From the moment a person signs his or her employment contract, a relationship starts to develop between that employee and employer. The employer is relying up on the employees to perform their job under certain conditions and in return remunerations for the employees.
Positive – workplace
These are the 7 key deliverable questions that every manager should frequently* provide with to their direct reports and if the manager gets an honest ‘yes’ on these seven questions, then he/she has gone a long way to set up the employees for short-term wins and long-term successes.
Here are the 7 Questions:
1. Do you know what is expected of you?
2. Do you know what good performance looks like in your job as defined by your supervisor?
3. Do you get feedback on the results that you produce?
4. Do you have sufficient authority to carry out your responsibilities?
5. Do you get timely decisions in the areas where you do not have authority?
6. Do you have the data, resources, and support needed to meet what is expected of you?
7. Do you get credit for the good results that you produce?
Though telling your boss, ‘No’, ‘you did not do your job’ will be perceived as very high risk. Hence, before this technique can work effectively you have to convince the employees; you might need to go over them several times before they get to an honest answer.
Employees are doing the best they can in the system they are in, and that firing and rehiring is not going to change the performance. Think of your employee as more of a customer, happy employees make happy customers/, in this perspective do all you can to enable that customer to be successful
Winning means you achieve results, but those results do not become sustainable until you focus on relationships, it does not mean you try to be best friends with all your employees. However, it does mean connect with your people as human beings, you treat everyone with respect and dignity, not as a number, object, or problem. You build trust with, and between, your people; you listen to their values, needs, and insights; and you encourage their success.
When you recognise and value that each of your employees has unique strengths and perspectives, you draw upon the strength, talents, and skills of people while helping them minimise their liabilities. Your employees know you care about them as people as you help them grow and become more effective and productive.
A sense of irony engulfs the way many managers function. They are either chasing numbers, driving their teams to realise aggressive goals, or focusing on maintaining good relationships. The real world is not an ‘or’ world, but an ‘and’ world; and hence, any organisation which focuses its energies solely on one particular aspect is at a disadvantage. For ‘winning well’, there has to be a balance between numbers and relationships, as Karin hurt and David dye articulate in their book Winning well: A Manager’s Guide to Getting Results – without Losing Your Soul.
* Once in every quarter – purely depends on your managerial style; preferably more often.
References: – William Dann, Karin Hurt, David Dye, AIMA.
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