Content

• To step
• Part 1 of 5: Motivating your employees
• Part 2 of 5: Setting goals
• Part 3 of 5: Delegating responsibility
• Part 4 of 5: Communicate effectively
• Part 5 of 5: Embracing equality
• Tips

In every large organization there is a management hierarchy that keeps everything running smoothly. A good manager can stand in the background and change little things here and there with great success. Being a good manager is all about setting a good example. It's one of the most difficult jobs out there - in part because you have to manage other people's expectations - and also one of the least appreciated. Nevertheless, there are several intricacies that will help you manage all of your responsibility successfully, in style and with gusto.

To step

Part 1 of 5: Motivating your employees

1. Motivate people. Why are the employees there? What keeps them in your organization, so they don't go elsewhere? What makes the good days good? What makes them stay with the organization after a bad day or a bad week? Don't assume it's about money - most people are more complex.
   • Remember, our values ​​motivate us. If you lead by respecting your team's values, they will do their best for you.
   • Regularly ask employees what they think of their work. Encourage them to be honest with you. Then take action based on what they tell you.
   • Offer bonuses that your employees will value. If health is important to them, give them time to hit the gym and exercise. If their family is important, respect the time they need to take their children to school in the morning or pick them up in the afternoon.
   EXPERT TIP

   Make people feel good. The successful manager is great at pointing out the strengths of his employees and patting them on the back now and then. That's because good managers know that happy people are productive people. Try to praise your employees' strengths both publicly and one-on-one.

   • For example, in a meeting with your boss you can mention something that your employees have done well. If your boss notices to that employee that you said something good about them, they will feel that you appreciate them and did your best to put in a good word. Such compliments do not go unnoticed.
   • Also personally praise your employees. Tell them if you have the time. Go into details. A personal conversation, however short, can have a positive influence on morale, which leads to more self-motivation.
2. From time to time, tell your employees how much you value them. Just tell it. Have a coffee with them and tell them what you appreciate about them: They work hard; they are effective in motivating other people; they are easy to coach; they are disciplined or go the extra mile; they always cheer you up, etc. Don't be skimpy with words - just tell them. An employee this knows how much they are appreciated will work harder, enjoy what they do more, and pass that mental cheerfulness on to other employees.

Part 2 of 5: Setting goals

1. Promise little, deliver a lot. This idea can apply to different areas of life, but it is a great mantra for managers. Do you want to be the kind of person who has overly optimistic goals that are never met, or do you want to be the kind of person who sets appropriate goals and then exceeds them? While this is about image, image is extremely important.
   • Don't be the kind of person who never aims high. Setting appropriate goals doesn't mean you should always play it safe without ever setting high goals. A manager who can never come across as if she has little ambition. Even the conservative poker player knows when to go "all-in" from time to time.
2. Make sure every employee knows what is expected. Having concrete goals makes your employees strong and keeps them focused on the job. Clearly explain what you expect, when the deadline is, and what you will do with the results.
3. Provide goal-oriented feedback. Giving your employees quick feedback that focuses on their work can lead to improvement. Meet in small teams or one-on-one and discuss your comments in detail.
   • Create a schedule for feedback. Give it regularly so your employees know when to expect it and can make room for it in their workflow.
4. Stick to the highest standards. We all know the kind of manager who constantly shouts or complains about mistakes, but dismisses his own mistakes. Don't be that kind of manager. It would be best to be harder on yourself than on your employees. This can get through to your employees: They see the kinds of goals and standards you set for yourself, and want to imitate you for looking up to you.

Part 3 of 5: Delegating responsibility

1. Delegate. You are a manager because you are good at what you do, but that does not mean you have to do everything yourself. Your job as a manager is to teach other people how to do a good job.
   • Start small. Give people tasks that, if done incorrectly, can be restored. Take the opportunity to educate and improve your employees. Then gradually give them tasks of more responsibility as you get to know their strengths and weaknesses.
   • Learn to anticipate problems they may have so that you can coach them properly before they start.
2. Assign tasks that push your employees to the limit. As your employees begin to take on more responsibility and demonstrate that they are capable, you give them tasks that will expand their skills and help them take more ownership of their own work. You not only discover how much your employees can handle, you also make them more valuable to the company.
3. Take responsibility for your employees' mistakes. When one of your subordinates makes a mistake, don't rub it in on them; pretend you made the mistake yourself, even if technically you aren't. In this way you create a culture in which your employees are not afraid of making mistakes. This is a very important concept:
   • By doing this you let your employees innovate, and eventually learn or grow. Employees who learn from their mistakes will become better employees; those who don't make mistakes at all usually play too much certainty without ever taking the plunge.
4. Don't take credit for your employees' successes. Give them credit for their own achievements. This keeps them motivated to pursue success. The successful manager is like a conductor. He orchestrates the music so that each element sounds as good as possible and resonates with the group as a whole. A good conductor sets a good example and stands in the background.
   • What happens if you are the kind of manager who "steals" someone's idea and presents it as his own? You are sending the signal that you only care about your image and are so reckless that you are sacrificing someone else to make progress yourself. That is not a good image to have, and it certainly does not motivate the people below you to work harder.
   • You may think - taking responsibility for the mistakes of others and not taking credit for what your employees do; what about me? If you do a good job and you are an effective manager, you don't have to give yourself credit. People will see the work you do. More importantly, they will be impressed that you motivate your employees, know how to be humble, and stay in the background. If you work hard, your reward will come naturally.
5. Admit your own mistakes. When things don't go as you expected, see what you could have done differently and communicate this insight to your employees. This shows them that you make mistakes too, and it also shows them how to deal with their own mistakes.
   • When you do something right after doing it wrong before, let those who are watching. For example, "The reason I know I have to press this button is because this happened to me when I just started, and I made the mistake of pressing the blue button, thinking 'So stop the system, which will cause the problem solved "and I found out - painfully - that the problem is just getting worse!"

