When the manager is a catalyst for energy...
12 July 2010
Read by 1742 persons
Want to develop harmonious management in your team and ensure that everyone feels good in their role so that they contribute to achieving the collective objective? You must then first develop qualities of listening, respect, trust, authenticity, empathy, and recognition, and ensure that your actions match your words and the values you announce. Your employees will then be ready to invest, commit, get involved, and everyone can move forward in the same direction.
To promote the collective effectiveness of your team:
1. Adopt attitudes of respect, trust, listening...
2. Recognize the talents of your employees.
3. Learn to delegate, train, evaluate...
4. Integrate the human dimension at all levels of the company.
1. Respect:
Respect is consideration for others and the concern not to harm anyone. Respect for others begins with self-respect. Now, respecting oneself means valuing oneself, behaving in a way that maintains self-esteem. You accept yourself with your ideas, your strengths, and your weaknesses. You want others to accept you not because you are the manager but because there is respect for the ideas of others even if they are different.
2. Recognition
What is recognition? It is to perceive as already known, it is to identify. In fact, it is a new birth. Everyone has already experienced this: from the moment we are identified by our qualities and values, whatever our hierarchical level; for example, the CEO will be recognized by his board of directors, such an employee by his manager. When we receive a sign of recognition, we have the impression of reliving. This new identification makes us reborn, gives us life back, gives us energy. Everything comes alive within us.
3. Delegation or the challenge of personal growth
What is delegation?
It is a mission given by one person to another to act in their place, it is also a power of attorney or a document by which one delegates something to someone. It is also a transfer of power or responsibilities.
Entrusting a responsibility to an employee means that, for a time, this employee is the equal of the manager, so they must be able to progress personally in the company. The only questions the manager should ask are the following three:
- What tasks should I delegate?
- To whom should I delegate them?
- How should I formalize the delegation?
4. The human dimension in regulating human relations:
A conflict is an antagonism, an opposition.
What is the origin of a conflict? Let us recall the main needs of any employee in a company, whatever their hierarchical level:
-A need for security
-A need for recognition
Everyone knows that if one of these needs is not met, the relationship of trust is broken and mistrust sets in. This is how a conflict simmers and can explode.
It is therefore necessary to purify the atmosphere, lower the temperature, take a step back from the event without waiting too long to avoid septicemia, and then address the conflict by relying on creativity techniques to build the future:
- The problem is explained by sticking to the facts. Of course, the manager will need to be able to take sufficient distance while taking into account everyone's emotions, including their own. At this stage, it is very important that everyone can express themselves freely without unspoken words or implications.
- A detour is made to create the solution. How could we solve this problem in a completely different context, a sporting context for example?
- Let's return to the real context and connect a real-world event with an element during the detour, during the passage into another environment. It is the encounter of chance and necessity that allows sharing and building.
However, a conflict that is not or poorly managed will lead to repressions, unspoken words that will sooner or later be expressed through a counter-power. Indeed, man needs space, which means that he must find his place, if he does not find it at the end of the conflict, he will create it in another way.
Posted on July 10, 2010
The Team ReKrute.com
To promote the collective effectiveness of your team:
1. Adopt attitudes of respect, trust, listening...
2. Recognize the talents of your employees.
3. Learn to delegate, train, evaluate...
4. Integrate the human dimension at all levels of the company.
1. Respect:
Respect is consideration for others and the concern not to harm anyone. Respect for others begins with self-respect. Now, respecting oneself means valuing oneself, behaving in a way that maintains self-esteem. You accept yourself with your ideas, your strengths, and your weaknesses. You want others to accept you not because you are the manager but because there is respect for the ideas of others even if they are different.
2. Recognition
What is recognition? It is to perceive as already known, it is to identify. In fact, it is a new birth. Everyone has already experienced this: from the moment we are identified by our qualities and values, whatever our hierarchical level; for example, the CEO will be recognized by his board of directors, such an employee by his manager. When we receive a sign of recognition, we have the impression of reliving. This new identification makes us reborn, gives us life back, gives us energy. Everything comes alive within us.
3. Delegation or the challenge of personal growth
What is delegation?
It is a mission given by one person to another to act in their place, it is also a power of attorney or a document by which one delegates something to someone. It is also a transfer of power or responsibilities.
Entrusting a responsibility to an employee means that, for a time, this employee is the equal of the manager, so they must be able to progress personally in the company. The only questions the manager should ask are the following three:
- What tasks should I delegate?
- To whom should I delegate them?
- How should I formalize the delegation?
4. The human dimension in regulating human relations:
A conflict is an antagonism, an opposition.
What is the origin of a conflict? Let us recall the main needs of any employee in a company, whatever their hierarchical level:
-A need for security
-A need for recognition
Everyone knows that if one of these needs is not met, the relationship of trust is broken and mistrust sets in. This is how a conflict simmers and can explode.
It is therefore necessary to purify the atmosphere, lower the temperature, take a step back from the event without waiting too long to avoid septicemia, and then address the conflict by relying on creativity techniques to build the future:
- The problem is explained by sticking to the facts. Of course, the manager will need to be able to take sufficient distance while taking into account everyone's emotions, including their own. At this stage, it is very important that everyone can express themselves freely without unspoken words or implications.
- A detour is made to create the solution. How could we solve this problem in a completely different context, a sporting context for example?
- Let's return to the real context and connect a real-world event with an element during the detour, during the passage into another environment. It is the encounter of chance and necessity that allows sharing and building.
However, a conflict that is not or poorly managed will lead to repressions, unspoken words that will sooner or later be expressed through a counter-power. Indeed, man needs space, which means that he must find his place, if he does not find it at the end of the conflict, he will create it in another way.
Posted on July 10, 2010
The Team ReKrute.com
