People are by nature prejudiced, illogical, unpredictable, full of hypocrisy, and contradiction. People can be difficult, objectionable, and sometimes just impossible. Everyone has their own agenda! Why then, are they referred to as a company’s greatest asset? There are four types of people:
- Those who feel they should already be the Managing Director, and do not realise their inability to ever achieve this.
- Those who are in a position of responsibility, but feel they do not deserve it.
- Those who are comfortable with their responsibilities.
- Those who really do have the ability to improve upon their current position.
Why am I not a Director already?
Each category requires you to deal differently with that person, in order to help them achieve the most for themselves. An individual who holds themselves in high regard, yet does not have the ability to achieve what they believe is their ‘rightful place’, should be let down gently. They will always feel that you and everyone else are to blame for holding them back; never themselves. It is easy for a deep pessimism or bitterness to set in. Provide this individual a degree of responsibility that will stretch their abilities. Through coaching, they will begin to see what they are capable of, and more importantly what they are not. Often individuals are so willing, yet need a reality check to let them see just how far they would fall short of the mark, were they to be in the position of even greater responsibility. Allow them to adjust to a level you feel comfortable they can handle, whilst allowing them to retain their self-esteem, and to a degree their aspirations to improve themselves.
Can I really do this?
People with self-doubt need a simple confidence boost. They have reached the position they currently hold through hard work, and determination, and because they deserved it. They often just need reassuring they are doing a fine job. Encourage them in their work, and reassure them that the support they feel they may occasionally need when difficulties arise, will always be available.
I’m just happy doing what I do
Those who feel comfortable with their position need stretching, to allow them to progress as an individual and on behalf of the company. A ‘comfortable’ individual is not working to their capacity, and is not being an effective employee worth their salary! Gently apply the pressure, and demand results!
I guess I could do more…
People who are determined to better themselves are half way there. They already have the desire they need to motivate themselves. They need clear targets to aim for, and the freedom to be able to prove their ability. You should provide guidance and encouragement, and plenty of praise as they achieve good results. Work with these individuals, as they will provide you with the success the business needs. Your time will be rewarded with the excitement of sharing this person’s development and successes.
Achieving potential
An individual is a unique person who has his or her own complex character, strengths and failings. The more I am responsible for people, the more I realise that everyone is far from ideal. The realisation that this is what I have to work with ensures I resolve to make the most of their potential through encouraging them. What you really need to do is to encourage each person to get the most out of their own abilities. All you need to do is facilitate this effort, and reward their success!
I came across this quotation in a management book published in 1948, called ‘Managers, Men and Morale’ by Mr Wilfred Brown. He states that ‘A normal human being, suited to his job and given a reasonable task to do, for which he is played a reasonable rate of wages, will carry out the task with reasonable enthusiasm’. I have yet to come across a ‘normal’ human being. I am not convinced they always work reasonably, but many would rather avoid their work responsibilities at every opportunity. A ‘reasonable’ rate is not enough. A reasonable performance will not achieve success in today’s competitive market. Real rewards have to be offered for exceptional performance, and the crux of the matter is that a business requires exceptional performers in order to succeed.
Are your team members a necessary evil, or do they really serve a true purpose. People can, and will, surprise you! There are those who will take a pride in their work and can be trusted. There are those who have a pride in bucking the system and will only be involved for their own personal gain. The former requires you to provide clear goals and the freedom to reach them (a leader). The latter needs you to deliver close supervision (a manager) for the relationship to be comfortable. The aim is to encourage these people to gain enough pride in the company to desire real responsibility and become trustworthy.
A strong, hard working person with real drive, initiative, inventiveness and determination is the best asset a company can have. You will be able to rely on them fully, put your complete trust in them, and they will achieve more than you could ever imagine. How do you harness a person’s good intent and strength? Everyone has their own agenda. You need to ensure each member of your team takes to heart your agenda – that of your company.
Firstly you must win that person over from their prejudice, by convincing them of your integrity. Let them know their trust in you is not misplaced. They must have confidence in you. You have to engage their minds, and win their hearts, and offer them the success that can be achieved through something greater and more important than the individual. Encourage them to ‘buy into’ this desire to succeed, and be the best. Only then will they work for you rather than to their own agenda. This is the great leap for employees – to want to work for you, as well as working for a wage. Pride, worth and job satisfaction will follow, as well as the total effort and commitment you are looking for.
