Manage Employees ‘Inside Out’ for Greatest Reward, Experts Advise

by WOHe

Manage Employees ‘Inside Out’ for Greatest Reward,
Experts Advise

Managing other people can be frustrating, difficult and a time
drain or it can be rewarding, painless and relatively easy.
However, there’s one key tip management consultants advise when it
comes to personnel: Instead of concentrating on the people you
manage, concentrate on yourself as a manager. In other words,
manage “inside out.”

One technique for doing that, experts say, is to try to
understand that, in a very real sense, you are on stage, and your
employees are the audience. They’re looking to you to see if you
are honest, to see if you practice what you preach, to see if you
reward quality and proper behavior, to see if you care about your
own business. You need to act accordingly. You need to be an
example. You must show people how you want them to behave by
behaving that way yourself.

Do you trust your employees? Do customers and suppliers trust
you? Do you fly off the handle during a crisis? Do you expect your
employees to know what to do in a crisis? Each situation is a test
of what kind of person you are and, by extension, what sort of
people your employees think they ought to be.

If you operate with the mind-set that ethics must sometimes take
a back seat to profits, don’t be surprised if you catch employees
stealing or lying.

If you make fun of your clients and reps behind their backs,
don’t be surprised if your employees don’t respect you. Your
workers are in some ways a mirror of you and, just as in a mirror,
some things are reversed.

Do you think your workers are deadbeats? Do you think they spend
their time goofing off when you’re not watching? Do you think
they’re too dumb to be left alone without supervision? 

Well, guess what? You’re not keeping them from being deadbeats,
goof-offs and slackers. In fact, you’re actually teaching your
employees to be deadbeats, goof-offs and slackers by your behavior
toward them.

A case in point is the kitchen dealer who watches his
installation crew like a hawk. “Don’t do anything unless you check
with me first,” he instructs them. The result, of course, is that
his crew sits around, goofing off when the dealer is distracted. If
he gets a phone call, all of the work comes to a halt. That’s
because he has trained his crew to do just that. They’d rather do
nothing than risk making a mistake especially since they’re getting
paid to do nothing. If, instead, the dealer would structure that
group as a team, with individual responsibility and the power to
make decisions, they’d work effectively on their own.

People will work hard for those they respect, and disrespect
those they do not respect. They will work hard for those managers
who give, as well as expect, respect; for those managers who listen
to suggestions and implement the good ones; for those managers who
are consistent with regard to their priorities and their
personality.

For the most success, manage from the inside out, experts
suggest, and never fail to put yourself in your employees’
place.

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