Multi dimensional problems and challenges call for us to look into solutions from a number of standpoints, rather than presenting answers that are one-dimensional and thought out from the position of a single entity only. When it comes to managing employees, it becomes all the more important since you are managing a group of diverse, dynamic and widely varying individuals, each with a different personality and temperament; rather than a group of mechanized bodies tuned to follow commands and bury their innateness.
Transcending the traditional and stringent ways of evaluating people working under you is important to make your management more insightful and suited to the unique needs your business may have. Looking at, better yet, putting yourself, on the other side of the fence is something that can prove useful in the long-term to businesses while managing employees.
So what does being on the other side of the fence actually mean? In terms of employee management, it simply means to put yourself in the position of your employee and give some diverse perspective to the efficacy of the solutions you may be thinking to implement; be it regarding conflict resolution, communication patterns or the right delegation of duties. When you know where the response is coming from, what state of mind is giving an outlet to such responses and basically what scenario is making for a certain state of mind on part of the employees; you better know how to structure your solutions and make them increasingly effective.
What about the control? This approach is often mistaken for losing control to the employees, which could not be further from the truth though. Ever heard of the ‘360 degree view’ approach of handling things? One can easily draw parallels between the two in the case of employee management. When you are taking into account a number of standpoints before you reach upon a final answer to a tricky situation, you are indirectly controlling things even better by being part of the thought process of all the parties involved. Overt and outright exclusion, especially in decision making which is likely to affect employees, gives rise to grievances and rebellion. Contrarily, making people a part of the process keeps them satisfied and under the assurance that their position and their viewpoint is given due importance.
Ultimately, it all boils down to how insightful and judicious your solutions are. There is no such thing as “having” the right answers; you have to “get” them, which is only possible with an approach that gives weight and value to all the parties involved rather than the ones with more control on paper. When the majority of the workforce is constituted by the generation that despises being left out of the crucial processes that shape their life, being autocratic should be the last thing an organization aims for. We’re all told how ‘being heard and valued’ is the best thing one could have in personal relationships. Well, let us break it to you; it is also the best thing one could have in professional relationships as well.
April Salsbury, MBA is a strategist, an analyst, an operational guru, a recognized leader and C-suite global healthcare executive with drive and focus for competitive markets. Co-host of The Business Forum Show and regular contributor to various business journals, she possess multi-functional and multi-national competencies with more than 15 years experience in business and healthcare. Her expertise is in invigorating revenue growth and infusing value of lean practices in growing companies through improvements to cash flow and operations management.
Fueling revenue, growth and profit, Salsbury & Co. is a consultancy firm focused on helping businesses and healthcare organizations achieve excellency. Our specialists have executive experience combined with deep functional expertise to provide our clients with services that drive real impact and results.
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