Feed Lot

NOV 2018

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

Issue link: https://feedlotmagazine.epubxp.com/i/1044878

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when you consistently have every- one's complete attention. In time, you will find that people enjoy meetings more because they have a place to share opinions, express concerns and have a greater invest- ment in the outcome of decisions. Making a True Apology: "I'm sorry!" said with a tone that is more out of frustration for being caught—rather than remorse for their inappropriate behavior—is far too common. We can teach the elements of a true apology by expecting that each of these three "R's" is included in each apology: Responsibility—The person sin- cerely says that they accept full re- sponsibility for their action, rather than offering excuses, minimizing the consequences, or blaming it on someone else. Remorse—A truly emotional ex- pression of sorrow for their action that includes humility, contrition and regret. Repair—A description of what they will do to ensure that the infraction doesn't happen again and do all they can to repair any damage done. Anyone that attempts an apology without all these elements is simply brushing aside their inappropri- ate action in hope that everyone forgets about it—without any real change required in their behavior. Don Tyler is founder of Tyler & As- sociates Management Coaching. For assistance with these and other difficult management challenges, Don can be reached at dhtyler@frontiernet.net or by calling 765-490-0353. FL We seem to be losing some es- sential skills that make the work- place culture, business relation- ships and all interactions more productive and enjoyable. Though this list could be quite long based on personal experience and pref- erences, here are four skills that I believe are being lost and how we can rebuild them in our workplace. Putting Yourself in the Other 3HUVRQ·V6KRHV The ability to openly see things from the other person's point of view requires humility, awareness, patience and self-confidence. The benefit of this skill is seen in greater listening ability, empathy, problem solving, rapport and in understand- ing those whose background is very different from ours. To develop this skill in yourself, practice asking probing questions such as, "Help me understand why that is important to you…" When developing this skill with your staff be sure to exhibit this trait so they have a good example to follow. Encourage them to share personal perspectives during meet- ings, ask others for their feedback and quiz them about other people's thoughts before making a decision. Common Courtesy: Much like "common sense," com- mon courtesy doesn't seem to be so common anymore. Tools are left scattered, trash is left in truck cabs, vehicles are parked in the way of traffic, equipment is left for someone else to clean, garbage is thrown in bins that are already overflowing, messes are left in the break room and less-than-kind re- marks are made over the smallest transgression. Our own hurried pace may be our per- sonal excuse for not showing as much common courtesy as we should, so our first corrective mea- sure is to be a consistent example of this behavior. Do a small favor, even when it is inconvenient. Make someone's day. Smile more. Crit- icize less. Catch someone being helpful, doing something right, or caring about someone else, and tell them you appreciate it. Some skills can be taught through training and repetition, but this one is best taught first by being the example, pointing out when you see it expressed by others and then sharing specific ways that everyone can express this trait. A high standard in this skill has a tremendous effect on your overall company culture. And it goes for everyone, not just managers. Communicating Face-to-Face: Technology provides great op- tions for quick communication, immediate access to information and instantaneous responses to questions. It also means that we can go all day and not talk to any- one face-to-face, which diminishes the accuracy in communication and limits the development of teamwork and trust. To improve this skill, ban look- ing at cell phones in meetings and face-to-face conversations, speak directly to people when you con- verse, ask questions of each person to ensure their engagement, and perhaps even assess penalties for not paying attention. It sounds dictatorial but consider the im- provement in efficiency, effective- ness and quality of communication MANAGEMENT REBUILDING LOST SKILLS BY DON TYLER 20 FEED•LOT November 2018

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