Shy People Can Be Great Networkers

Studies show that 40 to 50 percent of people describe themselves as shy, so look around and realize that half the room is feeling the same way you are.

Here are five reasons shy people can networkers:

They are polite. Etiquette has become a bit of a lost art these days, and when someone is is polite and well mannered, they are remembered and appreciated.

They ask to be introduced. There’s a myth that networking is all about cold calling people and walking up to strangers and passing out cards. Often the best connections are made through mutual acquaintances.

They listen more than they talk. People enjoy people who listen to them. “There’s a reason you have two ears and one mouth.” Shy people tend to ask questions and listen intently to the answers, only talking when they have something meaningful to add.

They bring a friend. Some networking experts frown on the idea of bringing a friend to an event since some people use this as an opportunity to stand together in the corner and avoid all other human contact. but Lyndsey Pollak believes the exact opposite. If you feel more comfortable and confident attending an event with a friend, then go for it.

They network online. While some shy people hide behind their email accounts, online networking is an important strategy. But instead of networking only online, I would encourage more introverted networkers to use online networks to introduce themselves before an in-person or on-the-phone interaction.

So, introverts fear not, you too can be an excellent networker.

(Networking Seminar by Dr. Mimi Hull)

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Addressing Team Conflict

Team conflict doesn’t have to be destructive. If well managed, it can be both healthy and productive.

What causes the team conflict?

• Poor or no communication
• Lack of skills to get to the “root cause”
• Lack of clarity of purpose, goals, objectives, team and individual roles
• Uncertainty about or lack of resources and sources for help and support
• Poor time management
• Lack of leadership and management
• Team members lacking skills, bored or not really interested
• Personality conflicts
• Personal problems
• Turnover

How to facilitate conflict resolution.

• Attack the problem, not the person
• Focus on what can be done, not what can’t.
• Encourage different viewpoints and honest dialogue
• Express feelings in a way that does not blame
• Accept your responsibility when appropriate.
• Listen to understand each person’s viewpoint before giving your own
• Hire a neutral facilitator

Match the Reward to the Person

For Affiliation Motivated Employees (I or S on the DISC):

• Give recognition in front of others. (I)
• Personal notes from supervisor. (S)
• Banquets. (large for I’s, smaller for S’s)
• Assignments that personal interaction. (I and S)
  

For Achievement Motivated Employees (D or C on the DISC):

• Job assignments with increased responsibility.
• Opportunity to see how they fit into the total picture.
• Opportunity for advancement.
• Tangible awards.

For Power Motivated People (D or I on the DISC):

• On-going program or site named for them.
• Opportunity to give input into direction of organization/group.
• Having coffee/lunch with people in authority.
• Recognition that is broad-based (use of media) and can be seen by people in authority, power.

Employee Rewards Programs

Manager initiated, performance based rewards:

• No cost recognition -verbal or written thank you
• Low cost rewards - candy (life savers, million dollar bars),traveling trophy
• Greeting cards
• Public recognition - newsletter, letter to family
• Time off - early day, late arrival, longer lunch
• Cash/gift certificates
• Food/clothing
  

Company initiated programs:

• Multi-level reward programs/point systems
• Contests
• Field trips/special events/travel
• Education/personal growth/self-development
• Advancement/responsibility/visibility
  

Awards for specific achievements:

• Outstanding employee awards
• Productivity/production/quality awards
• Customer service awards
• Sales goal awards
• Group team awards
• Attendance and safety awards

Five Effective Tips for Employee Recognition

Employee recognition is a retention tool that reinforces and rewards the actions and behaviors you most want to see people repeat. Susan Heathfield suggests that when you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee.

To do this..

• Be sure to establish criteria for what performance or contribution constitutes rewardable behavior or actions.
• Allow all employees to be eligible for the recognition.
• The recognition program must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized. The means as well as the ends are important.
• Reward anyone who performs at the level or standard stated in the criteria.
• Give the recognition as close to the performance of the actions as possible, so the recognition reinforces behavior you want to encourage.
  

(From Motivation and Retention Seminar by Dr. Mimi Hull)