Well, the staff is always needed to be controlled. And always will be. Why this topic was so relevant? Apparently the answer is that the solutions offered as a "panacea", does not relieve the Manager from problems, but in the best case, only dull the pain. And it creates a hunger for information and a feeling that there should be a solution that still works.
Control personnel a multi - faceted question, and one issue is impossible to describe all the aspects of this problem. But it is not a reason to postpone this topic aside. Let's start with the fact that will deal with just two things (1) why is the head so dependent on control of personnel and (2) what can be done to any Manager in order to quickly raise the control staff to a higher level.
Don't think I exaggerate, but let's be honest - leaders of today the most powerless beings in the world of business. Being responsible, they can't just give up and ignore problems when they see them. The leaders of the irregular day and the highest level of stress. However, employees don't even realize the extent of the burden that is borne by the managers of the company, working to achieve common success. Most employees simply "leave the room" from bell to bell and sincerely believe that they should pay money for the fact that they go to work.
The Manager is responsible for implementing these plans
He must be sure that the identified goals and objectives will be met. And between the goal and the head are always people. They, by their actions either bring or postpone the implementation of the planned. And, as practice shows, the staff usually motivated not as a leader. Therefore, the head over time can start to perceive subordinates rather as an obstacle in the implementation of the plans, rather than a valuable resource and the basis of his success.
And it seems that there are reasons. Unmotivated, unskilled employees bring into the life of the head of unpredictability and congestion. As said Muller in the movie "Seventeen moments of spring": "it is Difficult to understand the logic of the layman". As a result, the head instead to manage the process, is often involved in the production process as a contractor to provide the work at the price of his presence.
When the head is at the bottom, immersed in the solution of problems on any job site, he loses sight of the big picture. Once this occurs, the company loses valuable head and gets paid employee performing the first one, then two additional responsibilities and so on increasing. On average, heads trying to enter yourself from 10 to 30 duties depending on the state of health of the state of Affairs in the company.
Having reached this state, they lose the ability to see what is happening. This and are circling around them "well-wishers". Head start to put a lot of problems, under the guise of "caring" about the state of Affairs. The burden of responsibility for such a large area of control and the consequent distraction of attention not allow to identify such a simple fact that all these messages do not contain solutions, and trying to solve them, congested head starts to make mistakes:
I do not think that this picture for you was something new. However, I did not purpose to surprise you or hit something incredible. Unfortunately, this is quite a common scenario. Does not solve the situation, the implementation of strict measures, nor attempts to motivate staff financial. Moreover, the result in the second case, it may be even more dismal - as shown in their experience with chocolate giant Hershey.
What I would like to offer you is not a solution of the type "take a pill, and you will not feel pain." Aspirin because it does not cure. It only relieves the symptoms. And the market and without a lot of advisers who promote ideas to adapt to the situation, because you can change it. It's not just not working, this approach, in my opinion, dangerous! Our experience suggests that correctly identified the cause of the problems, able to resolve it with the resources available. And if the decision is based on the correct causes of the situation, you will be able to change the situation for the better!
What do we offer?
Well, for starters, let's agree that it staff implements supplied by the head of the task. And the majority of employees, according to our observations, not malicious. They do not perform their tasks only for three reasons. Here they are:
1. They don't know what to do;
2. They don't know how to do it;
3. They don't understand, why you need it.
"They don't know what to do". Even if the employee tells you that he knew what to do, we suggest you to ask him to tell you in their own words - what's he going to do. You will be pleasantly surprised at how many employees manage to invest in something simple instruction that you gave them. They may not hear what you said to them or distort your words, complementing them with your details. Sometimes the order is to be repeated several times so that it could reproduce exactly. But, anyway, start asking your employees to tell you how they understood the order.
"They don't know how to do it". This is a variation on the theme of the first paragraph. Employees may, however, assume that you know what to do and will even tell you this, if they ask why then they do something wrong? Don't be afraid to ask an employee, after you told him what he should do, how he's going to do it. Or ask to see it. You can identify missing steps or an incorrect sequence, or more generally unnecessary actions. Now you have a chance to correct them before it is detected in the process and thus save time, money and, most importantly, your peace of mind.
"They don't understand, why you need it" Well, it is also very important. If you are convinced that the employee understood what to do and knows how to do it properly, don't assume automatically that he will do it. Not at all. After receiving the order (whether we like that fact or not) employee distributes it in its internal list of priorities, and all that does not matter from his point of view, it places, like any normal person, in the end of the list. And for us it means delays the implementation of the planned. So, medicine to solve such problems would clarify the importance of what a person needs to perform. This is achieved by a simple action - a demonstration of the consequences of the execution and fulfillment of this action for those who depend on it. Usually, the more action, the more and the longer its effects. Only seeing the scale of these impacts, staff will be able to draw conclusions and to properly assess the importance of what he is invited to perform.
So, summarizing, we can say that the head depends on whether his subordinates to perform the required actions, leading to the realization of the goal or not. Staff often does not execute instructions or perform them wrong.
Usually, the head comes to what begins to circumvent their subordinates to do the job himself. This gets him into the corner and opens the door for manipulation of vision of the various "helpers".
Three simple steps
1. Clearly articulate the problem and make sure that the employee has reproduced what exactly you need to do
2. Pojasniajte understanding employee how to do it correctly
3. Convey to the person responsible for the task, why it needs to be done and what are the consequences of failure to fulfill this task for those who depend on
The number of completed cases will increase significantly, staff (Yes this is possible! begins to think about what he's doing and to take it more responsibility and even stress will weaken its grip. Plus, you will get the opportunity to identify hopelessly backward and dangerous employees, unwilling to cooperate with the principle. In my opinion, not bad for three simple actions.
Author:
Sayenko A.
Source:
Atriz.ru
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