Collaborative People Management: A 21st Century View

Abstract

The study of the theory and practice of management is relatively recent. It began around 1900. It focused on, as it was called, "the human side of the business".

21st Century Demands

Today's people manager requires a very different approach: the manager must be collaborative.

I do not speak of a kind of "kindness" or "good". Interpersonal Relations "We have tried that, it has been found wanting, I am talking about managers and employees who collaborate effectively for the good of the business. company first

Part of the company

People management needs to improve business results, it needs to do it in a clear, precise and measurable way. employees "," to provide a satisfying and rewarding job "," to improve the personal and professional growth of employees ", or to do all these activities" good for employees "if favored and favored in the twentieth century [19659002] We need to recognize that employees are part of the resource we use to make our business successful – they do not do it, no matter how good they create interpersonal relationships, v Your company will never reach its full potential. As Ricardo Semler puts it: "They have to go home proud of their work."

It all starts with marketing

The sound management of people is the result of sound marketing. As my friend Bix Berry says, "Marketing is not everything, but everything is marketing". Your marketing needs to be precise, precise and clear. If not, your employees will lack a firm and clear basis for their performance.

Outstanding Marketing Depends on Two Essential Elements

• A Clear Business Purpose

• A small, very specific target market.

To put it in the jargon of the twentieth century; You need to know exactly "what company you are in" and your "ideal customer". Marketing creates the context for the Collaborative People Manager.

And remember what Peter Drucker said. He was one of the most respected management gurus of the 20th century. He said, "In what business am I? The question can only be solved by looking at the company from the outside: from the point of view of the customer and the market. "

If you can not define these problems with absolute clarity you can not expect your employees to help your business succeed. Your HR management needs to support your marketing position.

Staff Selection is the First Step

Employees are a resource. Like any other resource, you need employees who will give you the business results you want. This is the expectation that you have on the performance of your computer system. You can reasonably have some on the performance of your employees too.

Clearly, you need "good" people. Without them, you will not get the "right" business results. "It's up to you to decide, but you have to find them, and that's what your selection process should be designed for."

Before you begin your selection process, you must know exactly what you expect from each employee. You also need to make sure how you measure this performance to determine if the new employee is "doing the job".

There is no room for negligent, reckless or hasty selection practice in the 21st century. And the selection of staff must be focused on efficiency at work, spending time choosing new employees, not doing professionally without detailed analysis and preparation, which certainly can not be done in a hurry. You Can not Say What Any One Can

The Systems Are The Key

Here Are Some 'Words To Live' In The 21st Century

• The best thing a manager can do for an employee is putting systems in place.

• If your systems are poor, your employees will fail

• A mediocre system will always beat a good employee

That's what sets the Collaborative Manager apart. It is not "motivation", "interpersonal skills", "human resource development", "interpersonal relationships" or "understanding of human behavior".

These questions can be important. But your systems must lead to powerful business performance. All the "motivations" of the planet will not compensate for the mediocre systems.

Two key aspects of performance

The collaboration manager and his employees must know exactly what performance is expected. And they must also know very clearly if this performance has been provided.

You need performance systems and performance standards. A performance system is a way of working that ensures that employees achieve the specific performance the manager wants.

A performance standard allows you to measure whether the specified performance has been achieved.

I repeat: regardless of what was considered essential in the last century, the essence of 21st century people's management is: "If your systems are poor, your people will fail."

A Management Perspective of the 21st Century

Staff supervision is over. There is only one way to effectively manage your business. This is when employees are competent to responsibly manage all daily routines. It's a collaboration. And this can only happen when you have some excellent systems in place. Training is no longer sufficient. It has probably never been the case!

This is no longer a managerial job to involve closely in the work of employees. It's the responsibility of employees to manage their own work. If they can not do their job without your help, you can not do yours. The collaborative manager makes the contribution of employees to the success of the company as simple as possible.

And remember that the more successful employees are, the more they contribute to the effectiveness of the results. The more they know they contribute, the better their contribution.

It is remarkable to see how confident and accomplished employees are when they know that their job performance is both highly valued and clearly linked to the success of the company.

In the 21st century, it is the job of the director to create the conditions for this accomplishment. The skills of "amateur psychologist" are useless.

The 21st Century Team

This is an enigma. We recruit individuals in our companies. Once they are in the business, we measure their performance, at least in part, how well they work as team members. Except in very small businesses, each employee is a member of at least two teams.

