Wednesday, February 19, 2020

9 People Management Tips That Will Make You a Better Manager

People management is an art that needs to be understood by everybody especially CEOs and managers and people in leadership or position of authority. It is centered on developing and organizing people to achieve a goal. But much more, to be happy to do what they are doing rather than appearing to be forced into doing it. There are a number of people management tips that are helpful. They include:

1.     Good communication skill
Communication is undoubtedly an important part of people’s management. Your communication skill is your ability to pass a message in simple, clear terms and be understood by all your recipients. It also involves your ability to persuade people, get along with them, and make them listen to the ideas you’re passing across. 
As a manager, you would need to be in constant communication with the people you work with and you definitely would not have the luxury of time to talk for so long. So, being able to communicate effectively and concisely is important.

2.     Listening skill
As a leader, the ability to listen is something you must do maximally. As a matter of fact, you should do more listening than talking. It is important that you take your time to listen to your employees. It helps you to know what they think and how they feel. It also makes you approachable and easier to trust. Listening to your employees also gives you an idea of how satisfied they really are, what their pain points are and what to improve to help you work better.

3.     Empathy
Empathy is a person’s ability to share in and understand the feelings of others. It basically is showing other people’s compassion. We all go through rough times in our lives and it is important as a boss to be able to empathize with their situation and cut them some slack. This does not mean you are permitting them to lose their productivity, but it just means you treat them a little differently and maybe especially. It might mean accommodating their excesses and helping them through that period. As a manager, you want to make life easier for all your employees.

4.       Good judgment
Every manager with a good judgment has a fundamental understanding of what is going on around them. They also listen to the people around them, they learn from the information that they get around them and use it accordingly to make the right judgment. Every good judgment requires getting information with your sensory signal usually called the ‘gut feeling’. There is a time when you get a gut feeling about something but you really cannot explain it. Making your decision based on that feeling is right most of the time.

5.     Be open-minded
Having an open mind is simply based on an understanding of the fact that you know as a leader, you really might not have the solutions to all the problems. It could also be you know that your way or your idea might not be the best solution to the situation on the ground. So you are open to ideas and suggestions from the people that work with you. This fosters inclusiveness at your work and makes your employees feel valued because you are willing to take their suggestions in and use it if it is the best available for the situation at hand.  This creates respect and trust within your team and a willingness to participate.

6.     Patience
Patience is one skill that you definitely need in your daily interaction with people, not to mention your employees, people that you need to be productive for the growth of your business. This skill is something you might think you really have until things really go sideways. However, it is someone you definitely must develop as a leader. Not all of the people you manage will work at their best at all times. You have to be patient with them and not always lose your temper on them. Irrespective of what the situation is, you should always try to keep a level head.

7.     Approachability
Every manager will at some point need to help their employees deal with certain situations, solve some problems or give guidance. It is important as a leader that you are approachable. Being approachable means that people can easily walk up to you to talk to you about anything without being scared of what your reaction will be. You have to build your relationship with your employees or people under you to the point that they trust you and are able to approach you and talk to you about anything. Even things about their private lives, beyond just daily work sometimes.

8.     Honesty and accountability
These are two individual traits but they seem to work together. When you head a team, you must ensure that you are open and honest with them. This attracts a similar reaction from them. Accountability is just about the same thing. It means you are responsible for your work and for the people around you. This trait also attracts a similar reaction. As a leader and manager, you are a role model, an example for your employees and people around you to follow. They see what you do. So it is in you and your organization’s interest to be honest and accountable with your team members.

9.     Positivity
If you want to succeed in whatever you’re doing, you need to be positive about it. Positivity reflects in everything that you do. It is also a driving force for you to achieve your goal, (while too much of) negativity drags you backward. One thing about positivity is that it is contagious, and so is negativity though, so, if you want to see your employees or team members being positive about what they are doing, you should show that positivity first. When the people you lead see that you have a positive mindset towards what you are doing and you are very optimistic, they adopt the same approach to work, both consciously and unconsciously. 

Conclusion
Being a manager is about getting people to work together to achieve a goal. It means you are the team leader and you have to lead yourself first to lead others effectively. Raise the bar, set the standards high for yourself, do not settle for anything less than the best, and watch your followers do well. 



