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Manage By Mobilizing - Create an environment
that empowers people
By Jody Urquhart
Are you depriving your employees of the
opportunity to excel? Most organizations revolve around the manager as
controller model but attempts to control people’s behavior can cause
resentment. As Peter Druker says, “A leader’s job is to make
people’s strengths effective and their weaknesses irrelevant.”
Goal Setting
By setting goals so high that only a few can reach them, we limit others.
Set a standard and people reach for that, even if they may be capable
of more. Goal setting can limit productivity.
There is a delicate balance between what is just right and what is too
far out of reach. Aim too high and it’s defeating, aim too low and
it’s not motivating. The most important part of goal setting is
that people, who have to reach the goal, also set them. Often goals are
set because a manager wants to force an outcome. People perceive this
and don’t feel like a part of the process so they don’t buy
into the end result enough to make it happen. Results depend on people,
so it makes sense that people set, buy into and drive the goal setting
process.
Here are some tips on setting goals:
| 1. |
Set goals and standards individually
for each employee. Help them create their own goals. A goal should
be thought of as an agreement between a manager and an employee. |
| 2. |
Get to know employees and their abilities. People
will respect you if you bring out their own sense of worth. |
| 3. |
watch employees to see what inspires them and encourage
them to do more of this. |
| 4. |
Try to see things from the perspective of the employee.
A realistic goal to you may not seem realistic to them. |
| 5. |
Think of the manager’s job being to support
employees in reaching their goals. Managers are a resource for employees. |
| 6. |
Be on the lookout for ways to help bring out the
best in others. Instead of saying “I need you to be more productive.”
Ask, “how can I help you be more productive?” |
| 7. |
Be open minded and flexible to new ideas, suggestions,
work habits and behavior. |
Make Mistakes More Often
Encourage employees to risk making mistakes and create an atmosphere that
encourages them to be open when errors occur. Usually when people make
mistakes they feel guilty and try to cover up, sometimes even from themselves.
The opportunity to learn from the mistake becomes hidden as well. Mistakes
are a part of growth. Bring them out in the open and let others learn
from the example. This will foster an environment of openness that encourages
creativity and autonomy. Celebrate errors and victories equally.
Vision of the Whole
Keep the operation and vision of the company top of mind for everyone.
When emphasizing this department or that process we often create value
judgments, competition and detachment from other parts of the organization.
Instead, encourage employees to see every move, change or activity as
it affects the whole company. Vision isn’t one-dimensional. It includes
all employees, suppliers, customers, competition—even the political
and social environment.
Make Information Accessible
Imagine your first day on the job in a new company. As you walk in the
door you notice rooms that are off limits to everyone but the managers.
Day after day you start to see that information is carefully guarded and
watched. Many meetings occur behind closed doors. As managers walk around,
you sense they know something you don’t. Does this sound like a
fun and productive work environment?
What’s the big deal? Why do we guard information so carefully? Company
information is often seen as intellectual property, for both the company
and for individuals. People put effort into creating information and ideas
and start to take ownership of it. In doing so, it becomes territorial
and guarded. Pretty soon it creates a separation between those who have
access to information and those who don’t. Individuals start to
see they are excluded and feel disconnected from the whole vision of the
organization.
Information bonds people to one another. It is an important part of the
positive growth and community of an organization. Cutting people off from
access to information is unhealthy for the company. Find ways to make
information accessible to everyone. If meetings must occur behind closed
doors then make sure others in the department are included. Bring their
information and ideas to the meeting. Create an “after meeting”
follow up bulletin that discusses what was said.
Try to include employees in the information even though they may not have
been at the forefront of the change. Explain the reason for a change,
how it will serve management, employees, customers, suppliers, etc. Keep
employees well informed of what is going on, why it is happening and how
it affects their job and the company as a whole. Ask for suggestions and
involve everyone as much as possible. Remember, employees are the resource
that makes things happen, thus it is essential to get their buy in.
| Jody Urquhart, a popular speaker
and author of All Work & No SAY Takes the PASSION Away. Create
a Passionate & Committed Workplace. To order your copy or to discuss
having Jody speak at your next meeting, please email ido@idoinspire.com,
or visit Jody at www.idoinspire.com. |
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