Managing People sfgsfg sfg

MANAGINGPEOPLE

ROBERT HELLER

E S S E N T I A L M A N A G E R S

DK PUBLISHING, INC.

2

UNDERSTANDINGBEHAVIOR

UNDERSTANDINGPEOPLE’S NEEDS

LEARNING THEBASICS

BUILDINGCONFIDENCE

COMMUNICATINGCLEARLY

GAINING TRUSTAND COMMITMENT

ADJUSTINGYOUR APPROACH

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DEVELOPING BASIC

PEOPLE SKILLS

CONTENTS

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10

12

14

18

22

26

4 INTRODUCTION

DEVELOPING

PEOPLE

24 PROVIDINGTRAINING

IMPROVINGSKILLS

Produced for Dorling Kindersleyby Cooling Brown

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First American Edition, 19992 4 6 8 10 9 7 5 3 1

Published in the United States by DK Publishing, Inc.

95 Madison Avenue, New York, New York 10016

Copyright © 1999Dorling Kindersley Limited

Text copyright © 1999 Robert Heller

All rights reserved under international and Pan-AmericanCopyright Conventions. No part of this publication may

be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without the priorpermission of the copyright owner. Published in Great

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Library of Congress Cataloging-in-Publication Data

Heller, Robert, 1932–Managing People / by Robert Heller -- 1st American ed.

p. cm. -- (Essential managers)Includes index.ISBN 0-7894-4861-0 (alk.paper)1. Psychology, Industrial. 2. Supervision of

employees. 3. Management. 4. Interpersonalrelations. 5. Job stress – Prevention.

I. Title. II. Series.HF5548.8.H377 1999158.7--dc21 99-15777

CIP

Reproduced by Colourscan, SingaporePrinted and bound in Italy by Graphicom srl

A DK PUBLISHING BOOKwww.dk.com

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EVALUATINGPERFORMANCE

PROMOTINGSTAFF

TURNING FAILUREINTO SUCCESS

REMUNERATINGEFFECTIVELY

USINGINCENTIVES

CREATINGPARTNERSHIPS

ASSESSINGYOUR ABILITY

INDEX

ACKNOWLEDGMENTS

FINDING

SOLUTIONS

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58

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72

ASSESSING AND

REWARDING

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BUILDINGENVIRONMENTS

OPENINGCLOSED MINDS

DEALINGWITH CONFLICT

GUIDINGOTHERS

TEACHING BYEXAMPLE

NURTURINGTALENT

ENCOURAGINGMANAGEMENTPOTENTIAL

MOTIVATINGPEOPLE

IMPROVINGPERFORMANCE

MAKINGPROGRESS

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WORKINGCOLLECTIVELY

DEALING WITHPERSONAL DIFFICULTIES

MANAGINGCHANGE

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Today’s fast-moving business environmentdemands that the effective manager

be both a well-organized administrator andhighly adept in understanding people’s basicneeds and behavior in the workplace. Gainingcommitment, nurturing talent, and ensuringthat people are motivated and productiverequires open communication and trust betweenmanagers and staff. Managing People will help you to master the fundamentals ofsuccessful management techniques that willenable you to get the best out of the people who work for you. It also demonstrates how, by identifying and avoiding common problems,managers can turn potential failure into successfor their organization. A wealth of practicaladvice is supplemented by 101 useful tips and a comprehensive self-assessment exercise.

INTRODUCTION

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UNDERSTANDING BEHAVIORNatural, instinctive behavior is not

always appropriate in the workplace.Make an effort to produce behavioralpatterns that lead to productive andeffective teamwork in your employees.

DEVELOPING BASIC PEOPLE SKILLS

Knowing why people behave as they do is the key to gaining their commitment. Aim to understand people’s needs in order tomotivate them and thus meet the demands of the organization.

DEVELOPING BASICPEOPLE SKILLS

BEHAVING NATURALLYPeople at work naturally tend to adoptinstinctive modes of behavior that are self-protective rather than open and collaborative.This explains why emotion is a strong force in the workplace, and why management oftenreacts fiercely to criticism and usually seeks tocontrol rather than take risks. People also tendto leap to conclusions and fragment into small,often warring, groups. Companies exhibiting“natural” behavior like this are highly politicaland emphasize status and hierarchy. They areless pleasant to work for and generally at oddswith the needs of people and the marketplace.

ENCOURAGINGCONSTRUCTIVENESSYou can encourage constructive attitudes in people most effectively by example andreward, and by always approving of theirgood conduct and positive contributions.

▼

● Reacting emotionally when information is received.

● Avoiding risks through fear or insecurity.

● Fighting fiercely and defensively when under threat.

● Making snap judgments about people and events.

● Spreading gossip throughout the organization.

● Competing for status and its symbols.

● Dwelling on past successes.

● Feeling more comfortablein small factions.

● Always seeking hierarchical superiority.

7

UNDERSTANDING BEHAVIOR

NATURAL BEHAVIOR

REPLACING NEGATIVE CHARACTERISTICS

APPROPRIATE BEHAVIOR

BEHAVING APPROPRIATELYNatural behavior is based on subjective responsesthat can often lead not only to negative feelings(such as insecurity), but also to mistakenperceptions concerning the intentions of otherstaff members. More constructive behavioralattributes will encourage cooperation, openness,and self-confidence. Some readily recognizabletraits of people with appropriate behavioral skills include a proven facility to communicatepositively and confidently with colleagues at all levels; the swift and generous recognition of the achievements of others; the ability to learn from mistakes and failures; and a generalapproach that is based on collaboration withfellow workers rather than competition.

Try to influencebehavior ratherthan to changepersonalities.

1

Encourage andreward constructivebehavior.

2

● Establishing the facts using a pragmatic approach.

● Taking risks in an entrepreneurial fashion.

● Forming collegiate,collaborative, non-combative relationships.

● Insisting on detailed analysis before judgment.

● Practicing totally open communication.

● Recognizing achievement,not status.

● Learning from mistakes.● Choosing to work

in cooperative groups.

● Operating within flat,non-hierarchical structures.

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UNDERSTANDINGPEOPLE’S NEEDS

People’s needs go far beyond basics, suchas good working conditions and fair pay.

But you cannot meet people’s higher needs,such as pride in work and sharing in thecorporate goals, without addressing basics.


PRIORITIZING NEEDSThe psychologist Abraham Maslow has identified a five-stage “hierarchy of needs,” starting with basic needs for food and shelter, and culminating in higher-level “self-actualization,” or self-fulfillment, needs.

▼

Take care thatpeople’s lower-levelneeds are met.

3

2) Secondaryneeds are

for personalsecurity

3) Social needs are fulfilledby friendly interaction

with other people

1) Basicneeds are forfood, shelter,and warmth

4) Higher-levelesteem needsare met byrecognition ofachievements

5) Self-actualization needs are realizedby achieving total

individual potential

MEETING NEEDSPeople have various kinds of needs. Examples of lower-level needs are salary, job security, andworking conditions. You have to meet these basic needs, but doing so will not by itself givesatisfaction. Failures with the basic needs nearlyalways explain dissatisfaction among staff.Satisfaction, on the other hand, springs frommeeting higher-level needs, such as responsibility,progress, and personal growth.

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ENCOURAGING PRIDEPeople need to feel that their contribution isvalued and unique. Pride in work has two forms:individual and collective. If you work on anassembly line, for example, you are pleased withyour own performance at, say, installing a cardoor. But you are also proud of the whole car to which you have contributed. As a manager,seek to exploit this pride in others, and be proudof your own ability to handle staff with positiveresults. Both management and staff should feelproud to belong to an admired company.

LOWER-LEVEL NEEDS

IDENTIFYING SOURCES OF SATISFACTION

HIGHER-LEVEL NEEDS

JOB INTERESTSatisfaction derived from the actual job content and its execution:“I like the kind of work that I do.”

CONDITIONSReasonable hours, a pleasant environment,and adequate equipment:“I approve of thephysical working conditions.”

ACHIEVEMENTMotivation to hit targets and to perform tasksat high levels of effectiveness:“My work givesme a sense of accomplishment.”

SUPERVISIONEmpowerment and encouragement given by immediate managers:“I like the way I am treated by those who supervise me.”

COMMITMENTPleasure through belonging to the organization and identifying with it:“I am proud to say I work for the organization.”

SECURITYConfidence in the organization’s outlook and a feeling of belonging:“I feel good aboutthe future of the organization.”

RESPONSIBILITYWork requirements that stretch the individual,but are fair and rewarding:“I welcome theamount of work I am expected to do.”

MANAGEMENTAn understanding of management methods:“I think the organization is making thechanges necessary to be competitive.”

IDENTIFICATIONPeople understand how they fit into the overall plan:“I see how my work connects with the organization’s strategies.”

COMMUNICATIONFull awareness of the organization’s plans andinvolvement in the planning:“I understand and identify with the organization’s strategy.”

Say thank you topeople wheneverit is merited.

4

Add public praiseto private wordsto raise pride.

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UNDERSTANDING PEOPLE’S NEEDS

DISCUSSINGOPENLY

Make an effort tounderstand people’s attitudes

by careful listening andquestioning, and by giving

them the opportunity toexpress themselves.

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Give people ampleopportunity toexpress theirtrue feelings.

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LEARNING THE BASICSTo understand people’s attitudes, you

need to be open to all the ways inwhich they communicate. Learn to listen towhat they say – and do not say – and lookout for other signals, such as body language.

LISTENING CAREFULLYIn many areas of a manager’s job, from meetingsand appraisals to telephone calls, listening plays a key role. Listening benefits both you and yourstaff: you gain a greater insight into people andpotentially receive useful ideas about how yourorganization can be improved, while staff feel theirviews are being heard and will therefore respondmore openly. Consider how you listen: do youinterrupt frequently or cut people short to makeyour point? If so, practice remaining quiet andconcentrating on the speaker; if necessary askbrief questions to ensure you have understoodwhat they are saying. If you are easily distracted,practice focusing on the speaker’s words, repeatingkey phrases silently to fix them in your mind. Aswell as actually hearing what a person says, youneed to look and behave as if you arelistening, for example, byappearing relaxed and openand nodding frequently.


Ask open questionsthat encouragetotal honesty.

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Employeeexpressestrue feelings

▼

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Keep askingquestions until youunderstand whatsomeone means.

8INTERPRETING CORRECTLYListen to what a person says, and then mentallyreview their words to check you have understoodtheir meaning. If you have not, ask them to clarifywhat they have said. You can also rephrase whatthey have said and repeat it back to them, givingthem a chance to agree with or correct yourstatement. Look at the whole meaning of what aperson is saying rather than selecting the partsyou want to hear. Always take what you are toldon trust, unless you have good reason not to. Ifthe person is contradicting themselves or beingevasive, they may not be telling the whole story, so continue questioning until you are satisfied.

READING BODYLANGUAGEBody language is the term for the unconsciousphysical movements we all make that

communicate thoughts and feelings. Interpretingbody language correctly is a complex art, but

you can easily learn to read broad messages. An open, relaxed posture and good eye contact

are indications that a person is comfortablewith themselves and what they are saying

or hearing. A tense posture, perhapswith arms crossed and little eye

contact, may indicate evasiveness,suppressed anger, or

disagreement. Leaningforward when seatedmay indicate interestor agreement, whileleaning back indicateslack of interest orresistance. Be aware ofthese signals in yourselfas well as in others.

LEARNING THE BASICS

Practice readingpeople’s bodylanguage.

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Manager encouragesan open response bylistening and askingaffirming questions

12

BUILDING CONFIDENCEMost people suffer from insecurity

at some time. The many kinds ofanxiety that affect people in organizationscan feed such insecurity. Your antidote is to build confidence by giving recognition, high-level tasks, and full information.

REDUCING INSECURITYSome people conceal their insecurity better thanothers, but do not be deceived. Everybody needsto be told that they are performing well and thatthey are respected, both for whatthey are and for what theyhave done and are doing.Praise is a very effective(and very economical)way of improvingconfidence, but besure that it isdeserved. Then suitthe method of praiseto the circumstances.

ENCOURAGING ABILITYLack of confidence often holds people back from seeking out (or sometimes accepting) newchallenges at work. Even very confident peopleoperate at a small percentage of their maximumcapacity or potential. Encourage staff to believe in their own abilities by giving them additionaltasks – for instance, asking them to serve oncommittees tackling key issues. Do not accept the response “I’m no good at that.” This is oftenmerely an unconscious excuse for inaction.

Go to the rescueat once if peopleshow that a task is beyond them.

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Avoid giving falsereassurances – be frank if thenews is not good.

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WELCOMING INPUT Bolster the confidence of all individuals,especially more reticent types, by allowingeveryone at a meeting to speak in turn.