About the Author:
Becky Holton is a journalist and a blogger at best essay writing service uk. She is interested in education technologies, boom essays reviewtop resume reviews and is always ready to support informative speaking at best essay services. Follow her on Twitter.

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Monday, February 17, 2020

Lean Tips Edition #150 (#2461-#2465)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.


Here is the next addition of tips from the Facebook page:


Lean Tip #2461 – Leaders Can Encourage Change
Leaders can do a lot to promote change so that it sticks. It’s useful if a CEO backs something new, but it’s not sufficient to support a sustainable culture shift. The biggest predictor of how employees behave is how their direct boss acts. So if you’re a manager, lead by example. And communicate clearly about changes and experiments, including following up with your employees and admitting mistakes. Start small and build changing products might be too big a jump at first, but changing processes (shortening meetings, for example) can happen faster.

If you’re someone whose employees bring suggestions to you, Alvarez suggests that you avoid being a seagull manager who swoops and poops on ideas. If a manager does that to you, neutrally respond to the quick criticism by clearly presenting the problem you were trying to solve. You could also ask for specific feedback about why your idea isn’t resonating.

Lean Tip #2462 – Ask Questions-And Listen To The Answers
When trying to make lasting changes in an organization, it’s natural to want to skip to solutions before focusing on the problem. But your first step should be talking to people about what they need. Alvarez suggests asking, What would you be able to do if things were different?

Most often, Alvarez says, you’ll hear from an employee, You need to build this. Your response to that answer should be, OK, but why? What would that allow you to do? If their answer is just, Well, it would be nice to have, then don’t build it. But if they’re saying, I want X because I can’t do Y, then a good, worthwhile solution might exist, unless Y is something very obscure.

This method of investigating your employees stumbling blocks involves a lot of repetition. Train people to ask why when they hear someone say, I want this. The answer could identify the problem, which needs to be fully understood before attempting a fix.

Lean Tip #2463 – Identify and Accept Risk
Fear can be a powerful deterrent it can hold your company back and cause dysfunction. When someone says, We can’t do that because bad things will happen, responding with: What bad things will happen? What’s the worst-case scenario? People shy away from this type of thinking but it’s really quite freeing. Often, the potential fallout (e.g., Customers will get mad?) isn’t actually a consequence. Decide beforehand and without fear on an acceptable level of risk for your organization.

Also, when conducting experiments, ask the people above you: How much can I spend without you coming in? Managers don’t want to be approving a lot, so most will respond with something like, Use your judgment and tell me the results. Pushing boundaries slowly works well.

Case studies are also important factors in getting manager buy-in. Because everyone’s afraid of screwing up, being able to point to similar scenarios that ended up successful can help. But case studies should be deployed with caution make sure the ones you’re using are appropriate and relevant.

Lean Tip #2464 – Communicate to "We" vs. "They"
All too often a message about change is delivered in a way that leaves people with a lot of reasons why they must change or how they need to change. Remember that when someone isn't the one choosing the change in the first place, resistance is a natural and predictable response.

As in any new endeavor, communication is key, so you must be mindful of your messaging. Anything you say that will be heard as "Why you should or must change" will only fuel the resistance.

Instead, when leading change, focus on making the case for why change will make a difference for us, and what it makes possible for everyone's future if we change together. If you really want to send the message that you're serious, try sharing about how or what you can already see you will need to change.

Lean Tip #2465 – Show, Don't Tell
Leading change requires that you show people rather than just tell them about it.

Show them how the path you're proposing can serve what matters to them.

Show them you're committed to change by making changes yourself.

Show those who aren't enrolled by empowering those who own the change with you to create short term wins that demonstrate the importance and power of the change you stand for, to create a better future.


Lean Tip #2466 – Productivity Tip – Use the 80/20 Rule to Focus Your Time on the Most Impactful Tasks
A good way to prioritize tasks comes from the 80/20 principle.
Discovered by Italian economist Vilfredo Pareto, the 80/20 rule (also called the Pareto Principle) states that in any pursuit 80 percent of the results will come from 20 percent of the efforts.

