do to make sure you are not crossing the line but are in fact tough enough?</p>
<ul>

	<li>1.	Your team need to know why they are doing what you have asked them to do and where it fits into the bigger picture</li>
	<li>2.	They want to be treated as adults, so when they challenge what is being done and why, listen and be honest with your response</li>
	<li>3.	Make performance appraisals relevant and more frequent.  Personal objectives need to be stretching but achievable and show progression and success</li>
	<li>4.	Reward people in a way that makes a difference to them; be able to answer the question “what’s in it for me?”</li>
</ul>

<p><strong>Unhappy workers can’t work</strong>, that is a fact.  <strong>But what is making them unhappy </strong>your style of the fact they can’t deliver.  Some people are just not up to the job and then it is a HR issue.</p>

<p>The ability to manage your emotions is of course critical.  <strong>Frustration is the precursor to anger add stress to the equation and BOOM!!</strong> The forces of hell will be unleashed and Alistair Darling can tell you how that feels.</p>
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