▼

Committeeleader invitesinput from all

Unconfident memberis encouraged to speak


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Insist on peopleworking togetherand communicatingfreely and openly.

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BUILDING CONFIDENCE

POINTS TO REMEMBER

● Stepping back and letting otherstake the lead helps both you and your staff to be confident.

● Letting your own insecurity show will infect your team.

● Uncertainty always breeds low morale.

● It is important to inform peopleof company developments quickly and honestly.

READING BODYLANGUAGEThe outward appearance of a personoften gives insight into their feelings. An employee exhibiting defensive body language and a negative attitude may be feeling insecure.

ENABLING PARTICIPATIONConfidence in the workplace stems from trueparticipation in the work. This can only happenwhen employees – singly or in groups – shareinformation and therefore have a real influenceover what actually happens. The advantages are democratic, motivational, and practical.Research shows that productivity is lower when jobs are closely prescribed, compared with situations in which people are allowed tocontribute in their own ways to meeting goals.

Open, uprightposture showsconfidence

Withdrawn appearance

shows lack of

self-belief

ELIMINATING FEARPeople suffer from many kinds of fear:fear of personal failure; fear that theorganization will fail or be taken over;

fear that jobs will disappear throughreorganization; or fear of thepossible adverse consequences of change. None of these anxieties is irrational. They are only eased,though never completely eliminated,by full, frank, and opencommunication – with individualsand groups. The anxieties can beexacerbated by secretive managementthat uses fear as a way to controlpeople. Drive out fear and you willfind that trust, optimism, andkindness are much more effective.

▼

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ENCOURAGING CONTACTMany managers like to hide away behind closedoffice doors, keeping contact to a minimum. That makes it easy to be an administrator, butvery hard to be a leader. It is far better to keepyour office door open (as a general rule) and toencourage people to visit you when the door isopen. Contact is made easier by open-plan work spaces, which is why some multimillionairemanagers in Silicon Valley have abandoned theirexecutive suites for desks in an open-plan office.If you have not talked to a particular member ofstaff for a while, make sure you do so. The morepeople who know you and can see you, the betterworking relationships are likely to be.

COMMUNICATING CLEARLYSometimes highly organized, sometimes

haphazard, communication happens all the time. Improve its quality by beingopen, honest, and accessible to everybody.You can never communicate too much,whether informally or formally.

Go out of yourway to chat tostaff on aninformal basis.

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OPEN PLANNINGOpen-plan offices encourage open

communication and team spirit as well asmaking managers more accessible to staff.

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Split large workingunits into severalsmaller ones withclose links.

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THINGS TO DO

1. Keep appointments with allmembers of staff, regardlessof their status.

2. Make sure you talk to oracknowledge people asoften as you can.

3. On outside visits, talk toeverybody, not just the boss.

4. If you want to speak with a staff member, make theeffort to meet them inperson rather than usingthe telephone.

CUTTING BUREAUCRACYIf left unchecked, bureaucracy can severelyimpede communications, rendering attempts to improve productivity and morale ineffective.Although there is a need for some bureaucracy,it is important that you keep strict control overforms, reports, and other such documents. Avoid wasting time waiting for a proposal to be “rubber-stamped” when a decision can betaken in a quick, but effective, informal meeting.

Clear out manualsand forms andreplace only thosethat are missed.

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COMMUNICATING CLEARLY

TYPE OF ORGANIZATION

CONSIDERING HOW ORGANIZATIONS COMMUNICATE

EFFECTS ON COMMUNICATION

BUREAUCRATICDominated by hierarchies of power.

A domineering,“who reports to whom?”structure leads to rigid control, abundantmanuals, systems, reports, and paperwork.

MATRIXDivided by product, geography, and function.

This type of organization is supposedly coordinated, but the leadership is divided and the bureaucracy is strong.

DECENTRALIZEDDivided into separate operating units.

The individual units function separately orindependently, so communication is difficult –the organization is primarily driven by budgets.

MARKET-ORIENTEDOrganized by product and/or geography.

A strong sales culture is dominated by commands from head office, socommunication with outside staff is limited.

ENTREPRENEURIALFlat structure with risk-taking philosophy.

The tendency to “hire-and-fire” people canlead to a culture of fear. Decisions are usuallydependent on one or two key people.

PEOPLE-BASEDEmployees own shares and enjoy responsibility.

Staff are motivated by ownership in thecompany. People participate in and haveresponsibility for the company’s management.

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USING DIFFERENT MEDIAOne channel of communication is never enough –the more there are, the better. Your objective is to pass on information as quickly as possible,and to learn, just as speedily, about reactions toyour messages. Noticeboards, newsletters, andmagazines all have their place, as do suggestionboxes. But electronic media are more immediateand powerful. You can use digital noticeboards,Web sites, in-company television, video, and email. The same rules apply to all media: work

to professional standards, match contentto employees’ needs, encouragefeedback, and be prepared to change theformat if the presentation is ill-received.Analyze the response to ensure that yourmessage has been fully understood andhas had the effect that you intended.

ONE-ON-ONE MEETINGSInstead of relying on memos and other writtencommunications, consider the immediacy of theone-on-one meeting as the most efficient way todeal with issues or problems that arise. Instantfeedback and endorsements can be given atthese personal meetings, and enthusiasm andcommitment to new proposals or fresh ideas can be conveyed much more effectively andunambiguously than through written responses.Ensure that you have enough time available to give your full attention to matters underdiscussion, and that the meeting will not beunnecessarily interrupted or cut short.

USING NEW MEDIAThe wealth of new technology available toorganizations means that companycommunications can be made more immediatelyand with greater impact than ever before.

▼

Ask customers forboth suggestionsand complaints.

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CompanyWeb site

QUESTIONS TO ASKYOURSELF

Has my message been wellreceived and understood?

Do key customers think that I spend enough time visitingthem and that my calls areproductive?

Do I end meetings beforepeople have had their say?

Do I hear rumors in enoughtime to dispel them?

Have I met everybody I should in the past week?Q

Q

Q

Q

Q

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USING THE “GRAPEVINE”People at work form social networks and interactin the same way as all human groups. They valueinformal contacts, such as personal greetings andchats over tea and coffee. They also gossip. Somemanagers distrust the grapevine and worry thatinaccurate, premature, and alarming informationwill spread. The grapevine, though, canbe fed by management with accurate“rumors.” Disarm its disruptivepotential with swiftinformation on matters thatconcern people. Often thebest way to learnwhat is onpeople’s minds isthrough informalmeetings, somake sure thatyou participatefully in them.

USING TEAM MEETINGSIn most organizations meetings occur more oftenthan is necessary. Ensure that every meeting has a purpose, and that all attendees are directlyconcerned with that purpose. Regular team andmanagement meetings are an important methodof keeping people informed and answering theirquestions. Treat these meetings seriously.Unarranged meetings are also valuable, with anynumber of attendees from two upward. Theyrequire less formality but should be brief. Keepwritten notes of what has been decided or whatneeds to be done, and circulate the notes so that staff feel that they are fully involved.

REMAINING INFORMALInformal chats are a useful way offinding out how your staff feel and of discouraging rumors and gossip.

▼

Employeediscussesteamproblems

Managereasesconcernat source

Ensure that allthose at meetingsneed to be there.

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COMMUNICATING CLEARLY

Act swiftly to denyrumors if they are inaccurate.

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Willingness towork long hours

Pride in telling othersabout the organization

Feeling personallyinvolved in work

Commitment tothe organization

Sense of ownershipin the organization

Holding personal values consistentwith the organization’s

Creating a strongsense of team spirit

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Acommitted employee is extraordinarily valuable. You can gain staff commitment

by meeting people’s key needs, payingattention to people at all levels, trusting andbeing trusted, tolerating individuality, andcreating a blame-free, “can-do” culture.

NURTURING TRUSTThe quality and style of leadership are majorfactors in gaining employees’ trust andcommitment. Clear decision-making should becoupled with a collaborative, collegiate approach.This entails taking people into your confidence andexplicitly and openly valuing their contributions.You should also make yourself as visible aspossible, and show yourself to be approachableand willing to listen to others. People respondwell to a collective ambition with which they canidentify. Remember that to earn trust, you mustfirst learn to trust those who work for you.

Give staff theopportunity toshow that you can trust them.

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Do you trust others enough soyou can delegate effectively?

Will you leave the delegate,after briefing, to complete the job without interference?

Do you show people that you trust them not to let you down?

Do you rely on rules andregulations to judge otherpeople’s work?

Do you instill trust in othersby always being truthful andkeeping your promises?

Q

Q

Q

Q

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WINNINGTRUST

These are the keymanagerial qualities

that inspire trust and commitment inemployees. Work on

developing suchqualities in yourself

to help create a fullycommitted workforce.


GAINING TRUSTAND COMMITMENT

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Endeavor totransform allemployees into“champions.”

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WINNING MINDS,SPIRITS, AND HEARTSThe full commitment of staff cannot be realizedunless you address people’s psychological needs.Research has shown that most managementactivities are directed toward intellectual needs,some attention is paid to the expression ofindividuality, but even less attention is paid toemotional needs. By giving equal weight to allthree areas, you are more likely to win the minds,spirits, and hearts of your employees. The meansto achieve this include: allowing people someautonomy in creating their work environment;making them feel valued by openly recognizingtheir achievements; and empowering them by

handing over as much control aspossible in their areas of responsibility.

Make sure youaddress people’sintellectual andemotional needs.

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Listen to unhappyemployees – theymay reveal seriousproblems.

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DETRACTOR MISSING IN ACTION

WALKING WOUNDEDCHAMPION

Disenchanted and unproductive

Highly critical of

the company

Remains loyal,despite unvoiced

complaints

Loyal andenthusiastic

DEGREES OFCOMMITMENT You must understand your staff in order to develop true commitment. One marketing classification of fourcustomer types also applies to employees.Aim to build communication policies that reach those “missing in action,” and identify the “walking wounded” and the “detractors.” Then deviseprograms that will take them into the “champion” ranks.

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GAINING TRUST AND COMMITMENT

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KEEPING STAFF COMMITTEDOne of the most effective ways of keepingemployees committed and raising retention, is to enrich their jobs and increase motivation. This can be achieved by a number of means,including raising interest levels, ensuring thateach employee has a stimulating variety of tasks to perform, and providing the resourcesand training through which new skills can be developed. A multiskilled employee will be able to perform a range of interestingtasks, while a person with limited skills maybe prone to boredom through repetition.Continually encouraging your staff to makesuggestions for efficiency improvements willfurther motivate them, as well as give them a sense of involvement in a task or project and commitment to its success.

DIFFERINGPERCEPTIONSA survey conducted in several differentorganizations revealed that managers, in contrast to employees, have greaterconfidence in the personal developmentfactors their organization provides.

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Managers

KEY

Employees

0 10 20 30 40 50 60 70 80

Investigate fullywhenever figures

for employeeretentionstart to drop

significantly.

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Perceived levels of satisfaction with personal development factors (%)

Per

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evel

op

men

t fa

cto

rs

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STAYING POSITIVETo create a positive environment within yourorganization, it is important to create a “can-do”atmosphere. This should be built on mutual trust,in which people, whatever their self-doubts, aresure that the organization can achieve whatever it is asked to do. Actual achievement is essentialto foster this confidence. Start group projects atevery opportunity, choosing tasks that have a clearpurpose and a positive, measurable outcome.Also, seek to create “heroes” – well-respected and productive employees (including projectleaders) that other staff members admire. Be sure to celebrate each hero’s successes: this not only bolsters the hero’s self-belief, but also encourages others to trust in the can-do culture and to commit to the organization’s goals.

REWARDING EXCELLENCEAcknowledging excellence is vital in maintainingan employee’s commitment and job satisfaction.Consider rewarding exceptional performance andhigh productivity with financial incentives. Thesecould include one-time salary raises, bonuspayments, or, if appropriate, stock options. If anemployee has substantially reduced the company’scosts, this could also be financially rewarded. Formore modest levels of achievement, other benefits –such as inclusion on senior staff training weekends– are highly motivating. Above all, never under-estimate the value of a simple “thank you.”

PROJECT“HERO”

Recognition of a popular leader

encourages others to showcommitment.

▼


Have I devised financial rewardprograms for excellence?

Have I considered non-monetary rewards?

Do I always say “thank you”when a job is done well?

Am I creating “heroes” thatother staff can admire?Q

Q

Q

Q

Ensure you involveeverybody in apersonal project.