To maximize efficiency, highly productive people identify the most important 20 percent of their work. Then, they look at ways to cut down the other 80 percent of their schedule, to find more time for the things that make the biggest impact.

Lean Tip #2467 – Productivity Tip – Beak Down Tasks into a Single Next Step.
Why do you procrastinate?

There are a variety of reasons that people procrastinate, but one of the most important is that the tasks on their to-do list just seem too daunting.

If you have to-do list items that are large in scope and not very specific, tackling those tasks becomes challenging. You look at the item and think “I don’t even know where to start.”

You can start by breaking large to-dos into smaller to-dos.

Lean Tip #2468 – Productivity Tip - Make a Reasonable To-Do List.
Don’t overwhelm yourself. To-do lists often fail because we make them way too complex or the tasks are unequal. Some tasks will take a long time, others won’t take any time at all. This creates an unbalance in the way we distribute our time. What happens then is that our to-do list then becomes a procrastination tool. Yes, that’s right. Because then we do the easy stuff, and then become really distracted on the hard stuff.

Lean Tip #2469 – Productivity Tip - Set Specific Times to Check Email
It’s easy to waste time shuffling through dozens of emails.

All it takes is one email notification and, before you know it, you’ve wasted 20-30 minutes organizing and responding to multiple emails.

What you should do is choose two times a day to do emails. I recommend once before lunch and once more before finishing up your workday, that way it doesn’t accidentally seep into your work time.

Lean Tip #2470 – Productivity Tip - Use the Important / Urgent Matrix for Your Decisions
Do you often find yourself working tons only to find you didn’t get any “real” work done?

Then you should give this tip a try.

Separate your tasks into one of four categories:

Important & urgent (e.g. presentation due tomorrow)
Important & not urgent (e.g. exercise, working on a presentation two-weeks in advance)
Not important & urgent (e.g. social media updates, phone calls)
Not important & not urgent (e.g. surfing the web)
Important tasks are ones that contribute to your immediate livelihood & long-term goals, while urgent tasks are ones that require immediate action or have incoming deadlines.


The idea is to focus on tasks in category #2 (important & not urgent), because by doing so you:

Contribute to your immediate and long-term success
Prevent yourself from dipping into category #1 (important AND urgent tasks)

Doing this will keep you focused on only the most important tasks. It also minimizes the chances of your tasks going “critical,” preventing burnout by trying to catch up on an important task.

Lean Tip #2471 – Leaders Encourage Creativity
Intellectual stimulation is one of the leadership qualities that define transformational leadership. Followers need to be encouraged to express their creativity. Effective leaders should offer new challenges with ample support to achieve these goals.1

One way to foster creativity is to offer challenges to group members, making sure that the goals are within the grasp of their abilities. The purpose of this type of exercise is to get people to stretch their limits but not become discouraged by barriers to success.

Lean Tip #2472 – Leaders are Role Models
Idealized influence is another of the four key components of transformational leadership. Transformational leaders exemplify the behaviors and characteristics that they encourage in their followers. They walk the walk and talk the talk. As a result, group members admire these leaders and work to emulate these behaviors.

Research suggests that leaders are able to foster a specific belief and then transmit that inspiration to their followers. As a result, followers are optimistic and have high standards for performance and achievement.

Lean Tip #2473 – Leaders Listen and Communicate Effectively
Another important quality of transformational leadership involves a focus on providing one-on-one communication with group members. Transformational leadership is effective when leaders are able to communicate their vision to followers, who then feel inspired and motivated by this vision.

By keeping the lines of communication open, these leaders can ensure that group members feel able to make contributions and receive recognition for their achievements.

Lean Tip #2474 – Leaders Have a Positive Attitude
Transformational leaders have an upbeat, optimistic attitude that serves as a source of inspiration for followers. If leaders seem discouraged or apathetic, members of the group are likely to also become uninspired.

Even when things look bleak and your followers start to feel disheartened, try to stay positive. This does not mean viewing things through rose-colo
red glasses. It simply means maintaining a sense of optimism and hope in the face of challenges.

Lean Tip #2475 – Leaders are Passionate
Would you look to someone for guidance and leadership if they did not truly care about the goals of the group? Of course not! Great leaders are not just focused on getting group members to finish tasks; they have a genuine passion and enthusiasm for the projects they work on.

