Empowering individuals and teams in the workplace is not just about pumping their self-esteem. You can make a toolkit available to support them in productive conversations and improving their abilities to collaborate, plan, test and implement organization processes, changes and solutions.
All three steps – Alignment OF the people, Production BY the people, and Accomplishment FOR the people – are needed for effective management. Drop out one step and you are likely to diminish or prevent the alignment, the productivity, and the accomplishment. Management isn’t difficult when you break it down to what you want: the people engaged in their work, the job done well, and the real-world satisfaction for all in its accomplishment.
Good management practices are a path to better organization performance. One important practice is getting feedback on the success of a team’s products, services and communications to others inside the organization and outside it too. Feedback is a valuable performance resource: how else will we know if our groups are performing well?
Competent leadership: a personality trail or a practical communication skill? Perhaps a mix of both. It comes with a caution, though.
Sometimes our communication gets a little sloppy, leaving others with a vague or inconclusive answer. We can fix that, and perhaps help others step up too. Be a stronger leader.
Completing all aspects of a workplace problem or upset, especially when it involves several people or workplace activity, can be immediately important. Forgiveness can save the day, but not without closing out the original trigger for the issue. Fix it, then forgive it.
What makes a good worker? Here is a collection of criteria from seven different types of organization, where Supervisors – not Managers – defined four levels of employees.
Evaluating leaders for their “people skills” is not the same as evaluating their effectiveness. Being effective is not a personality thing.
People, assignments, resources – lots of things show up late. We can do something to turn it around, or, if not, lateness will become a cultural fixture.
The work of managing performance is simple and specific. That doesn’t mean it’s easy to make time for that work, or that it is the most fun part of a Manager’s job. But it IS part of the job.
Awarded "Best Management Book" by 800-CEO-READ.
Rated #5 "Best Business Book" by The Toronto Globe and Mail.