You and your people!

Well they are not really 'your people' BUT, in other ways they are?

Most people spend as much awake time, at work as they do with family & friends!

Consequently, the impact work has on a person is marked - good and bad!

As a manager / leader, we contend that your most important duty is that of caring and developing 'your people' - of course to do that, you also need to care and develop yourself.

The OH&S Act requires an employer to undertake 'duty of care'. That is about the obvious health and safety matters and can sometimes be seen as more appropriate to a building site than an office environment, not so.

This duty of care extends past the physical to the psychological / emotional.

An employer, employs people to help grow a business, they are in essence, the most important part of the organisation. Not just lip service but in actuality. Costs are sometimes appropriate to 'cut', people are more likely to be encouraged - the more encouragement, clarity and effective listening, the less one needs to cut other costs!

Leadership is not about being liked necessarily BUT about being respected and that of course comes from the giving of respect in the first place.

Core value words such as 
  • respect
  • truth
  • integrity
  • honour and loyalty
are outcomes and as such do not mean much by themselves. Actions are the carrier of core values and so time needs to be spent identifying what actions represent core values and which do not!

The paradigm effect gets in the way of recognising other ways to act (paradigm - the perimeters of how we usually see things,our habits) - to see the actual impact of 'your current 'ways, part of that is because it is so easy to be critical of the other, rather than self-inspect.

The difference between intentions and behaviour bring out comments such as 'you shouldn't have taken that like that, I didn't mean it that way'. Sort of blames the receiver for something that you initiated?

So where is all this leading, people are an organisations biggest asset (some time biggest liability - a recent survey of 400 people identified that 65% of employees were somewhat disconnected and 25% of that 65% so unconnected tat they would actually sabotage the business)

Performance reviews - a term that should be 'dust-binned', effective feedback, inclusion, recognition, these are ways to go forward. Not overlooking sloppy performance, making sure people know how to do the job and careful counselling to get it right. Then 'emotional thinking' with the way we guide employees, not about putting up with second best performance but achieving quality to the value!