You can develop this leadership quality by thinking of different ways that you can express your zeal. Let people know that you care about their progress. When one person shares something with the rest of the group, be sure to tell them how much you appreciate such contributions.



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Friday, February 14, 2020

Lean Quote: Leadership Lessons on Valentine's Day

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.


"Love has nothing to do with what you are expecting to get—only with what you are expecting to give—which is everything.  — Katharine Hepburn

As we approach the most romantic holiday of the year, I think of the leadership lessons you can find in Valentine’s Day.

1. Have passion and desire:
What comes with the thought of love? Passion and desire. While Valentine’s Day brings out the romantic version of these two emotions, I believe passion and desire can translate to your role as a leader.

Great leaders have passion. Passion for the work they do. They love coming into the office and leading a team to success. Great leaders also have great desire. They desire to lead a successful organization.

Become passionate about leading your team and creating a successful organization.

2. Treat people well:
Sadly, some people are treated the best on a single day of the year. That day is Valentine’s Day.

They are brought flowers or chocolates. They’re wined and dined. And then the rest of the year it’s almost like they’re forgotten about.

That’s not what love is. Love is treating people well throughout the year. Valentine’s Day just reminds you to treat your significant other well.

So, let’s translate this to leadership. The leadership lesson from Valentine’s Day here is to treat other people well.

Be kind. Be generous. And be caring.

These are traits of leaders who treat people well. They know by treating people well, they will inspire them to new heights.

Find ways to treat your people well and with respect. You won’t go wrong with that.

3. Show your appreciation:
The last leadership lesson from Valentine’s Day I want to touch on is to show your appreciation for those you lead.

Your team members come in and work very hard. They put in 40-hour workweeks that are probably longer than that. And they make you look good.

The least you could do is to show your team how much you appreciate them.

Write notes of thanks letting them know you see what they’re doing. Take them out to lunch. Shake their hand or pat them on the back.

Showing appreciation goes a long way in creating loyal team members.

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Wednesday, February 12, 2020

8 Tips for Better Hoshin Kanri Implementation


Hoshin Kanri (also called Policy Deployment) is a method for ensuring that the strategic goals of a company drive progress and action at every level within that company. This eliminates the waste that comes from inconsistent direction and poor communication.

Hoshin Kanri strives to get every employee pulling in the same direction at the same time. It achieves this by aligning the goals of the company (Strategy) with the plans of middle management (Tactics) and the work performed by all employees (Operations).

Key items to consider when developing the strategic plan are:

Involve the Whole Team
People will become much more invested in executing the strategic plan if they have a hand in developing it. Of course, your organization is not a democracy. It is up to leadership to determine the direction and set the breakthrough goals, but how you get there (and whether you get there) will ultimately be in the hands of the people who do the work and make the small decisions that add up to success. That should be apparent in your planning process.

Focus on Five
Focus on five goals (or less). The mere act of writing down goals can create a (false) feeling of progress – and more goals feels like more progress. In reality, a goal only expresses intent. Taking action is the hard part. Every company has finite resources and energy…and a limited attention span. Focusing on a small number of goals makes success far more likely than dissipating energy across dozens of goals. Or looking at it another way…if everything is important; nothing is important.

Effectiveness First
There is a well-known distinction between efficiency and effectiveness: efficiency is doing things right while effectiveness is doing the right things. Strategic goals need to be effective – doing the right things to take the company to the next level. If a goal doesn’t have that kind of broad impact it’s probably not strategic.

Evolution vs. Revolution
Goals can be evolutionary (incremental goals usually achieved through continuous improvement) or revolutionary (breakthrough changes with dramatic scope). Both are legitimate and important forms of improvement.

Top Down Consensus
Top management is responsible for developing the strategic plan – it’s one of their most important responsibilities. But taking the time to consult with middle management serves two useful purposes:

  • It provides additional perspective and feedback that helps craft stronger, more informed strategies
  • It creates a sense of shared responsibility for the plan and significantly more buy-in from middle management

Choose KPIs With Care
Key Performance Indicators (KPIs) provide the means for tracking progress towards goals. They also have a considerable ability to drive behavior. So choose KPIs with care. It is essential to think through whether the selected KPIs will drive the desired behavior without unintended side effects. For example, more than one company has found that a single-minded pursuit of efficiency can lead to unintended consequences such as excess inventory (larger batches means less changeovers) and reduced quality (a subtle “fix it later” pressure creeps in to keep lines running).

