MAN MANAGEMENT
MANAGING MEN
Manage me if you can...
The goal of any organization is to maximize asset of the company by maximizing profits through people working in the organization. Although all the employees remain present at work place for 45 to 50 hours a week, but getting maximum productivity continuously and keep them motivated to give their quality work is a challenging job for any manager.
Any employee is a human being first. A human being is a very complex and complicated creature on the earth. It is very tough sometimes to understand what mitigates him or demotivates him. It varies from pace to place, culture to culture religion to religion. There can not be a thumb rule to handle and encourage them.
However lots of reach work is done on the subject and many theories are published. Still there are some fundamental areas where a manager can adopt and try to take good out put from their subordinates.
The goal of any organization is to maximize asset of the company by maximizing profits through people working in the organization. Although all the employees remain present at work place for 45 to 50 hours a week, but getting maximum productivity continuously and keep them motivated to give their quality work is a challenging job for any manager.
Any employee is a human being first. A human being is a very complex and complicated creature on the earth. It is very tough sometimes to understand what mitigates him or demotivates him. It varies from pace to place, culture to culture religion to religion. There can not be a thumb rule to handle and encourage them.
However lots of reach work is done on the subject and many theories are published. Still there are some fundamental areas where a manager can adopt and try to take good out put from their subordinates.
If we try to analyze and comprehend what employees expects from their bosses. We may be able to understand and formulate a policy in working with them .Some of them are:
1. Be consistent.
Bosses wish their employees to be consistent and dependable. When they give any instruction, they need to know if it will be carried out, not delayed or forgotten. This expectation also works other way their employees also want their bosses to be consistent and reliable. A boss who keeps promise does what he says can manage them well.
1. Be consistent.
Bosses wish their employees to be consistent and dependable. When they give any instruction, they need to know if it will be carried out, not delayed or forgotten. This expectation also works other way their employees also want their bosses to be consistent and reliable. A boss who keeps promise does what he says can manage them well.
2. Give them specific rather then vague objectives
Some bosses discuss more about the assignment to be given to the subordinates that is a good habit but in a process sometimes they go deep in the matter and forget to give clear instruction what exactly he is looking for. Employee may not ask for clarification with fear that his boss may understand him as slow grasping person. The employees may remain confused and work suffers.
Boss should also put the things in a way that by doing this job what kind of advantage he will get in making his experience richer. But this must be done cleverly. It should not sound as a condition or bargaining. This style can be helpful in getting work done in a better way and on time.
Some bosses discuss more about the assignment to be given to the subordinates that is a good habit but in a process sometimes they go deep in the matter and forget to give clear instruction what exactly he is looking for. Employee may not ask for clarification with fear that his boss may understand him as slow grasping person. The employees may remain confused and work suffers.
Boss should also put the things in a way that by doing this job what kind of advantage he will get in making his experience richer. But this must be done cleverly. It should not sound as a condition or bargaining. This style can be helpful in getting work done in a better way and on time.
3. Give him a realistic short/ long term profession path
No boss can exactly promise him actual career path, but an employee expects at least a short term career pathway in next two years. He can make him feel comfortable in position and financial status can take better quality work with dedication.
No boss can exactly promise him actual career path, but an employee expects at least a short term career pathway in next two years. He can make him feel comfortable in position and financial status can take better quality work with dedication.
4. Give him atmosphere of autonomy
Give him atmosphere of autonomy where he can come up with his own ideas. You can not develop leaders unless you let them to lead. Give them chance to make mistake that is a part of learning process and improvement in the working pattern and system. He does not like very close supervision and interference of and on. It is advisable for boss to keep away unless he is giving very important information. He feels that boss should be concerned about the final result and not the mode of doing things.
He like the boss saying "I do not care what time you come to work or what time you go home as log as your perfuming well and on time."
Give him atmosphere of autonomy where he can come up with his own ideas. You can not develop leaders unless you let them to lead. Give them chance to make mistake that is a part of learning process and improvement in the working pattern and system. He does not like very close supervision and interference of and on. It is advisable for boss to keep away unless he is giving very important information. He feels that boss should be concerned about the final result and not the mode of doing things.
