| > | | | | 1. Set clear expectations about job performance. |
| Are you thinking about getting that brand-new fire | | | | Every position needs to have a job description |
| extinguisher which you consider to be the safest | | | | which includes not only WHAT needs to be done |
| and largest product of its kind? Well, before | | | | but HOW it is to be done. |
| buying that, there are a few things to consider. | | | | 2. Have, and enforce, a written process regarding |
| Having a great manager can boost productivity. | | | | timeliness, appearance and personal responsibility. |
| But last week, I heard about a company in chaos | | | | 3. Reward people who perform well. These are |
| due to a manager who wanted to be NICE. | | | | the folks to receive bonuses, compliments and |
| Here’s the scoop: A local company was | | | | support. |
| acquired by a national company. The office staff | | | | 4. Promptly address undesirable behavior. It |
| grew, and the manager who used to have only a | | | | doesn’t matter whether it was deliberate |
| small staff now manages an office of more than | | | | or unintentional. Undesirable behavior that goes |
| 20 people. And after six months of this new | | | | unchecked impacts the motivation of others. |
| management, things are in chaos. | | | | 5. Develop Rules of the Game for your |
| You see, this manager doesn’t like to | | | | company. These are the guidelines for establishing |
| confront issues. He has people who arrive late and | | | | a healthy environment and creating win-win |
| leave early. Some call in sick excessively yet are | | | | relationships. One example: Avoid gossip. Bring |
| seen around town when they’re under | | | | issues directly to the person who can do |
| the weather. Other employeesthe ones | | | | something about it. |
| who do their jobs wellhave brought these | | | | 6. Managers can benefit from understanding their |
| issues to the manager, who promises to speak to | | | | own personality patterns as well as those of their |
| the offenders himself — but he | | | | teams. |
| doesn’t follow through. The top producers | | | | Unfortunately, it is too late for the company in |
| are ready to leave from frustration because they | | | | this article. Their top producers are already |
| are overworked and have no support. Motivation | | | | unmotivated and will stay only until they can find |
| is at an all-time low. | | | | other jobs. |
| What is going on? This is a predictable response | | | | Having just ONE poorly trained manager is likely |
| from a personality that is a GREAT supporter but | | | | to cost this company millions in lost revenue |
| avoids even potential conflict. He doesn’t | | | | — something the upper echelons could |
| want to upset anyone. | | | | have avoided with relatively inexpensive training |
| Unfortunately, he is upsetting his most productive | | | | and systems. |
| people by, in their eyes, protecting the slackers. | | | | Are you tired of struggling for success? Carole |
| No one ever intends to create bad outcomes. If | | | | Hodges provides the kind of guidance that |
| you are a manager, you may want to follow | | | | business owners need in this busy world. |
| these simple rules to motivate your people. | | | | |