Nearly all managers inadvertently treat their employees in a manner that leads to less than desirable performance. Several leaders experience difficulty delegating duties. There appears to be the automatic sentiment that the only way to get the job done right is to do it yourself. While accomplishing it yourself may appear to work, it tends to be a breeding ground for ennui, indifference, low motivation, and loss of commitment and zeal. Sharing the work can be a vast motivator, thereby fortifying the organization.
The manner by which managers treat their subordinates is mildly influenced by what they anticipate of them. If a manager’s prospects are high, output is likely to be high. If his expectations are low, productivity is expected to be mediocre. It appears there is a law that triggers an employee’s performance to rise or fall to synchronize with his manager’s expectations.
1. What a boss assumes of a subordinate and how he empowers the subordinate will combine to rapidly influence the subordinate’s performance and his career development. What is vital in the interaction of expectations is not what the boss says, but what he does. Apathy and noncommittal treatment convey low expectations and head to inferior execution. Nearly all managers are more successful in communicating low expectations to their subordinates than in conveying high expectations, even though most managers trust exactly the opposite.
2. First-class managers generate high performance expectations that subordinates can accomplish. Underlings will not endeavor for high productivity unless they consider the boss’s high expectations pragmatic and attainable. If they are pressed to strive for unattainable goals, they eventually give up trying. Upset, they settle for results that are worse than they are qualified of achieving. The encounter of a large printing corporation demonstrates this. The company discovered that production in fact deteriorated if production quotas were set too high, because the workers simply ceased trying to meet them. “Dangling the carrot just beyond the donkey’s reach” is lousy motivational tactic.
3. Inferior managers fail to cultivate high expectations for their minion. Successful managers have greater assurance than ineffective managers in their ability to cultivate the gifts of subordinates. The winning manager’s record of success and self-confidence allows credibility to his goals. Thus, subordinates accept his expectations as realistic and exert effort to attain them.
5 Tips For Drop Dead Praise
People blossom on praise. Though all of us need praise to help make us feel great about ourselves, you can’t praise people arbitrarily: Praise should be reserved for endeavors worthy of singular acknowledgment. So, how do you deal with folks who rarely do anything rather praiseworthy?
My pal Minnie faced this situation in her team of clerks at work. Several lazy clerks had the outlook that, as long as they fulfilled their quotas, they were okay. Praising them for hitting quotas only toughened their belief that nothing more was expected of them. Censure of their failure to exceed the quota was met with the response “I’m simply doing my job.”
Minnie decided to try positive reinforcement. She gave one of the operators an extraordinary project for which no production quota had been set. When the duty was completed, Minnie praised the employee’s fine work. She pursued this practice with novel assignments and ultimately enjoyed the opportunity to earnestly praise each of the clerks.
Now, while praise can motivate people in a twinkling, it doesn’t always work. Some manager praise every trifling activity, diminishing the value of praise for real accomplishments. Others sprinkle praise in such a way that it appears fake. To make your praise more meaningful, follow these tips:
1. Never overdo it. Praise is saccharine. Rockcandy is sweet, too, but the more you gorge, the less tasty each piece becomes, and you may get a tummy upset. Liberal praise reduces the benefit that’s derived from each bite of praise; if it’s overcooked, it loses its value forever.
2. Always be earnest. You can’t fake sincerity. You must really believe that what you are praising your associate for is actually admirable. If you don’t trust it yourself, neither will your colleague.
3. Follow the rule of specificity. Rather than smile, “Great work!” it’s much better to say, “The task you accomplished on the XXX project enabled me to recognize more clearly the complexities of the issue.”
4. Solicit for your colleague’s advice. Nothing can be more flattering than to be asked for advice about how to ease a problem. This approach can backfire nonetheless, if you don’t heed the advice. If you have to rebuff advice, ask people questions about their deficient proposals until they see the error of their ways and reissue sound advice.
