Managing People Effectively
Weed out Misfits- It is inevitable that some misfits are certain to creep into any organization, no matter how carefully people are screened or evaluated. The manager must be alert to move quickly and decisively to separate them. Not acting quickly to rectify such situations detracts from a manager’s credibility.
People in an organization invariably know who the misfits are and will quickly draw negative conclusions about the manager’s own capability if he permits them to remain.
Leadership Tips On Managing People
Cultivate individual ambition and drive.
No individual should be criticized simply because he is “too ambitious,” “too aggressive,” “too impatient,” or “too demanding” as long as he is a good thinker and fair and straightforward in his dealings and actions with others.
These phrases frequently are used in a critical vein in personnel evaluations, but they actually represent the kind of qualities an organization should develop because such people can and will make things happen for the better.
It is those people who are too easy going, too willing to compromise principles to avoid conflict, more interested in being liked than in getting things done who should come under fire.
They create an unstable working environment that makes it impossible to develop a strong team or achieve outstanding results.
Focus objectively on personal accomplishments, not personal differences. A manager must understand that race; age, gender, skin color have nothing whatsoever to do with evaluating an individual’s effectiveness in a company.
Focus on and evaluate the things that really count:
Who faces problems squarely? Who has the fortitude to tell it like it is?
Who is an effective, contributing team member?
Who has and can articulate good ideas?
Who produces results? Who meets his or her commitments?
Let people know their status and future prospects. A manager should ensure that people in the organization know exactly where they stand and what their career outlook is at all times. This doesn’t mean that anyone should expect to have a special career path mapped out or to be promised a future promotion.
But it does mean that each person is entitled to know whether he/she is performing well or poorly in his current assignment and whether he/she is regarded as having future growth potential.
Provide training, but stress self-development. There will be times when a company must reach outside to find the best available leadership to meet its management needs and standards. However, promotion from within should be the company’s overall organizational plan and goal.
Toward that end, a company should support projects to prepare its people for increased responsibilities.
But, in the final analysis, all of us ultimately shape and control our individual destinies. A company can point the way and assist with company-sponsored educational and training programs, but self-development is the key to success — and each employee must shoulder that management responsibility on his own.
Create and maintain an attractive, healthy company environment. This ground rule sums up all the previous guidelines. It underscores the essential responsibility of a manager to provide people in the organization with a situation and an opportunity to work effectively in a common effort, develop their capabilities, fulfill their professional aspirations, and achieve appropriate recognition and rewards.
A manager must place a major emphasis on creating this kind of environment. This doesn’t mean he should seek to make everyone happy or to make tasks easier. But, it does mean that he should develop a work environment that has these characteristics:
There exist absolute honesty and integrity in what everyone says and does. And, everyone feels perfectly free to say what he or she really thinks.
There is open communication up and down and across the organization. Everyone recognizes both the right and the responsibility to be open and constructively critical of things that are wrong or that could be improved.
Supervisors are willing to really listen to the other person’s side and point of view — and are willing to admit “I’m wrong” if facts and logic show that this is the case.
There is a genuine interest in getting problems out in the open.
Everyone works hard and effectively as a team. There is an air of excitement in the organization that comes with the realization that everyone is operating on a winning team.
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