Criticism towards the teammate

he leads. I also felt that the way

he dealt with another
member of his team and
another team made Tim
Durham feel ashamed at that
moment.
And then laughter and jokes did
not help the cause, but everyone
at the meeting was
uncomfortable. Therefore, I
believe that in this situation
there was no correct and
positive
message.
Also, my next problem with
this situation was how you dealt
with branch etiquette. I think
that anger should not be
handled in any situation in the
workplace. What is taught
about
his behavior towards employees
of the production group, since it
only causes fear, anger
and self-doubt in relation to
whom his behavior is directed.
Then there is the pride and
standards he has set for himself
and suggests that his teammate
should have the same
standards. I believe that the
implementation of the standard
is important, but it is also
important to guide those who
have not yet reached these
established standards. For an
effective leader, he leads and
leads with kindness,
compassion, and precise
direction, but
without imposing the ideal and
expectations of his employee.
After having commented this
Given my reflections on the
analysis of the case, I believe
that the root cause of the
problem is Simon Yorke's lack
of professional switching skills.
How should Mary Griffin
respond to the situation with
Simon York?
In this case, Mary Griffin, who
knew about Simon York's
triumph and how hard he
worked
for the company, should review
his previous behavior to take
action and take it with her.
Because after hearing John
Shelburne's comments about
Simon Yorke's behavior in the
production, she witnesses how
his behavior in a meeting with
another manager made her
team feel uncomfortable and
embarrassed. I think the first
time you should ask for an
appointment with
Simon, and discuss what you
saw and the feedback you
received. Because in the
analysis
situation, Simon already had his
own initiative as to how the
board should act and
rationalize what should be done
with the error of the production
groups in the branch label.
I think Mary should declare
herself to lead the meeting, and
she should announce herself
to express her opinion.
The first step is to contact
Simon about the plan to make
sure it is being implemented
according to the schedule and
listen to your answer. Simon
talks about the perfect mistake
in the production department
and how you did business. All
the while, Mary must monitor
her behavior and actions in
relation to how she solved the
problem.
Subsequently, when he is done,
she should offer constructive
critical feedback, based on
which she observes how she
copes with it and how it hurt
the production team. After that,
Mary also needs to talk about
what she saw in the conference
room and how it made her
 W03 Write-Up: Mary Griffin at Derby Foods

The root of this problem is the lack of capacity in Simon York's Constructive Criticism
towards the teammate he leads. I also felt that the way he dealt with another member of his
team and another team made Tim Durham feel ashamed at that moment. And then laughter
and jokes did not help the cause, but everyone at the meeting was very uncomfortable.

Therefore, I think that in this situation there was no correct and positive message. Also, my
next problem with this situation was how you dealt with branch etiquette. I think that anger
should not be handled in any situation in the workplace. What is taught about his behavior
towards employees of the production group, since it only causes fear, anger and self-doubt in
relation to whom his behavior is directed.

Then, there is the pride and standards he has set for himself and suggests that his teammate
should have the same standards. I believe that the implementation of the standard is
important, but it is also important to guide those who have not yet reached these established
standards. For an effective leader, he leads and leads with kindness, compassion, and precise
direction, but without imposing the ideal and expectations of his employee.

Given my reflections on the analysis of the case, I believe that the root cause of the problem is
Simon Yorke's lack of professionalism switching skills.

In this case, Mary Griffin, who knew about Simon's triumph and how hard he worked
for the company, should review his previous behavior to take action and take it with her.
Because after hearing John's comments about Simon's behavior in the production, she sees
how his behavior in a meeting with another manager made her team feel uncomfortable and
embarrassed. I think the first time you should ask for an appointment with Simon, and discuss
what you saw and the feedback you received.

Because in the analysis situation, Simon already had his own initiative as to how the board
should act and rationalize what should be done with the error of the production groups in the
branch label. I think Mary should declare herself to lead the meeting, and she should announce
herself to express her opinion.

The first step is to contact Simon about the plan to make sure it is being implemented
according to the schedule and listen to your answer. Simon talks about the perfect mistake in
the production department and how you did business. All the while, Mary must monitor her
behavior and actions in relation to how she solved the problem.

Subsequently, when he is done, she should offer constructive critical feedback, based on which
she observes how she copes with it and how it hurt the production team. After that, Mary also
needs to talk about what she saw in the conference room and how it made her worry about
what he did wrong. I think she needs to be sure that everyone can be treated in the same way
to maintain a good team work.

