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For some business owners and managers, holding employees accountable comes naturally. For others, it’s a nerve-wracking experience. They worry about seeming too harsh, facing pushback or damaging relationships. One manager recently told me, “I don’t want to be the bad guy.” Another admitted, “I hate confrontation.”
Ironically, these same managers don’t resent their own bosses for enforcing standards. In fact, they often respect them more for it. At a multi-unit franchise group I recently worked with, senior leadership had no hesitation in giving direct feedback to their managers. But instead of feeling micromanaged, the managers appreciated the guidance and held themselves
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