Part 4 of 5: Communicate effectively

1. Keep the door open. Always remind people that if they have any questions or concerns, you are ready and willing to listen. Maintaining an open channel of communication will quickly make you aware of problems so that you can fix them as quickly as possible.
   • Don't be one of those managers where an employee inadvertently feels like they are disturbing you when they come to you with a question or problem. Rather than seeing it as a new crisis to manage, see it as an opportunity to show your employee how much you want this organization to be a great place to work.
   • Don't downplay or dismiss your employees' concerns, and always make sure you've answered their questions completely.
2. Show interest in your employees. Do not ensure that every interaction with your employees is strictly business-like. Ask about their well-being, talk to them about yourself, and build a personal relationship.
   • Knowing about your employees' lives outside the office can potentially point you to times when that person needs a little extra care, such as if he or she suddenly has to take time off for a funeral. If you are responsive to problems in your employees' personal lives, they will happily reward you with loyalty.
   • Know your limits. Don't go too far and don't ask your employees too personal questions, such as about religion, politics or relationships. You can be kind without digging too deep.
3. Don't mix positive and negative feedback. Suppose you give your employee feedback in a performance interview. You start by noting how nice the employee is to work with, and mention one or two more things they are good at. Then you go into detail about their shortcomings - "sales were worse this quarter," "sales are down," etc. What do you think sticks most to the employee, the positive or the negative?
   • When you combine positive and negative feedback, both fall short. The positive is overshadowed by the negative, and the negative is not fully conveyed. Of course there may be situations where you want to communicate this, but it generally makes communication less effective.
   • When you pile up positive and negative feedback, the positive stands out more and the negative becomes more urgent.
4. Listen. Listen to what your employees and colleagues have to say. You don't always have to be the driving force behind meetings, pushing others into the limelight. Always try to listen sincerely, but especially in the following situations:
   • When employees actively share ideas. Don't interrupt them just to hear your own voice. This way, sharing the idea can be nipped in the bud.
   • When emotions run high. Let people express their emotions in a safe, controlled environment. Pent-up emotion can lead to resentment, which is detrimental to your working relationship. In addition, emotions that are not adequately dealt with can hinder rational discussion, which should be a pillar of your work environment.
   • When teams build or discuss relationships. Give your employees a listening ear when they build relationships and are creative.
5. Clarify what you hear. A good manager strives not only to make herself clear, but also to understand what those around her are saying. You can do this by repeating what the other person said as part of your conversation. Use this technique if you are unsure of what the other person is saying.
   • Instead of asking your coworker, "I'm sorry, can you repeat what you just said? I don't know if I understood," say something like, "So you're saying we can increase productivity by offering more meaningful bonuses. what should that look like in concrete terms? "
6. Ask questions. Intelligent questions show that you can follow the conversation and clarify it where necessary. Don't be afraid to ask questions for fear of appearing “stupid”. Effective managers like to understand what is important; it doesn't matter how they get to that point. Also know that others are likely to have questions they are not asking. Asking them that question can help you act as a mediator and increase the engagement of your team. You can recognize a real manager by this.

Part 5 of 5: Embracing equality

1. Treat everyone equally. Most of us don't do that as much as we would like. We often subconsciously engage in favoritism. The tendency is to give more positive recognition to people who remind us of ourselves and who like us, rather than those who make the greatest contributions to the organization. In the long run, it is the people in the latter group who do the most to achieve the goals of the organization, so pay close attention to your own behavior and make sure that you do not inadvertently discount them, even if they give you the impression that you are positive feedback does not affect them. Some people prefer to avoid positive feedback, but they appreciate it.
2. Treat your employees well. If you are good to your employees and they are happy with their work, they will pass that goodness on to customers, greatly enhancing the image of your company. Or they will do the same for it their employees, thus maintaining a positive corporate culture.

Tips

• Be good to your team. You cannot succeed without them.
• Don't let employees work overtime. Respect their time and personal commitments and they will pay for it by producing exceptional results for their manager and the organization.
• Don't blame the entire department for what one person does wrong. Suppose Janine is often late for work. Instead of sending everyone an email with the warning that they have to arrive on time, you have a personal conversation with Janine.
• Celebrate success with your team, whether it's by patting them on the back, having lunch with them, or giving them an afternoon off.
• If dismissal is absolutely necessary, don't automatically give the employee a bad reference. Maybe the job just didn't suit him or her. Emphasize the employee's strengths and skills.
• Before taking a drastic step as a layoff, consider transferring the employee to another department. He or she can thrive in a different environment.
• Intervene immediately in a conflict between employees. Don't ignore the problem or suggest they have to figure it out for themselves. An employee in such a situation often feels trapped and powerless, especially if the other employee has been placed higher or has been with the company for longer. Speak with each employee separately and then with them together. If necessary, call in a mediator. Address the specific issues, not general complaints. "I hate having to help Bob when he is behind because he never does that for me," is a specific problem. "I don't like the way Bob acts" is a common complaint.
• Never scold an employee in public, no matter how deserved it might be.
• Being a good manager doesn't mean making everyone happy. If an employee keeps going too far or falling short of expectations, provide feedback or communicate to remedy the situation. If that fails, consider firing them.
• Ice-free can be a problem for employees with children. The nursery or school may be closed. You could imagine that employees would take their children to work in such a case. Check with the HR department as there may be safety or insurance issues. It is very important to respect employees' time and personal life.