Yes, she should, because it wasn´t constructive criticism, it was just for humiliating
Tim. Because he didn´t modify after the meeting, he could think that he should say his criticism
in a way that could harm everyone. He knows the impact of his behavior on the staff, even
after the manifested plan that touched everyone, his colleagues who worked on this plan
weren´t very stimulated. This should tell us that they were more involved in this problem than
what they showed.

This should be done after the meeting, which would made Griffin a better place to talk about
the problem as it as done openly and could be the closest moment of the case. Griffin wanted
to tell Simon his worries or concerns. I think Simon wanted to listen and respond to what
Griffin wanted to say.

The first principle that I really appreciated and that I can apply in my own leader life is
the underlying skills. I think that the short but powerful explanation on the different steps to
give feedbacks can be really useful. It can also be used at Church with my dear quorum
members.

The second principle is the delivering constructive criticism. Yes, it is possible to criticize
someone but if we do it the correct way and depend of the context of course. As a president
leader, I have the keys the say what my dear brothers can do. By doing constructive criticism. It
can be a way to be heard from them without making them bad. It is also another way to invite
people to change things that can be changed or improved.

In order for the feedback to serve as a source of improvement, it must be used as

constructive rather than negative criticism. The feedback must therefore be well conducted by
the manager and well received by the employee to be interpreted in the right way.

Being assured that what is being done is meaningful and contributing to something useful can
be necessary to give meaning to the work. In all organizations, feedback is important in order
to stay focused on the right objectives. It allows managers to see if the employee is not getting
lost in the various tasks entrusted to him and gives priority to the right objectives.

The employees also have things to say! Not everyone is lucky enough to be able to speak with
their manager whenever they feel the need. Taking a moment to give feedback allows both
parties to express themselves on the more or less positive points of the past days.

Feedback is important to our group work to keep up going doing a great job. We are
on the same boat, and the purpose is to lead that boat to the place that we want. Having
feedbacks maintain the boat continuing straight to the final result.

worry about what he did wrong.

