Ten commandments for managing people - Security

Computer Technology Review, Jan, 2004 by G.A. "Andy" Marken

People are the most valuable asset of any organization. And if you manage this asset properly it can produce exceptional results for you and your company. Here are the ten commandments to better management:

Don't get into a rut thinking there's only one right way to do a job. Judge by results rather than how the task was accomplished

Don't expect everyone to be the same. Don't look for clones of yourself as it can only limit the organization's growth potential. Surrounding yourself with people who think and perform like you may be an ego boost but diversity can produce a more well-rounded organization and a multi-dimensional, multi-faceted firm.

Don't give a lot of criticism. Very few people take criticism well. If the only input they receive from you is critical, they soon stop trying to excel. Expect people to do well. When they do, praise them for their efforts and their performance.

Don't isolate yourself. You're the manager. You can't be effective at the job behind closed doors. You can't hide behind voicemail, memos or e-mail. Make yourself available and accessible when your staff needs your ideas, input and thoughts.

Don't wait until the project is completed to give your feedback. It doesn't mean you have to constantly look over the employee's shoulders, but check in periodically. Make certain the individual is on the same wavelength as the company's goals/objectives.

Don't expect your staff to perform poorly. Expect people to be equal to the task, to perform in an outstanding manner and to produce the target results. Believe they are competent. Most of the time, trusting in their ability to deliver will produce the desired results.

Don't forget to tell staff members about your expectations, priorities and deadlines. People don't know if you don't communicate. Spell out the entire task. Setting goals, priorities and deadlines in your mind is not the same as telling people.

Don't do performance appraisals only once a year. Evaluate performance informally on a regular basis. Talk to employees about what they're doing, the problems they are experiencing, the areas they need to focus on improving.

Don't be an autocratic leader. In yesterday's assembly lines performance was mediocre, at best, because people were told to punch in, do a job and punch out. They quickly settled into that mode, producing little value to the organization. When people were told to make the job their own, the change in attitude and results were spectacular. Ask employees for their input and suggestions, as well as their concerns and difficulties.

Don't push people to their limit. Don't expect them to function well over a long period without ample resources. People can give 150% when necessary. But even the best and the most dedicated individual can't do it on a consistent day-in, day-out basis. After extended periods, the mind and body shut down. Sometimes they need extra hands and minds. Give them the extra time, information and people they need to do the job properly.

The ten commandments of managing won't ensure that you'll always get and retain the best people. It does mean that you'll have a better shot at developing a solid team of winners who will produce for your organization, regardless of how long they stay with you.

G.A. "Andy" Marken, president of Marken Communications, can be reached at:andy@markencom.com