Own the Goal
Every goal should have an owner – a facilitator and coach who has the skills and authority to successfully see the goal through to conclusion.

  • As a facilitator, the goal owner will remove roadblocks and smooth the path to progress
  • As a coach, the goal owner will track progress and intercede if things get off track

Celebrate Success
Hoshin Kanri is all about breakthrough goals, but you don’t get there without a bunch of small victories. Be sure to take the time to celebrate every single one and put each in context of the big picture. Every time you recognize an employee or team for doing the right thing, solving problems, and innovating processes you increase the likelihood that others will do the same. Continuous improvement is contagious, so share it far and wide.

People perform best when they have a purpose. When they understand not just what to do – but why it’s important. One of the benefits of Hoshin Kanri is that it can help to create that purpose; providing focus and drive towards specific and important goals.


So, it’s worth putting some effort into creating a shared vision of the strategic plan (the future state; the destination) and associated tactics (the path to get there). Make sure as many employees as possible are given an opportunity to understand why the strategic goals are important and how the tactics and operational details support those goals.

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Monday, February 10, 2020

Hoshin Kanri: A Better Way for Strategic Execution


Companies must determine ahead of time what the vision and direction will be. A proper strategy must assign clear responsibilities and show what resources are to be committed. Metrics and timelines must be defined. Management must decide what core elements are to be deployed and the order of deployment.

Traditional planning methodologies focus on steering an organization in the direction desired by top management. Often referred to as management by objective (MBO) since top management establish the objectives, targets, evaluate whether employees meet these targets. Unfortunately, as we know, you can’t achieve the desired results by just dictating individual targets.

In Lean Thinking “Hoshin Kanri” is the process to select those annual objectives that will give the organization the greatest possible advantage. The word Hoshin is formed from two Chinese characters: ho stands for “method,” shin means “shiny metal showing direction.” Kanri stands for “planning.” Together, hoshin kanri is used to communicate a “methodology for setting strategic direction,” in other words, a management “compass.”

Hoshin kanri translates the strategic intent into the required day-to-day behavior. It is not another attempt to improve MBO. While hoshin kanri and MBO both aim to deploy company goals and encourage employees to achieve them, there are several radical points of departure. Specifically,

  • Hoshin kanri deploys the voice of the customer, not just profit goals. More than the traditional MBO description of projected market share, profit goals, and revenues, hoshin kanri maps and controls the path to a new design based on customer priorities. It describes the behaviors needed to achieve the policies that support the strategic vision.
  • Hoshin kanri deploys breakthrough strategies. It concentrates resources on strategic priorities and chronic problems by going after root cause(s) of obstacles to achieve dramatic improvements in performance.
  • Hoshin kanri controls the means and methods, not just the results. It manages cause and effect linkage of supporting strategies, measures, and targets to ensure that employee efforts are realistic, synergistic, and add up to the total effort required to meet corporate objectives.
  • Hoshin kanri is a continuous improvement management process, not calendar-driven system. MBO typically establishes a set of quarterly and annual goals. In contrast, hoshin kanri identifies a few critical breakthrough objectives that require coordinated and focused effort over an extended period of three to five years. Annual objectives are established within the context of these longer term objectives.
  • Hoshin kanri emphasizes frequent reviews up and down the organization. In MBO, the performance review, often an annual event, does not capture or communicate valuable feedback to inform future rounds of planning. Hoshin kanri uses an explicit inter-level communication system to continually distill local lessons and channel them upward to the leaders of the organization. It routinely tracks performance, reviews the capability of the entire planning system, and modifies it accordingly.
  • Hoshin kanri is not tied to performance appraisals. Authentic hoshin kanri separates the evaluation of personnel from the evaluation of the strategy. It focuses not on personnel, but on the quality of the strategic assumptions and the discipline of the planning system.

