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Conscious Communicator Tip #13 – Stop Communicating What You Don’t Want (300 words or less)

Time to move on to Communication Sin #2 which is a Lack of Desirable Behaviors.

Many small business leaders become my clients to help them turn around undesirable behaviors and underperforming employees in their workplace.

These undesirable behaviors range from showing up late for work or to customer appointments late, making excuses for poor performance and follow through, missing deadlines, not sharing resources with teammates or failing to provide requested information to co-workers and customers in a timely manner.

I could go on but I think you get the point.

You’ve probably had similar experiences, if so, I’d love to hear about them (please go here and leave a comment or just e-mail with your experience to ).

This is an epidemic in workplaces today!

The perpetuation of this epidemic is mind boggling!

Often, my clients blame the employee. In reality, if this has gone on for any length of time (beyond 90-days), it is the business leader’s fault, not the employee.

Tolerating a Lack of Desirable Behaviors kills workplace motivation, morale and trust as co-workers see with their own eyes poor behavior and performance being tolerated and usually have to pick up the slack for underperforming teammates.

What does this have to do with leadership and workplace communication.


What I’ve learned in 12 years coaching leaders to transform their work environments is that most times when attempting to fix these issues, their communication style, and the language applied focuses on trying to stop the undesirable behavior.

This approach is backwards, confusing and not direct enough.

Small business leaders need to communicate the type of behavior desired of employees, not what they don’t want.

This is easier said than done, more next Monday, 4/15 on why that is so!

’til then, make this week a week of specific communication!

skip weisman, transforming leadership and workplace communication to deliver champion level results

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