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The #1 Mistake Managers Make
A client of mine was fired from his Board of Directors last year because he didn’t understand when we worked together for months. While bothering him at all, he and I realized that he was talking about the work of the workers and the production to not include the personal investment in them as people. The end result? Some workers were against it. They approached the Board behind his back, destroyed his confidence as a leader, and finally watched him pack his desk. Apparently, they have no remorse for their actions, which they believe to be righteous. They feel betrayed, used, and abused. Are these people using effective techniques to deal with situations they believe they cannot live with? Not at all. The work of the Board of Directors of sly is never intelligible except perhaps when there is evidence of theft or harassment. But this is what they did, and a committed, intelligent, understanding, intelligent leader lost his job. A leader who can be led to see that the Board is loyal to him…
My client likes to be a bottom manager. This is how it is wired. That is not enough, however, to survive and thrive in the culture. It is not enough to expect employees to work out every week and not think about what it will take from them to do that. To not care–and to care– about the fact that some guy just died, his grandmother is sick, his child is depressed, he just got diagnosed with breast cancer, or he is very tired today. It is simply not enough to focus on numbers and results. Trust management requires a complete, holistic approach that combines a business mind and a soft heart. It is a skill.
What is care like in the workplace? Let’s first establish clearly that supervision is not letting employees leave the meeting when they don’t meet the important time, short work of the project, correcting the employee’s failure well, or give fistfuls of excuses for ignoring something that they are responsible for doing. Care is not about accepting what should not be avoided. It’s not about relaxing standards. It’s not about turning your head when you know someone is doing something wrong or ineptly. Care in the office has a good vision. He sees what they have but simultaneously uses a lens of compassion. He then acts in the area of compassion, still doing what needs to be done, however difficult or not easy.
The following are examples of possible aspects of office supervision:
1. Stopping in the middle of a busy day to check on the progress of someone’s sick child
This type of conversation, maybe just three minutes long, shows that you as a manager are invested in the feelings and well-being of that employee. Clients sometimes tell me they don’t have time for this kind of thing. My answer is that you can’t afford to miss the opportunity. We are not talking about spending half an hour on the problem. We are talking about briefly demonstrating your humanity to someone who is worried, tired, and temporarily burdened. At that time you are not the boss, and he is not your subordinate. The two of you are just partners on a journey through life that often throws curve balls no one counts on. When you make the time to enter these conversations, you show strength, not weakness.
2. Put on a place of praise
The truth is that everyone wants to be praised. There is no exception. People need it to keep going, keep giving, keep going. Dry people don’t have it. Waiting to praise an employee during his annual evaluation six months from now is bad behavior on your part. Do it now. Don’t delay. Talk to that person during your first appointment. Type a quick email. Leave a phone number. Would you wait six months or six days to praise your five-year-old for a chore you didn’t want him to do? Hardly. How stupid! Praise means most when it is delivered at the right time regardless of the person’s age. If you find yourself rejecting compliments from co-workers, look within and ask yourself why. It’s not good for you or your employees. What do you need to do to overcome the less than desired?
3. Ask someone’s opinion
People like to be asked what they think about things. Aren’t you? Maintain this habit regularly when you meet with legal staff, tour the physical environment, and have lunch with a small group. It shows that you care about other people’s ideas and beliefs. It shows that you are not narcissistic enough to “buy” that only you have the answers to the problems. It shows that you are open to many ideas from many different sources. Most employees respond very well to this type of management. Use it every day. Every time you ask someone what he thinks, you communicate to him that you value him: his skills, his ideas, his thoughts. It’s a great way to reward your employees.
4. Take ten minutes to really listen
When you know that one of your people has a big problem at home, invite him to talk with you behind closed doors. Why? There are many benefits to doing so. First, you demonstrate understanding. Second, you allow it time to release some of the pressure cooker thinking it’s bottling. Third, it comes out as if it were heard. Fourth, it might be more productive at work if you pretend the situation didn’t happen and shut it out. Again and again, clients often tell me that they don’t have time for this kind of listening, such as leaving their daily responsibilities. Know without a doubt that this is part of your responsibility as well. As a manager, you have a responsibility to show understanding when it is called for, and you have a responsibility to do whatever is necessary to transition the employee to the new location so that he can work. nice If you fail to do this, you lose, he loses, and the whole company loses.
5. Make eye contact
When you talk to people, look them straight in the eye. We do not support watching and making others feel uncomfortable. We’re just saying that you need to look directly at people so that they feel valued and heard. Focus on that person as if they were the only person in the world at that time. When you cast your eyes around the room or you look at the floor, you are speaking rudely, without seriousness, or even disrespecting the person. Such behavior is one turn on the other. Think about how you feel when someone avoids your eyes during a conversation. You get the feeling that he doesn’t really like what you have to say, right? Is that the message you want to share with your employees?
6. Build self-confidence
This can be done in a number of ways. Think both inside and outside the box. Let people know you believe they can do the job or project. Tell them they are on the right track. Tell them that you use their ideas. Send them an email explaining how they made you shine in front of your boss and how that made you feel. Let them know that you trust them to succeed in your two days absence. Things like this. Incorporate these into your daily life. Feel weird doing it? Why? Don’t you appreciate it when people build you, believe in you, stretch you, celebrate you? Do an honest assessment and make sure that you are not someone who wants confidence in the effort to flow your way.
7. Cultural assessment and/or employee satisfaction assessment
Whether you have money to spend outside or you’re in a position to manage it internally, make sure you incorporate one or two of these every year. Don’t assume you understand the culture of your organization. Remember that your lens is limited. Find the unseen. This will take some courage, but you should do it unless you want to walk around in the air. Walking around in bad weather is not how you get paid as a manager. So go outside the comfort zone. Risk finding out how your employees feel about you, the organization, the environment, each other. You can’t fix something you don’t know is broken, tarnished, less than satisfied. Always use techniques that protect people’s anonymity and support their interests, especially if you are trying to do this yourself. To end up with fluff that is useless and just makes you feel good defeats the purpose of the exercise as a whole. Good analysis and evaluation results can make you squirm here and there. But they are a good spring for growth.
8. Give employees time to improve their health
This could mean letting employees leave an hour early once a week for a nutrition class, exercise, or other exercise. It may mean rewarding people for losing weight over a period of time. It can mean treating employees to healthy, delicious lunches month after month. It could mean offering smoking cessation classes. Maybe it means opening an on-site fitness center or donating profit dollars to a community service. Be creative. Get advice from staff. See what ideas they create. If you have their buy-in, you will see good behavior and good results. A healthy employee is a big win for you and the organization as well as their people. Do not underestimate the value here.
Jack Welch, the former CEO of General Electric, once said that leaders should be hard at work in business but soft-hearted when caring for people. Maybe you’re already motivated enough to get the job done; Maybe it’s time to put some focus on creating ways that you can show your employees that you care about each and every one of them.
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