| There's an old saying" "Your actions shout so loud I | | | | the same thing as being liked. It is nice to be liked, it is |
| can't hear what you're saying." | | | | absolutely essential that your people trust and respect |
| Many managers feel constrained by the rules and | | | | you. As a comedian said: "If you want to be liked, get a |
| regulations of their organizations. They feel that their | | | | dog." |
| hands are tied when it comes to rewarding their | | | | Way #8 - Cultivate a climate of civility for your people. |
| people - that their actions are controlled by others, and | | | | In your relationships with your people, ensure your |
| there is little of any real value they can do to motivate | | | | actions and theirs reflect a fundamental respect for |
| their people. Leaders understand that recognition and | | | | each other, and for all the others they come in contact |
| reward applied on a one on one level is essential to | | | | with. |
| success. | | | | Way #9 -Get everyone of your people some form of |
| They understand the greatest sense of | | | | self development activity on a regular basis. It may be |
| accomplishment and importance often comes from | | | | a seminar, it may be tuition refund, it may be a book, it |
| non - monetary actions and rewards, and from | | | | may be a CD set, it may be a Community College |
| positive recognition from the person who is the boss. | | | | course - it does not have to be expensive and time |
| What are the ways to make your people know they | | | | consuming, but the act of creating added value through |
| are important? | | | | the investment of personal effort supported by |
| Way #1 - You have to believe the work performed by | | | | organizational resources is a powerful way to say you |
| your people is important. This may sound pretty basic, | | | | care. |
| but if you do not really believe that, there is simply no | | | | Way #10 - Respect your people's time - it's their most |
| way you can convince your people that what they do | | | | valuable asset. Start meetings on time, end them on |
| is important.. How often have your heard - or been | | | | time, keep meeting commitments. Do what you have |
| guilty of saying - or thinking - "Oh, she's just the | | | | to do to ensure your people have access to as much |
| receptionist" or, "He's just the janitor" or "They're just | | | | of their work time as possible. |
| trainees" or "They're just a staff weenie"? | | | | Way #11- Keep the rules and policies to an absolute |
| Way #2 - Expect the best from everyone, and settle | | | | minimum. If you have a workable set of cultural and |
| for nothing less. Nothing makes people feel more | | | | organizational "Way's Of Doing Things" you have the |
| important than high expectations for their performance. | | | | basis for treating your people with individual regard. If |
| Just make sure they share in setting the expectations. | | | | you have managers that are not comfortable doing |
| Way #3 - Create goals that are shared and that | | | | that, either they change or get different managers |
| show the tie in of individual work with the success of | | | | Way #12- Celebrate all the successes - create the |
| the organization. | | | | opportunity for group recognition to happen all over the |
| Way #4 - Select the best - in every opening you | | | | place - if Safety is an issue, create a Safety Award |
| have. Use every tool you can to ensure that you have | | | | process that celebrates progress.Make the events |
| made a good decision on who you select.. Your | | | | frequent, and the rewards modest - but do it all the |
| people watch carefully to see who you pick - involve | | | | time. Frequency of awards and the opportunity for |
| them in the selection process. If your actions | | | | celebration are as important, actually more important, |
| communicate that you are not careful about who you | | | | than the annual lunch or dinner or whatever. Make it |
| select, your people will see that as a direct reflection | | | | fun. Make it part of your enterprise. |
| on themselves. | | | | Did you notice one thing about all 12 Ways? Not one |
| Way #5 - Make sure you are your people's institutional | | | | of them deals with lots of money, or more capital, or |
| champion! What's that mean? When their pay is | | | | new policies or procedures. All do require beliefs and |
| wrong, you act to get it right. When their reviews are | | | | behaviors - and they are the most challenging, most |
| scheduled, you act to ensure they are done accurately | | | | high leverage efforts we can make to improve our |
| and on time. When their raises are due, you make sure | | | | organizations. It's always tempting to do a feel good |
| they are handled properly and on time. Jealously guard | | | | seminar, or buy something - or take some action that |
| your relationship as the go to person for your people - | | | | shows just how committed we are. But the truth is |
| the institutional support people can help, but you are the | | | | that the way to greater success is through a focused, |
| person you want your people to seek out. | | | | day to day effort to improve the level of commitment |
| Way #6- Be absolutely intolerant of unsafe, disruptive | | | | of the people in an organization, and that takes hard |
| or other negative behaviors. Act on them quickly and | | | | work and the acceptance of change. |
| decisively, and never let your people see you | | | | If you can see Ways that can help you organization or |
| knowingly ignore a bad situation. It will not go away, | | | | your work group or yourself in this article, take them |
| regardless how much "wish'in and hop'in and pray'in" | | | | and run with them - they are the basis for successful |
| you might do. | | | | managers becoming successful leaders. |
| Way #7 - Remember that trust and respect are not | | | | |