He like the boss saying "I do not care what time you come to work or what time you go home as log as your perfuming well and on time."
5. Make him feel like partner of the company
Many employees want to feel like an owner/partner of the company. If boss is successful in creating that kind of environment he can be very successful and getting good and quality work from them. Subordinates are also keen to support boss under a critical situation provided boss is open minded enough to share his situation without having ego problem.
Many employees want to feel like an owner/partner of the company. If boss is successful in creating that kind of environment he can be very successful and getting good and quality work from them. Subordinates are also keen to support boss under a critical situation provided boss is open minded enough to share his situation without having ego problem.
Many a times boss keeps silent and remains worrisome because of their nature of non expressive in problems and displeasure and subordinate keeps on guessing and get perplexed. They get demotivated and confused.
6. Cheer up the team occasionally
Things don't go very smoothly all the time. Manager needs sense of humor. A sense of humor is never more valuable than in those dark moments in business when his employees are under intense stress. A time joke a sharp comment, or a simple laughter can lighten the situation. Your employees will feel better if they can see you don't feel so bad.
6. Cheer up the team occasionally
Things don't go very smoothly all the time. Manager needs sense of humor. A sense of humor is never more valuable than in those dark moments in business when his employees are under intense stress. A time joke a sharp comment, or a simple laughter can lighten the situation. Your employees will feel better if they can see you don't feel so bad.
7 Practice what you preach
If you want your staff to work at fast speed, you have to function at least at their speed and probably faster than them. You can' expect to have a fast, lively organization if you are not fast and lively yourself. You have to constantly strive for to get faster.
If you want your staff to work at fast speed, you have to function at least at their speed and probably faster than them. You can' expect to have a fast, lively organization if you are not fast and lively yourself. You have to constantly strive for to get faster.
8 Teamwork increases speed
A person working alone will work at his own pace. While a person working within a team will try to keep up with the team's fastest member.
A person working alone will work at his own pace. While a person working within a team will try to keep up with the team's fastest member.
9 Don't expect 100% when 90% is enough for particular work
Frequently people take two days to finish an assignment they expect to finish in a one day, because they spend an additional day trying to make it "PERFECT". That can save lots of man-hours but it not at the cost of quality.
Frequently people take two days to finish an assignment they expect to finish in a one day, because they spend an additional day trying to make it "PERFECT". That can save lots of man-hours but it not at the cost of quality.
10 Pretend praise is money
A wise executive believes that he liked to think of handling out praise as the same as handling out money to his employees. He can not always pay his people pay as much as he would like to, so he pretend that praise is money. Whenever he tells one of his employees that he did a wonderful job it is like giving him extra bonus. Of course they can not spend it on something but they can save the praise in their mind and feel better about his boss and the company. It will help to hang on the talented people when your money can't.
A wise executive believes that he liked to think of handling out praise as the same as handling out money to his employees. He can not always pay his people pay as much as he would like to, so he pretend that praise is money. Whenever he tells one of his employees that he did a wonderful job it is like giving him extra bonus. Of course they can not spend it on something but they can save the praise in their mind and feel better about his boss and the company. It will help to hang on the talented people when your money can't.
11 You have to convince employees
You have to convince employees that they will be suitably rewarded if they perform well and punished if they don't.
In corporate world, this means titles and compensation.
The most effective leaders rarely surprise their employee with promotions or demotions. They are constantly reminding them what is expected of them and how they are doing. Some bosses are looking for the opportunities when their employee make mistake and they get a chance to reprimand them. In Fact they should look for the opportunity to find out when they do a better job and grab a chance to appreciate the way they did particular job.
You have to convince employees that they will be suitably rewarded if they perform well and punished if they don't.
In corporate world, this means titles and compensation.
The most effective leaders rarely surprise their employee with promotions or demotions. They are constantly reminding them what is expected of them and how they are doing. Some bosses are looking for the opportunities when their employee make mistake and they get a chance to reprimand them. In Fact they should look for the opportunity to find out when they do a better job and grab a chance to appreciate the way they did particular job.