Full of Faults
Some individuals have particular failings that can, if not dealt with, affect the opportunities other members of the team are working hard for. One bad apple can rot the whole barrel, and difficult individuals have the ability to spread an anti-culture that can have really damaging effects. We need to deal with these people effectively and with the least fuss. What follows are suggestions as to how to deal with individuals’ worst failings.
People are always far more complex than these simple categories suggest. No one suffers from one weakness, just as people have numerous strengths. This section intends to start the thought process of identifying individuals weak areas, and how to deal with them. There is only one mistake you will make, and that is not tackling the issue. Never set out to cause a problem if an individual’s attitude is not detrimental to the team. If it is never be afraid to do what is right for the business. If you say nothing you will never be pleased with their performance or approach to work, and the negative effect they create will be a constant distraction to you and others. It is only fair to provide an individual the opportunity to alter their ways, and give them the chance to prove to you that they can do their best.
Sometimes it will come to them as a complete surprise that you hold the opinion you do, about how they work. They may not have realised it themselves. I remember dealing with a young lad who was constantly unwilling to work under his own initiative. He always stood around waiting to be told what to do next, which was totally unacceptable in the job he had. As an individual he was just not growing. When I spoke with him, he had never realised that his (in)actions were so detrimental to his own prospects, the standards he set for his colleagues and our business in general. He responded very positively, putting himself out for others, and became a very self-motivated and effective team player. However others will know exactly how you feel about their attitude or approach, and be determined to do absolutely nothing to correct it! At least you will have given them a chance.
Full of Potential
When I started work I believed the only way to succeed was to put all my trust in the process. People only spoilt the process from working effectively. I realise now, with the experience I have gained in business, that it is people who make the difference. Only willing and committed people can ensure the process does what it needs to, and indeed can improve the process to gain the necessary advantage. I still believe this was the most important revelation in my whole career.
The cliché that humans are a company’s best asset is surprisingly true. For all their faults, when they work well together, they can achieve absolutely anything. Never doubt that a group of thoughtful and committed people can achieve phenomenal success. Believe in the people you have, let them sort out the process, and you will see the real value of individual strength combined with team synergy. Try assessing the value of your company or team in terms of the following criteria:
- ability to communicate
- clarity of direction
- drive and ambition
- team co-operation
- flexibility and willingness to change
- vision and direction
- the worth of people
- overcoming problems
How do you score? Remember these elements are worth a lot to you in terms of ability to perform and succeed. Maybe you feel you are rich in some areas and poor in others. If these ‘values’ were registered on a business balance sheet, your company may increase dramatically in value overnight! Treat these values as assets, and look after them accordingly. They are worth much to your business.
Manage individuals – not teams
We have established that people are unique individuals with totally different strengths and very diverse approaches to achieving success. They are also going to have varied jobs and responsibilities within the company. It is important to reflect this diversity in your style of management. We have already stated that you should be fair to everyone by treating each person as an individual, and making sure you provide for that individual’s needs. Lumping people together as ‘groups’ and treating them as a collective will not allow them to play to their individual strengths, and you will not be able to support and encourage individuals in the manner that they will individually respond to. Individuals working to their own strengths will add greatly to the synergy of your team effort.
No two people are the same.
Even team members with the same job on the same team will produce totally different outcomes. Jack Welch says ‘You build strong teams by treating individuals differently’. Understand your team in terms of what each individual will respond to, and make their role within the team something they will respond to.
Acknowledge within the team that people bring different and unique skills. This recognises each individual is really valued for what they do, and this ‘basket of skills’ is essential to succeed. It is important to encourage the team to take pride in the diversity that exists, and to ‘respect and protect each others’ skills and abilities’. It also provides the understanding that you will interact with each of them on a fair but individual basis, rather than ineffectively as a collective.
Allow a person the feeling of plenty of space to be able to carry out their job – ensure lots of headroom. As they reach higher and higher, they should always have absolute confidence that you will provide support and resource. They need to know that if the responsibilities become too great, the burden will be shared (but never taken away). Allow individuals the freedom to display initiative. Encourage them to make decisions in the knowledge that you will assume responsibility for their actions. Avoid suppressing any ideas unless for good and explained reasons. Headroom is essential.