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Success ispubliclycelebrated

Employee’sself-beliefis bolstered

GAINING TRUST AND COMMITMENT

22

THEORY XMANAGEMENTThe traditional “order andobey” approach to managingpeople can be an effective wayof motivating them. Tell staffwhat to do and how to do it,and they either perform asordered or pay the penalty, with dismissal as the last resort(sometimes the first). ResearcherDouglas McGregor named thisstyle Theory X management.You need a bedrock of Theory X discipline in any organization.

THEORY Y MANAGEMENTIn contrast to the Theory X approach, Theory Ystates that self-discipline springs from enjoyingresponsibility. The better educated and skilledyour workforce, the more you can rely on thesenatural drives. Theory Y works well only whenpeople have strong objectives. Combine Theory Xand Y to achieve the most effective management.

Apply discipline,but combine itwith empowerment and trust.

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People who enjoytheir work willproduce the best results.

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ADJUSTING YOURAPPROACH


This box is for 3 linesof UK text (4 lines for

foreign editions)

Use Theory X toprovide foundation

of discipline

Use Theory Y toexploit employees’natural desire to

succeed

Mix Theory X and Yto motivate, inspire,

and continuallychallenge the team

Peak performanceis achieved

Staff carry out instructions

COMBINING MANAGEMENT STYLES

How you manage people has a deep impact on their behavior. It is useful

to alter and direct your managementmethods to suit different people and differentsituations. Your aim is always to encouragepeople to motivate and manage themselves.

Employees act onown initiative

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RETHINKING METHODSA traditional approach to allocating work is tosplit tasks into components that are given to anumber of different workers. Although thisgives you a high degree of control, it can bemonotonous for staff. Also, because the task“waits” in a new line at every desk, thismethod tends to be inefficient. A better idea isto entrust all or most of a task to one person.This is quicker and more motivating, as theindividual feels “ownership” of the task, even though that means more responsibility.

CONSULTING PEOPLEAim to be flexible in your approach to people,but avoid following one system one day andanother the next. Regularly ask your staff whatthey would like from you. They may like moreresponsibility or, conversely, more guidance – try to comply with their wishes as far as you can, while serving the best interests of the team.

ADJUSTING YOUR APPROACH

▲ OWNING THE PROJECTAllocating a task to a single employee not only reduces the time needed to complete it, but also promotes job satisfaction.

Most people preferresponsibility overtoo little work.

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Cut down layersafter reformingprocesses.

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Job completed

TRADITIONAL APPROACH

MULTI-TASKING

First worker begins task on

day one

Second worker receives task the

next day

Third worker receives last stage oftask after two days

Single workercompletes task in

one day

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PROVIDING TRAININGDeveloping the abilities of staff at all

levels is so important that someorganizations have their own educationfacilities, and many engage outside trainersand advisers. Top-quality training anddevelopment are vital to all organizations.

DEVELOPING PEOPLE

Helping individuals to achieve their potential is in the bestinterests of the person and the organization. Aim to train,encourage, and provide opportunities for willing people.

DEVELOPINGPEOPLE

Ask people abouttheir long-termgoals andaspirations,and assist in their realization.

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Make training the last thing youcut back, never the first.

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ARRANGING TRAININGTry to allocate a percentage of revenues totraining (1.5 percent at least), or to lay downminimum training hours – five days per year

is a reasonable target. If such policies aresacrificed under short-term financial pressure,your organization loses the benefit of better-trained employees, and it is impliedthat training is not essential. Provide training

that is specific, to improve currentperformance; general, to provide wider skills; and in advance, toprepare for promotion and change.

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PROVIDING TRAINING

TYPE OF TRAINING BENEFITS AND REINFORCEMENTS

TECHNICALTraining in the specifics of aparticular job – usually provided in-house and during working hours byspecialist instructors or supervisors.

● Enables high-quality performance of tasks.● Must be repeated at regular intervals to maintain

newly enhanced skills.● Best coupled with an exam that gives a qualification.

QUALITYTraining in the principles of totalquality, together with the technicaltools required for improvement –needs specialist instruction.

● Provides both “quick fixes” for immediate problemsand longer-term, organization-wide benefits.

● Instils a philosophy of continuous practicalimprovement.

● Must be sustained indefinitely to become a way of life.

SKILLSFinancial accounting, creative thinking,speaking, IT, writing, presentation,chairing, languages, interviewing,selling, etc. – in-house or external.

● All employees benefit from a general, multi-skillgrounding.

● Nervousness about using skills in public is cured.● Opportunities for practice are needed to build

and maintain effectiveness.

PROFESSIONALEducation to obtain qualifications,for example, in accounting, law,banking, engineering – external and either full-time or part-time.

● Provides portable skills, which are valuable to theindividual as well as to the employer.

● Specialization leads to a more select choice of futureappointments in the organization.

● Requires effort over a considerable period.

FUNCTIONALEducation in marketing, planning,sales management, purchasing, humanresources management, etc. –external, but not usually full-time.

● Functional training almost always leads to betterperformance and improved career paths.

● Must be linked with appointment to functional role.● Area is often wrongly ignored by companies who

simply “hope for the best.”

ACTIVITY“Outward Bound”-type courses, inwhich people learn leadership andteamwork by engaging in physicaltasks, such as rock climbing.

● Provides an effective means of team bonding and re-energizing the workforce.

● Must be supplemented by and coordinated with more direct management training.

MANAGERIALProviding expertise and knowledgein fields such as strategy and changemanagement – business schoolfocus, either internal or external.

● Managers identify, work on, and solve real corporate problems.

● Invaluable grounding if learning is applied to the job.● Both sides benefit if student remains committed.

EVALUATING FORMS OF STAFF DEVELOPMENT

26

Get staff into thehabit of constantlyimproving theirrange of skills.

32

USINGMULTI-SKILLINGThe more skills in which a person istrained, the more valuable they are as anemployee and the greater their personalpotential. In “manufacturing cells” withinsome factories, employees are givenresponsibility for an entire product – frominitial research to sourcing materials, manufacture,and marketing. The people are interchangeable,which makes them flexible and provides them witha useful knowledge of each other’s work. Officework can follow the same ideas on a project basis. Widening people’s skills cuts down on cost and time, provides greater flexibility, and greatly encourages team spirit and collaboration.

IMPROVING SKILLSAim to train your staff in as many specific

skills as possible. Mental abilitiesmatter greatly in modern organizations, asdo the skills needed to master computers.Training in thought processes will improvethe execution of practical tasks.

THINKING CLEARLYLike any other skill, thinking can be taught andimproved on. The ability to analyze is basic tothis, revolving around the question “Why?” –“Why do we need to cut our price?” or “Whyhave profits fallen?”. Encourage your staffto analyze their work and to ask questionsconstantly. Analysis requires a highdegree of mental organization, which can improve with practice if analysis is part of the corporate way of life.

Teach people tothink analytically –this will benefit thewhole organization.

31

WORKING IN “CELLS”Provide people with opportunities to

operate in working cells or groups. Theywill learn the skills of other members of

the group, which will increase theireffectiveness and improve morale.

▼

DEVELOPING PEOPLE

27

IMPROVING SKILLS

▼

A trainedemployee benefits

the company

Study aids help develop new

skills

USING NEWTECHNOLOGYMake sure that everybody who possiblycan be is computer-literate. Both theindividual and the organization will suffer in the long term if new technologyis not mastered.

MASTERING COMPUTERSThe use of electronics in business is growing sofast that you should regard technology such ascomputers as something that everybody mustknow how to use. If your organization does nothave an Intranet (internal computer system) orsome way of connecting people and files, youmust press hard for the installation of such a set-up. If portable computers can improve operations(for instance, those of service engineers), try toprovide them. There will be problems to resolve,ranging from security and privacy to the overuseof email. But all these obstacles can be overcome.More difficulties will be created unless everybodywho can usefully become computer-literate isgiven the necessary training and equipment.


Have my staff been sufficientlytrained in computer skills?

Is their training both up-to-date and updated regularly?

Do people have opportunitiesto practice their new skills inorder to master them?

Have I listened to otherpeople’s suggestions regardingnew technology?

Does the organization havesufficient technical support?

Is the company using all thecomputer programs availableto improve performance?

Q

Q

Q

Q

Q

Q

Invest heavily in training for keycomputer skills: this will improvethe performance of your company.

33

On-line course givespractical experience

28

BEING A COACHGiving clear instructions about what you expectis the first step of coaching. This stage oftenproduces a drop in motivation as reality challengesthe employee’s ability. At this point you become a helper, coaching the employee to recognize his or her strengths and to form ambitions.Finally, the person is in control of him- or herselfand the job. You then step aside and assume the role of adviser, to be consulted when needed.

GUIDING OTHERSAll managers coach. They tell people what

they are doing right or wrong on thejob, train them, assess them, and counselthem. The mentor’s role overlaps with thoseof the coach and the counselor, but the threeroles have separate purposes.

If mistakes aremade, ask yourselfif you played anypart in them.

34

YES

NO

COACHINGQUESTIONS If someone you arecoaching has experiencedfailure in his or her work,ask the person thesequestions in sequence. It may be that his or herwork efforts can beimproved with simpleadjustments to currentworking methods.Alternatively, the person’sbasic approach to tasksmay need reassessing.

DEVELOPING PEOPLE

Would it help to do the same thing again,with improvements?

Can you pinpoint whyyour approach failed?

Did you plan the taskand, if so, how?

What must you dodifferently next time?

What wrong decisionswere made?

By analyzing whatwent wrong, and whenand how the problemsoccurred, you can andshould devise a series

of improvementmeasures to ensurethat failure does notoccur on a similar

task or project.Design a program to correct defects.

At what point duringthe task did your

approach fail, and areyou personallyresponsible?

BEING A MENTORA mentor is a senior manager who establishes a special relationship with a particular junior. As amentor, you should never be in a line relationshipwith the mentored (a “line” being the route alongwhich orders pass from the top of the organizationto the bottom), otherwise you cannot guarantee a

disinterested, objective viewpoint. Do notconsider mentoring only in times of trouble.

Instead, take a continuous interest inthe progress of the junior. He

or she will expect to discusswork difficulties with you,and you can intervene with

line managers if thesituation demands it.

29

Encourageemployees tosuggest ways tosolve problems.

36

BEING A COUNSELORAs a counselor you are called upon to deal withpersonal problems. These may be problems atwork or home. Either way, the junior employeeneeds to tell a sympathetic listener about his orher troubles. You should ideally help the personto find his or her own solution, though it may be necessary to make strong suggestions. Usually,the employee will turn to an immediate superior,especially since the problem may demand time off. Never turn away from a counseling need, and call in others (possibly outside experts) if the problem is beyond your powers.

GUIDING OBJECTIVELY Use your years of work experience andyour knowledge of the organization tosteer junior employees along the mostappropriate career paths.

▼

Find every junior awise mentor whogives good advice.

35

Employee receives valuableguidance and encouragement

Experiencedmanager coaches

an employee,helping his

development

GUIDING OTHERS

Teach by showinghow, not by giving people your orders.

38

30

ACTING AS A ROLE MODELEmployees expect their manager to set a positiveexample. It is therefore very important that youneither fall below the high standards that you setyourself nor behave disparagingly to members of staff who do fall short of them. Above all, you should behave consistently at all times.

TEACHING BY EXAMPLEAs the boss of a group you are likely to

be a prime role model – the personwho sets the tone of the unit. You must alsocreate the right atmosphere for successfulteamwork and use example purposefully to teach and encourage good practice.

Use opportunitiesto lead from thefront and set agood example.

37

HONESTY

FAIR-MINDEDNESS

VISION

SUPPORTIVENESS CHARISMA

BROAD-MINDEDNESS

COMPETENCE

INTELLIGENCE DIRECTNESSCOURAGE

INSPIRING PEOPLEAccording to research, there are ten personal qualitiesthat are the most admired characteristics of respectedorganizational leaders. These qualities are less to dowith making the right or wrong decisions and more to do with integrity and straightforward behavior.

DEVELOPING PEOPLE

31

SHARING SKILLSTeam members often make very effectiveteachers, either by tutoring less experiencedmembers or by sharing different sets of skills. You should consider an organized, on-the-job program of development with one teammember sitting by another to learn about theirjob. This will help both parties reach a deeperunderstanding of the work of the team, as well as transferring new skills. You can achieve asimilar effect by forming a mini-team or task forceto tackle a particular issue, not necessarily relatedto the team’s main objective. Adopting a strategylike this ensures that team members learn how to develop solutions and turn them into action.

CULTURALDIFFERENCES

The emphasis placed on

teaching varies from country

to country, but the Japanese in

particular place great importance

on action learning. Germans tend

to be more formal, expecting

people to follow instructions.

Americans are more likely to

have been taught about

managing and will often adopt

new “empowering” methods,

which may later be neglected.