12 Compensate creativity
Money is not always the primary driving force for creative people. Sometimes money is secondary to desire for autonomy or recognition or simply an environment where people can do their work comfortably. Some talented people have opted for an extra weeks vacation an incentive. Many managers never think of including these features in the corporate compensation package, with creative people.
Money is not always the primary driving force for creative people. Sometimes money is secondary to desire for autonomy or recognition or simply an environment where people can do their work comfortably. Some talented people have opted for an extra weeks vacation an incentive. Many managers never think of including these features in the corporate compensation package, with creative people.
13. Have a clear understanding in your own mind of things that you can change and the things that you cannot.
Simply accept the things you cannot change and do not apply any energy
to them what-so-ever. Then, focus all of your efforts on the things you
can change. Action oriented people are always sought after and
successful.
14. Be decisive.
When asked for your opinion, you should
have it well thought out and present it persuasively. You should not
waffle or stall. For big decisions, set a deadline, and have the
decision by that time. If someone offers an argument that convinces you
to change a decision, acknowledge it and embrace the new idea
completely.
15. Know your team strengths and weakness.
Know the strengths of your team as well as the weakness and allow for improvement.
16. Remember that your direct reports are people.
They
are not resources and they are not human capitol. They are people with
families, feelings, and problems. It is not possible to separate work
from home life. Be aware that people have personal lives and do the best
you can to be sensitive to them. Treat everyone as your equal
regardless of their title or position. Remember to smile a lot and
always maintain a pleasant demeanor.
17. Keep a good sense of humor.
It makes you approachable
and it helps you maintain perspective. Don't take yourself too
seriously. Everyone puts their pants on one leg at a time.
18. Rid your mind of the word “manager” and replace it with “leader”.
Leaders don’t require titles or promotions, they are people that inspire and motivate without regard to the setting or the team.
19. Hire slowly and fire quickly.
Take your time hiring
good quality people. Have several people interview and do thorough
background checking. But, when you have a disruptive personality or
person who fails to perform you need to take all steps to get rid of
them as quickly as possible.
20.Focus only on solutions and not on problems.
People gravitate toward solutions oriented individuals...
21. Being flexible is very important and it does not conflict with being consistent.
You must remain flexible to change directions, change rules, and change resources to remain competitive.
22. Maintain the confidence of everyone in the organization.
Managers frequently have access to more information than other
employees. It is imperative that you never betray the confidence of the
company, your manager, your peers, or your employees. Be sure that
people can confide in you.
23. Adopt a people-focused culture
There is good reason why some of the world’s top organisations
attribute their success to their people. By treating their employees as
the most valuable asset of the company, they achieved impressive results
and became more competitive across many fronts.
These companies tend to create a favourable brand perception (internally and externally) by treating their staff well, and this helps them when they need to attract talent. By making sure your employees know that they are valued and are seen as part of the company’s growth and success, you will find they become more energised, will think more creatively and will be more willing to take ownership of what they do.
These companies tend to create a favourable brand perception (internally and externally) by treating their staff well, and this helps them when they need to attract talent. By making sure your employees know that they are valued and are seen as part of the company’s growth and success, you will find they become more energised, will think more creatively and will be more willing to take ownership of what they do.
24. Try to make yourself available
You will have your own priorities so you cannot be available for your
team all the time. However, if you make it clear that you don’t want to
interact with your team unless you are telling them what to do, you are
unlikely to get the best out of them. You may prefer to base yourself
in your own office (with the door closed, if you find it hard to work
with background noise) but make sure you take time to meet and talk to
your team regularly – both as a group and individually. That way you can
deal with issues before they become problems, find out about ideas that
could help the company and provide feedback about ongoing projects.
25. Smile, pay attention, learn people's names and show respect at every encounter
Respect is the base ingredient for trust on a team.
27. Resist the urge to criticize past practices no matter how outdated or ineffective they seem
Your team members have been a part of working with those practices, and they do not need to be told they were wrong. You will have ample time to gain their input on identifying improvements.
28. Getting Beyond the Meet and Greet
First days are typically awkward. Your goal is to go out of your way to meet everyone on your team and ideally to meet as many people across the organization as possible.
