Interpersonal Business

Vol. LIV

Dear Manger,

The “Tenured Associate,” who establishes their own standards and expectations relating to their performance, may feel there is very little to learn from their manager… they have heard it all before. The “Veteran Associate” may feel that just when they’ve finally arrived, someone has thrown them a curve. The “Apprentice Associate” is simply trying to stay above water, surviving the sense of being totally overwhelmed. How do we manage from so many perspectives?

BUILDING BLOCKS

Individuals we manage have established their own set of lessons, thus forming building blocks. Each block represents a unique set of personal experiences, making each different heights, weights and measures. Given the diversity of these blocks, things that may be obvious to one can be a foreign language to another. Management’s job is to look beyond the surface in determining each individual’s needs and current skills. All too often, managers try to teach third year French to first year students. Parlez vous Francais?

Think of this in terms of the selling process. Have you ever participated in a sales presentation with a technically skilled sales person who was absolutely talking over the head of their intended customer? All ability to make the sale had been lost.

When working with a “Big Buyer,” we know we are dealing with someone who expects a fast pace, total preparation, and the ability to quickly get to the bottom line. Time in front of them is limited; our presentation and professional skills will be tested to their limits. By afternoon, we may be working with a buyer for whom an appointment is a social occasion! The esthetics of your presentation now become paramount, not to mention allowing time to get you caught up on their family, upcoming vacations, and local gossip.

Similar to using a different presentation style for these two customers, it is our responsibility to adapt and adjust to the needs and capacities of those we manage. Read this sentence just one more time, as it is a very difficult challenge! How do we reach this goal? There is only one way, and that is with effective questions and highly developed …

LISTENING SKILLS

Who doesn’t enjoy hearing the sound of their own voice? Now is not the time! As managers, it is time to truly listen to the objectives of those around us. In total, we are here to promote personal growth for ourselves, and for all members of our organization. Few would suggest that personal growth is not important to all of us. In other words, this is a common objective and language for all of us. We must fully understand the goals and objectives of those we manage. All too often, management fails to…

ASK ALL THE QUESTIONS

Managers are responsible for creating organizational objectives for those they manage, just as they can expect those around them to develop their own form of objectives. While both “yours” and “theirs” have merit, “theirs” will consistently reach the finish line long before “yours.”

Review each individual’s short term objectives, asking them to document their thoughts by first developing a set of plans for the following six months. As with any plan, the most difficult step is the first one. Collectively determine what the first step will be, and the time line for its
implementation.

Showing your own commitment to personal growth, share your own short term objectives for the organization. Highlight specific areas that are important to you, and explain the steps you are taking in meeting the needs and expectations of the whole. Frequently, those we manage do not understand the dynamics and responsibilities of “exactly” what management does. Now is the opportunity to share some of these thoughts and challenges.

The third step in this process is the one we foul up the most. FOLLOW UP holds the key to any successful conclusion. Often management does a great job of establishing the foundation for growth, only to drop the ball on its implementation. Weeks and months pass without any accountability.

What signal does this send? It suggests that we were never serious to begin with, that we never really cared. Once again, we were simply going through the motions of “what managers are supposed to do.” Don’t look now, but this is what many expect will happen. In this scenario, lack of sincerity breeds lack of support for organizational goals. FOLLOW UP, FOLLOW UP, FOLLOW UP!

THE DREAM MAKER

Once the short term goals have been established, take a look at formalizing some of the long term goals. We all get trapped in the now. Sharing extended objectives will not only establish a foundation for the present, it will often help to focus on the innermost dreams we all aspire to.

All of us are looking for “the formula” to improve our quality of life in the years ahead. A reduction of the day-to-day pressures, the pace, and financial stress, are on the top of all of our lists. What scenario and set of circumstances will create this reality? Is there a blueprint that can retain or improve our well-being while reducing a portion of today’s burdens?

We can all work very hard in the now, as long as there is faith in a better life in the future. This is where the language skills and mutual understanding become one for all parties. By knowing and supporting another’s dreams for the future, we just may be creating a greater sense of urgency to achieve the now. Rather than dancing around different perceptions and interpretations, find a common language that all will understand. There can be no greater success than in following a collective vision toward a dream.

Warm Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM