Absence Management - treating people fairly 241222.pptx
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I've summarised my approach to managing absence on a slide - I hope you find it useful. Adopting these principles is not easy because you need to take responsibility for your actions and be prepared to justify your decisions, as you can't hide behind a generic set of rules. It will, however, improve overall performance and increase people satisfaction with reduced absence, absenteeism, and attrition rates. Please use the following link to check out my full article on LinkedIn: https://www.linkedin.com/pulse/absence-management-you-cant-say-fairer-than-jon-stephenson
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I've often used Edward de Bono's Six Thinking Hats® at work to provide a structured but creative and highly effective approach for formulating strategies to tackle difficult and challenging situations, on both a group and individual basis.
As I have recently left my employer, I thought I would apply the hats to develop a clear job hunting strategy for securing my next role.
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Red Hat - how do you feel about the facts/situation?
Black Hat - what are the causes of your negative feelings and what do you consider to be the downside of the situation?
Yellow Hat - what are reasons for your positive feelings and what do you consider to be the upsides?
Green Hat - what ideas/options can you identify to overcome your negative feelings, address the downsides and build upon your positive feelings and the upsides?
Blue Hat - taking everything into consideration, what clear actions are you going to implement to take control of the situation?
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What's got three pairs of arms, giant feet, eagle eyes, a pig's snout, a brass neck, and thick skin?
If you're looking for a new job, I hope you match that description because I reckon those are some of the key attributes that a job hunter needs to be successful!
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I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
I told them it was a team challenge and said my co-facilitators and I would be observing their behaviour during the task, and we'd judge their products at the end of the exercise.
At the end of the task, I asked them to come up and present their products. When all four groups had finished, I complimented them on the quality of their individual items but then reminded them that it had been a team exercise.
I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
They'd chosen to internalise their measures of success and work as individual groups jockeying for position rather than one large team. They'd created their own silos and thrown the problems for the customer over the fence - even though they knew the purpose of the offsite was to encourage cross-departmental working!
It was a powerful message - departments in the best organisations work together, not against each other, to improve their overall performance and deliver an optimal customer experience.
I ran the exercise at four more offsites and each time it was the same outcome. I'd sworn the earlier participants to secrecy and the first thing they asked their colleagues, when they returned to the office, was "How big was your horse?"!
The offsites had the desired effect - a clear commitment from everyone to step outside silos, establish cross-departmental communication channels and work collaboratively as one business. Clients welcomed the joined-up approach and there was an increase in satisfaction levels, cross-sales and retention rates.
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You can check out my full LInkedin article using the following link:
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Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
I was thinking about the advice I'd give to someone managing an incident for the first time and I came up with the following list:
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- Be assertive, not aggressive
- Ensure there are no egos in the room
- Listen to the experts
- Be decisive and inspire confidence
- Provide clear instructions
- Be prepared to react to a changing situation
- Learn fast and keep learning
- Stay in the present, don't look back
- Leave any retrospection for the Post Incident Review
- Make a record of all actions and decisions
- Communicate regularly to the wider team
- Revise your business continuity plans (after the incident) based upon the lessons you've learnt
I've summarised the above list on a slide. If you're new to incident management, I hope you find it useful. If you're an experienced Incident Manager, what would you add to the above list?
To read my full article, please go to:
https://www.linkedin.com/pulse/incident-management-learn-fast-dont-get-furious-jon-stephenson
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I was introduced to the A-Frame by an inspirational boss many years ago, and I've used it ever since with both new and established teams.
It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
Applaud - what would you like me to continue doing?
Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
Before committing to the exercise, it's essential that your team feel empowered to provide objective feedback, and that you're in the right frame of mind to receive it. Don't be defensive or try to rationalise it - take it as an opportunity to learn.
I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
It's important to track progress against the plan and request feedback on a regular basis as their needs may change over time. You'll find that your team will be more precise and get better at providing examples each time they complete the exercise.
I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
So, why not give it a go? I'm sure your team will engage with the process, and they'll be delighted with the changes you make and the positive impact it has on their intrinsic motivation and overall performance. Embrace it and you'll start to hear great things, like what you see, and have a spring in your step!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/team-feedback-youve-been-framed-jon-stephenson
Client Retention - a strategy to mind the gap!.pptx
Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson
Business Transformation - getting ready to scale and polish!.pptx
Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson
Mentorship - the butcher, the baker, the candlestick maker!.pptx
If you get the opportunity to become a mentor, through a scheme or a direct approach, I’d highly recommend it, and I'm sure your future self will thank you.
