Why job management skill is important
July 2nd, 2009 Posted in 2-JOBS TIPS
asked:
1- Remember what we might call the "reciprocity rule" of human behavior: over time, people come to share, reciprocally, similar attitudes toward each other.
That is, if I have a low opinion of you, then while you may for a time hold a high opinion of me, it is unlikely your high opinion will persist. Eventually you will come to feel about me the way I feel about you. If we genuinely respect our colleagues and employees, those feelings will be communicated without the need for artifice or technique. And they will be reciprocated.
The same dynamic occurs in management and leadership. People learn - and respond to - what we are. When you think about it, perhaps that is the way it should be. What a dreadful world it would be if we actually did possess the skill to convey something other than what we really are.
2- Do Communication has its limits?
Many supposed communication problems are actually balance-of-power problems. That is why it is probably unwise to introduce completely open communication into a situation in which there is a large discrepancy of power. It is only when the balance of power is relatively equal that truly candid communication can and should take place.
3- Talking is easier than listening.
People are more likely to change when we reverse the flow of communication - that is, when people are not talked at, but when they themselves have a chance to talk.
4- Praising people does not motivate them.
Praise may, in fact, be perceived as threatening. After all, praise is an evaluation, and to be evaluated usually makes us uncomfortable - even if the evaluation is positive. Giving praise establishes that you are in a position to sit in judgment.
5-It's easier to make a big changes than to change a small matter.
People respect bold moves and are more likely to buy into a change if it is big enough to withstand any attempt at countering it.
6-We learn not from our failures but from our successes - and the failure of others.
Learning from success happens when, as in athletics, you are on your game, things are working, anything seems possible - and you are stimulated by your achievements. When we are doing things right; it gives us the strength to continue - which leads to our greatest successes.
On the other hand, a series of failures can demoralize us. Nevertheless, it's important that we fail. We need to fail often. If we don't, it means we're not testing our limits.
Very few of us are capable of responding to another's success with the same sensitivity that we extend to that person's failure. We know better how to empathize with a person who is suffering than with one who is succeeding.
7- There is no right way to be a manager.
Completely different types of leaders enjoy equal success, and part of the reason is that employees have the power to make their leaders look good. Organizations survive because most people are trying to do their best and will try to keep things going under any circumstances.
8- Fix situations, not people.
Situations, more than individuals, are what produce difficulties, even though it usually looks as if it is individuals who are fouling up. Change reporting relationships, enlarge or reduce the expectations of the job, set up flextime arrangements, and so on. Circumstances are powerful determinants of behavior. Nobody smokes in church.
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1- Remember what we might call the "reciprocity rule" of human behavior: over time, people come to share, reciprocally, similar attitudes toward each other.
That is, if I have a low opinion of you, then while you may for a time hold a high opinion of me, it is unlikely your high opinion will persist. Eventually you will come to feel about me the way I feel about you. If we genuinely respect our colleagues and employees, those feelings will be communicated without the need for artifice or technique. And they will be reciprocated.
The same dynamic occurs in management and leadership. People learn - and respond to - what we are. When you think about it, perhaps that is the way it should be. What a dreadful world it would be if we actually did possess the skill to convey something other than what we really are.
2- Do Communication has its limits?
Many supposed communication problems are actually balance-of-power problems. That is why it is probably unwise to introduce completely open communication into a situation in which there is a large discrepancy of power. It is only when the balance of power is relatively equal that truly candid communication can and should take place.
3- Talking is easier than listening.
People are more likely to change when we reverse the flow of communication - that is, when people are not talked at, but when they themselves have a chance to talk.
4- Praising people does not motivate them.
Praise may, in fact, be perceived as threatening. After all, praise is an evaluation, and to be evaluated usually makes us uncomfortable - even if the evaluation is positive. Giving praise establishes that you are in a position to sit in judgment.
5-It's easier to make a big changes than to change a small matter.
People respect bold moves and are more likely to buy into a change if it is big enough to withstand any attempt at countering it.
6-We learn not from our failures but from our successes - and the failure of others.
Learning from success happens when, as in athletics, you are on your game, things are working, anything seems possible - and you are stimulated by your achievements. When we are doing things right; it gives us the strength to continue - which leads to our greatest successes.
On the other hand, a series of failures can demoralize us. Nevertheless, it's important that we fail. We need to fail often. If we don't, it means we're not testing our limits.
Very few of us are capable of responding to another's success with the same sensitivity that we extend to that person's failure. We know better how to empathize with a person who is suffering than with one who is succeeding.
7- There is no right way to be a manager.
Completely different types of leaders enjoy equal success, and part of the reason is that employees have the power to make their leaders look good. Organizations survive because most people are trying to do their best and will try to keep things going under any circumstances.
8- Fix situations, not people.
Situations, more than individuals, are what produce difficulties, even though it usually looks as if it is individuals who are fouling up. Change reporting relationships, enlarge or reduce the expectations of the job, set up flextime arrangements, and so on. Circumstances are powerful determinants of behavior. Nobody smokes in church.
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