We did not recognize this automatic membership of the team in the 20th century. We highlighted the "building" team. But the team exists. It does not have to be built. It exists. The team is the basic human unit at the workplace. "Team development" is much more than "team building".

We promoted an effective contribution from the team by emphasizing the strength of interpersonal relationships among team members. The basic belief was that people who "get along well" together would work together effectively. Proponents of this point of view seem to know little about the functioning of sports teams.

Realistically, close interpersonal relationships can adversely affect the effectiveness of the team. Maintaining a relationship between team members can become more important than the success of the team. This is especially likely when "What is best for the team?" threatens the relationship between members.

The Collaboration Manager accepts that close interpersonal relationships are the result of an effective team performance. They are not a prerequisite for this.

The Technology Contradiction

Dr. Tom Gilbert once said to me, "Leon, we do not live in the information age, we live in the era of data. "Unfortunately, managers often confuse data with information.

Today 's technology allows the collaborative manager to quickly and easily obtain valuable business information. must be careful not to accumulate data for pleasure It is easy to accidentally drown employees in data Confusion replaces clarity when data is taken for information

Technology also allows you to to specify your performance expectations in clearly measurable terms, and you can find out, daily if necessary, whether these expectations have been met.If necessary, you can take corrective action quickly and efficiently.

But there is a bigger advantage to effectively utilize modern information technologies. Employees can receive almost instant feedback on They can know how they are doing well frequently and easily.

In one of my corporate clients, they deal with car engine repairs with the help of thirteen workstations. Today's technology allows each operator to measure their own work. But it also means that they can evaluate operations on all other workstations. The entire repair process is integrated for "perfect" performance.

The collaboration manager understands how access to useful and valuable information can improve employee performance and, as a result, "job satisfaction". It also provides excellent opportunities for employees, both individually and as members of the team, to be responsible for routine performance without intervention or managerial intervention.

George Bernard Shaw's View

George Bernard Shaw is an Irish playwright who died in 1950 at age 96. Perhaps his most famous work is "Pygmalion". It's the story of how a professor of grammar and speech, Professor Henry Higgins, changes the life of a cockney flower girl by improving his speech and his accent. He accepted her into the higher spheres of British aristocratic society. He became the basis of Broadway's musical success, "My Fair Lady" by Allan Jay Lerner and Frederick Loewe.

Shaw simply says; "The difference between a girl and a young lady is not the way she behaves, it's like that she's treated."

The Director of Collaborative Staff understands this. Treat your staff as an adult, trustworthy, contributing to the success of the company. That's what you will get.

Treat them as lazy and difficult individuals without initiative or intelligence, what you will get

George Bernard Shaw knew what he was talking about. You will get exactly the performance you expect from employees. You have complete control of that. You must "design" a successful performance of the employee: do not hope for it as the result of well-meaning psychological parlor games.

Three key words

Many complicated big words invaded the management of personnel in the 20th century. They tried to summarize the management of people for the manager of the 20th century

They are obsolete now. The three words that matter now are

• Expectations

• Consequences

• Perception

Several years ago, I read this profound statement in a book on communication. It has been published by the American Management Association. Here's the statement: "In the end, what matters is not what people say, but what they accept."

Employees have expectations. They have consequences. They perceive all this based on previous experiences and how they feel affected by new or changed situations. The collaborating manager realizes that his expectations, consequences and perceptions can be very different from those of the employees.

The Collaborative Perspective

The 21st Century People Manager is a collaborative manager. He or she …

• People management is an integral part of daily activities. This is not an esoteric exercise in relationship building or "pop" psychology

• Knows that marketing success is the global context. People management will only really be effective in this context

• Accepts that successful staff selection is the first step. Staff Performance Starts with Personnel Selection

• Recognizes that systems are the key. If your systems are poor, your employees will fail

• See performance at work as the goal.

• Understands that in the end, employees must be fully responsible for all routine day-to-day business without management intervention

• Recognizes that effective interpersonal relationships at work are the result of a business relationship. effective management. team development is not a prerequisite for this. Each employee is a member of at least two teams

• Accepts that information is "data that we can use". Today's technology allows managers and employees to measure performance quickly and easily. It improves the self-management of employees.

• Learns people like George Bernard Shaw. That's how you treat employees who matter. You will get what you expect from your people. It's "engineering" that only managers can create and control

• Never forget the CEP: perception, expectations and consequences. They have a huge influence on the reaction and reaction of employees.

Conclusion

We began to study people management about a century ago. We have tried a lot of techniques since. It is time to reject those who are ineffective. It's time to become collaborative.



Source by Leon Noone

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