To be a good boss, motivate team to perform efficiently

Published on Wednesday, Oct 22, 2008

Ask any manager or executive and he is bound to say that he is the best boss his employees could ever have asked for. But, ask the subordinates, and the odds are that the story will be entirely different.

What’s more, people normally don’t leave their jobs: they leave their bosses! As authors, Marcus Buckingham and Curt Coffman state in their book, First, Break All the Rules, “The talented employee may join a company because of its ch arismatic leaders, its generous benefits and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.”

To be fair to them, bosses are quite an embattled lot – torn as they are between doing things right and playing nice with employees. So, where are they actually going wrong?

How should they tackle the high-pressured job littered with incessant employee demands and conflicts?

Here’s a take on how to become a better boss:

• First and foremost, you should never be autocratic or impose your positional authority. Assert, ‘I am the boss’ and people will never listen to you.

• Instead, adopt an open-ended approach by talking to your employees about their goals, aspirations, motivations, and problems, what they like/dislike about the work and what they want to change. Solicit their suggestions, criticism and concerns and really listen to what they have to say. Such informal talks and one-on-one meetings will show that you are genuinely interested in your staff and ready to help them.

• Building good, healthy relationships will motivate employees and they are more likely to stick with the company even when the going is not as good.

• Communicating your vision, aims and strategies will make employees feel like a part of the team. Also, give them specific and reachable goals so as to motivate them to perform efficiently.

• Keep employees informed of new developments and changes so that they are aware of what is going on in the company. Also, involving them in decisions, especially those that concern them will win loyalty and cooperation.

• According to author, Bob Nelson writing in Economy in Managing for Dummies, “Part of being a good manager and coach is being available to your employees when they need your help”.

• Be friendly and accessible to everyone. But know where to draw the line, as ‘backslapping’ terms are not exactly commendable.

• Adopt an individualised approach where you understand employees’ needs and give them what they require to perform well – some may need constant direction while others crave freedom.

• Delegating important tasks and giving employees responsibility will demonstrate your trust in their strengths and abilities.

• Respond to complaints and address concerns right away. Ignoring or postponing them will only make the problems fester.

• It is imperative that you should lead by example. Check your own work habits like punctuality, decisiveness, procrastination and being able to meet deadlines before expecting it from the subordinates.

• Teach employees to work smart with the accent not on putting in long hours, but on improved performance.

• Mistakes will always happen. It is how you deal with employee errors – in a firm, kind and positive manner - that matters.

• Never hesitate to provide encouragement, support and well-timed recognition of efforts. Publicly acknowledging employee achievements is the best reward that can spur them to higher levels of performance. Proactively affirm the praise with specific and positive comments whenever possible.

• Being a boss also means taking some tough decisions. You cannot shy away from confrontations and giving criticism. Arrange private conversations to share your concerns, reprimand poor performance and provide guidance. At times, you will also have to take suitable action to correct destructive, passive or negative behaviours. If necessary, do not hesitate to fire under-performers who drag down the team and refuse to change.

• Always strive to improve your supervisory and leadership skills by undertaking training workshops and courses.

All said and done, your success as a boss depends on the attitude and performance of your subordinates. So, be game to face the numerous challenges head on as only then can you build an alert, efficient, responsible and high-performing workforce!

PAYAL CHANANIA

Consider all options in keeping with your potential

Published on Wednesday, Oct 15, 2008

Most of us start our working life in an entry-level position at the bottom of the career ladder. While we gradually do claw our way to the mid-level, only a handful make it right to the rarefied upper positions replete with corner offices.

If you are not where you would like to be and are really serious about scaling the highest echelons of your profession, achieving career success is easy as long as you know how to go about it.

A career guru says, “If you want your career to go faster, then accept that you are going to have to put some pace into it”. Here are a few mantras for working your way to the top:

Passion: The ambition and drive to get ahead is what will help you to make things happen. As it has been rightly said, “Getting to the ‘top’ is all about believing that you deserve to be there”. Build the necessary maturity, sensitivity and flexibility so that you are game for everything that life and work can throw your way.

Clear vision: The key to the top is to dream big and then strive at turning the dreams into reality. Write it in your career objectives and chalk out an individual growth plan accordingly. This mission and key goals will keep you going even under the most adverse circumstances. Never give others the power to determine your career destiny. You and you alone are responsible for your career success. Try to consider all the options in keeping with your potential and go out and achieve them for yourself.