English managers are likely to

improvise and regard skills

as natural, untaught assets. Colleague is able to learn bypracticing skills

Senior employeeexplains job to colleague

Bring in outsidetrainers as often as possible.

39

TEACHING BY EXAMPLE

LEARNING ON THE JOBAction learning is more effective thansedentary learning involving books andlectures. Encourage more experiencedstaff members to take the lead.

▼

32

DEVELOPING PEOPLE

PLANNING SUCCESSIONThe more successful subordinates are, the morelikely they are to leave your company for “better”things. You should welcome this, as you are thefriend and supporter who has helped them todevelop and display their talents. However, theirpromotion will leave gaps. You should alwayshave an answer to the question “What will I do if Jean or John leaves?”. This may create an opportunity to reorganize work so that areplacement is not needed. More likely, you will be able to reward someone with promotion,thereby creating another vacancy. Maintain a succession folder, regularly update it, and pencil in potential successors for every key job.

Promote talentedindividuals, even ifthey excel in theircurrent job.

41

Speak out if youbelieve someone isbeing moved tothe wrong job.

42

FINDING TALENTIndividual talents within organizations, especiallylarge ones, are often underemployed or evenunnoticed. Look out for signs of abilities that are not being fully used (or used at all) and find ways in which the individuals concerned can contribute more. People who engage in non-work activities, like running a companysocial club or event, may be sources of untappedtalent. Bringing talent to the foreground not only relaunches the individual’s career, but alsostrengthens the organization’s success potential.

Regard staff lossesas opportunitiesto introducenew strengths.

40

NURTURING TALENTIdentifying and using individual talent is

one of the most satisfying and productiveaspects of a manager’s work. Finding goodpeople is only part of the task – talentedpeople can be difficult to manage, but theeffort is well worthwhile.

QUESTIONS TO ASKABOUT OTHERS

Do they have, or could theydevelop, a special expertise?

Can they combine talents suchas research and management?

Do they show signs oforganizational ability?

Are they successful at bringingin new business?

Have they shown the ability to lead others? Q

Q

Q

Q

Q

33

NURTURING TALENT

THE INDIVIDUAL’S CONTRIBUTION THE ORGANIZATION’S CONTRIBUTION

FOCUSING ONCONTRIBUTIONWhat is your attitude toward people who are“difficult, demanding, disagreeable, disobedient,dislikable, disorganized, disputing, disrespectful,and discordant”? An obvious answer is that you do not want them around. But the “9D”characteristics, according to American consultantMichael J. Kami, are those of the “talentedgorillas,” who may be the most productiveemployees you have. Above all, concentrate onpeople’s contributions, not their personalities.

Unorthodoxappearancemay accompanywillingness and talent

MAXIMUMDEVELOPMENT OF

INDIVIDUAL TALENT

Energy andstrong needs,

drives, andmotives

Continualwillingness to

learn anddevelop

Personalqualities ofdrive and

perseverance

Ability to formrelationships

and tocommunicate

Ability toidentify and to recognize

individual talent

Target-setting,appraising,

coaching, andgiving feedback

Giving rewards,

incentives,and recognition

Investment inpersonnel

training anddevelopment

UNCONVENTIONAL EMPLOYEENonconformist staff members may be difficult tomanage, but are sometimes the most productive.

DEVELOPING TALENT

The development of talent dependsequally on input from both theorganization and the individual.

▼

▼

34

Seek to promotefrom within in thefirst instance.

43

Encourage staff to apply for anyinternal openings.

44SPOTTING ABILITIESThe fact that somebody has mastered a particularjob gives grounds for supposing that he or shecould advance to higher levels. When vacancies or opportunities occur, always look first to seewhether someone already employed in theorganization could fill the post. Remember thattechnical deficiencies can generally be overcomeby training. Look for personal characteristics (suchas energy and perseverance), good interpersonalbehavior, strong motivation, the ability andwillingness to learn, excellent organizationalskills, and flexibility. Task forces and other ad hocgroups provide a relatively risk-free way of testingwhether a person has the ability to rise.

ENCOURAGINGMANAGEMENT POTENTIAL

Avoid typecasting people and being typecast. Your staff may have abilities

that go well beyond their present roles, and that will take them upward in theorganization – perhaps into management.

Enthusiasm

Teamwork

Leadership

Commitment

Interpersonaltalents

Organizationalability

High energylevels

CommunicationMotivation

Initiative

DEVELOPING PEOPLE

RECOGNIZINGMANAGEMENT

QUALITIESMore people have

management ability thanis commonly supposed.Look out for employees

with these key qualities,and earmark them for

future promotion tomanagement posts.

▼

POINTS TO REMEMBER

● People’s abilities are more likelyto be underestimated than rated too highly.

● Classroom learning is an essential element of managementdevelopment.

● Lack of ability can usually beimproved with training.

35

MAKING MANAGERSIn your search for management potential,remember that management is not a rarefiedactivity requiring a high degree of education.Although managers are supposed to spend theirtime on intellectual activities – such as planning,organizing, and coordinating – in reality theirdays are very fragmented and dominated bypractical matters. They may have only half an hourof uninterrupted work every two days. You needto ask yourself if the person you are consideringfor promotion is capableof working effectively inthese conditions. If yourpotential manager prefers towork on only one task at a time,then elevation to management may not be appropriate.

FACILITATING PROMOTIONYou may be tempted to keep people where theyare – doing a good job – rather than move themonward and upward. Not promoting people isbad for their career development and for theorganization, which is not using talent to the full.Some organizations even refuse to train adequatelybecause they are frightened of losing the trainedemployee to someone else: this condemns them to having an undertrained labor force. Reconcileyourself to the fact that people are likely to moveon from time to time. If you think the move isgood for them, encourage and congratulate them.

Make a list of goodcoworkers andkeep it for futurereference.

47

Train staff forhigher duties asearly as you can.

46

Allow people toshow that they can manage.

45

Employee is able tocope with interruptions

Several dutiesare managed

simultaneously

ENCOURAGING MANAGEMENT POTENTIAL

▼ COPING WITH PRESSUREAspiring managers should be practicaland able to handle several tasks at once.Give people the chance to demonstratetheir ability and they may well prove tobe candidates for promotion.

36

MOTIVATING PEOPLEReceiving orders is far less motivating

than taking part in planning anddecision-making. Enable your staff to achievetheir ambitions and to manage themselves in order to achieve the desired results.

SHARINGTHE STRATEGYIt is very important to informpeople about strategic plans andtheir own part in achieving thestrategies. Take trouble to improvetheir understanding and to wintheir approval, as this will have a highly positive influence onperformance. Never forget thatemployees invest their lives andfinancial security in the company.

FACTOR ACTION

MOTIVATING FACTORS

DEVELOPING PEOPLE

Use the strategicthinking of allemployees.

48

ENRICHING A JOB Give people jobs that enable them to feel goodabout the organization and its management.

▼

Managerexplains how

task relates tooverall strategy

SELF-FULFILLMENT

RECOGNITION

PEER RESPECT

EXPERTISE

COMPETENCE

ACHIEVEMENT

AUTONOMY

SELF-CONFIDENCE

SELF-RESPECT

MEMBERSHIP

Enable employees to take on challenges.

Tell employees how wellthey are doing.

Celebrate the individual’ssuccess publicly.

Encourage developmentof special knowledge.

Provide training todevelop key skills.

Agree on targets that are achievable.

Allow employees to planand design own work.

Make sure that allocatedtasks can be done well.

Increase the individual’sregard for self.

Ensure employees enter“club” of coworkers.

37

DELEGATING DECISIONSPushing the power of decision-making downwardreduces pressure on senior management. It alsomotivates people on the lower levels because itgives them a vote of confidence. And, because the decision is taken nearer to the point of action,it is more likely to be correct. The main reasons

for hoarding decisions thatcould be taken lower downare bad ones: you want tokeep the decision power all to yourself, or you donot trust those in positionsbelow to get things right(which calls into questionthe appropriateness of yourappointments). You shouldcertainly take all thedecisions that only you as a manager can make; buteven then you can draw on all the valuable inputavailable from colleaguesand subordinates.

Allow others tomake decisionsthat they can makejust as well as you.

49

INTRODUCINGSELF-MANAGEMENTThe standard approach to establishing self-management among staff is to define individualjob requirements so that employees can carry outthe processes effectively. This is contradictorybecause somebody other than the self-manager ismanaging the tasks, and probably explaining howto do the tasks as well. Motivational empowermentonly develops if you can answer “yes” to four keyquestions (right). If any answers are “no,” reassessyour approach to self-management.


Do individuals define theirown tasks?

Do they define the behaviorthat is required to performtheir tasks?

Do managers and the managedjointly define performancegoals that are challenging forthe individual?

Do individuals define theimportance of the goal?Q

Q

Q

Q

HANDING DOWN POWER

MOTIVATING PEOPLE

MANAGEMENT DECISIONSThe manager sets out theagenda for a particular task,decides on the powers shemust keep for herself, andselects the people who shethinks will best carry out thedelegated duties.

DELEGATED DECISIONSThe delegates each have aclearly defined role that theyhave helped establish.Theychoose their own workingmethods, make decisions asnecessary, and are responsiblefor meeting the agreed aim.

38

Use training inquality skills toincrease people’sgeneral ability.

52

IMPROVING PERFORMANCEAll improvement programs run out of

steam unless you make conscious effortsto renew people’s support. Improvement stemsfrom repetition, but greater gains come fromfocused planning and training.

MANAGING QUALITYTotal Quality Management (TQM) is built aroundthe idea that individuals can always improve theirwork by learning new techniques and applyingthem. In TQM workshops people master techniques,such as how to use the “six management andplanning tools” required to resolve issues. This may sound complicated, but using such tools speeds up processes, eliminates task stages, andreduces costs quickly. The objective is to cut outwaste and to increase customer satisfaction byimproving product or service quality, employeeperformance, and economic value. This approachsatisfies people’s natural urge to do a better job and to see improvements.

DEVELOPING PEOPLE

Focus quality workon producing realcustomer benefits.

51

Aim to improvethe quality of allcompany processes.

50

SIX STEPSTO BETTERQUALITYThese six steps can beapplied by individualsor teams. Encouragestaff at all levels to usethem to examine andimprove processesand systems.

▼

Describe what is goingwrong

Collect and analyze factson the issue

Plan and implement a solution

Confirm that the solutionreally works

Incorporate the solutioninto the refined process

Reexamine the processand find any weaknesses

39

MAINTAINING MOMENTUMA common mistake is to abandon animprovement initiative before it has a real chanceto pay off, and to replace it with another, whichthen suffers the same fate. This “flavor of themonth” policy breeds cynicism and lethargy. A far better policy is to stick to one basic program(such as TQM), but to revise and improve it allthe time. At the same time, select new themes for the initiative (say, every year) to refocus andrenew the forward drive. In a large team ordepartment you could involve different groups in developing the new themes, and in this wayeveryone will feel more committed to theprogramme. The focus one year could be onresponding to customers, the next target could be streamlining in-house systems, and the next could be boosting quality – but all of themwould be aiming to deliver what the customerwants more quickly and cost-effectively.

Concentrate onone initiative ata time to avoidconfusion.

55

LEARNING BY EXPERIENCEAs people gain experience in a job, they see waysof doing it better, cutting costs, and saving time.Encourage staff to come forward with such ideas –this will improve performance and raise morale.Consider holding regular ideas meetings wherepeople can make constructive suggestions. Suchmeetings often provide the inspiration for othersto develop the ideas further. Always act on theseproposals where possible – it is especiallymotivating if the person who brought forward theoriginal idea is the one to implement it.

LEARNING CURVEAs people gain experience of their work, theirperformance will naturally improve. The pattern of a learning curve shows how a period of intensivedevelopment is followed by a “levelling-off” stage.

IMPROVING PERFORMANCE

▼

Expect people tocontinue achievingbetter results.

54

Listen to staffand ask for theirimprovement ideas.

53

Ski

lls le

arn

ed

Time period

40

Encourageacceptance of anddesire for changeat all times.

58

GETTING IT RIGHTTHE FIRST TIMEMake people responsible for the quality of theirown work and it will usually inspire them to dobetter. Quality used to be maintained by trainedinspectors who would check the work and sendback anything imperfect – an expensive andwasteful method. Instead, increase training andassistance to help people produce only perfectwork in the first place. Use supervisors as“enablers” who help groups and individualswhenever needed. This will keep work that needsredoing to a minimum, and should allow you togreatly reduce the numbers of supervisors.

RAISING GROUP MORALEHigh group morale can enrich individualmotivation and performance remarkably. Indifficult situations, when companies are in crisisand can only be saved by major effort, groupmorale often rises to far higher levels than before.Individual objections and objectives are bypassedin the collective drive to do what must be done.But you need not wait until crisis strikes to instilthis attitude in your staff. This does not mean youhave to create an artificial emergency: build urgencyby setting important objectives to which everyonesubscribes and has a clear, agreed plan for reaching.