5. Always publicize praise. Just as a chastise should always be doled in private, praising should be trumpeted (whenever possible) in public. Sometimes the theme for which praise is given is a private matter, but it’s more often suitable to let your entire group in on the praise. If other colleagues are conscious of the praise you give a subordinate, it urges them to work for similar recognition.
Humanizing Communication Among Men And Women
Once young boys cuss and spew foul language, their deeds are often tolerated as typical for their age. We take for granted that they are aiming to act big. Grown men flavor their vocabulary with sporadic profanity and it is customarily acceptable. On the flip side, female actions are anticipated to be more reserved than their male counterparts. This completely influences the interaction of both females and males. At work, we often find ourselves at loggerheads.
Now, whether male/female disparity stem from genetic framework, sway from parents, or cultural habituation by society, the fact is that we are dissimilar. We perform differently. We converse differently. Men frequently assume a direct, vigorous manner of communicating, while women typically adopt a quieter, more tentative, questioning approach. The result of these differing uses of language often leads to misunderstandings. One way we can begin to breach the communication rift is by accepting and validating these male and female differences.
The first step toward superior communication is to recognize our differences. Different does not mean wrong. Men tend to identify themselves through their accomplishments. They love to control things on their own. So at work, if a woman intimates to a man that he could employ some help, he may feel she believes he is inept or, worse, bungling.
Women identify who they are generally through the connectedness of their associations and through feelings. Reorder the above situation, and the woman may not as likely take affront at the proposition. A great deal of our business communication is built upon the elucidation of the male and female listener. Words are only as practical as the way they are heard and comprehended.
The second step is to study the system of communication. We follow rules for virtually everything we do. As we engage in sports, we play by the rulebook; as we drive, we pursue the policies of safe driving, when we take part in games, we play according to the guidelines. Master the rules that men pursue when they commune. Endeavor to recognize the rules women also instinctively follow for winning communication.
Realize that for communication between men and women to be effectual, we must distinguish the dissimilarity between male and female communication approaches. Both sexes, at home or in the workplace, whether speaking or listening, employ communication methods intended to meet their primary communication needs.
Men need to feel honored, to feel well-liked, to feel cherished, to feel accepted of, and to feel trusted. On the flip side, women need to feel confirm, to feel respected, to feel understood, to feel at peace, and to feel loved.
Coaching Men How To Communicate Suavely With Women
A most efficient way a man can perk up his communication skills with a woman is by listening to her feelings. This might be tricky since he is coming from a different standpoint.
The earliest thing a man should do is to keep in mind how rapidly disagreeable feelings can surface in a dialogue that he feels is going well. These feelings appear from not listening with an appreciation of the woman’s point of view. In order to have a first-rate gender communication take place, a man must begin taking accountability for grasping the way women converse.
Never censure her when you start to become distressed. Her feelings are valid even if they don’t make add up to you. Prior to coming to any inference, appreciate the situation through her eyes. Keep in mind a woman’s key communication needs and employ your conversation to get her feeling validated, valued and appreciated. Devote time to assure her and have her know that you care about what she is saying and feeling. Allow her to feel that you are listening to her and your interaction will improve.
Occasionally males encounter uncomfortable emotions because they do not know what to do to resolve quandaries. To enhance communication, men must oppose the impulse to take the problem entirely off a female counterpart’s shoulders. Minimize offering more solutions. Because women always talk about problems does not mean they don’t know how to crack them themselves. Women fancy men to listen to them.
To enjoy fulfilling communication with women, you do not have to incessantly accede with them. If you conflict, however, you’ll be able to forward your point if you linger until they finished talking. Men frequently talk over each other when they quarrel. They yell and interject each other. Women read these actions as power games, and communication breaks down.
Additionally, do not feign to empathize when you do not, and do not routinely defending yourself. You converse better with women if you confess when you don’t comprehend. If you differ and feel strongly about the issue, let her know that what she said is essential to you. Then tenderly clarify your point of view. If you flub up, especially when you have hurt her feelings, express regret. As you listen and recognize her feelings, you’ll secure the gender gap and unbolt the door to effective communications.