I’ve always enjoyed helping colleagues and I’d like to think I’ve played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson
Stakeholder Management - just what the Doctor ordered!.pptx
I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it’s essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson
Performance Improvement - at least we're not going backwards!.pptx
I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blasé attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
https://www.linkedin.com/pulse/performance-improvement-least-were-going-backwards-jon-stephenson/
Trust and Integrity - key behavioural traits.pptx
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Please check out my full article on LinkedIn where I discuss some instances where trust an integrity wasn't foremost in people's thoughts:
https://www.linkedin.com/pulse/trust-integrity-dog-ate-my-excuses-jon-stephenson
People Retention - maximising intrinsic motivation.pptx
People retention is a key issue in many sectors - so what can you do to reduce attrition rates?
In my opinion, it's about winning hearts & minds rather than just using carrots & sticks.
I firmly believe that many organisations fall into the trap of trying to make a boring, tough or stressful job more tolerable through extrinsic motivation. Yes, we know it's not a great job but look at the rewards & benefits package, the team spirit, the social events and the prizes (carrots) you can win! But if you're not very good at it, the carrots turn into sticks. When people leave these organisations, they often talk about missing their colleagues but very rarely their jobs.
So why don't you make it less boring instead?
Instead of just compensating for the nature of the role, you should also look at ways to make the job more interesting and enjoyable - enabling people to derive intrinsic motivation from it.
Creating a role that offers intrinsic motivation is more likely to reduce attrition. It will stop most people looking in the first place and make the others think twice before moving on. If people enjoy their roles, they are less likely to wonder if the grass is greener on the other side. When people do leave, they usually talk about missing their colleagues and loving their jobs. They also tend to retain a sense of pride, loyalty and emotional attachment to the organisation.
So how do you create the right environment for intrinsic motivation?
Alfie Kohn, in his excellent book Punished by Rewards, breaks it down into collaboration, content and choice. I have distilled this further into practical tips and summarised it on a slide I hope you find it useful.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/post/edit/intrinsic-motivation-key-people-retention-jon-stephenson
Project Management - at least it was delivered on time!.pptx
In project management, there are four main levers you can choose if you're struggling to meet the target implementation date - time, cost, scope and quality.
I've captured my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my pizza-inspired article on LinkedIn:
https://www.linkedin.com/pulse/project-management-least-delivered-time-jon-stephenson
Cost Management - don't flatten to deceive!.pptx
I remember a newly appointed Head of Finance in our first meeting, after he had been in the job a few days, saying to me "I’ve worked out where you can save a load of costs - you’re spending too much on associate consultants. I'm going to recommend to the CFO that we reduce the budget by 50%."
I asked him if he knew why we used associate consultants and he said he didn’t but he did know that it was too much. I then asked him how much time he had spent with the consultancy teams trying to understand the way they worked and if had he reviewed our cost-to-serve model. "None" and "No" were his answers.
I applauded his enthusiasm. I said I understood that he was eager to impress his new boss and wanted to make his mark by achieving some quick wins but he was genuinely surprised when I told him that I found his suggestion disrespectful. I said I needed a Finance Business Partner to help me manage costs - not somebody who just rolled up and proposed arbitrary cost cutting exercises without any context.
Tough love perhaps but too often in the past I'd seen short term gains leading to long term pain. Thankfully, I'd been blessed with some great business partners over the preceding years within that organisation and I knew the business couldn't afford to reverse the trend. Severe arbitrary cost cutting is deceptive and counter-productive - it will almost certainly damage your brand and, paradoxically, put more jobs at risk.
One of my old bosses used to call it "lazy management" - managing the numbers, not the business. Anyone can cut costs but managing them is a skill and it doesn’t have to be painful.
Some organisations default to major redundancy programmes to control costs. I've never lost sight of the human impact of redundancies so I prefer to minimise them by managing costs on an ongoing basis. Here's my slide summarising the key actions you can take.
Going back to my first story, we didn't reduce the associate consultant budget by 50% but we did improve the cost-to-serve, enhance the customer experience and raise intrinsic motivation levels. And the Head of Finance? It was an ongoing battle (after all this is a true story and not a fairy tale!), but it became easier over time as he started to see the long term benefits.
So, when it comes to costs - don't flatten to deceive, manage them to achieve!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/cost-management-dont-flatten-deceive-jon-stephenson
Positive Influencing - pull the other one!.pptx
I was first introduced to the concept of Positive Influencing on a leadership course many years ago and I have tried to apply it ever since.
The principle is simple but very effective. If the definition of influencing could be described as "affecting or changing the way that someone acts, behaves or thinks", Positive Influencing adds the caveat "...where both parties are happy with the outcome."
If you enter into a conversation thinking purely about achieving a pre-determined, one-sided outcome, you may succeed but it will probably end up being a Pyrrhic victory. You may achieve a quick win but if one party is unhappy, it's unlikely to be the start of a successful, long term relationship. The objective is to achieve a win-win where both parties view the end result as positive.
