Tweet

Ten Commandments for Managing People

Guest post by: Andy Marken

Article Overview: Ten Commandments for Managing People

Ten Commandments for Managing People

The most valuable asset any organization has today is not its facilities. It’s not the inventory in the warehouse or on the production line. It’s not healthy bottom line the company achieved last year.

It’s people. It’s especially true in the communications and public relations arena where quality and quantity are in such short supply.

It’s an asset that is difficult to find, difficult to retain and difficult to manage. But if you manage the asset properly it can produce exceptional results for your company…and for you.

Following are some simple guidelines you can follow to manage people more effectively, more easily and with better results.

Think of them as your 10 commandments to better management:

 Don’t get into a rut thinking there’s only one right way to do a job.

Judge by results rather than how the task was accomplished

 Don’t expect everyone to be the same. Don’t look for clones of yourself because it can only limit the organization’s -- and your – growth potential.

Aggressively look for people who have the values you respect most but don’t expect them to be the same as yours. Surrounding you with people who think and perform like you may be a boost to the ego but diversity, and even chaos, can produce a more well rounded organization and a multi-dimensional, multi-facet firm people want to associate with…want to deal with.

 Don’t give a lot of criticism.

Very few people take criticism well. If the only inputs they receive from you are critical they soon stop trying to excel. Expect people to do well. When they do praise them for their efforts and their performance. Soon you’ll have them producing results even beyond their own level of expectation.

 Don’t isolate yourself.

You’re the manager. You can’t be effective at the job behind closed doors. You can’t do it by hiding behind voice mail, memos or email. Make yourself available to your people. Be accessible when they want your ideas, inputs, and thoughts.

 Don’t wait until the project is completed to give your feedback.

It doesn’t mean you have to constantly look over the individual’s shoulder or check on what the team is doing but check in periodically. Get a snapshot update. Make certain the individual(s) is on the same wavelength as the company or organization and it’s goals/objectives.

 Don’t expect your staff to perform poorly.

Expect people to be equal to the task. Expect them to perform in an outstanding manner and to produce the target results. You’ll be surprised what happens when you believe they are competent. Most of the time trusting in their ability to deliver will produce the desired results.

 Don’t forget to tell staff members about your expectations, priorities and deadlines.

There are very few clairvoyants in the world. People don’t know if you don’t communicate. Spell out the entire task. Setting goals, priorities and deadlines in your mind is not the same as telling people.

 Don’t do performance appraisals only once a year.

In most organizations an annual appraisal is required by the firm’s HR guidelines. Forget the guidelines. Evaluate performance informally on a regular basis. Talk to employees about what they’re doing, the problems they are experiencing, areas they need to focus on improving. Managing people is a lot like driving a car. You don’t back out of your garage and do nothing until you pull into your office parking lot. You get from point A to point B successfully and safely by making a continuing series of minor adjustments based on an evaluation of the situation at hand. The same is true of managing people.

 Don’t be an autocratic leader.

In yesterday’s assembly lines performance was mediocre, at best, because people were told to punch in, do a specific job and punch out at the end of the day. Very quickly they settled into that mode producing very little value to the organization. When people were told to make the job their own, the change in attitude and results were spectacular. Ask employees for their inputs. Ask them for their suggestions. Find out their concerns and difficulties. You’ll be pleasantly surprised that most people want to do not just a good job but a great job.

 Don’t push people to their limit. Don’t expect them to function well over a long period without ample resources.

People can give 150% when necessary and produce outstanding results. But even the best and the most dedicated individual -- yourself included -- can’t do it on a consistent day-in, day-out basis. After extended periods the mind shuts down…the body shuts down. People also don’t perform well in a vacuum. They need information and inputs. Sometimes they need extra hands and minds. Give them the extra time, extra information, extra people they need to do the job properly.

Today we’re operating in what the Federal government calls a full employment mode. Generation Xers and Yers are encouraged to – and do – change jobs frequently. Frequent job changes are no longer a negative on a resume as long as they show a steady upward progression or show an expansion of the individual’s areas of expertise.

