Managing People- A customised approach
The art of managing people as I see it doesn't come with a special skill or training. It comes with a basic understanding that all people are different and that one standard is not universally applicable. But are we not as team leaders, HR professionals, project managers, etc aware of it? Ofcourse we are! Infact not only are we not aware of it; we at all our levels tell people of our knowledge, demonstrate people friendly behavior, develop relationships. Sometimes it works and sometimes it doesn't.
In my work career I have seen different team dynamics. Team members working together to achieve one common goal, team members working; not so much together but eventually towards one goal and group of people who are just working. Goals seemingly someone else's headache. Now amongst the three kind of categories ideally the first team will be performing best. However Ideal is not often "OFTEN".
The question that one is bound to ask is that if the solution to the problem of achieving results is so obvious why in actual day to day functioning is it difficult. The reason I see is that normally when we put in systems and procedures, we base it on the premise that " ONE SIZE FITS ALL". Though it is an acceptable norm, but the application should always be customised.
Picture a team where one person is driven by recognition whereas another is driven by learning opportunities and the third is driven by space and flexibility to work. In case the first person is offered opportunities to work from home and second is offered recognition, it might work on a short term but their always will be a craving to be in someone else's shoes.
The key to gauging the same is to be alert, to listen to what your team is talking about. To understand what people are expecting and reward appropriately. Otherwise you just might end with a team that works togethers only when someone else wants them to; not when they want to.
THINK ABOUT IT!!!
In my work career I have seen different team dynamics. Team members working together to achieve one common goal, team members working; not so much together but eventually towards one goal and group of people who are just working. Goals seemingly someone else's headache. Now amongst the three kind of categories ideally the first team will be performing best. However Ideal is not often "OFTEN".
The question that one is bound to ask is that if the solution to the problem of achieving results is so obvious why in actual day to day functioning is it difficult. The reason I see is that normally when we put in systems and procedures, we base it on the premise that " ONE SIZE FITS ALL". Though it is an acceptable norm, but the application should always be customised.
Picture a team where one person is driven by recognition whereas another is driven by learning opportunities and the third is driven by space and flexibility to work. In case the first person is offered opportunities to work from home and second is offered recognition, it might work on a short term but their always will be a craving to be in someone else's shoes.
The key to gauging the same is to be alert, to listen to what your team is talking about. To understand what people are expecting and reward appropriately. Otherwise you just might end with a team that works togethers only when someone else wants them to; not when they want to.
THINK ABOUT IT!!!
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