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6. Involve employees in decisions, especially those decisions that affect them. Involvement equals commitment.
7. Give employees a chance to grow and develop new skills; encourage them to be their best. Show them how you can help them meet their goals while achieving the organization’s goals. Create a partnership with each employee.
8. Provide employees with a sense of ownership in their work and their work environment. This ownership can be symbolic (e.g., business cards for all employees, whether they need them to do their jobs or not).
LEADERSHIP: THE PEOPLE THING
9. Strive to create a work environment that is open, trusting, and fun. Encourage new ideas, suggestions, and initiative. Learn from, rather than punish for, mistakes.
10. Celebrate successes—of the company, of the department, and of individuals. Take time for team- and morale-building meetings and activities. Be creative and fresh.
------------------------- POP QUIZ! ---------------------------------
What motivates people motivates them, and it changes from person to person and for any one person over time. This is what makes employee motivation so challenging: It’s a moving target. Answer the following questions based on the research and information we shared in this chapter:
1. Think of the best manager you ever had. What did that person do to best motivate you in your job?
2. Although money is important to people, what other things are often considered even more important by today’s employees?
3. What’s the greatest management principle in the world and an example of how it works? Does this principle apply in any relationship? Explain.
4. What’s the best way to determine what is most important to your employees?
5. Recognition is all around us every day, just waiting for us to tap into it. Name three examples of recognition that don’t require any money.
Coaching and Development
IT'S A NEW WORLD OUT THERE . . . Coaching and . . .
How to create a high-performance organization.
What coaches do.
The tools you'll need.
LEADERSHIP: THE PEOPLE THING
Over the past decade or two, there has been a major change in the way that managers do their jobs. While, in the past, managers were supposed to closely direct their employees’ efforts, today’s best managers are coaches—that is, they support and encourage the efforts of their employees. Managers who act as coaches—and not just as bosses—can help employees achieve outstanding results as their organizations perform better than ever.
But beyond supporting and encouraging the efforts of employees, coaching plays a critical part of the learning process for employees who are developing their skills, knowledge, and self-confidence. Employees will never learn to be self-sufficient when you’re always telling them what to do. In fact, they usually don’t learn at all, making them more reliant on you going forward, rather than less reliant.
As the old saying goes:
• Tell me ... I forget.
• Show me ... I remember.
• Involve me ... I learn.
It’s difficult for employees to learn effectively when you assign new tasks with no instruction or support whatsoever. Most employees will eventually figure out what to do (assuming they don’t get bored first or tired of trying), but they’re going to waste a lot of time feeling their way around.
Fortunately, there is a place between the two extremes of being told what to do and being given no support whatsoever. This is the place where employees are coached to learn how to work effectively, how to set and achieve goals, and how to make their own decisions. By supporting and coaching their employees, managers don’t just create
The Management Bible
happier employees, they unlock the creativity and energy within their employees that make them much more effective in their jobs—improving their organizations’ bottom lines in the process.
WHAT COACHES DO
So, what exactly is a coach? A coach is someone who acts as a colleague, counselor, and cheerleader to his or her employees. By encouraging their employees and supporting them when they need it, coaches help employees reach their full potential.
While we’re not big fans of the metaphor of business manager as sports coach, there are definitely parallels. A football coach doesn’t go out on the field and run plays or throw the football or tackle members of the opposing team. He is not allowed to actually play the game— he can only teach his players ways to improve their skills and performance, and then support and encourage them on game day.
Similarly, smart managers don’t do their employees’ jobs for them (as tempting as it may be). Instead, they give their employees the tools they need to do their jobs (training, money, resources), the authority they need to get their jobs done, and the support and encouragement they need to persevere through difficult circumstances. Then they stand back and get out of the way.