Successful managers and executives get valuable things done through others. The success of a business unit is the result of quality management and quality people. The link between these two, manager and people, will be based on Trust & Communication. So how do you develop or increase the interaction between leadership and team to develop more trust and enhance communication? Why is it beneficial? Increasing business unit productivity, maintaining a highly motivated culture and increasing the execution capacities of the team are the result of trust and communication.
In order to create and maintain trust between all members of the team, each manager will need to take constructive steps to get to this level. The first is allowing employee control.Members of the manager's team want to earn, and be granted, freedom and empowerment over their work assignments. The manager has the right to expect that they demonstrate what they can do. Once this level of confidence is attained, people want to be in control. Next, having established their abilities, they want to be given opportunities to apply them. It will be this mutual trust that forms the cornerstone of the relationship. This process, and the implementation of these steps, rests with the manager.
The next skill set of utmost importance for the manager is to become even a better communicator. The manager is not the best judge of their communication skills. The employees on the team will be the best indicator. When delegating work effectively, the top manager-communicators are able to make each and every expectation and assignment crystal clear. They are specific. They use visual pictures to enhance communication, and they seek feedback on what they are expecting. They leave no room for misunderstandings and wasted time.
Employees actually do want to grow and improve at their jobs. If they do not look to get better, please get them off your bus. Opportunities, which the manager can provide the individuals on their team to get additional training or to improve their skills and knowledge, makes them feel connected. They are thinking,"my manager cares about my development and so I care about contributing more." This factor in team building can not be over-emphasized. People who are given regular opportunities for professional development become more committed to the business unit than those without opportunities. They see this interest in their growth as an indication that their manager is also a leader.
Great managers are great "coaches". This means being very focused on performance. They are responsible for the results of the business unit. They are strong coaches when confronting poor results. While they care about their people, they are not so concerned with hurting someone's feelings when constructive feedback is in order. Their coaching is clear, purposeful and delivered with straight talk and improvement in mind. "Here is what happened, here is why it needs to be fixed and here is what to do about it." They give the employee a plan of action. When the employee shows improvement or excels at an assignment, the manager gives appropriate recognition.
Building a link between themselves and their people is accomplished by creating real trust and effectively communicating. The manager's ability to increase productivity and achieve significant business results rests on getting the business unit to excel. People can be managed to excel but only where there is trust and a solid relationship. You can ask a lot of your team and individuals, if you have their trust. Whatever efforts a manager has to invest to build trust with each member of their team is worth the price. The pride and reputation that enures to the manager whose team is known for high-performance is worth it. Too many managers get so caught up in their day-to-day work and interruptions, they are not able to spend quality time building relationships. What do you think grabs the golden ring, the "director-manager" or the "relationship-manager?"
In order to create and maintain trust between all members of the team, each manager will need to take constructive steps to get to this level. The first is allowing employee control.Members of the manager's team want to earn, and be granted, freedom and empowerment over their work assignments. The manager has the right to expect that they demonstrate what they can do. Once this level of confidence is attained, people want to be in control. Next, having established their abilities, they want to be given opportunities to apply them. It will be this mutual trust that forms the cornerstone of the relationship. This process, and the implementation of these steps, rests with the manager.
The next skill set of utmost importance for the manager is to become even a better communicator. The manager is not the best judge of their communication skills. The employees on the team will be the best indicator. When delegating work effectively, the top manager-communicators are able to make each and every expectation and assignment crystal clear. They are specific. They use visual pictures to enhance communication, and they seek feedback on what they are expecting. They leave no room for misunderstandings and wasted time.
Employees actually do want to grow and improve at their jobs. If they do not look to get better, please get them off your bus. Opportunities, which the manager can provide the individuals on their team to get additional training or to improve their skills and knowledge, makes them feel connected. They are thinking,"my manager cares about my development and so I care about contributing more." This factor in team building can not be over-emphasized. People who are given regular opportunities for professional development become more committed to the business unit than those without opportunities. They see this interest in their growth as an indication that their manager is also a leader.
Great managers are great "coaches". This means being very focused on performance. They are responsible for the results of the business unit. They are strong coaches when confronting poor results. While they care about their people, they are not so concerned with hurting someone's feelings when constructive feedback is in order. Their coaching is clear, purposeful and delivered with straight talk and improvement in mind. "Here is what happened, here is why it needs to be fixed and here is what to do about it." They give the employee a plan of action. When the employee shows improvement or excels at an assignment, the manager gives appropriate recognition.
About the Author:
Mike can be reached at mdmoore.marketing@gmail.com or 513 520-7199; www.plan-delegate-manage.com. This article, Build Team Relationships to Delegate Effectively has free reprint rights.
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