There are two main ways to influence people - using push (active) or pull (passive) behaviour.
I've summarised these approaches and their pros and cons on a couple of slides - I hope you find them useful.
Using the right techniques to positively influence people will definitely open doors for you.
Please check out my full article on LinkedIn:
https://www.linkedin.com/pulse/positive-influencing-pull-other-one-jon-stephenson
More from Jon Stephenson (20)
Business Transformation - what a refreshing change! .pptx
Business Transformation - what a refreshing change! .pptx
Job Hunting - pick over this fishbone for telephone interviews!.pptx
Job Hunting - pick over this fishbone for telephone interviews!.pptx
Resource Management - you don't need a DeLorean!.pptx
Resource Management - you don't need a DeLorean!.pptx
Continuous Improvement - implementing a clear strategy.pptx
Continuous Improvement - implementing a clear strategy.pptx
Presentations - ensure your slides go down well!.pptx
Presentations - ensure your slides go down well!.pptx
Job Hunting - hats the way to create a strategy!pptx
Job Hunting - hats the way to create a strategy!pptx
Job Hunting - the key characteristics of a successful job hunter?!.pptx
Job Hunting - the key characteristics of a successful job hunter?!.pptx
Customer Experience - don't forget the bigger picture!.pptx
Customer Experience - don't forget the bigger picture!.pptx
Incident Management - learn fast but don't get furious!.pptx
Incident Management - learn fast but don't get furious!.pptx
Client Retention - a strategy to mind the gap!.pptx
Client Retention - a strategy to mind the gap!.pptx
Business Transformation - getting ready to scale and polish!.pptx
Business Transformation - getting ready to scale and polish!.pptx
Mentorship - the butcher, the baker, the candlestick maker!.pptx
Mentorship - the butcher, the baker, the candlestick maker!.pptx
Stakeholder Management - just what the Doctor ordered!.pptx
Stakeholder Management - just what the Doctor ordered!.pptx
Performance Improvement - at least we're not going backwards!.pptx
Performance Improvement - at least we're not going backwards!.pptx
People Retention - maximising intrinsic motivation.pptx
People Retention - maximising intrinsic motivation.pptx
Project Management - at least it was delivered on time!.pptx
Project Management - at least it was delivered on time!.pptx
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Enterprise Excellence is Inclusive Excellence.pdf
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What is the TDS Return Filing Due Date for FY 2024-25.pdf
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Call 7735293663 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
CALL 7735293663 ATTA MATKA | DPBOSS | KALYAN MAIN BAZAR | FAST MATKA | DPBOSS GUESSING | TARA MATKA | KALYAN CHART | MATKA BOSS
Company Valuation webinar series - Tuesday, 4 June 2024
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Evgen Osmak: Methods of key project parameters estimation: from the shaman-inspired to the data-driven praxis (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
The key differences between the MDR and IVDR in the EU
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
-- June 2024 is National Volunteer Month --
Check out our June display of books on voluntary organisations
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
一比一原版加拿大渥太华大学毕业证（uottawa毕业证书）如何办理
一模一样【q/微:1954292140】【加拿大渥太华大学毕业证（uottawa毕业证书）成绩单Offer】【q/微:1954292140】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【q/微:1954292140】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【q/微:1954292140】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Mastering B2B Payments Webinar from BlueSnap
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Exploring Patterns of Connection with Social Dreaming
Exploring Patterns of Connection -Introduction to Social Dreaming
#Systems Psychodynamics
#Innovation
#Creativity
#Consultancy
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Maksym Vyshnivetskyi: PMO Quality Management (UA)
Maksym Vyshnivetskyi: PMO Quality Management (UA)
Lemberg PMO School 2024
Website – https://lembs.com/pmoschool
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Business Valuation Principles for Entrepreneurs
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Company Valuation webinar series - Tuesday, 4 June 2024
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Absence Management - treating people fairly 241222.pptx
- 1. • Reward people for their performance whilst they’re at work – not their attendance • Measure & monitor their attendance – don’t set arbitrary targets as they could be divisive • Treat trigger points, thresholds, and scores as prompts – make your own judgements • Earn their trust and show empathy – encourage people to come to you with their problems • Find out if there are any underlying issues – address their root causes, not the symptoms • Signpost the support that’s available – professional advice, guidance, and counselling • Use your permission to differentiate – apply common sense and do the right thing • Build the right working environment – provide opportunities for intrinsic motivation • Be consistently fair in your approach – rather than fairly consistent in your actions Absence Management – treating people fairly Jon Stephenson https://uk.linkedin.com/in/stephensonjon