Hoshin kanri is not just a strategic planning tool, it is an execution tool. It is a system to deploy an existing strategic plan throughout the organization. In other words, hoshin management is an idea handler, not an idea generator. It depends on a preexisting statement of direction typically generated by an augmented strategic planning process.

The Hoshin Kanri process identifies and concentrates resources on the vital few stretch achievements that support the vision. It separates those performance issues that require dramatic improvement from the many incremental improvements that can achieved at the local level. All the changes that the leadership believes to be incremental are skimmed out of the strategic plan and addressed through quality in daily work. The remaining category of contribution – the vital few breakthrough achievements – becomes the core of the Hoshin Kanri process.

At the heart of Hoshin Kanri is the Plan-Do-Study-Act (PDSA) cycle. Promoted by w. Edwards Deming, this management cycle (sometimes called the PDCA cycle) is an iterative process. A closed loop system, it emphasizes four repetitive steps:

  • First, start with an idea and create a PLAN to test it.
  • Then, DO adhere to the plan, and take corrective action when necessary.
  • Next, analyze and STUDY discrepancies to identify the root causes of obstacles.
  • Finally, take appropriate ACTion. If the outcome matches expectations, then standardize the process to maintain the gains. If the results were disappointing, then modify the process to eliminate the root cause of remaining problems. In either case, repeat the process starting again with PLAN.

While these steps appear in a linear sequence, when implemented the phases are best thought of as concurrent processes that can continually be improved.

Hoshin Kanri is the system for setting management’s compass toward True North. It is a tool to align people, activities, and performance metrics with strategic priorities. It can be used to communicate direction, coordinate activity, and monitor progress. It enables members of the organization to work together in the most creative way to define and achieve the strategic intent.

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Friday, February 7, 2020

Lean Quote: Managers Light a Fire Under People; Leaders Light a Fire in People

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.


"Managers light a fire under people; leaders light a fire in people.  — Kathy Austin

While a leader can be a boss, not every boss is a leader. The distinction between being a boss and being a leader may seem small, but it means the world to the people who work for you. 

The definition of leadership is “a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.” That is why it is my belief that if you are a good leader for your organization, then you really don’t need to worry about being The Boss. You will gain more influence and have more positive impact on your organization if your team feels valued and respected and has an understanding of where you expect them to be headed.

Here are few key points on leadership:

  • A company is a community, not a machine.  When building a synergy on any team, you have to start by building trust and confidence up and down the chain of command.  Start by developing a vision that is easy to communicate and easy to comprehend. Once your team understands the collective vision and goals of the organization, individual goals become closely tied to the collective goal.  Brainstorm with your team and listen intently to suggestions and incorporate best practices.
  • Management is service, not control.  Once a vision is established, a great leader constantly queries his/her managers to see if they have the tools necessary to excel.  Once the tools are determined and obtained, empower your managers to make decisions on their own, but always make it clear that you are available to assist at any time.
  • Employees are my peers, not my children.  This point ties into the previous point about providing service.  Nobody in any organization likes to be “talked down to” or constantly second-guessed.  Treat your team members as you would expect to be treated.  Remember, you want to encourage the sharing of ideas.

A great leader recognizes the value in individual team members and ensures that their talents are being utilized in the most effective manner. Provides constructive feedback and seek it yourself.  Remember, we are pursuing excellence each and every day.

Being an effective leader means saying, and believing, that the buck stops with you. That your role is to set a vision, give employees the direction, support, and tools they need to reach success and then get out of the way and allow them the room they need to move forward.  You and your organization will be poised for greater success if you remind yourself of this every day – and you too might find that simply keeping a list like this handy on your desk is an easy way to keep yourself on the right path.

During your life, you will face two kinds of managers: leaders and bosses. It does not matter how high the position of these individuals; bossy people are more likely to fail while those who lead will succeed.

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Wednesday, February 5, 2020

Keeping Employees Motivated: 5 Essential Tips


Employees are the lifeblood of any company or business. Therefore, they need ‘VIP’ treatment so that they can go about their duties with dedication. As a boss, one of the greatest achievements you can hone is to have most, if not all, of your employees on your side. Employee motivation is an integral part of performance and excellence for a business or company. No magic can replace the efforts your staff put in the company, as they are the centerpiece of the organization. Their attitude and diligence in duty ensure that everything flows daily.

