Worldwide, managers and supervisors struggle and strive to lead their workers in such a way as to maximize their effectiveness and efficiency, even delving into the most nuanced and specialized branches of managerial science in order to figure out just how to get the best from your employees.
Workers present an interesting challenge because every single one is different, each being a human being that has their own unique combination of traits, characteristics, talents, desires, knowledge, ambitions, and other areas. This is absolutely a key point to understand in the quest for discovering how to get the best from your employees, since the same motivational tactics will not work on people with varied wants, needs, and concerns. Thus, the secret of how to derive the biggest return from workers hinges on a few key ideas.
The importance of knowing workers on an individual level cannot be overstated, and is one reason why the classic flowchart model is still in mass use, with such standards as limiting the amount of underling any supervisor has and ensuring that the managerial tree has many branches. While it may be okay for someone to have a few hundred people under them in a large processing plant or other systematized environment, they will still struggle to gain the most from their employees and will have to settle for an average output. In order to get the best from your employees, you must understand them on an individual level, and thus learn keen insights into how to motivate each one as is best for them, and the true ambitions that each one is aiming for, thus using those sights as a better incentive. This can seem like office politics and underhanded tactics, but in reality, it is a reflection of the ways people improve their relationships in the world outside the office as well.
Although it is true that a “boss” figure should not be seen as a sort of “best friend” to his or her subordinates, the opposite is still also true, that a manager should not position himself or herself as an overbearing, horrific, “worst enemy” character in the office environment. In order to find out how to get the best from your employees, open communication (meaning two-way communication, both to and from employees) is integral to success. Open communication allows concerns to be discovered, needs to be addressed, office relationships to form, peer groups to grow in trust, and many, many other benefits, both quantitative and intangible. Although it is certainly possible to over-communicate, very rarely is clear communication a bad thing.
Once employees have been spoken to, listened to, and gotten to be known on an individual basis, then privileges, responsibilities, and other items can be granted as deemed appropriate and wise. For smaller offices where few workers must master a broad range of responsibilities, this may mean shifting the accounting responsibilities between two people, or moving all of the marketing and promotional tasks to one person who seems like she would be gifted at them. For some workers, gaining more responsibility may be a wonderful opportunity to contribute much more powerfully to the company, whereas for others, trimming a few responsibilities will actually enable them to focus and specialize on what they are passionate about. Making these choices well will not be impossible until these workers are known and communicated with.
Ultimately, the issue of how to get the best from your employees will exist as long as business does, and as long as new generations of management staff try to properly oversee their workers. With a good mix of common sense and workplace professionalism, the obstacles of management can be overcome in order to better face the obstacles of doing business.