25. Smile, pay attention, learn people's names and show respect at every encounter
Respect is the base ingredient for trust on a team.
26.Do not spend a great deal of time showcasing your past achievements in other organizations
No one appreciates the manager who constantly references: "At my last company, we did it this way." It is only interesting to you. It is annoying to everyone else.
No one appreciates the manager who constantly references: "At my last company, we did it this way." It is only interesting to you. It is annoying to everyone else.
27. Resist the urge to criticize past practices no matter how outdated or ineffective they seem
Your team members have been a part of working with those practices, and they do not need to be told they were wrong. You will have ample time to gain their input on identifying improvements.
28. Getting Beyond the Meet and Greet
First days are typically awkward. Your goal is to go out of your way to meet everyone on your team and ideally to meet as many people across the organization as possible.
29. Be More Transparent
Companies are beginning to embrace transparency in the workplace. As a leader, you should embrace it with your staff.30. Create a Feedback System
It’s great that you’ve invested so much in becoming a better leader, but you have to continually go back to your people to find out how you’re doing.
31. Keep your emotions in control
32. Listen more than you talk
33. Always give negative feedback in private
34. Be Persistent
The lack of interest and persistence of top management is the primary cause of failed change. Change applied without intense top management interest simply won’t work.
35. Tell people what they can do
Helping to get them started is the job of a leader.
36.Refraining from Complaining
If you as the leader complain constantly about customers, late deliveries or the performance of your employees, your attitude will spread quickly among your workers. By refusing to complain even during the most difficult times, you'll win the respect of your employees and establish yourself as a leader. In turn, your employees will approach their jobs with a more professional attitude, and you'll foster a more pleasant and productive work environment.37. Manage conflict
When there is conflict in the workplace, it should not be ignored. Turning a blind eye could lead to a negative atmosphere, which could have implications for staff productivity and communication among the team may suffer. When an issue arises, it’s crucial that it is addressed straight away before it builds.38. Encourage risk taking and innovation
When a company becomes too entrenched in rules, regulations, guidelines and policies, it kills creativity and innovation within the workplace. You may have worked for companies like this in the past, where employees will clock in their hours daily and perform their assigned duties as contracted, but no more.Build a culture that encourages and empowers people to take certain level of risks. With the knowledge that mistakes are permissible, your employees will be more open and proactive in sharing their thoughts, ideas and opinions on how to make things better.
" When a company becomes too entrenched in rules, regulations, guidelines and policies, it kills creativity and innovation within the workplace "
Finally..
Handling people requires lots of insight of the manager. It is observed that technocrats are be hired and fired. They can reach to the highest poison of the particular department or division only. But the managers who are good at dealing with people and can get work done are highly paid and they can reach to the top position of the company like Managing Director or CEO level. Many CEO's have confessed that their secret of reaching to the level is not their technological expertise rather than their knowledge of relationship with people around them. That is possibly the reason that the great book on "How to win friend and influence the people "by Dale Carnegie is worlds best seller publication even today. It is translated in the maximum languages of the world. Top executives keep this book on the desk and re-read over and over again.
Handling people requires lots of insight of the manager. It is observed that technocrats are be hired and fired. They can reach to the highest poison of the particular department or division only. But the managers who are good at dealing with people and can get work done are highly paid and they can reach to the top position of the company like Managing Director or CEO level. Many CEO's have confessed that their secret of reaching to the level is not their technological expertise rather than their knowledge of relationship with people around them. That is possibly the reason that the great book on "How to win friend and influence the people "by Dale Carnegie is worlds best seller publication even today. It is translated in the maximum languages of the world. Top executives keep this book on the desk and re-read over and over again.
6 Tips For Managing People Who Are Hard To Manage
Management
would be easy if everyone you managed were hard working, collaborative,
and had a great attitude and exceptional talent. But then it wouldn't
be management. It would be sitting around doing little while legions
of highly motivated people worked happily and diligently. The reality
of course is far different. Simply put, some people are easy to manage
and others are hard. And "hard" takes many forms. Some are talented
but not collaborative. Some are collaborative but not too talented.
