|
Managing employees is an art, not a science. We all want to know the newest magic formula to keep employees happy, productive and coming to work. But while there's no magic solution to motivating employees, there are some guidelines to help you master management.
Management History
First, managers need to understand how their jobs have changed over time. From the 1930s to the 1950s, bosses used fear to limit bad work behavior and encourage good work behavior. The corporate philosophy was if you just work harder, the company will take care of you. Company loyalty was strong and most workers stayed with the same company for their entire lives.
In the 1960s and 1970s, employees rebelled against fear management and demanded a role in decision-making. They desired ownership in company direction and a share in the profits, along with appreciation for their contributions. Beyond challenging work, they wanted to balance work and life. Employees and managers entered a partnership.
The 1980s and 1990s saw that partnership erode as companies downsized, eliminating the entire layer of middle management. As employees learned that they no longer had permanent positions, company loyalty gave way to loyalty to professional expertise. Frequent turnovers became the norm.
Managing Skills
Not only must today's managers contend with high turnover and corporate distrust, but many don't even have training in management techniques. Traditionally, good performers have been promoted into management positions for which they're unprepared. Just because someone made the highest sales or is technically savvy, doesn't mean she's going to know how to work with people.
For those managers, and those who just need to brush up on their skills, here are a few tips.
Flex to different personality styles. Use assessment tools, such as DiSC®, Psycho-geometricsTM or the Myers-Briggs Type Indicator® to determine your personality style and the styles of your employees. It's your responsibility as a manager to flex to your employees, not the other way around. By understanding your employees' needs and values, you will build trust and rapport.
Consider this example: A manager's personality style is bottom-line driven and makes decisions very quickly. Some of his staff members perceive him as abrupt and closed to their input. One of his employees needs more time to process information and wants support and time with his manager to discuss ideas. In this style difference, the manager will need to slow down, spend more quality one-on-one time with the employee and ask for his input and ideas.
Give employees what they need to do the job. Different tasks require different skill sets. Help your employees do better, and more satisfying, work by assessing their abilities to perform individual tasks. Then provide what they need--more training, more direction, more support or just being left alone--to do the job well. Ken Blanchard, coauthor of The One Minute Manager, calls this Situational Leadership®.
For example, Maria has been a nurse at a skilled nursing facility for 10 years. When the Balanced Budget Act cuts forced the facility to transfer respiratory duties to the nurses, she had to learn to intubate patients. Because Maria had so much nursing experience, her manager, Tracy, gave her this new duty with no training or practice. As a result, Maria had difficulty mastering intubation, and Tracy became concerned with Maria's performance.
As a result, Tracy decided to accompany Maria to dress a wound on another patient. Even though Maria had dressed thousands of wounds, Tracy monitored her every step and told her how to perform the job.
In both situations, Tracy decreased Maria's motivation. To avoid over-supervising and under-supervising, managers must assess and provide tools for each task individually.
Set clear expectations. The most motivating way to set expectations is jointly with employees. Discuss company-dictated goals, such as profit and customer service, with employees and solicit their input on how to meet the goal.
Give positive and constructive feedback. Feedback skills will make or break employee motivation. Positive feedback reinforces behavior and performance that is desired, while constructive feedback changes or corrects behavior and undesired performance.
Most managers think they are giving positive feedback often by telling staff that they're, in general, "doing a good job." But this statement doesn't address anything employees are doing specifically. Instead, managers should describe the positive behavior and address its impact.
For example, to let one of your nurses know that you appreciate her interpersonal skills with patients, you could say something like, "Sally, your manner of dealing with patients is ideal--eye contact, smiling, using their names and showing respect are always there. In fact, Mr. Smith commented to me about your wonderful customer service." This is more powerful than just saying, "Good job, Sally," which Sally may receive as backslapping, glad-handling or even phony.
Because employees can't assess themselves, managers must provide constructive feedback to help them improve. This is often a manager's most difficult job. Do any of these sound familiar?
If I wait long enough, the situation will probably resolve itself, so I don't have to get involved.
It takes so much time to criticize effectively; I'd rather pick up the slack than take the time to correct another's behavior.
I'm not perfect, so who am I to judge anyone else's behavior?
This self-talk comes into play because we are uncomfortable and need some skill training on how to give constructive feedback. By using the same technique that you use to give positive feedback, you can make constructive criticism easier to give and receive.
Instead of saying, "Tom, you always have a bad attitude when you work with patients," try, "Tom, I observed your interaction with Mrs. Jones. She interpreted your tone of voice and harsh words as not wanting to help her. I would like for you to smile, use a softer tone of voice and ask the patient how you can help him or her."
Describing the impact of the behavior with feelings and perceptions is more effective and less demeaning and argumentative.
Developing People
Developing employees makes them feel valued. It's really saying, "I believe in you, employee, and I want to help you grow in your profession." Unfortunately, too many employers say, "Why should I invest in an employee? I'll train them and then they leave." You should invest in employees because they will be more productive for the company and might become loyal because of the investment.
There are many different ways to develop employees. Some cost money and others just a little time. Training classes are helpful, but clearly not the only way. Consider these developmental ideas:
- Implement an enhanced new-employee orientation and mentoring program
- Assign a new project to learn other skills
- Design cross-training opportunities
- Create job enrichment
- Broaden the scope of responsibilities
- Increase exposure to the total organization
- Listen and provide information and resources on job change, career change or job renewal
- Develop your replacement.
Most important, have ongoing and frequent discussions with your employees about their development plan. Listen to their input and partner with them so they are motivated to grow.
But development shouldn't end with staff. Managers must also humanize themselves. Recognize that you are not perfect and sometimes make mistakes. It's acceptable to admit imperfections to your employees. Let them know that you want to improve your management effectiveness and would appreciate their feedback. A sense of humor also helps.
Motivating employees is no easy task, but these suggestions will put you well on your way to mastering the art of management.
Sue Romero, owner of Susan Romero Consulting, Englewood, Colo., is a human resources consultant specializing in employee relations issues, manager coaching and management training. She has over 20 years experience coaching managers on enhancing their effectiveness. Her website is www.romeroconsulting.com.
For more articles on hiring and management, see ADVANCE's online Management Mastery column.
|