Managing in an Era of Uncertainty - Part IV

Everybody's life and work got much harder this year. All around us is the disturbing news of continuing dangers at home and war abroad. We are all cherishing our friends, families, and freedoms with renewed fervor, and trying not to fear that the very worst could happen again. As the troubled economy catches up to most of us, some workers have lost their jobs while others worry they could be among the next downsized. Many are re-budgeting for the holidays because their employers cannot pay end-of-year bonuses in 2001. And every day at work, the pressure is on-every one of us is expected to do more with fewer resources and greater anxiety.

Most of us, nonetheless, are hustling double-time to do more work smarter, better and faster. Just about all of us these days need more guidance, motivation, feedback, and support. For that, we often look to our immediate managers.

Here is the typical manager's situation right now: Senior executives are breathing down your neck telling you to increase productivity and quality. You need to focus your team on getting all the work done today, tomorrow, and next week. Every day you try to steer every person's performance toward concrete deliverables and clear deadlines, hold everyone accountable, offer advice and make lots of tough calls. But it's not enough to provide direction. You must also provide strength and inspiration.

When confronted with this burden, people in supervisory positions often tell me, "That's just not me. I am good at my job and I can help people get their work done. But I cannot be a source of strength and inspiration." You can and you must.

If 2002 is the year we all bounce back, then every single manager will be a critical lynchpin. How can you prepare?
(1) Before the end of the year, interview each of the employees you supervise directly. Ask each person four questions: What has been your best moment working on this team? What has been your worst moment working on this team? What is your greatest hope for working on this team next year? What is your greatest fear about working on this team next year? Listen carefully to each response. Be silent until you get a genuine answer. Give each person 20-30 minutes. Take notes after each interview.
(2) In 2002 start every week by reviewing the notes of your interview with each person. Think about what motivates each person. Use it.
(3) In 2002 meet with every person on your team at least once a week to review goals and deadlines, concrete achievements, and, once in a while, hopes and fears.

Next year, when you interview each employee again, see how much you've grown as a source of strength and inspiration, and, as a result, how much this has increased productivity.  

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Managing in an Era of Uncertainty

One of Bruce Tulgan's latest presentations, Managing in an Era of Uncertainty, offers management solutions based on seven years of research inside dozens of world-class organizations. For more information, please contact Mark Kurber via phone (203.772.2002 x110) or email.