Getting Your People To Produce

Automotive Manufacturing & Production, May, 2000 by Ted Pollock

As a manager, your value to your firm depends largely on the performance of those who report to you. If they get things done, you are doing your job effectively; if they do not produce, you are rightfully held responsible. To get them working on all cylinders, try this program:

Consider their feelings. Be calm and courteous toward them. Consider the effects on them of any decisions you make. Take into account their problems and do all you can to build up their pride in their work.

When necessary, throw out "the book." Judge people by results, not pat rules. If an unorthodox solution works and pleases those who use it, don't reject it out of hand.

Listen. The boss who knows his people comes to understand what motivates them. The fastest way to know them is to encourage them to talk freely, without fear of disapproval. Never dominate a conversation or meeting if you want to find out where your people stand.

Set objectives. Your people should have a sense of direction--where they're going, what they're doing and why.

For maximum effect, allow them to participate in the setting of work goals.

Demonstrate high expectations. People tend to perform according to what is expected of them. If they sense that you have confidence in them and expect a first-rate job, that's what they will usually try to deliver.

Ask for help. By bringing your people into the picture, you accomplish two important things: you give them a feeling of "belonging" and you help build their self-esteem. Result: they'll be anxious to work harder than ever. Just as important is the fact that they may well have good ideas that may never be utilized unless (a) you ask them for ideas, and (b) they are made to feel that you genuinely seek their help.