Following the 10 commandments of managing won’t ensure that you’ll get all the best people and retain them. It does mean though that you’ll have a better shot at developing a solid team of winners who will produce for your organization regardless of how long they stay with you.
#######

Related Articles
  Where the Bible teaches us how to improve our cashflow
  Empathy 101: Ten Commandments of Human Relations
  The Secrets of a TOP GUN Xerox Sales Professional
  Do you obey the 5 commandments of customer communication?
  The Ten Commandments of Fake Steve Jobs

Article Tags:



Related Forum Posts
Different Hats - CEO Sales & Marketing & Leadership Development Company Strategic Vision 10 Alliances & Growth Strategies 10 Hiring & Managing People 8 Mentoring 8-9 Strategic Planning for Clients 10 Execution of Marketing Campaigns 9-10 (i have great people who do the nitty gritty) Financial Management 9 Bookkeeping 3 (outsourced as I really hate the fine details like GST0 Administrative Follow Up 6-7 (again have great staff) Writing & Publishing 9 (getting better all the time!) Speaking 10 (so I have been told) Self Promotion 9-10 Web development & Promotion 6-7 (learning more and have brought on players who are 10+) Babysitting Employees (1 - wont do it, that's why I work so hard to hire and motivate the people I have) Great topic Kevin!! Jude
Re: HRPreneur - Evan, I am looking for new clients and to see if my business model resonates with Entrepreneurs. Thanks Joey Walters, CHRP, H.R.C.C.C. Managing Director HRPreneur Inc. C. 647-534-4774
Re: Info for would be franchisers... - [quote="Sebastien":1d29sdv1]Like Franchise Times, Franchise Update is a very practical magazine. There is no blah blah, just straight facts that anyone in the franchise community can relate to. I just want to mention that all these magazines are NOT franchisee oriented. I mean these magazines are for franchise professionals. If you're looking to buy a franchise, you won't find much information in there. To answer your question, getting published in Franchise Times was fairly easy. I don't want to brag too much but I think I am known in the franchise industry. I was the marketing guy at Franchise.com for a few years before joining my new company, the World Franchising Network. So people know me and I have a very good relationship with Nancy Weingartner, the Managing Editor at Franchise Times. I was talking with her at the last Franchise Expo South in Miami and she mentioned she'd like me to be profiled. I was like "ok, sure!". I like this franchise executive profile thing in Franchise Times as it is rarely BS. People are usually really natural in there.[/quote:1d29sdv1] Thanks for the follow up Sebastien! And I can't say that I'm surprised that networking with the right people and managing your relationships with them properly are the keys to being published. I guess the old adage holds true of "it's not who you know, but who knows you" that's important.
Re: Hello from Bangladesh - Hello Kevin, Thank you for replying back to my message. There are many business goals for this year including but not limited to: 1. Managing long term partnership contracts from more clients. 2. Cross-border expansion - open our first overseas office at New York, USA. 3. Progressing smoothly to our road to CMMI certification. 4. Introduce a new service - call center operation. Best Regards Hasnaeen
Re: HRPreneur - Evan, I have a creative company designing my website. I provided all the content. I have developed a presentation I am using when I go see potential clients that has been working well. I have been using my network and LinkedIn to source clients. I have been targeting the industries that I have experience in, however HRPreneur can support any business from a strategic business HR perspective. Joey Walters, CHRP, H.R.C.C.C. Managing Director HRPreneur Inc. C. 647-534-4774


Share this article with your friends. Fund someone's dream.

Leave a comment below or share on the left and you'll help support entrepreneurs in Africa through our partnership with Kiva. Over $50,000 raised and counting - Please keep sharing! Learn more.

Tweet

Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!

Name:
Email:

Popular Articles

Download a template or see a lawyer?

Adjusting Your World

3 Health Insurance Misconceptions

Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.