Why Positive Thinkers get Positive Results

And they do. The reason for this, according to Norman Vincent Peale, is two-fold. Firstly, it is the way in which positive thinkers think about problems. Problems to them are challenges rather than problems.  The idea of having to deal with a problem is daunting enough and too often the average person wishes to avoid them. The good news is that a place exists where those who reside there, have no problems at all. It is, in fact, a problem-free zone and those that wish to know more about this place, need not go further than the local cemetery. On the basis of this model, there seems to be a direct correlation between the number of problems one has and the state of one’s well-being. The more problems, the more alive; the less problems, the less alive. This is how positive thinkers approach problems and if this makes sense to you and you find, that whilst reading this newsletter, you have not had a problem to deal with of late, may I suggest you find yourself a problem or three to deal with.

The second reason why positive thinkers always get positive results is the thought process they adopt when dealing with a problem. It is based on the concept of “you being the master of your own destiny”, “the self-fulfilling prophecy”, or the “pygmalion effect”.  We at The MAC advise you to ask yourself just one question; onr question that can change everything. Therefore, think about this for just one moment : On a scale of 1 to 10, how will you rate today? Will it be a disatrous 1 or 2 …. a dreary 5 …. or a whiz-bang 10? The choice is yours.

Every morning when you shave, apply make-up, or just simply admire your reflection in the mirror, ask yourself this very question – and then answer thruthfully. It is the positive thinkers that always answer 10, it is the positive thinkers that look forward to dealing with problems, big and small, and it is the positive thinkers that will always achieve positive results.

Currently in Namibia we are facing numerous problems on the HR and IR front. The imminent enactment of the revised Labour Act and its consequences, the lack of skills in Namibia, the HIV/Aids pandemic, etc. We at The Management Advantage Consultancy cannot make these problems go away but we can assist in your obtaining a positive frame of mind which ultimateyl will result in positive outcomes.

Demotion as an Alternative to Dismissal

Demotion is an acceptable alternative to dismissal and will even find favour to those in adjudicating or arbitrating positions. There are, however, specific guidelines that need to be considered.

Firstly, the Peter Principle must apply. The Peter Principles states, “that every person, sooner or later, is promoted to a level of incompetence”. This, therefore, implies that demotion as an alternative to dismissal only applies where an employee was promoted to a level of incompetence. Here is the scenario: The best sales person is promoted to sales manager, after the latter position became vacant. After all, internal promotion boosts employee morale?! At managerial level, however, the ex-sales person is not coping because different functions and responsibilities are the order of the day. As a matter of fact, sales are down, stock is not being ordered, stock on hand is of the wrong description, etc, all because the newly appointed sales manager is not smoking the pipe.

As an employer who is only too aware of the fact that incompetence cannot be treated the same as misconduct, (are you aware of the difference?) the sales manager is sent on training courses, motivational workshops, etc. all to no avail. Management soon realises that unless something drastic is done, the business will falter. The solution is clear – the sales manager needs to be gotten rid of; but how?

The second step is to conduct an enquiry into the reason for the incompetence of the sales manager, after numerous training courses have failed to improve the performance and the sales manager was given reasonable time to improve on the performance. This is very much the same as the ordinary disciplinary enquiry, giving cognisance to procedural fairness.

The third step is to apply substantive fairness. This means that after having conducted a procedurally fair enquiry and having found the sales manager guilty of incompetence on the basis of poor performance an appropriate “punishment” should follow. It is only in instances where dismissal is justified that demotion can be considered.

The fourth step is to ensure that the sales manager can be absorbed as a sales person within the organisational structure again, without the company having to create an additional position.

The fifth and final step is to get the buy-in of the sales manager. This means that the sales manager, who has been found guilty of being incompetent and is now facing the reality of joining the ranks of the unemployed, must agree to the demotion – as an alternative to dismissal.

Now the following, common arguments can be laid to rest.

• The sales manager will never agree to demotion – That is okay. The sales manager must, however, understand that the alternative is dismissal
• I can demote the sales manager, but I may not change the conditions of employment – Not true. Once the sales manager agrees to demotion as an alternative to dismissal, due to the Peter Principle, a past mistake is rectified. This means that the sales manager accepts the job as sales person again with benefits that commensurate such a position. It would, however, be fair to phase in the reduced income/benefits over a couple of months.
• Why would the sales manager voluntarily “take a knock”? – This is a win-win situation. The company retains the services of their once best sales person and the ex-sales manager still has a job at a level where performance was optimal.

• Now I can demote someone who was not promoted. – This is a no-no. The Peter Principle must apply. Someone who has been appointed from the outside and proves to be incompetent cannot (and should not) be demoted. Dismissal, where appropriate, is the solution. You may have to revisit your recruitment strategy though.  

It’s easy if you have the know-how. When next time you are in doubt, give us a call. If you think it is expensive hiring an expert, try hiring an amateur.

A Gentle Word on Behalf of The MAC

We are on the ‘world-wide-web”. A portfolio, previous newsletters, and a host of other information are available at www.themac.com.na so surf along and tell us what you think.

Some valid humour – An English-speaking tourist in Paris was endeavouring to use some of his high school French to order his luncheon. “Garsong” he said after a lengthy study of the menu “je desire consommé royal, et un piece of pang et burr – no, hang it – une piece of burr ..” “I am sorry sir,” said the waiter tactfully, “I don’t speak French.” “Very well” snapped the tourist “For heaven’s sake, send me someone who can.”

Now this is an example of someone with a positive attitude! People is the most difficult issue in the modern work place. Get it right and the rest will fall in place. When you need help in dealing with people issues, be it HR policies, performance reviews, staff counselling, job grading, etc. and you want to talk to a consultancy with a positive outlook, give us a call.