Ten ways to be a better boss

Automotive Design & Production, May, 2004 by Ted Pollock

What makes a "natural leader"? Why do some managers inspire top performances from their people while others can barely extract a grudging day's work from the people who report to them?

There is no one answer, but there is a general principle to which all effective managers subscribe: they realize that their main job is to get things done through people. All their efforts are bent toward that one goal.

Whether you are now in charge of one person or a hundred, you can profit from acquainting yourself with the tested techniques employed by successful managers in building alert, efficient, responsible staffs. Among the most important rules:

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Know your people and what is important to each. The continuous study of what makes them tick is a must for getting things done through people. Human motives and attitudes are important clues for the executive, and they can be determined only by careful scrutiny of every individual under you. Since security is the main drive in most people, giving recognition to the contribution of others and to their role in your company or department is a useful starting point in getting them to put forth their best efforts.

Of course, people vary widely in their other characteristics. Well-timed praise may spur one person to new heights of achievement, but it may only inflate another. The skillful manager constantly hunts for the right approach with each individual. For background, he searches beyond the office or plant. Since people's motives and attitudes are heavily conditioned by their personal situations, tactful drawing-out of subordinates can often supply invaluable information for understanding them.

Set a high standard for your organization. If you are irregular in your own work habits, late for appointments, fuzzy in expressing yourself, careless about facts, and bored in attitude, the people under you probably will be, too. On the other hand, if you set and live up to a high standard for the organization, in all probability they will be eager to follow your good example.

Be consistent. If you fly off the handle, you are likely to frighten subordinates into their shells. If you vacillate wildly in reaction, mood and manner, you will probably bewilder them. Neither pattern of behavior will win you their confidence and cooperation, which you must have to get things done. People follow only the leader whose course is steady and whose actions are predictable.

Delegate responsibility for details to subordinates. You are not doing your real job as a boss if you do not delegate because if you insist on keeping your hand in details, you discourage your subordinates by competing with them. Moreover, by doing everything yourself, you prevent your people from learning to make their own decisions. Sooner or later, the capable ones will quit and the others will sit back and let you do all the work. Show your staff that you have faith in them and that you expect them to do their best. People tend to perform according to what is expected of them. If they know you have the confidence in them to expect a first-rate job, that's what they will usually try to give you.

Keep them informed. Bring your people up-to-date on new developments and let them know well in advance whenever changes are in the offing. As members of a team, they are entitled to know what's going on. Give them enough information about conditions and events in your company and industry to let them see themselves and their work in perspective.

Give your people a chance to take part in decisions. When your people feel they have had a say in a decision, they are much more likely to go along with it cooperatively. If they agree with the decision, they will look at it as their own and back it to the hilt. If they don't agree, they may still back it more strongly than otherwise because of the fact that their point of view was given full and fair consideration.

Keep your criticism constructive. First, get all the facts, review them with those concerned and reach an agreement on them. Then be ready to suggest a constructive course of action for the future. When you criticize, concentrate on the method or the results, not on personalities. If you can precede the criticism with a bit of honest praise, so much the better.

Pass the credit on to the person who deserves it. Taking for yourself credit that really belongs to one of your people tends to destroy his initiative and willingness to take responsibility. Giving him fair recognition for what he does has a double benefit: he gets appreciation for doing a good job and you win the cooperation and support of a loyal worker.

Stop Procrastinating!

There isn't much good you can say about putting things off. The habit is costly in terms of missed deadlines, anxiety, shoddy work, and stress. If you are congenitally guilty of procrastination, you may profit from this list of don'ts:

1. Don't keep a copy of your favorite magazine within easy reach.

2. Don't place your desk in front of a window with an in interesting view, especially of people.