GOT A promotion recently? Beware; even before you uncork the champagne bottle, the dreaded nightmare - subordinates - begins!
There are no two ways about it. Unless you plan to permanently park yourself at the bottom- most rung of the ladder, there will always be people working under you - employees you will have a responsibility to and will be responsible for.
Like it or loathe it; you are the captain of the ship! It is in your hands whether you build up a seasick crew or a sea-wise one!
Your waterloo!
`I am the boss! I can do as I please' - this narcissistic guy will not last long. Becoming an ogre-like brutish boss with domineering tendencies will also get you nowhere. Using intimidation may help win the battle; but the war is lost! Even head honchos have to accommodate and compromise to win over their workforce.
Set aside rank while dealing with juniors. Say goodbye to the authoritarian in you! Adopt an open-door policy. Now, watch your staff become the cynosure of all eyes!
Hitting the nail on the head
The yawning gap between superiors and subordinates has to be bridged. Make space in your tightly squeezed schedule. Take out time to deal with juniors the right way. Guide them with a helping hand. Become the best boss around!
Tune in - Get to know your subordinates. Scour their strengths and weaknesses. Armed with this knowledge, you can allocate tasks judiciously based on individual capabilities. It will balance the workload and maximise results.
Keep spirits high - Have confidence in your juniors. Assign work requiring them to stretch their abilities so that they learn new skills. New challenges will prove to be the harbinger of rising motivation levels.
Describe, not prescribe - Explain the tasks and stipulate deadlines. Leave room for different styles of work. Refrain from telling subordinates how to do their jobs. Do not breathe down their necks.
Sustain the interest - Congratulate your team on a job well done. It will increase morale and trim down negativity. Coat your criticisms with tact and diplomacy. Live by the rule - `praise in public; criticise in private'.
Policy of consistency - Making changes in priorities and work methods will herald an atmosphere of confusion and insecurity. Try to initiate modifications gradually and with a fair bit of warning.
Role model - Obtain superlative work quality and professionalism from juniors by demonstrating it yourself! Take a long hard look at yourself before pointing the finger at them. If you do not make it to office on time, do not expect your staff to be punctual either!
Bend a bit - Be flexible, not dogmatic. Appreciating and accepting alternate ideas from subordinates helps improve their self-esteem and drive. You can maximise both your own results and those of others.
Lift up, not down - Do not degrade your employees. Stand by them. Give credit where it is due. Be a pillar of support and encouragement in trying times. Strive to bring their potential abilities to the fore. Build team spirit.
Swallow the bitter pill - Let go of your `need to be right'. Accept your mistakes. Coach subordinates. But, be open to learn from them too! It will make you seem more human and approachable.
Stand your ground - Drop the lackadaisical approach. A liberal attitude may save the day; but it will create potential landmines tomorrow! You have to be firm and assertive to get the work done.
Same rulebook - Maintain the same standards for everyone. Censure all and reward all! Indulge in playing favourites and you can bid adieu to your credibility. Fair and just behaviour helps avoid build up of resentment and reduces friction among workers.
Subordinates come in all shapes and sizes! Their behavioural and work styles will surely clash. There will be bombs exploding everywhere. It is up to you to defuse explosive situations and neutralise difficult people. Make your way with a shrewd mix of intelligence, tact and professionalism. Aim to impact positively. Aspire to build a creative and constructive work environment.
It has been rightly said, `A manager is not a person who can do the work better than his men, but who can get his men to do the work better than he can'.
There are no two ways about it. Unless you plan to permanently park yourself at the bottom- most rung of the ladder, there will always be people working under you - employees you will have a responsibility to and will be responsible for.
Like it or loathe it; you are the captain of the ship! It is in your hands whether you build up a seasick crew or a sea-wise one!
Your waterloo!
`I am the boss! I can do as I please' - this narcissistic guy will not last long. Becoming an ogre-like brutish boss with domineering tendencies will also get you nowhere. Using intimidation may help win the battle; but the war is lost! Even head honchos have to accommodate and compromise to win over their workforce.
Set aside rank while dealing with juniors. Say goodbye to the authoritarian in you! Adopt an open-door policy. Now, watch your staff become the cynosure of all eyes!
Hitting the nail on the head
The yawning gap between superiors and subordinates has to be bridged. Make space in your tightly squeezed schedule. Take out time to deal with juniors the right way. Guide them with a helping hand. Become the best boss around!
Tune in - Get to know your subordinates. Scour their strengths and weaknesses. Armed with this knowledge, you can allocate tasks judiciously based on individual capabilities. It will balance the workload and maximise results.
Keep spirits high - Have confidence in your juniors. Assign work requiring them to stretch their abilities so that they learn new skills. New challenges will prove to be the harbinger of rising motivation levels.
Describe, not prescribe - Explain the tasks and stipulate deadlines. Leave room for different styles of work. Refrain from telling subordinates how to do their jobs. Do not breathe down their necks.
Sustain the interest - Congratulate your team on a job well done. It will increase morale and trim down negativity. Coat your criticisms with tact and diplomacy. Live by the rule - `praise in public; criticise in private'.
Policy of consistency - Making changes in priorities and work methods will herald an atmosphere of confusion and insecurity. Try to initiate modifications gradually and with a fair bit of warning.
Role model - Obtain superlative work quality and professionalism from juniors by demonstrating it yourself! Take a long hard look at yourself before pointing the finger at them. If you do not make it to office on time, do not expect your staff to be punctual either!
Bend a bit - Be flexible, not dogmatic. Appreciating and accepting alternate ideas from subordinates helps improve their self-esteem and drive. You can maximise both your own results and those of others.
Lift up, not down - Do not degrade your employees. Stand by them. Give credit where it is due. Be a pillar of support and encouragement in trying times. Strive to bring their potential abilities to the fore. Build team spirit.
Swallow the bitter pill - Let go of your `need to be right'. Accept your mistakes. Coach subordinates. But, be open to learn from them too! It will make you seem more human and approachable.
Stand your ground - Drop the lackadaisical approach. A liberal attitude may save the day; but it will create potential landmines tomorrow! You have to be firm and assertive to get the work done.
Same rulebook - Maintain the same standards for everyone. Censure all and reward all! Indulge in playing favourites and you can bid adieu to your credibility. Fair and just behaviour helps avoid build up of resentment and reduces friction among workers.
Subordinates come in all shapes and sizes! Their behavioural and work styles will surely clash. There will be bombs exploding everywhere. It is up to you to defuse explosive situations and neutralise difficult people. Make your way with a shrewd mix of intelligence, tact and professionalism. Aim to impact positively. Aspire to build a creative and constructive work environment.
It has been rightly said, `A manager is not a person who can do the work better than his men, but who can get his men to do the work better than he can'.
PAYAL AGARWAL
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