Some are too aggressive and others not aggressive enough. Some are
well-intentioned but high maintenance, moody or easily distracted. Some
are just plain difficult. And so on. You get the idea.
So how do you manage this challenging subset of the broader employee
population? Personalities being variable, individuals need to be
managed individually, but there's still general guidance that can be
provided. In that spirit, here are six tips for managing people who are hard to manage.Accept that management is an inherently complex and difficult job -
Don't fight it. Don't waste time and valuable mental energy wishing it weren't so. Recognize that frustrations and difficult situations go with the territory of management. That's why you're being compensated more than if you weren't in management. Approach delicate employee "issues" positively, like an intriguing puzzle to solve.
Don't avoid or bulldoze conflict, but deal with it directly and evenhandedly -
Conflict is the currency of management. If you abhor conflict, management likely isn't the right job for you. The best managers aren't "conflict avoiders," but neither do they pull rank and roll right over others when conflicts occurs. Remember, you're going to have to continue work with these same people in the future. Best to look for fair constructive resolutions, not simply "getting your way."
Try to see things through the eyes of others -
Easier said than done, I know. But there may be reasons why a certain person is hard to manage. Has he or she always been this way, or may new external factors be contributing? Is there anything in your own management style (hard to imagine, I know!) that could be triggering an oppositional response? There were times, for example, I was unnecessarily micromanaging people and was completely unaware I was doing it... until it was (entirely accurately) pointed out to me. If you can look at a problematic situation holistically and gain insights into why someone is acting the way he or she is, that can lead you to a constructive solution.
Get help when you need to -
This is an easy step, but often neglected. If you work in an organization of any size, help is everywhere. Get perspective on a difficult employee from someone whose judgment you trust. This could be anyone: a Human Resources contact, a mentor, your own manager, a colleague. During my years in management I went to all of these people at different times to seek opinions when employee issues arose. It isn't a sign of weakness. It's sensible judgment. I found Human Resources especially helpful and made a point of establishing close working relationships with individuals - regardless of rank - who I felt were especially capable. I never for a moment regretted it.
Set clear measurable job objectives so it's a matter of fact, not debate, whether or not your employees have reached their performance targets -
I often write about the importance of objectives in the management process, but that's only because I feel well-conceived targets are so valuable and so neglected. Why would you not want to have crystal-clear goals that you and your employees could refer to often to make sure they're on track? It makes evaluating performance more concrete and less nebulous. When a problematic employee isn't achieving goals, you have something totally tangible to discuss. I'd always rather argue data than opinion.
Think in terms of assets and liabilities -
An old friend of mine used to say this about her relationships with men: At the end of the day, is he an asset or a liability? If he's an asset, keep him. If he's a liability, let him go. While perhaps a tad oversimplified, this approach has applicability for management. Does a problematic employee still add real value to the organization? Some of the most brilliant people I managed were very difficult - uneven collaborators who liked to do things their own way. But the benefits they brought to the company far outweighed the problems they caused. So they were clearly assets. If on the other hand they became so disruptive that their accomplishments were far outweighed by the problems they caused, then they'd be liabilities, and it would be time to let them go. (Always working closely with Human Resources, of course, to be sure terminations were handled in the right way.) Is this a perfect, nuanced lens through which to view employee performance? Hardly. But can it help bring some clarity to the "fog of business"? I'd say yes.
There are no light switches you flip for immediate solutions to vexing employee problems. But certain fundamental approaches can make the difficult more routine, and can have relevance for employees at all levels - whether you're managing on the shop floor or in the c-suite.
Hardest Parts to Manage the Employees
Here are five specific situations to be ready for1. Firing an Under performing Employee
Managers of large and small companies alike rank firing employees as one of the most difficult responsibilities they have. In fact, some major corporations actually hire termination companies to come in and handle this undesirable process for them. But if you’re going to be a good manager, you have to learn how to fire an employee in a firm, appropriate manner.“The first and most important step in the firing process is to make sure your employee can see the train coming, long before it arrives,” says Tye Deines, the Director of Human Resources for one of the country’s largest human service organizations. “This is part of your job supervising your team. If your staff isn’t meeting your expectations, it’s your responsibility to let them know immediately—not months later.”