MAKING PROGRESSThe more responsibility you give to

people, the greater their interest and productivity are likely to be. The sameprinciple applies to their knowledge of theorganization and how they contribute to its success – the more knowledge, the better.

Make “right thefirst time” a keyaim for everybodyin your team.

56

Expect people tosupervise theirown performance.

57


Do I enable people to takepride in the quality of theirown work?

Do I constantly look for waysto increase group morale?

Have I considered setting upspecialist groups within myorganization?

Am I making best use of adeployment policy and annualreview?

Am I setting objectives thatwill motivate people?Q

Q

Q

Q

Q

DEVELOPING PEOPLE

41

USING POLICYDEPLOYMENTPolicy deployment may sound daunting, but it isbased on simple principles. First, a vision of thecompany’s future is developed with the help of allits staff. “Improvement themes” are selected, againwith people’s help, that will produce better results.The themes, such as “Getting it Right the FirstTime” or “Increasing Competitive Advantage,”generate objectives for every unit and everyone in every unit. Detailed plans are made for thetheme’s implementation, and progress is reviewedevery month. An annual review is also necessaryto modify the vision and associated themes whennecessary. The goal is to align individual and team ambitions with those of the organization.Everyone, from the chief executive downwards,shares in the vision and the strategy for realizingit, and knows their own part in achieving it.

Ask questions tosee if every personis aware of theteam’s strategy.

59

OUTSOURCING TO INCREASE PROFITABILITY

Many companies have “outsourced”

jobs by establishing their employees as

independent suppliers of products or

services. Sometimes these moves are

driven by negative cost-cutting motives,

which often backfire. Used positively, the

approach enables the company to retain

the services of highly skilled experts, whose

full-time employment is not justified (for

example). In return, the employees gain

the freedom to work profitably on their

own terms. The flexibility that outsourcing

offers can enrich people’s working lives

greatly. You can, however, enrich jobs

in this way without cutting the employee

loose from the organization by creating a

“firm within the firm” – an expert, in-

house group with specific responsibilities.

ENRICHING JOBS USING DEPLOYMENT

By involving everyone in the organizationwith a new corporate vision and plans to

realize that vision, you can enrich jobs andgreatly increase people’s motivation levels.

▼

MAKING PROGRESS

Establish a corporate visionwith staff input

Develop associatedimprovement themes

Devise plans to realize thethemes’ objectives

Review the plans monthly andannually

42

BUILDING ENVIRONMENTSCreating an atmosphere in which people

feel appreciated and an essential partof a team is a challenge for every manager.A successful effort in this direction, however,will reduce the likelihood of problems.

FINDING SOLUTIONS

Sensitive interpersonal skills are essential for creating acomfortable and productive working environment. Use your

skills to resolve individual difficulties and to deal with conflicts.

FINDINGSOLUTIONS

ENSURING COHESIONAn employee who feels neglected and who is excluded from a cohesive working group ismore likely to be unmotivated and prone to dissatisfaction than the person who hassupport and recognition from colleagues andmanagers. Encourage people to react positivelyand make effective contributions. This can bedone by creating structures in which each staffmember identifies with a group in which theresponsibilities are clearly understood by all.An unselfish interest in the success of othergroup members is generated in a team that is closely bound together by common goals.

If a group growstoo large, divide itinto smaller parts.

60

▲TEAM SPIRITEncourage the workforce to considerthemselves as an elite, closely knit team. A good analogy is a united football team.

putting in a better system forordering and locating neededparts would pay for itselfmany times over. Jan receivedfull support from managementand her colleagues to beginan improvement project,which she led from start tofinish. She enlisted the help of other colleagues incompleting her project.Thestocks held in the departmentwere halved, and the obsoleteand obsolescent itemsreduced by 90 percent.

CASE STUDYJan, a shopfloor worker,noticed that every so oftenher department had to writeoff stocks of componentsthat had become obsolete.This was obviously expensive,and she wondered why the stock control was soineffective. She found that the excess was held as“buffer stock” in case suppliesbecame short. She reasonedthat the cost of holding thestock must be so high that

43

BUILDING ENVIRONMENTS

Whenever youcan, involve peoplein specific taskswith clear aims.

62

ENCOURAGINGINITIATIVEJan was encouraged by hersuperiors to embark on what could be termed a one-person“Quality Improvement Project”(QIP). Such projects involvedetailed studies of significantareas where money is beingwasted. They are only possible in working environments thatsupport and nurture theinitiative of the individual.

▼

Celebrate theachievements ofyour organization.

61

USING POSITIVE EMOTIONS

An openness and responsiveness to

people’s spontaneity and originality will

generate a positive atmosphere in which

creative ideas can flourish and demotivating

boredom is reduced. Informality, and a

reasonably tolerant acceptance of your

staff’s inevitable mistakes, will also generate

an environment in which recognition

for success, rather than blame for failure,

is the dominant culture. Take every

opportunity to generate excitement over

what the company and individuals have

achieved and what challenges must be

met for the future of the organization.

CONTROLLINGOFFICE POLITICSStrong feelings are aroused by the subject ofoffice politics – anyone who has worked in an office will have experienced its effects. The negative side of office politics surfaces when it is used by individuals to increase personal power at the expense of colleagues and/or the organization. Strive to create a working environment in which status andhierarchy have as little importance as possible and the politics will stop.

44

ACCEPTING IDEASThe consequences of NIH are often expensiveand sometimes disastrous. Antidotes must comefrom the organization’s management.Welcome all ideas, accept those that aregood, and explain the reasons for anyrejections. This will ensure a flow of ideas,and people will be encouraged to seeplans as opportunities, rather thanthreats, and to welcomethem. Also, encouragepeople to act as“spies,” reporting onany good ideas theyhave spotted in other organizations,businesses, or countries.

ENCOURAGING CREATIVITYCreativity involves exploring and adopting newideas that may produce better results. Many peoplebelieve that they are uncreative: in fact, everybodyhas potential and can be taught resourcefultechniques. Stage workshops in which people can apply their skills to real-life issues. People are often reluctant because they fear that the newapproach may fail. Explain that not taking riskscan lead to rivals seizing the best opportunities.

OPENING CLOSED MINDSPeople are often reluctant to accept ideas

from outside sources. The “Not InventedHere” (NIH) syndrome occurs whenindividuals ignore ideas from other parts of the organization or other companies.Discourage this syndrome among your staff.

Clearly emphasizethat new ideas willnot be rejected asa matter of course.

63

Employee’sconfidence is boosted

Manager listensto idea and

suggests changes

FINDING SOLUTIONS

WELCOMING INPUTAlways give new ideas careful thought

and consideration. If you dismiss them,the flow of ideas will soon start to dry up.

▼

Make creativecontributions apart of all meetings.

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CHANGING MIND-SETSRemember that people have a logical basis forrejecting a creative plan. Saying “no” means thatno further action need be taken; saying “yes” maywell mean extra work, as well as extra risk. Peoplewho start new projects and fail often suffer as aresult, whereas managers are seldom sacked for theopportunities they missed. This helps to developnegative mind-sets, which mean that people spotthe reasons for doing nothing and miss thebenefits from taking new action. You can changenegative mind-sets into positive ones by startingspecial projects that require creativity and byproviding incentives for those involved. Regularlymonitor such new initiatives, and ensure thatsenior management are aware of any progress or success and of who has contributed effectively.

45

Always insist thatopportunities areseized after therisks are assessed.

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Stress that nottaking risks isusually due to lackof self-confidence.

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TAKING RISKSSince you want people to be active and to showinitiative, you must make it clear that risk-takingis encouraged. Otherwise, the normal humantendency to prefer the known to the unknown willinhibit progress both inside the company and inthe marketplace. Risk can be defined as “incurringthe chance of unfortunate consequences by doingsomething.” You should not let the threat ofunfortunate consequences prevent action. Rewardsuccessful risk-taking, and do not penalize failureexcept in two circumstances:● The person has not carefully analyzed and

understood the risks before acting;● The person has repeated past mistakes.

OPENING CLOSED MINDS

CREATING POSITIVE MIND-SETSProvide incentives for creativity. Encourage

managers to include in their monthly reports anycreative initiatives that were taken in the period, who

was involved, and what is planned for the future.

▼

Establish a special creative project to

encourage initiative

Include non-managerial staff who will work effectively

in a team

Insist that such new initiatives are recognized

throughout the company

Openly celebrate the positive results of the creative

projects

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DEALING WITH CONFLICTConflict is unavoidable when people

interact at work. If faced with conflictor an angry person, adopt a positive andrational approach to defuse any heightenedemotions, then look for a resolution basedon pragmatism and compromise.

Remember thatyou are concernedwith behavior,not with character.

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FACING PROBLEMSDealing with conflicts between employees is an inevitable part of managerial life. Once you are aware of conflict, take immediate action and invite the disagreeing parties to voice their points of view in a meeting. The key is to minimize the emotive element and tosubstitute it with a rational pragmatism. Even if you believe one position to be correct, beprepared to consider the other point of view; if it is valid, then try to reach a compromise.

Manager actsas arbiter

Employeevoices heropinion

Employeefreely airs

his pointof view

Plans for a solution tothe conflict are noted

FINDING SOLUTIONS


Where is the problem and what is it exactly?

What are the potentialsolutions?

Which solution out of all the alternatives is the best?

How is the solution bestimplemented?Q

Q

Q

Q

FINDING A SOLUTION Provide an environment where disagreeingemployees can openly voice their problems and then work toward effecting a resolution.

▼

DEALING WITH ANGER

Discussing the negative effects of anger with a disgruntled employee may help to resolve a

situation of conflict. Beset by emotions that will probably have been growing in intensity over

a period of time, the person will benefit from your rational observations of their inappropriate

and misdirected behavior and your suggestions for dealing with these feelings.

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DEFUSING NEGATIVEEMOTIONSGuilt, anxiety, and anger are common negativeemotions that must be managed carefully. Try toimpress upon your employees that guilt will notrepair whatever action has caused the upset, thatanxiety will not prevent a future event that causesfear, and that anger is not an appropriate orhelpful response to any situation. A person usuallyreacts angrily because others have not acted as he or she wants. You can defuse this anger bypresenting a more reasonable point of view.

SIGNS OF ANGER● Projecting bad feelings onto others,

and resorting to sarcasm and ridicule.

● Avoiding the need for rational,

unemotional responses.

● Concealing the loss of an argument,

and making excuses for failure.

● Making excuses for intimidating

and manipulating others.

ANTIDOTES TO OFFER● Analyze the reasons behind

angry feelings.

● Remember that it is possible to

disapprove without being angry.

● Turn to a trusted, uninvolved friend

before venting your anger.

● Ask whether expectations

of others are reasonable.

● Expect to be disagreed with

and displeased sometimes.

● Apologize to the objects of anger.

DEALING WITH CONFLICT

Ask a closecolleague to helpdefuse your anger.

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Carefully analyzeproblems as they arise.

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REGAINING COMPOSUREBy addressing some of the reasons and emotionsbehind a person’s anger, you may be able to help them regain their composure.

▼

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RESOLVING CONFLICTIf conflict occurs within teams, you must workquickly to identify its causes and to implementworkable, mutually agreed solutions. Considerwhether a disruptive conflict is growing betweentwo or more members that is affecting the rest of the team, or if the group as a whole isexpressing general dissatisfaction with an issue.Conflicts between individuals should be resolvedthrough firm but even-handed intervention. You may need to change the membership of the team to resolve the issue finally.

FINDING SOLUTIONS

Avoid demonizinga union or any oneperson, but treatissues on merit.

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WORKING COLLECTIVELYIf general conflicts arise, resolutions may

be found through a frank and open airingof grievances, or by rethinking currentworking methods. Unions can play a vitalpart in the proceedings as intermediariesbetween an organization and its employees.

Encourage yourworkers torecognize yourmanagement skills.

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BEING POSITIVEWhen negotiating, restructuring, orresolving disputes, always seek a firmconclusion, and use a working methodthat strengthens people’s natural instincts to be full members of a winning team.

▼

49

WORKING COLLECTIVELY

HANDLING UNIONSEmployers tend to regard unions as the enemy, vice versa, but an orderly, sympathetic union can be helpful to a well-run organization. Employeeslike to have representatives who can look aftertheir interests more effectively than they can asindividuals. Do not, however, make the mistake of identifying the union as the workforce: yourcontract is with each employee. Reserve for theunion only those matters that belong to the union(representing individualsin dismissals, forexample), and treatunion officials with thesame respect you wouldshow any associate.

