If your men are not working up to your satisfaction level, what will be your steps to achieve your desired goals?

Noticeing that my people are not performing up to my satisfaction means that I have identified the problem. A problem is effected by underlying causes. What causes this problem? Are my standards too high, or are they really underperforming? Are all the men underperforming or just some of them? I can go on with the questions. The important thing is to know the reasons behind the dissatisfactory performance. After identifying and analyzing the underlying causes, I can think of how to correct the situation. This , of course, does not mean that solving the problem should be a lengthy process. Not at all. All of this should be done in the shortest time possible. Time is money, and less-than-satisfactory productivity should be addressed immediately. Now. solving the problem may involve:

- Improving communication.

- Redefining goals, milestones, and performance evaluation.

-Motivating employees & rethinking job roles and job descriptions.

-Getting employees to share and partcipate in solving the problem, etc.

The problem of dissatisfactory performance is the effect. The type of solution to the problem depends on the underlying causes.  So we should identify and analyze the causes before we go about thinking of how to remedy the situation. 

If your men are not working up to your satisfaction level, what will be your steps to achieve your desired goals?

Today’s fast moving business environment demands that the effective manager is both well organized administrator and highly adept in understanding people’s basic needs and behavior in the work place. Gaining commitment , nurturing talent, and ensuring that people are motivated and productive requires open communication  and trust between managers and staff.

Knowing why people behave as they do is the key to gaining  commitment. Aim to understand people’s needs in order to motivate them and thus meet the demands of the organization.

A manager of people must :

·         Try to influence behavior rather than to change personalities

·         Encourage and reward constructive behavior

·         Take care that people’s lower level needs are met. Make sure you address people’s intellectual and emotional needs

·         Say thank you to people whenever it is merited

·         Add public praise to private words to raise pride

·         Ask open questions that encourage total honesty

·         Give people ample opportunity to express their true feelings

·         Practice reading people’s body language

·         Build confidence by giving recognition, high level tasks and full information. Avoid giving false reassurances- be frank if the news is not good

·         Insist on people working together and communicating freely and openly

·         Split large working units into several smaller ones with close links

·         Give the staff the opportunity to show that you can trust them.

·         Listen to unhappy employees- they may reveal serious problems

·         Investigate fully whenever figures for employee retention start to drop significantly

·         Involve everybody. Know that people who enjoy their work will produce the best results 

·         Apply discipline but combine it with empowerment and trust

·         Develop people. Make training the last thing you cut back never the first. Ask people about their long term goals and aspirations and assist  in their realization. Helping individuals to achieve their potential is in the best interests of the person and t he organization.

·         Aim to train, encourage and provide opportunities for willing people. Get staff into the habit of constantly improving their range of skills.

·         If mistakes are made, ask yourself if you played any part in them

·         Use opportunities to lead from the front and set a good example. Teach by showing not by giving people your orders.

·         Identify and nurture talent. Promote talented individuals. Encourage staff to apply for any internal openings.

·         Allow others to take decisions that they can make as well as you.

·         Aim to improve the quality of all company processes. Focus quality work on producing real customer benefits.

·         Expect people to continue achieving better results. Expect people to supervise their own performance.

·         Celebrate the achievements of the organization.

·         Remember that you are concerned with  behavior  and not character.

·         Avoid demonizing a union or any one person but treat issues on merit. Never give in to demands that are unreasonable but seek compromise

·         Encourage people to bring their complaints and problems to you. Never take sides.

·         Begin the appraisal by concentrating on what a person has done well. Allow people to set their own targets

·         Dismiss only as a last resort. Never fire just to set an example. Be as generous as possible with all severance payments

·         Think before you give up on people or plans as giving up is irreversible.

·         Remember giving people  incentives of any kind sends a very positive signal

·         Value  all your employees –they deserve the same treatment as your customers

Dealing with people may be difficult, but if one deals  with them in all sincerity  and genuine  concern for their developmental needs the task could be accomplished

First, simply define each individual role through Objectives.

Second, assign them responsibility with some authority.

Third, allow them to take decision to complete their job.

Finally, before delivering the above task does discuss the consequences also so that everyone is on same page.

Change what I dislike

Motivational trainings, job trainings for the employees