I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as a team
worry about what he did wrong.
I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as a team
worry about what he did wrong.
I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as
worry about what he did wrong.
I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as a team.
Should Griffin have
corrected Simon the first
time there was a problem,
after
he criticized his team in front
of everyone?
Yes, the reason is that Simon's
performance was not an act of
constructive criticism, but
rather an act that humiliates
Tim to his own standards.
Because he did not amend after
the
meeting, he could believe that
he should express his criticism
in a way that could harm the
union field. Even after
witnessing the impact that his
behavior had on staff, even
after the
manifested plan touched
everyone, his teammate who
worked on the plan did not
show
much zeal. This should tell you
that they were more involved in
the problem than what they
see in their looks.
This should be done after the
meeting, which would make
Griffin a better place to tackle
the problem as it was done
openly and could be the closest
moment to the case. Griffin
also had a clear intention to tell
Simon of his concern. I think
Simon was also willing to
listen and openly respond to
what Griffin might have
mentioned.
From personal experience I've
met someone like Griffin and
the way he behaved was bad.
However, since I was only an
employee at the time, I didn’t
think my voice meant much,
and I didn’t know how to
behave in this matter. Later,
during the evaluation of the
organization, I learned how
employees relate to their
leaders and managers through
the
evaluation survey. I took the
time to express myself and see
how bad correction from my
supervisor made me feel
inadequate for the job, instead
of teaching me how the system
was supposed to work. I then
move on to requesting a
meeting with both the
supervisor
and the manager in which I
knew I was more intelligent and
that I was in control of my
emotions. Discussing these
issues of concern to me, we
came to an understanding.
However, That Continuously's
influence made me fully aware
of my leader as it was time
for me to return to the same
behavior, making myself and
other teammates feel
uncomfortable. It was one time
that I was able to transform to
another team where I met a
brand-new leader who was
quite kind and helpful and was
able to help me with his
comments. To explain this, my
job was mortgage and car
insurance. And we had to do
daily quotations for 200 or
more documents. I used to
make a maximum of 180-190
every
day. Lagging in the daily
pursuit of quality. My
supervisor, Lisa, caught up with
her to ask
me why I am not achieving the
goal, if there are problems that
make the process of
processing files take longer. I
mentioned that I constantly
want to make sure I’m doing
them right without giving the
company money for an easy
mistake. After that, Lisa sat at
my desk for a week to monitor
how I was doing my job and
noted how I could improve my
daily goals.
worry about what he did wrong.
I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as a team.
Should Griffin have
corrected Simon the first
time there was a problem,
after
he criticized his team in front
of everyone?
Yes, the reason is that Simon's
performance was not an act of
constructive criticism, but
rather an act that humiliates
Tim to his own standards.
Because he did not amend after
the
meeting, he could believe that
he should express his criticism
in a way that could harm the
union field. Even after
witnessing the impact that his
behavior had on staff, even
after the
manifested plan touched
everyone, his teammate who
worked on the plan did not
show
much zeal. This should tell you
that they were more involved in
the problem than what they
see in their looks.
This should be done after the
meeting, which would make
Griffin a better place to tackle
the problem as it was done
openly and could be the closest
moment to the case. Griffin
also had a clear intention to tell
Simon of his concern. I think
Simon was also willing to
listen and openly respond to
what Griffin might have
mentioned.
From personal experience I've
met someone like Griffin and
the way he behaved was bad.
However, since I was only an
employee at the time, I didn’t
think my voice meant much,
and I didn’t know how to
behave in this matter. Later,
during the evaluation of the
organization, I learned how
employees relate to their
leaders and managers through
the
evaluation survey. I took the
time to express myself and see
how bad correction from my
supervisor made me feel
inadequate for the job, instead
of teaching me how the system
was supposed to work. I then
move on to requesting a
meeting with both the
supervisor
and the manager in which I
knew I was more intelligent and
that I was in control of my
emotions. Discussing these
issues of concern to me, we
came to an understanding.
However, That Continuously's
influence made me fully aware
of my leader as it was time
for me to return to the same
behavior, making myself and
other teammates feel
uncomfortable. It was one time
that I was able to transform to
another team where I met a
brand-new leader who was
quite kind and helpful and was
able to help me with his
comments. To explain this, my
job was mortgage and car
insurance. And we had to do
daily quotations for 200 or
more documents. I used to
make a maximum of 180-190
every
day. Lagging in the daily
pursuit of quality. My
supervisor, Lisa, caught up with
her to ask
me why I am not achieving the
goal, if there are problems that
make the process of
processing files take longer. I
mentioned that I constantly
want to make sure I’m doing
them right without giving the
company money for an easy
mistake. After that, Lisa sat at
my desk for a week to monitor
how I was doing my job and
noted how I could improve my
daily goals.
worry about what he did wrong.
I think she needs to make sure
that even with her
accomplishments and her great
contributions to the
organization, everyone needs to
be
treated with respect to ensure
that we all work as a team.
Should Griffin have
corrected Simon the first
time there was a problem,
after
he criticized his team in front
of everyone?
Yes, the reason is that Simon's
performance was not an act of
constructive criticism, but
rather an act that humiliates
Tim to his own standards.
Because he did not amend after
the
meeting, he could believe that
he should express his criticism
in a way that could harm the
union field. Even after
witnessing the impact that his
behavior had on staff, even
after the
manifested plan touched
everyone, his teammate who
worked on the plan did not
show
much zeal. This should tell you
that they were more involved in
the problem than what they
see in their looks.
This should be done after the
meeting, which would make
Griffin a better place to tackle
the problem as it was done
openly and could be the closest
moment to the case. Griffin
also had a clear intention to tell
Simon of his concern. I think
Simon was also willing to
listen and openly respond to
what Griffin might have
mentioned.
From personal experience I've
met someone like Griffin and
the way he behaved was bad.
However, since I was only an
employee at the time, I didn’t
think my voice meant much,
and I didn’t know how to
behave in this matter. Later,
during the evaluation of the
organization, I learned how
employees relate to their
leaders and managers through
the
evaluation survey. I took the
time to express myself and see
how bad correction from my
supervisor made me feel
inadequate for the job, instead
of teaching me how the system
was supposed to work. I then
move on to requesting a
meeting with both the
supervisor
and the manager in which I
knew I was more intelligent and
that I was in control of my
emotions. Discussing these
issues of concern to me, we
came to an understanding.
However, That Continuously's
influence made me fully aware
of my leader as it was time
for me to return to the same
behavior, making myself and
other teammates feel
uncomfortable. It was one time
that I was able to transform to
another team where I met a
brand-new leader who was
quite kind and helpful and was
able to help me with his
comments. To explain this, my
job was mortgage and car
insurance. And we had to do
daily quotations for 200 or
more documents. I used to
make a maximum of 180-190
every
day. Lagging in the daily
pursuit of quality. My
supervisor, Lisa, caught up with
her to ask
me why I am not achieving the
goal, if there are problems that
make the process of
processing files take longer. I
mentioned that I constantly
want to make sure I’m doing
them right without giving the
company money for an easy
mistake. After that, Lisa sat at
my desk for a week to monitor
how I was doing my job and
noted how I could improve my
daily goa