Never give in todemands that areunreasonable, butseek compromise.

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CONFRONTING TROUBLEWhen major disputes arise, do not stop atanalyzing the apparent difficulties. It is essentialto look for the underlying causes of the problem.Once the root causes have been identified, you canproduce plans for finding effective and long-termtactical solutions – whether they be strategic,financial, or otherwise. If you leave the causesuntouched, however, the difficulties will onlyrecur. Your object is not only to cure the presenttroubles, but to ensure that they are permanentlyeliminated – with beneficial results for everybody.


Is the dispute caused by a deep-seated grievance?

How widespread is thedispute?

Will a financial reward resolvethe problem?

Have I taken all factors intoconsideration?

Will the proposed solution be effective in the long term?Q

Q

Q

Q

Q

staff walked out. Calling hismanagers together, Alan offered a package thataddressed some of theemployees’ grievances. Hisproposal was eventuallyaccepted, the strike ended,and the staff resumed work.Alan had successfully assertedmanagement’s right to manage,but he felt that more neededto be done. He went on todevise new methods ofworking that would helpprevent future conflict.

CASE STUDY

Alan was appointed to run

the maintenance operation

for a large vehicle fleet. It

depended on skilled,

unionized workers who had

a long history of trouble-

making. A strike broke out

shortly after Alan took

charge.The workers, testing

the new boss, demanded pay

raises that the operation

could not afford.They would

not make any concessions.

Alan also stood firm, and the

STANDING FIRMAlan’s new working methods gave

the workers much more say intheir work, which improved

quality and reduced costs. Thisenabled Alan to raise pay while

still making large savings.

▼

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ENCOURAGING OPENNESSDevelop a personal rapport with your staff – thiswill help you to recognize any changes in theirbehavior. If an employee displays unusualirritability, tension, or other negative behavior, do not hesitate to approach them. Do notreprimand them for their work performance, but encourage them to talk openly about theirproblem. Listen sympathetically. Your availabilitywill contribute to a caring environment in whichpeople feel they can share their concerns.

Handle personalproblems as afriend, not a boss.

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Never take sidesin a quarrel – beclearly impartial.

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Manager asks that grievances be discussed separately.

FINDING SOLUTIONS

MEETING NEEDSPerformance at work can be affected by anythingfrom illness and bereavement to marital breakupand financial woes. Whether or not performancesuffers, the person concerned requires attention andsympathy. This can take the form of allowing timeoff, or insisting that it be taken. Often practicalassistance is required, perhaps involving moneyor helping to find legal advice, for example.

UNEARTHING PROBLEMS Aggressive behavior in the workplace maydisguise personal difficulties – avoid leaping to conclusions and be prepared to listen.

▼

DEALING WITH PERSONALDIFFICULTIES

All managers are ultimately personnelofficers. From time to time, you may

have to deal with difficult personal mattersthat your staff bring to you. Take fast action,because such issues rarely improve with time.

Encourage peopleto bring theircomplaints andproblems to you.

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PROVIDING SUPPORTA manager dealing with a troubled employeemust be supportive without getting too involved.Some specific problems – such as alcoholism andother types of compulsive behavior – can requireprofessional help. Display a positive attitudetoward therapy and encourage the employee tochoose this option. In the workplace, make theemployee feel that their services are still neededand valued. This will boost their confidence aswell as maintain a level of normality.

CULTURALDIFFERENCES

British managers tend to be

sympathetic to people with

difficulties, while Americans

and Germans are generally less

understanding. The Japanese

expect people to work, even

in times of personal crisis.

DEALING WITH GENDER ISSUES

The issue of gender in the workplace goes

far beyond harassment, sexual or otherwise.

Harassing women is both offensive and an

offense and must not be tolerated. There is

no acceptable alternative to both practicing

and preaching true equality: make sure that

all employees are judged by what they

contribute to the organization, not by

their gender. If one of your employees is

being subjected to patronizing behavior,

act swiftly. But do not expect to change

intolerance overnight. Make the change a

key objective, however, and be prepared

to take any action necessary to create an

atmosphere in which both men and

women feel comfortable, and in which

any family needs, such as child care, are

understood and accommodated.

Managerlistensandoffersadvice

DEALING WITH PERSONAL DIFFICULTIES

OFFERING SYMPATHYIt may be that an attentive ear will beenough to meet a need. Sometimes,however, you may have to refer a member of staff to a counselor.

▼

Employee explains whyher work is suffering

Make time to talkto any employeewho comes to youwith problems.

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52

BALANCING NEEDSSome managers fall into the trap of puttingproduction needs ahead of other organizationalneeds; others put concern for people above thatfor production. Both styles are erroneous, thoughthe latter is popular with employees. Change,both large and small, is managed effectively only byshowing equal concern for both needs. Attentionto employees as people, coupled with stronginterest in their welfare, well-being, and wishes,pays off in terms of better acceptance of changesand better performance. Change management thatpays inadequate attention to people threatensproductivity and is likely to misfire.

INVOLVING PEOPLEWhen employees feel excluded from the decisionsthat will determine the way they do their work,demotivation and resentment can be the negativeresults. Ensure, therefore, that staff are given theopportunity to contribute and involve themselvesat many levels of the decision-making processbefore any changes have to be made. This could range from having a say in how the office is furnished, for example, to the all-important task of setting long-term objectives. Consulting people before major changes take place will also reinforce their commitment and trust.

Treat resistanceto change as aproblem that canalways be solved.

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Motivate your staffby acting positivelyon their creativeideas for change.

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Use measured,continuous changeto stimulate staffand avoid staleness.

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MANAGING CHANGEManagers often focus on the mechanics

of change, concentrating on ensuringthat their plan is followed. If their staff arenot satisfied, however, the plan is likely tofail. If you listen to people’s needs, they will respond positively to change.

FINDING SOLUTIONS

THINGS TO DO

1. Consider all staff input,no matter how small.

2. Identify “change agents” andencourage them to meet.

3. Form clear plans for changeand share your intentions.

4. Tackle resistance to changeas early as possible.

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Show people how they will gainpersonally from the changes thatyou consider are necessary.

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Involve manypeople in producingplans for change.

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MANAGING CHANGE

Creates new framesof reference

Is capable of thinking laterally

Is driven to improveand transform

Is strong andemotionally in

control

Thinks forcefullyand independently

IDENTIFYING A“CHANGE AGENT”

MANAGING RESISTANCEYou are likely to encounter varying degrees of

resistance from staff when initiating changeor revising existing procedures. Do notdismiss or ignore these objections. Somemay arise from fear of what lies ahead, so listen to people’s objections and,

when possible, focus carefully onunwarranted fears in order toreassure staff. Others may arise fromreasonable concerns of which youmay have been unaware; offer staffthe opportunity to explain theirworries to you, then clarify how theproposed changes will affect them.Once they feel fully informed, theirfears should recede.

QUALITIES FORCHANGE AGENTS

Organizational change can be blocked by having the wrong people in key roles.Identify members of staff who are open

to change – “change agents” – and put them where their enthusiasm for changebecomes infectious and allays the fears ofother employees. Use them in meetings,

allowing them to take a leading role in facilitatingthe acceptance of change. Place these agents at anylevel of the organization: they will help you gatherfeedback on staff morale and reactions to change.

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ASSESSING AND REWARDING

People are employed to generate results for the company. Their rates of success are intrinsically linked to how they are

directed, reviewed, rewarded, and trusted by management.

ASSESSING ANDREWARDING

Begin an appraisal by concentratingon what a personhas done well.

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APPRAISING TO MOTIVATERegular, one-on-one assessments with your staffprovide an efficient two-way forum in which toset and review realistic achievement targets,provide feedback on performance, and listen toand consider any problems employees may have.For example, a sales executive may feel that he or she is underperforming, when in fact sales targetshave been set too high. During the appraisal,these targets could be reviewed and set at morerealistic levels. Remember that your chosenmethods of assessment must have a positive effecton people’s performance levels and motivation.

EVALUATING PERFORMANCE

When choosing methods of assessingyour staff’s performance, always

make sure that the end result has a positiveeffect on motivation and increases people’ssense of self-worth. Realistic targets, positivefeedback, and listening are key factors.

CULTURALDIFFERENCES

The British have formal appraisal

systems, but are often lax in

administering them. The French

and Germans set high standards

and expect compliance. In Asia,

group performance is rated

above individual action, whereas

Americans are motivated to

achieve personal targets.

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EVALUATING PERFORMANCE

JUDGING FAIRLYAn appraisal should leave staff feeling motivatedand happy about their work, so make a point ofrecognizing employees’ achievements and uniqueskills, and offer guidance on ways in which theycould improve their performance. Try to avoidusing these meetings negatively to criticize anddwell on faults, although do not avoid givingconstructive criticism as necessary.

DEALING WITHUNDERACHIEVEMENTIf objectives are not achieved, ask three keyquestions (right), and avoid accepting excuses forthe answers. You want to find out exactly why theperson failed to meet the objectives to prevent ithappening again. People regret underachieving, so agree objectives with them that are fair butreasonably stretching. Remember that what seemsdaunting often proves to be surprisingly easy.


Was the situation understoodbut the objective too difficult?

Was the situationmisunderstood or was the objective inappropriate?

Was the failure to meet theobjective entirely due to causeswithin the person’s control?

Q

Q

Q

QUALITIES TO APPRAISEUnderstand what personal attributes gowith successful work behavior, and yourjudgments and suggestions at appraisalswill contribute more effectively to success.

If people fail,ask what you cando to help them.

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▲

APPRAISING PERSONAL ATTRIBUTES

NEGATIVEPOSITIVE

● Expects certainty● Accepts what he or she is told● Dislikes ambiguity● Ignores conflicting evidence● Is impulsive● Values “gut feelings” ● Uses “either/or” thinking● Is unresponsive● Is reluctant to take on new tasks● Is unpopular● Is not proactive● Requires constant supervision● Is not adaptable

● Enjoys uncertainty● Asks questions● Tolerates ambiguity● Looks for alternatives● Is self-critical● Seeks and weighs evidence● Reflects on matters● Communicates effectively● Is willing● Gets on well with other staff ● Uses initiative● Can work unsupervised● Is flexible

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CHOOSING STAFFFOR PROMOTIONA simple, effective way topromote people focuses on twomain aspects. Are they able todo the work required? Are theywilling to do the work? Thereare four possible combinationsof staff attitude and ability. Thewilling and able person is theonly one you should considerfor promotion. At the otherextreme, somebody who isneither able nor willing has no place in the organization, let alone on the promotionladder. The people in-between,who are lacking in eithermotivation or ability, pose thereal challenge to their managers.Motivating an unmotivatedperson is far more difficult thantraining a willing individual toperform better. The prospect of promotion, however, may push the unwilling person into trying harder.

PROMOTING STAFFGiving people new or better jobs shows

that you recognize their achievementsand encourages them to achieve furthersuccess. Rewarding exceptional performancealso inspires colleagues to improve theircontribution in the workplace.


Encourage peopleto set their ownhigh targets forperformance.

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WILL DO –CAN DOThe employee who shows thestandard of behavior that youshould always expect is aperfect candidate for promotion.

▼

WON’T DO –CAN DOThe unmotivated person is indanger of losing her job unlessmotivation can be raised.

▼

WILL DO –CAN’T DOThe willing employee whoexperiences difficulties shouldrespond positively to trainingand encouragement.

▼

WON’T DO –CAN’T DOThe incompetent employee whois unwilling to improve shouldobviously not be retained.

▼

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HANDLING DISMISSALS

Job losses are always traumatic and need to be

handled sensitively. Whether dismissals are due to

redundancies or individual performance problems,

once you have made the decision to dismiss someone,

implement it quickly. Delaying bad news is always

counterproductive: rumors circulate and create

anxiety. Set out the facts clearly in all cases of

demotion or job loss, so that those affected can

understand why the decisions need to be taken.

Prepare yourself by considering objections, so

that you can deal with them calmly. Be tactful

and sympathetic, and as generous as possible with

severance payment. In some cases you might

consider counseling for those affected. You want

those leaving to feel that they have been treated

as fairly as possible, and you want to sustain the

highest possible morale among your remaining staff.

PROMOTING THERIGHT PEOPLEIn a traditional, hierarchical system, age comes before ability when people are selected for promotion. However, the diversity of skills in the modern workplace, and people’s differentaptitudes for them, means that this system is nolonger appropriate. Avoid making promotions just because a person was successful in one job:they may not be suited to another. Others whoseskills are more suited to the job may feel aggrieved,and the person being promoted will feel insecure.To get the best-qualified person for the job, start with an accurate job specification, and then match the skills and characteristics of the person to the job requirements. Let others know why you have chosen that particular person.