If you’ve done a good job providing expectations, correcting employees when they don’t meet these expectations, and giving them opportunities to regain your trust, then the termination process becomes much easier.
When it comes to the actual firing, you have to be firm. Cut straight to the case, explain the reasons for termination, and quickly transition into the logistics of how the termination will work. It’s okay to show empathy, but don’t let the employee control the conversation. You’ve already made your decision, so stick to it.
2. Supporting a Grieving Employee
There’s nothing sadder than walking alongside an employee who has just lost someone close to them – such as a spouse, child, parent, or dear friend. You have to provide space for grieving, while also making it clear that the employee must eventually return to a productive role with the company.When you first learn of your employee’s loss, send a sympathy gift basket to their home with a note that lets them know you’re thinking about them. Encourage them to forget about all work-related responsibilities for the next few days and give them room to mourn.
After a few days have passed, you can begin to press in a little bit and encourage a gradual return to work. If you aren’t a naturally empathetic person, you may want to have a coworker who is close to the employee handle the process.
After the employee’s return to work, be vigilant of their behavior. “Watch for warning signs of prolonged grief and ongoing performance issues, such as poor grooming, severe withdrawal, substance abuse, or other uncharacteristic behaviors might be warning signs,”
3. Handling Conflict Between Multiple Employees
Few things are more frustrating than conflict between employees in the workplace. Not only does conflict impact productivity, but it also threatens to compromise the healthy workplace culture you’ve worked so hard to cultivate over the past few months or years. Conflicts don’t just involve the participants – they indirectly involve everyone else.While you shouldn’t feel the need to immediately jump into the middle of every conflict, there does come a point where a manager needs to get involved. And when you do get involved, be sure to listen more than you talk. It’s through listening that you’ll understand the heart of the matter and be able to bring in some sort of resolution.
“Conflict resolution doesn’t necessarily have to end in agreement. Sometimes, it’s best to agree to disagree, respectfully,” HR experts admits “When that happens, employees should acknowledge there is a difference of opinion or approach, and come up with a solution together on how to move forward.”
The outcome of every quarrel will vary, but your approach should be the same. You want to develop a culture in which employees understand how to communicate in peace and conflict. If you have an employee who repeatedly exhibits an inability to communicate and/or reach resolution, it may be time to discuss parting ways.
4. Dealing With a Dishonest Employee
When you hire an employee, you do so with the assumption that the individual will act with the company’s best interests in mind. Unfortunately, this doesn’t always end up being the case. If you’re in management long enough, you’ll eventually encounter your fair share of dishonest employees.A dishonest employee may be someone who physically steals from the company (taking cash, products, or supplies), commits intellectual theft (taking ideas away from the organization), or misleads management (cheating on a resume, lying about hours worked, etc.).
The primary objective is obviously to prevent dishonest behavior from occurring in the first place. You can do this by making sure employees understand what behaviors are acceptable and what are against company policy. But even with the correct policies in place, you’re still going to have some issues on occasion.
When you notice dishonest behavior, you must active decisively. If you try to tiptoe around the issue, you’ll end up getting taken advantage of. Step up, implement the appropriate reprimand, and move on. There should be no enabling on your part.
It’s also important that you use dishonest behavior as a teaching opportunity. Employees learn through experience and they’re much less likely to repeat the behavior of a coworker if they’ve seen the consequences played out in real time.
5. Persuading an Employee to Stay
While we’ve discussed the challenge of firing an employee, the opposite is true as well. It’s sometimes even more difficult to hang on to an employee who is looking to accept a position with another company.In most cases, employees leave for one of the following reasons:
- More money
- Better benefits
- Greater responsibilities
- Career change/pivot
- Relocating to a new city
“In the past, location was probably the biggest objection that companies couldn’t overcome. If a spouse moved to another state it was inevitable that the employee would quit and move as well,” “In today’s ultra-connected world this doesn’t need to be the case. If the long commute is a problem talk about flexible work hours that can help. You could also arrange for a remote working relationship that will continue their employment even if they move away.”
No comments:
Post a Comment