Managing Staff
You see, by writing 'managing staff' I'm already sending you down the wrong track. So between you and me I'd rather call this chapter 'getting the most out of your staff but in a way that also means that they get the most out of their job'. OK, 'managing staff' it is.
The thing is, I can't believe how many of my friends and relatives tell me that they have a serious issue with their manager. Don't get me wrong, loads of people say that they are truly happy (yes, I admit that there are undoubtedly better managers out there than me), but too many still seem to go home very unhappy with the way they are "used and abused" by their boss. So this chapter is for those who want to improve the way they work with their staff.
So how should you manage staff? It's bullet point time:
• Treat them with respect. They're not children, they have pride and they have feelings. So speak to them as you'd like to be treated. If your boss does not treat you well don't let this affect the relationships you have built up with your team. It's not fair to pass 'bad culture' down the line. If your boss shouts at you that's an issue for you and your boss to resolve but don't let that affect your relationship with your staff (peers and so on). In particular:
o Don't patronize
o Ask for input from staff at meetings
o Be clear to them when they don't meet your expectations
(seriously, they'll respect you for it)
o Recognize good performance (see below)
• Give them time. Everyone has their own values in life and one of those important to many is to spend time with loved ones. Well, lo and behold, it is the same at work. Make sure that your staff know that they can knock on your door to discuss something important to them and, even more importantly, they have the confidence that you will take their issue seriously.
• Don't fob them off. Staff have feelings too. When they bring an issue to your attention make sure that you agree on how you will help, logging down any action points for yourself, and come back to them with your feedback in a timely manner. If they ask for your help and you offer to help, make sure that you actually help and it is visible to them. Otherwise you'll be worse off than if you hadn't offered to help in the first place.
• Listen. Ok, all good management books highlight the importance of listening. But this is a different kind of listening. Why don't you ask one of your key staff out for a coffee at break or lunch (or simply go to a meeting room or your office) and ask them to speak about their life at work; frustrations,