Unit 8-11 Management tactics to improve workers’ activity

You want your employees to move faster and do more, but how can you inspire them to do it on their own?  If you are tired of getting month end reports without any substance and want your employees to generate results on a daily basis, here is an essential management tactic you can use to improve your employee’s activity.Get ready for it….it is shockingly simple…your commitment to it is the only thing necessary to make it a success.

 The best way to get your employees to be active on a daily basis is to talk to them every day.  Here is what you can do to improve this process.

 The consistency of your behavior matters:

If you are in the same building, on the road, or have decentralized employees…no matter where they or you are located, call them at roughly the same time every day, every other day or once a week.  You decide how proactive you want them to be. 

 Make sure you take notes when your employees ask for support:

If they do need something from you, make sure you do it and follow-up with them the next time you call. Lead by example to show the urgency of your work. 

 Don’t get pulled into doing all the talking:

Employees have a way of getting their boss to do all the talking, getting updates on things going on above them in the hierarchy.  Don’t get caught up in this trap.  You are calling for one reason.  The call should be short and to the point; your job is to listen, not report to them.

 Give out praise for accomplishments:

When your employee gives an update, show your enthusiasm for their work.

 Give out silence for their lack of productivity:

When an employee has nothing to report, keep your contact brief, ask a question if you have it from previous updates, and express your interest in a more productive day next time you speak.  Then move on to your next call.

This management tactic may seem simple, but it takes your determination to make it work.  Try it, be consistent, and make it a part of your routine.  You will see results immediately and over time your employees will appreciate the personal support, the recognition, and the clarity of direction they will gain from your time.

Unit 12 -13 What is the Difference Between Management and Leadership?

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a

Leader,” Warren Bennis composed a list of the differences:

– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.

With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”

Unit 15

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