So many people ask me how to manage people, how to motivate them, and how to do it effectively! Managing means getting results through people. We do this in many different settings from workplace to household. If you are alive, you have already been a manager. You’ve managed delivery people, repair people, pets, children, in-laws, spouses and more.
One myth is that you need to throw money at people to motivate hard work and loyalty. That’s not entirely true. Management has less to do with charisma than with consistency. Managers depend on effective interpersonal communication skills to get things done.
Many of you are called “boss.” To avoid “boss” becoming another four-letter word, follow these four steps:
Step 1: Tell the person clearly what you expect them to do. Easier said than done. In management training environments, this is called “delegation.” My definition of “delegate” is to empower and motivate a person to accomplish results for which you are ultimately responsible. Delegation includes these guidelines: choose a person capable of doing the job; explain the result you want; give the authority to get it done; monitor the activity; give recognition or praise along the way.
Step 2: Give them a reason to do the task. This is the fine art of motivating. Motivating people is impossible … they have to motivate themselves. There must be something in it for them.
Remember when you were in third grade, sitting at a little desk in class, listening to the teacher? He or she was droning on and on, boring you to sleep. Suddenly, an obnoxious kid in the back row yelled out, “Hey, teacher, is this gonna be on the test?” You were so embarrassed to hear someone actually ask that question. But you listened very carefully to the answer. If the answer was “no,” your reaction was probably to relax — it’s not on the test. But if the teacher said, “yes,” you straightened up, borrowed a pencil, started taking notes — it’s on the test. Ever since then, we have done only what we perceive is on our test.
To motivate people, you’ve got to find out what’s on their individual test. Then put your priority squarely on their test.
Step 3: Give the person the tools and resources they need to do the job. This requirement can range from a desk and pencils to on-the-job training and enough time to get it done. This is the “put-your-money-where-your-mouth-is” step.
Teamwork among individuals of varied backgrounds, experience and human interactive skills does not just magically happen. If managers want people to be productive and happy, they must put time and effort into training themselves and their people in technical skills and communication skills.
Step 4: Give feedback. All people, when accomplishing a task, want to know how they’re doing; even your “stars.”
There are two types of feedback: positive and corrective. Here are four tips for each:
- Make it succinct, specific and sincere.
- Stick to praise only; don’t use it as an introduction to another discussion.
- Tell them why their accomplishment is important to you and others.
- Don’t be surprised if the person is embarrassed or suspicious. This may mean they’re not accustomed to praise and need more of it.
- Never attack the person. Attack the problem, whether it’s job performance such as inaccuracy, or a work habit such as lateness.
- Keep calm. It’s a problem-solving mode you are seeking.
- Be prepared to tell the consequences if the problem continues — and be prepared to carry them out.
- Don’t be surprised if the person reacts with hostility. Even if you’re being calm and objective, some people tend to take this discussion quite personally.
It takes practice and, quite often, some training and acquiring of new skills to carry out these four steps to managing. But stick with it; managing people and empowering them to accomplish things makes a difference in their lives … and yours.