People management

Who’s right — employee or customer? But it’s not who’s right, it’s who is left with you

MAN IS  REASONABLE. If you treat your employees more than what they expect of you, they will reciprocate by treating your customers more than what they expect you to do. It is as simple as that. Progressive discipline has become obsolete in the 21st century workplace. If you’ll stick to the imposition of reprimand-suspension-termination procedural steps, chances are erring employees may even challenge you with the idea of bringing you to a court of justice, if not make things difficult for the organization in some ways.

Disgruntled employees can do a lot of things. They can sabotage business operations without you knowing it. Among other reasons, they can even copy product designs or customers’ database for some malevolent reasons.

Instead of progressive discipline, why not explore positive discipline where instead of giving suspension without pay, you allow erring employees to exhaust their vacation leave credits instead? Of course, you may find this as an extreme idea, unless you benchmark with other dynamic organizations on how they manage difficult employees.

Image source: http://www.skipprichard.com

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People management

A manager is one who thinks he knows about management than the workers who do the job.

A traffic enforcer stopped a speeding car at the intersection of a busy location. The driver was a priest. Putting away his citation book, the cop said: “Father, I’ve to tell you there’s a Protestant cop at the next light.

In the same vein, I would often caution people managers in my popular seminar on “Superior Supervision” to reflect on their management style to heed W. Edwards Deming’s (1900-1993) admonition that “80% of all problems can be blamed to Management, and only 20% can be traced to the Workers.” This is usually strengthened by Peter Drucker’s (1909-2005) claim that “what we know in management is usually on how to make the work of people difficult” or words to that effect. It’s easy to understand Deming and Drucker if we know PLOC (planning, leading, organizing, controlling) under Management 101.

Fortunately, I lot of these managers listened to my advice. They were able to change their management style after learning more about themselves and the situation where they’re in. But does self-knowledge generally improve managerial behavior? You only have to reflect on the morale of the workers to find out. One barometer is the attrition rate.

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People management

Sometimes, it takes several years to learn the obvious, basic things.

Recently, I was asked by one BusinessWorld reader: “What makes lousy workers lousy?”

My answer was: “If you see a turtle on top of a car in your garage, you know it had help from someone in getting there. The same thing can happen in people management. If you, as a manager don’t help your workers do their job, your four fingers will point the blame to you, and you will be in trouble.

Here’s the link to my Feb 6-7, 2015 “In the Workplace” column http://www.bworldonline.com/content.php?section=Labor&title=what-makes-lousy-workers-lousy&id=102240

Image source: technocrazed.com

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