THINGS TO DO

1. Prepare a clear andaccurate job description.

2. Promote the person whobest fits the job description,regardless of age.

3. Seek to promote anemployee with a “will do –can do” attitude.

4. If there were othercandidates, let them knowwhy they were unsuccessful.

5. Ensure other staff membersknow the reasons why anemployee was promoted.

PROMOTING STAFF

Dismiss only as a last resort, andnever fire just toset an example.

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Be as generous as possible with all severancepayments.

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ASSESSING FAILURESometimes an employee does not complete aproject successfully. Analyze these failures carefully.Perhaps you or the employee did not have all thenecessary information or made false assumptions.Alternatively, if the assumptions were correct, theymay have been invalidated bybad execution in which case,identify the mistakes and findout why they were made. Thekey question is whether, giventhe results of your research, youwould assign another, similarproject to the same person. Youranswer will determine how bestto deal with the employee so as to prevent future failures.

When somebody fails on a project,always consider whether the failure

can be turned into a success. Satisfy yourselfthat you will not be wasting time and money.Then, if there is a reasonable chance ofsaving the project and the person, take it.

TURNING FAILUREINTO SUCCESS

DISCUSSINGPROBLEMS AT SOURCEIf an employee has failed on a particularproject, you need to discuss the failurewith them in detail. If the failure was due to a misunderstanding, for example,the project may be resurrected.

Think before yougive up on peopleor plans – givingup is irreversible.

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Consider cuttingyour losses ratherthan carrying on in vague hope.

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TURNING FAILURE INTO SUCCESS

There is usually agood reason whyan employee is notperforming well.

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FAILURE FACTORS

DEALING WITH POOR PERFORMANCE

REMEDIAL ACTION

● Tackle the problem immediately.● Find out possible reasons for drop in motivation.● Base the improvement plan on a schedule of achievement.

DEMOTIVATIONLacks motivation and energyto improve.

● Find out exactly which skills the employee is lacking.● Arrange training sessions as soon as possible.● Assign a person with more appropriate skills to the task.

LACK OF SKILLSCannot cope with thetechnical demands of the job.

● Break down the job into more manageable stages.● Do not let the procrastinator overestimate the time required.● If necessary, provide hands-on help to get the job started.

PROCRASTINATIONFinds excuses for not gettingon with work.

● Sternly emphasize the negative effects of absenteeism.● Ensure that the employee feels an important part of a team.● Consider if more flexible hours would reduce the problem.

ABSENTEEISMAvoids work and dodgesresponsibility.

● Let it be known that you are not interested in excuses.● Try a counseling approach before disciplining the employee.● See if peer pressure from other team members helps.

HABITUAL LATENESSIs invariably late and alwayshas an excuse.

● Concentrate on a person’s performance, not their problems.● Consider giving sick leave or reassigning duties.● If necessary, advise the employee to seek professional help.

PERSONAL PROBLEMSLets personal worriesaffect work.

IMPROVING PERFORMANCETo improve the productivity of an employee whois not performing to the required standard, firstconsider the factors responsible for this failure.If the person is lacking skills, arrange appropriatetraining immediately. For minor reasons, such astime-wasting, a verbal warning should be enough.If the reasons are more complex, such as chronicdemotivation, consider a plan of action to measureimprovement in their performance over a givenperiod. Reassess the situation at the end of thistime, and discuss the progress made.

REMUNERATINGEFFECTIVELY

The way you pay people forms anessential foundation for effective

people management. Money is by no meansthe only motivator of people, but too littlemoney demotivates powerfully, and financialreward remains a strong incentive.

PAYING THE BASICSThe key question for pricing goods – “How much is the market prepared topay?” – applies just as strongly toremuneration. Ask yourself what level ofbasic wages and salaries will attract, retain,and motivate people of the caliber that yourequire. Large companies take pains todiscover competitive levels for basic pay, so that they can aim toward the upperlimits for their industry. But you should notbe concerned only with comparability. Youwant exceptional results, not comparableperformance. Exceptional productivity will more than cover the extra pay. People want to feel fairly rewarded – but they naturally prefer to be rewarded very well.

Keep basic paybelow top rates –use bonuses togive top incomes.

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60


Rates of pay

Labor hours

Productivity

KEY

INCREASING PAY WITH BETTER PRODUCTIVITY

Higher levels of efficiency allow you to pay your staff more. Even with fewer labor hours,

company A managed to achieve the same level of productivity as company B, making higher rates of pay possible. Company A reached itsproductivity target thanks to the commitment

and motivation of its staff.

▼

Company A Company B

GIVING BONUSESRegard bonus payments as ways for the employeeto share in the company’s success – not asincentives. Avoid giving all employees anautomatic 13 months’ pay: they will come to takethe annual bonus for granted as part of their basic income. Bonus programs can operate at any or all of three levels: company, team, andindividual. Ideally, if the company does well, the individual gets a percentage addition to pay,and the same principle applies if his or her team(maybe a whole division) exceeds its targets. A bonus element tied to individual achievementalone must be reasonably large to be valued. Notethe phrase “exceeds its targets”: do not pay extrafor what has been accepted as a sensible objective.

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REMUNERATING EFFECTIVELY

TEST YOUR PAYMENTKNOWLEDGE

Answer True or False to the

following propositions:

1. Wages and associated expenses

determine the cost of labor.

2. The cost of labor determines

how competitive your business is.

3. The main way to motivate people

is to give financial incentives.

4. The primary incentive for most

people at work is money.

(None of these propositions is true.)

Always involveemployees in payscale revisions.

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PAYING BY RESULTSThe simplest form of payment by results (PBR)is piecework – the employee gets a fixed sumfor each unit produced. In theory, this givesthe employee the best incentive to maximizeoutput. In fact, employees tend to put a ceilingon their earnings and thus on their effort, sothis system has largely disappeared (especiallynow that more workers are in the informationor service industries where piecework cannotbe applied). The same principle – more pay for more production – still exists, however, inmany forms. In sales, for example, commissioncan make up a very large proportion of totalpay. In many cases, though, the PBR share ofremuneration may be less than is necessary toadd any real incentive – perhaps as low as fivepercent. Constantly revise any kind of PBRsystem that you are involved with to ensurethat you are not overpaying for output orgetting less output than you require.

Let team membersdecide how theteam’s bonuspayment is divided.

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Make it clear that extra pay is for specialachievement.

92

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SHARING THE SHARESAn employee who sees his or her effortsrewarded in company stock will, in theory,identify with the company, be committed to itssuccess, and perform more effectively. In reality, it may be hard to tell whether the company’ssuccess is due to employees owning stock, orwhether the success itself has led the company to issue shares. It is also difficult to know whetheremployees would have performed less effectivelyif no shares had changed hands. However, bygiving people a stake in the company, you aremaking a highly positive statement about them,which encourages them to feel positive in return.

USING INCENTIVESNon-cash incentives and fringe benefits

can have a powerful influence onattitudes, which should in turn improveresults. You can give employees the greatestincentive, however, by imparting a sense ofownership in the organization.

Use stock optionsto reward peoplefor contributingto team success.

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GIVING GIFTSExpected remuneration has less impact than theunexpected. Even generous pay raises are takenfor granted after a while, as salary aspirationsincrease accordingly. A far smaller “payment” – inthe form of a gift – has a disproportionate worth in the eyes of the recipient. An employee coulduse a cash award to buy a gift (perhaps a weekendtrip), but that provides less satisfaction than apayment in kind from you as reward for work welldone. Presents are also a cost-effective method of motivating staff when cash is short or whencompetition does not allow an increase in pay.


Have I ensured that rewards I have given are what peoplereally want?

Am I acting to align the staff ’sinterests with the goals andneeds of the organization?

Do I always rewardachievement and ability in preference to seniority?

Have I examined all possibleways of rewarding my staff?Q

Q

Q

Q

Remember: givingpeople incentivesof any kind sends avery positive signal.

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Surprise peoplewith gifts they donot expect.

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63

OPTIMIZING BENEFITSFringe benefits have become much less effectivefinancially in many countries because of taxchanges. Good pension plans, however, havebecome more attractive wherever state-fundedprovision has fallen. The same applies to medicalinsurance – the knowledge that the companycares for its people in sickness,health, and old age is a basic yetvery powerful factor. Otherbenefits, such as company cars,paternity leave, education, andsabbaticals, improve the qualityof people’s lives. Electronicdevices, from mobile telephonesto computers, directly benefit thecompany, but the individual alsogains personally from theiravailability. Ultimately, loyal andhappy employees tend to workharder, leading to increasedoverall productivity.

ENDOWING STATUSThe modern company, with its flat structure,horizontal management, and open style, avoidsstatus symbols that are divisive and counter-productive. Reserved parking places and separatedining rooms are rightly shunned. However,important-sounding job titles are an easy andeconomical way of providing recognition andpsychological satisfaction. Moreover, outsiderslike to deal with important people (although there is an obvious limit to the number ofdirectors and vicepresidents you can appoint).Management can also confer status on thosechosen to represent the company at prestigiousevents, such as conferences and key negotiations.

Make all welfareprovisions asgenerous aspossible.

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Abolish statussymbols that actin a divisive,“themand us” way.

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▼BENEFIT PACKAGESNon-cash incentives, such as vacations,personal gifts, company cars, privatemedical insurance, help with children’seducation and care, and other benefitscan greatly improve the way employeesview and relate to the organization.

USING INCENTIVES

WORKERS AS CUSTOMERSEmployees are valuable customers, and should be treated as such. They are customers in twosenses. First, they rely on management for theirlivelihoods, and second, they might be potential oractual buyers of the company’s goods or services.Look after your own people as carefully as youwould your best customers. Happy people whofeel valued will outperform those who do not.

CREATING PARTNERSHIPS

When people feel that their ownsuccess and that of the company are

linked, they will be motivated to give theirpersonal best for the good of all. Value theopinions of staff as partners in the company,and treat them with the care you give clients.

WORKERS ASPARTNERSIf a partnership is to work, you must treat employees likepartners. Wherever possible,involve your staff in processeslike decision-making andproblem-solving to foster feelingsof involvement and equality.Build a sense of community byproviding opportunities to seehow other departments withinthe organization operate. Thiswill help everyone to relate to the company as a whole, and tounderstand the impact of theirown contribution to its success.A shared vision is the strongestfactor in the employee andorganization partnership.

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■■■■✗ Don’t keep secretsthat can safely beshared among staff.

■■✗ Don’t leave staff in anydoubt about futureorganization plans.

■■✗ Don’t treat people as“cogs in a machine.”

■■✔ Do enable your staffto understand thebusiness.

■■✔ Do involve staff indecision-making.

■■✔ Do encourage staff tofind partners to workwith closely.

DO’S AND DON’TS

Encourage peopleto work togetheras partners whohelp each other.

99

Value all your employees – theydeserve the same treatment andrespect as your customers.

100

Make sure you letpeople know allthe key facts about the business.

101

▼

65

ACTING ON SUGGESTIONSFormal suggestion programs are an easy way foryou to make your staff feel involved in thecompany. Employees are usually deeplyknowledgeable about the business, and will havevaluable ideas about ways in which it couldimprove operations. Process suggestions and ideasrapidly, and let people know the fate of theirsuggestion – preferably by a note signed by theirmost senior manager. The acceptance of ideas is

often accompanied by a smallbonus. However, it is

healthier if people regardimproving thebusiness as part oftheir normal activity,and expect and getwarm recognitionfor their ideas and

contribution tothe company’ssuccess, ratherthan financialrewards.

passed over to the engineers

themselves for study and

resolution.The engineers came

up with the idea of a toll-free

telephone line. If a customer

asked them about a product

other than the one they were

selling, they could dial the free

number, and a central desk

would see that the inquiry

reached the right place and

monitor response. Sales

increased, management was

delighted, and the engineers

were proud of their role.

CASE STUDY

One of the major problems

at Pro-Act Inc., as with many

firms, was that customer

requests and inquiries

were not passed on from

department to department.

The management felt that

valuable feedback from the

sales engineers’ customer

visits was being wasted,

but was unsure how to

resolve the matter. As part

of a quality improvement

exercise the issue was

Employee feels partof a winning team

Senior manager giveswarm thanks for ahelpful suggestion

CREATING PARTNERSHIPS

THANKING PEOPLESuggestion programs provide just one

way of making your employees feel thatthey are in partnership with you and the

company. Failure to acknowledge or act on suggestions, however, will

have a detrimental effect.

▲

PROCESSINGFEEDBACKThe case of Pro-Act highlights the significance of employeesuggestions and the importance of acting on them. The toll-freetelephone line program wasadopted permanently and provedto be a major success. By adoptingan employee-driven improvementplan, Pro-Act both increasedsales (and therefore profits for thecompany) and raised the moraleand sense of partnership andbelonging felt by the engineers.

