Look beyond averages
IT IS natural for us to feel tempted to sit on our laurels irrespective of the hierarchical position we occupy or the profession we are in. From individual to organisational levels, once we get into the humdrum levels of average performance, we start thanking our stars for what we have achieved, instead of stretching ourselves to our potential.
Conversely, an organisation that is fully geared to move ahead might be over-focusing on training sessions, evaluations, reviews, etc. Getting the workforce to add that extra something needs a more subtle approach.
First of all, one needs to shake off complacency regarding employees putting in their best. Whether it is a big or a small organisation, you can get your employees give their `personal best' in terms of performance.
All you need is constant inputs that go a little beyond professional competence - like effective communication, empathetic approach and image building.
Be direct
One would be surprised to know that a majority of the workforce initially is unclear as for the expected behaviour, results or performance. One must provide appropriate information with regard to the required performance levels.
Instead of shying away from direct contact, get involved in direct communication to impart information, feedback or evaluations. Get over the worn out idea that interacting across hierarchies could make you look weak. Rather, it adds to your profile as a leader.
Impart on and off the job training
Remember that change is contiguous with learning. To survive in a dynamically changing environment, employees have to be equipped with the requisite skills. This is an essential tool of people development.
However, it fails to work in the absence of an involved management or an empathetic leadership.
Show - can - do
The leader has a big role to play in any employee's performance. If you ask a senior level manager, he or she is sure to say that it was only once they had worked hard along with the team on a project. Instead of simply giving direction to the team, helped the team reach a high level of performance. Get into trenches yourself and show them how to come out. Ideally, a manager must then move to a `tell-can-do' and finally get his team to reach the `can-do' point.
Do not spoon feed
By doing so you will be positioning people for success and not for failure. If certain employees are not cut out for a particular role, shift them to a role where they can make a difference. Be interested in an employee's growth. It is not a tug of war between positions and egos. It is a matter of creating a win-win situation for both the employees and the organisation.
Make promises you can keep
Any promises that look very grand could be hollow. This could have a boomerang effect where motivation is concerned. It could lead to complete distrust. On the other hand, develop an effective and a tenable rewards programme. Sensitise your managers to respond to the employee's need to be acknowledged. Teach them to be consistent about it.
Get to know your employees
It is not difficult to get to know an employee's locus of control. There are those who prefer a personal involvement in their work. These are the ones with an internal locus of control. Give them the challenge that they are looking for. There are those who depend more on what is fed to them. In this case, provide the requisite information and direction. Be their guiding force.
Provide opportunities
Keep monotony and redundancy at bay. Not only will it get employee appreciation, but will also increase their motivation and commitment. One must not forget that it is human to crave for change and novelty. This will also help you in opening communication channels with employees.
The management that is bothered about the well being and professional health of employees will grow and stay healthy itself. Look beyond bottom lines and you will discover that the approach yields better results.
DEEPSHIKA MEHTA
faqs@cnkonline.com
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