| By the time I was 16, I had been someway involved in | | | | your employee know when you can fully engage their |
| the management of a paper route, a busboy station, a | | | | issue. |
| rock band, school projects, baseball, football, and street | | | | Encourage other views. This may appear to be a |
| hockey teams and organizing outings. Whether it's a | | | | BGO (Blinding Glimpse of the Obvious) but I've found |
| lifelong calling or a job, management is a noble | | | | many managers are fearful of a person who |
| profession. It deserves our attention. It needs our focus. | | | | possesses a different outlook on an issue. This may |
| Let's give it some thought: | | | | be because the manager is unsure of how to handle it. |
| Manage by walking around. This means get out of | | | | I suggest that you not only listen to other views but |
| your cage and visit, glad-hand, ask questions, say | | | | seek them out. The possibilities then multiply and |
| happy birthday, eat the goodies out there, check the | | | | become limitless. |
| work, etc. It may be tough because the office can be | | | | Seek to understand then to be understood. This is not |
| an embracing cocoon. However, if you're visible to | | | | only good in management it's a good life practice. It |
| your people they will recognize you as part of the | | | | means asking probing questions, repeating back what |
| group instead of the hobo that stays in the office. But | | | | you hear, and re-stating what the person is telling you |
| the best thing is that you'll develop a feel for what's | | | | until you gain full understanding. Misunderstandings may |
| going on and be able to respond on the spot, if | | | | be good to propel a plot in a movie but they only |
| necessary. | | | | cause damage elsewhere. |
| Avoid treating your people as your own captive | | | | Differentiate yourself by considering ways to |
| audience. I once overheard a supervisor regaling her | | | | acknowledge the importance of your employees. In |
| unit of 12 clerical workers about her vacation in a | | | | addition to sending cards at Christmas, consider |
| morning meeting. From the looks on the employee | | | | sending "We Love Our Employees" cards on |
| faces not only did I sense they didn't care but they | | | | Valentines Day or saying thank you with a |
| resented having to listen to this. The supervisor took | | | | Thanksgiving Day card. |
| advantage of the fact she had a captive audience. | | | | Stay in tune with your employees. A recent study |
| You may want to consider sticking to work issues | | | | suggested that when asked what keeps employees |
| when having group meetings. | | | | from leaving 69 percent of employees said |
| Avoid complaining about your financial situation. Rightly | | | | compensation. However, only 49 percent of managers |
| or wrongly, managers are usually perceived as being | | | | interviewed felt compensation important to retaining |
| better off financially. No employee is going to | | | | employees. The same study indicated 60 percent of |
| empathize when their manager complains that she | | | | employees thought time and flexibility was important to |
| didn't get a raise or about the taxes on her summer | | | | employee retention while only 35 percent of |
| home. Believe me, the employees don't care. | | | | executives did. Is it time to do a reality check about |
| Be there. React to an employee issue as if it's the | | | | what truly motivates your employees? |
| most important issue on your docket (because it | | | | Recognize sacrifice. If someone stays late to |
| usually is to them). This means respond by email or | | | | complete a project, mention your appreciation. Forget |
| phone immediately. And if there are circumstances | | | | about what you'll get out of it. It's simply great to see |
| that prevent a meaningful exchange at that time, let | | | | someone practicing their craft. |