66

I am available to anymember of staff who wantsto come and see me.

6

1 2 3 4

I trust people to do theirjobs well without constantsupervision and intervention.

4

1 2 3 4

I find out what peoplethink, and act to correctcritical perceptions.

2

1 2 3 4

I take care to see thatthe right job or task is givento the right person.

5

1 2 3 4

I look for ways toenhance people’s pride andsatisfaction in their jobs.

3

1 2 3 4

I make sure that mybehavior toward others is objective and reasonable.

1

1 2 3 4

OPTIONS

1 Never

2 Occasionally

3 Frequently

4 Always

ASSESSING YOUR ABILITYYour ability to manage people should improve

with experience, but many of the basicrequirements can be mastered from the beginning of your career. The following questionnaire coversthe key elements in getting people to work with youand for you to your mutual satisfaction – and to the benefit of the organization. If your answer is“never”, mark Option 1; if it is “always”, markOption 4, and so on. Use your answers to identifythe areas that need most improvement.


67

I rely on people’s naturalwish to do their work well,without orders.

9

1 2 3 4

I ask for feedback onmy performance fromsubordinates and peers.

15

1 2 3 4

I motivate people withencouragement and example,rather than commands.

13

1 2 3 4

I make a consciouseffort to spot talent amongpresent and potential staff.

11

1 2 3 4

I discuss importantissues with my people andask for their opinions.

12

1 2 3 4

I prepare carefully forany meeting withindividuals or with groups.

7

1 2 3 4

I check to see thateverybody is getting enoughgood-quality training.

10

1 2 3 4

I involve people fully inplans for change and itsimplementation.

8

1 2 3 4

I take opportunities tocoach my people in ways to improve performance.

16

1 2 3 4

I welcome people’s ideasfor improvement, andimplement good ones.

14

1 2 3 4

ASSESSING YOUR ABILITY

68


I give people clearresponsibility for a task that they can “own.”

19

1 2 3 4

I try to understand theopposing point of view incases of conflict.

25

1 2 3 4

I am prepared to listento others and change mymind on issues.

23

1 2 3 4

I ask everybody in theteam to come to a discussionwith one or two new ideas.

21

1 2 3 4

I deal with people’spersonal problems swiftlyand sympathetically.

22

1 2 3 4

I give people the chanceto demonstrate theirmanagement abilities.

17

1 2 3 4

I form small groups orteams to tackle specificprojects or needs.

20

1 2 3 4

I set high standards andinsist that those standards are met.

18

1 2 3 4

I resolve interpersonaldisputes quickly and without prejudice.

26

1 2 3 4

I keep anger and othernegative emotions out of mydecisions and actions.

24

1 2 3 4

69

ANALYSIS

Now that you have completed the self-

assessment, add up the scores and check

your performance by referring to the

corresponding evaluations:

32–63: You are clearly having difficulties in

dealing with people. The problems must be

having a noticeable and unwelcome effect

on your performance as well as your

working environment. It is important to take

action at once, probably with help from

others, to begin badly needed improvement.

64–95: You are reasonably good with people

but, in human relations at work, good is not

enough. Use the questionnaire to identify your

weaker areas, and work on them to get better

results from yourself and others.

96–128: You should be pleased

with your success with people,

but remember that dealing

with them is an ongoing

process that can always

be improved on.

ASSESSING YOUR ABILITY

I communicate with staffand check activities againstmy master plan.

32

1 2 3 4

I do all in my power tosee that people are wellrewarded for good work.

30

1 2 3 4

I see failures andmistakes as opportunities to achieve new success.

28

1 2 3 4

I talk to my people asequals and treat them in the same way.

31

1 2 3 4

Once the case fordismissal is proved, I actpersonally and promptly.

29

1 2 3 4

I use appraisal to raisefuture performance, not as a postmortem.

27

1 2 3 4

70

INDEX

Aability:

nurturing talent, 32–33spotting, 34

achievement, and motivation, 36action learning, 31activity training, 25analytical skills, 26anger, defusing negative

emotions, 47anxiety, defusing negative

emotions, 47appraisal systems, 54–55appropriate behavior, 7Asia, cultural differences, 54assessments:

of failure, 58of performance, 54–55

autonomy, and motivation, 36

Bbehavior, understanding, 6–7benefits, as incentives, 63body language, 11bonus payments, 21, 61boredom, 20, 43bureaucracy, 15

C“can-do” atmosphere, 21career development, 35cells, working in, 26change, managing, 52–53“change agents”, 52, 53closed minds, opening, 44–45cooperation, 7coaching, 28collective problems, 48–49commission, 61commitment, 18–21communication, 14–17

cutting bureaucracy, 15eliminating fear, 13encouraging contact, 14“grapevine”, 17office politics, 43one-to-one meetings, 16team meetings, 17

using different media, 16competence, and motivation, 36complaints, personal difficulties,

50computers:

communication via, 16training in, 27

confidence building, 12–13conflicts:

collective problems, 48–49dealing with, 46–47personal difficulties, 50

constructive behavior, 6, 7consultation, 23counselors, 29, 57creativity, 43, 44criticism, reactions to, 6cultural differences:

appraisal systems, 54personal difficulties, 51teaching, 31

customers, workers as, 64

Ddecentralized organizations,

communication, 15decision-making:

delegation, 37involving staff, 52workers as partners, 64

delegation, 37deployment policy, 41discipline, 22dismissal, 57disputes:

collective problems, 48–49dealing with, 46–47personal difficulties, 50

dissatisfaction, 8, 19

Eemail, 16, 27electronic media, 16emotions:

defusing negative emotions, 47emotional needs, 19natural behavior, 6

entrepreneurial organizations,communication, 15

excellence, rewarding, 21experience, learning by, 39expertise, and motivation, 36

Ffailure, dealing with, 58–59fear, eliminating, 13financial incentives, 21, 60–61flexibility, 23, 41France, cultural differences, 54fringe benefits, 63

Ggender issues, 51Germany, cultural differences, 31,

51, 54gifts, 62“grapevine”, 17guiding others, 28–29guilt, defusing negative emotions,

47

Hharassment, 51“heroes”, 21“hierarchy of needs”, 8

Iideas:

accepting, 44ideas meetings, 39

improvement themes, deploymentpolicy, 41

incentives: and commitment, 21financial, 61fringe benefits, 63stock options, 62

insecurity, reducing, 12–13insurance, medical, 63intellectual needs, 19Intranets, 27

JKLJapan, cultural differences, 31, 51job descriptions, and promotion, 57job titles, as incentive, 63job loss, 57Kami, Michael J., 33

INDEX

71

INDEX

leadership: role models, 30trust and commitment, 18

learning by experience, 39listening, 10–11

MMcGregor, Douglas, 22magazines, in-house, 16managerial training, 25manufacturing cells, 26market-oriented organizations,

communication, 15Maslow, Abraham, 8matrix organizations,

communication, 15media, communication, 16medical insurance, 63meetings:

ideas meetings, 39one-to-one meetings, 16team meetings, 17

membership, and motivation, 36mentors, 29mind-sets, changing, 45morale:

of group, 40handling dismissals, 57

motivation, 36–37appraisal systems, 54coaching and, 28and commitment, 20loss of, 42and promotion, 56

multi-skilling, 26multi-tasking, 23

Nnatural behavior, 6, 7needs:

emotional, 19intellectual, 19psychological, 19understanding, 8–9

negative emotions, 47newsletters, in-house, 16nonconformist employees, 33“Not Invented Here” (NIH)

syndrome, 44

Ooffice politics, 43one-to-one meetings, 16open-plan offices, 14outsourcing, 41

Pparticipation, 13partnerships, creating, 64–65payment by results (PBR), 61peer respect, and motivation, 36pension plans, 63people-based organizations,

communication, 15performance:

assessment of, 54–55improving, 38–39, 59

personal development, 20,24–39, 56

personal difficulties, 50–51personality:

personality clashes, 50“talented gorillas”, 33

piecework, 61practical abilities, 35praise, 12, 21pressure, coping with, 35pride in work, 9productivity:

improving, 59and salary levels, 60

professional training, 25promotion, 56–57

choosing staff for, 56–57facilitating, 34, 35planning succession, 32

psychological needs, 19

Qquality:

Quality Improvement Projects(QIP), 43and responsibility, 40Total Quality Management(TQM), 38training, 25

Rrecognition, and motivation, 36remuneration see financial

incentivesresistance to change, 53responsibility, 23, 40rewards:

and commitment, 21gifts, 62and motivation, 56

risk-taking, 45role models, teaching by example,

30

Ssalaries, 21, 60–61, 62self-confidence, 7

building, 12–13and motivation, 36

self-fulfillment, 36self-management, 37self-respect, 36sexual harassment, 51skills:

improving performance, 59management qualities, 34–35multi-skilling, 26and promotion, 57sharing, 31training, 25, 26–27

stock options, 21, 62status symbols, 63strategy, and motivation, 36subordinates, promotion, 32succession, planning, 32suggestion schemes, 65supervisors, quality control, 40

Ttalent, nurturing, 32–33teaching by example, 30–31teams:

conflict within, 48meetings, 17morale, 40sharing skills, 31team spirit, 42

technical training, 25technology, computer training, 27Theory X management, 22Theory Y management, 22thinking skills, 26Total Quality Management

(TQM), 38training, 24–25

and commitment, 20computer literacy, 27and promotion, 35

trust, 18

UWunconventional employees, 33underachievement, dealing with,

55unions, 48, 49United States, cultural differences,

31, 51, 54Web sites, 16

72

ACKNOWLEDGMENTS

AUTHOR’S ACKNOWLEDGMENTS

This book owes its existence to the perceptive inspiration of Stephanie Jackson and Nigel Duffield at Dorling Kindersley; and I owe more than I can say to the expertise and

enthusiasm of Jane Simmonds and all the editorial and design staff who worked on the project. I am also greatly indebted to the many colleagues, friends, and other management

luminaries on whose wisdom and information I have drawn.

PUBLISHER’S ACKNOWLEDGMENTS

Dorling Kindersley would like to thank the following for their help and participation in producing this book:

Editorial Alison Bolus, Michael Downey, Nicola Munro, Sean O’Connor, Jane Simmonds, Sylvia Tombesi-Walton; Indexer Hilary Bird.

Design Pauline Clarke, Jamie Hanson, Nigel Morris, Tish Mills, Laura Watson.

DTP assistance Rob Campbell.

Photography Steve Gorton; Photography assistance Nici Harper, Andy Komorowski.

Models Phil Argent, Angela Cameron, Kuo Kang Chen, Patrick Dobbs, Carole Evans, Vosjava Fahkro, John Gillard, Ben Glickman, Richard Hill, Cornell John, Janey Madlani,

Maggie Mant, Sotiris Meliomis, Karen Murray, Mary Jane Robinson, Lois Sharland, Lynne Staff,Peter Taylor, Suki Tan, Ann Winterborn, Gilbert Wu, Wendy Yun.

Makeup Debbie Finlow, Janice Tee.

Suppliers Austin Reed, Bally, Church & Co., Clark Davis & Co. Ltd, Compaq, David ClulowOpticians, Geiger Brickel, Elonex, Escada, Filofax, Gateway 2000, Moss Bros,

Mucci Bags, Staverton. With thanks to Tony Ash at Geiger Brickel (Office Furniture) and Carron Williams at Bally (Shoes).

Picture research Andy Sansom; Picture library assistance Sue Hadley, Rachel Hilford, Denise O’Brien, Melanie Simmonds.

PICTURE CREDITS

Key: a above, b bottom, c centre, l left, r right, t topTelegraph Colour Library Benelux Press 14, Elke Hebber 63, Terry McCormick 58, Ed Taylor 4,

front jacket tl; Tony Stone Images Walter Hodges 26, 48, Antonio Mo 42, Stephen Peters 6.

AUTHOR’S BIOGRAPHY

Robert Heller is a leading authority in the world of management consulting and was the foundingeditor of Britain’s top management magazine, Management Today. He is much in demand as a

conference speaker in Europe, North and South America, and the Far East. As editorial director ofHaymarket Publishing Group, Robert Heller supervised the launch of several highly successful

magazines such as Campaign, Computing, and Accountancy Age. His many acclaimed – andworldwide best-selling – books include The Naked Manager, Culture Shock, The Age of the CommonMillionaire, The Way to Win (with Will Carling), The Complete Guide to Modern Management, and In

Search of European Excellence. Robert Heller has also written a number of earlier books in the Dorling Kindersley Essential Managers series.

ACKNOWLEDGMENTS

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