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Published May 2002 Managers,
take time to listen, By
Jack Goldberg Our company, Personnel Management Systems Inc., is fortunate to have smart, skilled, talented professionals supporting our business. Throughout their careers at PMSI, our professionals have counseled, cajoled and mentored many managers at our clients’ work sites on the best way to treat staff, supervisors and co-workers. Tapping into their collective experience and knowledge, we asked the following question, “What is the one piece of advice you would give to a manager?” We have summarized their answers below. Listen People want to be heard — they have concerns about co-workers, clients and the work environment. They need assurance that their contributions are valued. They have ideas about process improvement, the direction of the company, new product lines and marketing initiatives. Taking the time to listen (and this does not mean having a conversation in the hall where the employee may feel rushed) improves your understanding of the business and of the people who work with you. The only way you can be aware of what is happening is to listen to those who are making it happen. So, be attentive, be caring and be interested. Provide opportunities
for growth Professional growth is not always tied to a formal promotion. Growth can occur if an employee is put in charge of developing a new process or is encouraged to cross-train in another department. Development opportunities can be provided so employees are prepared for their next promotion (e.g. management training for employees whose next position may be in a supervisory role). The idea is simply that people want to learn new skills, techniques and ideas. When you provide these opportunities, you support future career moves, allow employees to explore other possibilities and keep boredom at bay. Show your appreciation
Don’t be afraid
to discipline or coach Before addressing any issue with an employee, make sure you have clear expectations and can articulate where the employee is falling short. The main idea is to set the stage for future success. Neglecting the problem and failing to hold the employee accountable simply postpones resolution of the issue and results in increased frustration. Not only will you be frustrated, but so will everyone who works with the difficult employee. In addition, they will become irritated at your unwillingness to fix the problem. Jack Goldberg is President of Personnel Management Systems Inc., with offices in Everett, Kirkland and Tacoma. The PMSI Web site is www.hrpmsi.com. |
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© The Daily Herald Co., Everett, WA |
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