Table of contents:
- Magic triangle
- Recognize needs
- Appraisal interview
- flow of information
- Community experiences
- Complete package of leadership culture
Video: Unknown Creature?
2023 Author: Hannah Pearcy | [email protected]. Last modified: 2023-11-26 11:39
If you as a manager know what makes your employees tick, you get better work performance and an ideal working atmosphere.
You are together every working day - but which boss actually knows what makes his employees tick? As a manager, you should know that. This has less to do with psychology, but more with the business success of the company.
The nice thing about craft trades is that you deal with people day after day. The difficult thing about craft trades is that you have to deal with people every day. That means: As in all service industries, the “goods” that one delivers as a craftsman are never perceived by the customer alone. When evaluating performance, hard and soft factors always come together at the client. Simple example: The wallpapering - that is, the actual performance - can be as precise as possible; If the customer did not feel well advised by the boss, the employees were grumpy or came too late, the perfect wall covering is quickly forgotten.
Exactly this human triangle boss-employee-customer is a very important key to success for everyone who wants to secure future orders through customer loyalty. As a business owner, it is difficult to exert an influence on the customer as such - but very much on his employees and their customer orientation. But to do this you need personnel who are not only technically good, but also fit your company in a human way and have good manners. But - where do the skilled and socially competent employees come from? Personnel development is the key word. It means discovering existing talents and strengths among the employees, promoting them specifically and as individually as possible. Through information and training measures. Through clear job profiles and regular feedback from the boss,whether the mutually agreed goals have been achieved. And through motivational measures - from verbal recognition through praising words to employee events. Promote the talents of your longstanding employees for the benefit of the company. And pay attention to new skills and social skills and readiness for customer orientation.
If you want to develop talent, you first have to get to know your employees - and above all find out what they hope for from their work. The topic "What does my employee actually want from my company?" Is unfortunately quickly dealt with for many company owners: "He should be happy that he has work." True, but it is not enough so that you can really achieve optimal results with employees. If an employee feels left alone, wrongly blamed, exploited, poorly informed or misunderstood, he becomes stubborn. He only does the bare essentials, is in a bad mood and leaves out his displeasure where the entrepreneur can use it least - namely with the customer. And that falls directly on the boss and the company. But don't worry - nobody asks youthat you put your employees in turn on the psycho-couch and hold hands. Because although everyone is different, everyone's needs can be reduced to a common denominator of five needs. Basic needs for everyone are existential things like getting enough sleep, eating and drinking. The second need is security and relates to integrity in life, work and enough money. Need No. 3 demands belonging and wants to experience community. Then comes the need for recognition - we want to be valued by others. And as the fifth field, at the top of the pyramid of needs is the urge for self-fulfillment, in which we want to live out our talents. The satisfaction bill is simple. The more of these needs are met,the happier a person is - and the more energy he makes available to you as an employee. The art of managing employees is to give the other three levels of need “food” with very pragmatic measures. A company fulfills the need of belonging if it strengthens the identification of the employees with the company through teamwork and regular meetings. You will meet the need for recognition if you do not ignore the praiseworthy, but rather say it - a “Well done!” Is sufficient. The need for self-fulfillment is met if you specifically promote further training and offer opportunities for advancement. A company fulfills the need of belonging if it strengthens the identification of the employees with the company through teamwork and regular meetings. You will meet the need for recognition if you do not ignore the praiseworthy, but rather say it - a “Well done!” Is sufficient. The need for self-fulfillment is met if you specifically promote further training and offer opportunities for advancement. A company fulfills the need of belonging if it strengthens the identification of the employees with the company through teamwork and regular meetings. You will meet the need for recognition if you do not ignore the praiseworthy, but rather say it - a "Well done!" The need for self-fulfillment is met if you specifically promote further training and offer opportunities for advancement.
Talk to your employees regularly, because the indispensable instrument of employee management here is the regular conversation that should take place twice a year. Formulate your personal expectations and tasks privately, take stock of what you have achieved so far and also practice constructive criticism.
It is just as important that you give your employees the opportunity to express their dissatisfaction and suggestions for improvement. An employee appraisal is anything but a cozy coffee break during working hours. It offers you the chance to get every single employee on track and to learn things about the employee and the business life that would otherwise remain hidden.
flow of information
Only those who know what is expected of them and who has all the necessary information can work independently and independently. So that you, as the company owner and your other managers, have enough time for the essential tasks, you should lay the foundations for the independent work of all employees. The first thing to do is to prepare a written job profile for each position. It shows what tasks and skills each individual has. Weekly work and project meetings are very useful within the teams. Only an employee who knows the context can assume his responsibility. If there are any new features in the company organization or if you, as a company owner, are particularly concerned about a grievance, please let your team know. Monthly appointments at fixed times with the entire workforce have proven to be just as effective as circulars for all employees or a notice on the “bulletin board”.
Motivated employees create a great atmosphere in the company and good customer contact. The basis for employee enthusiasm is that the corporate and management culture described above is lived. A Christmas party or a motivational weekend alone cannot motivate you - but community experiences are another building block that completes your management toolbox. For example, regular employee training at your company on technical topics or customer orientation, motivational events such as unusual company outings.
Complete package of leadership culture
Success and continuity are an inseparable pair - naturally also in the management of employees. Here a seminar, there an employee event and occasionally an employee interview - that will not work. In contrast, good foundations (such as guidelines and job profiles) and the regular use of the tools described create a real and sustainable basis. With positive results: A well-positioned team makes customers happy and increases the number of regular customers.