For these reasons and more, employees have the power to make or break a business or company. It does not matter if you yell at them and give them ultimatums. If they lack the motivation to work, you will only be flogging a dead horse. Therefore, instead of wasting your time, as it is valuable, why don't you use it to increase their motivation? Maybe, you do not have a clue on how to go about this fete. Luckily, we did in-depth research to come up with the following five solid tips to keep your employees motivated. Feel free to apply them in your daily discourse with employees and try to change their mentality and general perspective.

1.     Be their support always

In most cases, employees only seek a boss that can double up as their shoulder to lean on, when they feel disturbed or have different issues. Ask yourself, am I supportive of my employees as a boss?

Leadership and, proper leadership for that matter, is one of the vital ingredients of employee motivation. When you work closely with your staff while encouraging them in their duties, you prove to them how supportive you are as a boss. This way, they will not want to let you down.

Always try to be sympathetic whenever they share things that concern their work or even personal life. Knowing that they can count on you or have a listening ear is vital to their motivation working for the company. The kind of support you give to your staff has a significant influence on how the employees see themselves and the company in general.

Just the same way a little kid would expect you to lend him or her listening and sympathetic ear is the same manner your employees need you to do behave.

2.     Set the right example

How would you even call yourself a leader if you do not lead by example? It would be best if you were an icon that your employees look up to when working in the company. Yes, you are the boss. However, this does not give you the license to act like a jerk. Remember, most employees will do as you do and, not as you say.

What you show is very important to your staff. You might think that giving orders in the comfort of your office while swinging on your swivel chair is the perfect idea of a boss. The only problem is that you are shooting yourself on foot. This is only creating rebellion and animosity if anything. When you go to the office and practice something you have been preaching to your staff, they will be more than willing to emulate your actions. You might be shocked by how much your employees will be motivated when you lead from the frontline.

3.     Define the goals, vision, and mission of the organization

It is quite challenging to focus when you do not even have a clue on what you are focusing on. Let us take an example of a journey. Will you boldly travel to an unknown destination when someone randomly selects you for the fete? Of course, you will have your doubts and reservations and will feel less motivated to work.

Conversely, your employees need to know what they are working towards and, this is clear in a vision or mission statement. Therefore, you need to let your staff know about the organization’s goals, mission, and visions. This way, they will put their dedication and hard work towards achieving this milestone. Motivation lies in your ability to convince your employees what targets the company has and how everyone can work together to achieve them.

You need to make sure every staff member understands his or her role in this journey. Therefore, you need to divide tasks and labor so that everyone has their part to play. If possible, place them in different teams with their distinct roles. Positive teamwork and energy will motivate each one.

4.     Try to ensure the general mood and happiness in the company is intact

Are you a friendly boss? If not, do you know that not being one can affect the general feeling of your employees? Nothing breaks employees' motivation, like having an uncaring boss. This is especially the case when you make no effort to improve the general mood of the staff. You do not have to do much to enhance the mood of your team. Sometimes it is all about the little motivating factors, which make your team energetic and ready to serve the company.

Try rewarding employees, for instance. Whenever they reach or exceed the company's expectations, please give them a reward that motivates them to do more. It can be in any form, depending on what the company can afford. You can promote him or her, organize a trip, or give them a raise in remuneration. Anything that can get the individual motivated.

5.     Create an ideal work environment

Ask yourself, do the employees feel motivated to come to work every morning? Moreover, if not, does the work environment have anything to do with a lack of motivation? In most cases, your staff will feel less motivated to report to work when the work environment is negative.

Employees spend most of their hours daily in the office. Imagine all of these hours seated in a negative environment. Would you feel motivated to work with all of your dedication? Make the workplace an ideal area for staff to work. Make sure that they always feel motivated to come over to the office daily.

Conclusion

In summary, we hope that the tips above will help you motivate your employees. Most of them are easy to follow and will not cost you much. Try them today and notice the difference.

Author Bio


Isabell Gaylord is a professional content writer and journalist who currently works at Dissertation Today










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