Reputation: Success is built on what you have achieved, not what you want to do or could have done. Keep track of what you do and do not shy away from touting your victories. Persevere in building a strong track record of diligent work and achievements. Also, keep looking for other ways to promote yourself professionally.

Network: If you keep your nose stuck to the grindstone, ‘getting to the top’ will only remain a pipe dream. Afterall, who you know is as important as what you know/do. Join professional organisations, participate in industry events and hobnob with the higher-ups in your company in order to build a strong network of trustworthy relationships.

Simply socialising with your contacts can open doors that you otherwise never dreamed possible.

Go the extra mile: Giving your best and then some more is what counts ultimately. Be willing to do more than you are asked to and go out of your way to achieve exemplary results. As a top career guide elaborates, “Many employees finish their task and then go and make personal phone calls or play on the Internet. The ones who move up the career ladder are those who seek more responsibility when they have completed their tasks. You have to have the initiative to work, or to ask for work.”

You still cannot afford to bask in your laurels. There is still much more to do and to learn. Constantly seek to update your skills and expand your knowledge.

PAYAL CHANANIA

Do not let rejection curb your performance

Published on Wednesday, Oct 08, 2008

Rejection is inevitable. It is part and parcel of the game; something that will happen some time or the other. Your ingenious idea is dismissed summarily, a covetous deal falls through or an ambitious project gets turned down. Else, you receive a harsh performance evaluation, get passed up for a promotion or even fail to land a dream job. The list is undoubtedly never-ending!

Such career rejection may come with the territory, but this does not make the ‘personal blow’ any easier to live down.

Needless to say, a rejected mindset is a terrible phase to be in. The trauma of endless hours of hard work being washed away with a callous ‘thumbs down’ is bound to take its toll.

The pain of rejection can leave a person feeling dejected, demoralised and finally devastated. Self-doubt creeps in as he starts seeing himself in an unworthy and unwanted light. This in turn, affects both his self-esteem and performance.

The humiliating sting of ‘being rejected’ can transform into a livid loathing as he rails, ‘How dare they reject me?’ Or, even depress him to the extent of calling it quits!

The sharp swings between self-pity, anger and depression only further prolong the recovery. And all is not over yet. The scars will be always there….

Well, who says life was meant to be easy. You must learn to cope with rejection so that you can snap back all the more faster. Here are a few tips on the same:

What went wrong - You are the best judge of yourself. Evaluate your own performance – was it up to the mark, were you thoroughly prepared. Try to judge where your faults lie and mentally prepare yourself for the negative reality.

Keep it in perspective - Never ever take a rejection personally. It only reflects on your work/performance, not on your value as a person. If you have to berate yourself, use ‘I am disappointed in my performance’ rather than ‘I am disappointed with myself’. Think about what you can gain from the ordeal, not what you have lost.

Indulge yourself - At the other end of the spectrum, always watch out as you can easily slip into a denial mode too. Try to ride out the wave of emotions by first acknowledging what you are feeling, why and when it will end. Vent your frustration, disappointment, anger and bitterness with family, friends or by yourself. Unbelievably, the ranting and raving can be therapeutic and reenergise you to move forward.

Bounce back - If you find yourself unduly wallowing in the negativity or continuously justifying the rejection, seek the support of friends, relatives and colleagues to pull yourself through. Exercising, indulging a hobby and taking good care of yourself can also help you overcome the pain. Worse come worse, there is no harm in seeking professional help also.

Rise like the phoenix - Do not let the rejection get you down or affect your performance and skills negatively. On the contrary, view it as an opportunity to improve. Once the sting subsides, build the inner strength that motivates you to new and better work. Regroup as quickly as possible and start making new plans and goals to prove yourself to everyone.

Learn your lesson - While you have to learn to accept the rejection with grace, do not quietly take it as your fate either. This is an opportunity for continuous improvement, leaning and growth.

Politely inquire the reasons why you were rejected. Also seek advice and guidance on what you should do differently to be more effective. Adopt the learnings and persist in improving yourself until you succeed the next time.

To sum up, you win some, you lose some. Rejection is nothing but one of the many obstacles lacing your career path. Once you develop strategies to take it in your stride, you can soon look back on the hurdles as stepping stones to even better things.

What’s more, you cannot stop taking chances just to avoid the risk of rejection. Get over the dreaded anxiety and resiliently survive the bumpier parts as every rejection brings you closer to ultimate success. All you have to do is accept, learn and move on.

So you got refused, so what! One bad inning does not lose the ball game. In the words of Yogi Berra, “It ain’t over until it’s over!”

PAYAL CHANANIA

Pick right communication strategies to create value

Published on Wednesday, Jul 09, 2008

The crux of any successful organisation is effective internal communication. It is the lifeblood of a company and yet it takes a back seat to other key ‘priorities’ and is often considered a waste of time.
The harsh truth is that strategic internal communications impact an organisation’s effectiveness dramatically. On a macro level, it is essential for maximising performance, achieving results and driving change. By aligning interests and strategies, it advances company objectives and ensures continuity within the organisation.
In a narrower perspective, open lines of communication engage employees at all levels – it enables them to understand company vision, values and culture, connects them to organisational objectives and fosters mission-focused employee behaviour to support corporate goals. Managers can not only make better decisions, but also gain staff buy-in for the same.
Consequently, companies that communicate effectively with employees have a motivated and informed workforce that is more satisfied, feels more involved in the fate of ‘their’ company and ultimately contributes more to success. Profitability, job satisfaction and employee retention are bound to soar.
Leverage the power
Internal communication is nothing but the sharing of information within the organisation. It is the liaison between the organisation and its employees and hence, should represent both the voice of management and employee interest.
The communication channels should be used for everything from announcing events, issues, initiatives, plans, changes, problems and challenges facing the organisation. It should establish formal roles and responsibilities, update employees on the direction in which the company is headed, inform about management decisions and clarify operational processes. Then and only then will it build employee trust and ensure that everyone is working towards the same goals.
Especially in times of crisis or shifting of gears - downsizing, altering a customer service strategy, dealing with accelerated growth – employee communications should provide adequate information of the event, what is expected of them and strategies to handle the issue.
In practice
Top management should analyse organisational requirements and build a strategic communication plan based on company vision and mission. It is advisable to employ a professional communications specialist for this task.
To ensure effective communication, carefully create a user-friendly, strategic and business-focussed message. Keep it honest, transparent, timely, clear, concise, credible, informative and independent. Apart from proper content, it should also be well presented and straightforward, devoid of manipulations or ambiguity.
Then again, any communication is in the management’s control only till it is sent to the employees. What is to ensure that the staff will actually read the message and it will not fall on deaf ears?
Not only should the message be compelling enough to grab attention, it should also appeal to the sensibilities of the recipient. So, instead of bombarding everyone with information overload, communications should be targeted to match the varying needs of different groups. What makes a middle manager sit up and pay attention may bore an accountant.
Internal communications should also be two-way by involving employees in issues that affect their working life. It should address staff concerns, clarify their issues and encourage them to provide feedback. Only when management actually listens to what employees have to say, will the participatory communication forge stronger relationships and a sense of community.
Not to mention, internal communication should be ongoing with regular and updated information on company plans, expectations and employee contributions. Also, communicate both the good news and the bad – withholding information from employees is fodder for anxiety and conflict.
Mobilising actionable tools: Organisations can choose from a variety of effective communication channels – oral, written, face-to-face and virtual. Some are interactive, some personal, others not.
• Print materials, message boards, newsletters, videos, magazines, presentations, they function as both a management voice as well as voice of employees by highlighting staff success stories, contributions, grievances and testimonials along with updates on company news, events and strategies. Even eye-catching posters placed in high-visibility areas can create a lasting impact.
• Emails, instant messaging. An inexpensive route to instantly disseminate timely information that notifies aligns and invigorates employees. Even staff can use it to raise concerns or ask questions.
• Intranet website. This is an invaluable resource that hosts email, file transfer and network news. A powerful and dynamic means to integrate information worldwide and achieve collaboration and interaction. It can be used to instantly publish information on changed processes that everyone needs to use.
• Company blogs. It can’t get more informal than this. Even CEOs have taken to blogging for floating new ideas, circulating information, gaining instant feedback and steering conversations in a deliberate direction.
• Conference calls, virtual meetings. These online and participatory tools can literally bring far-flung people ‘under one roof’ to facilitate discussions or brainstorming.
• Casual sessions, meetings. These are get-togethers where employees can listen to or even talk with organisational representatives. Plain old face-to-face conversations are the most effective way to reach out and create personal bonds.
It is essential to choose the right mix of communication strategies that will create value and not stick to just one of them. As its been rightly said, “Even positive change can backfire in a company if its poorly communicated to employees”

PAYAL CHANANIA