Performance & Hotrod Business - December '14

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96 n Performance & Hotrod Business n December 2014 By TimoThy F. Bednarz ONE MORE THING... A t a sporting event, cheerleaders are present for the single purpose of pro- viding support for their team. The same applies to the manager in the workplace. Once plans and programs are in place, it becomes the responsibility of managers to provide the support their employees need to achieve maximum results. The nature of most positions assumes that employees are self-managing and self- directing in the majority of their activi- ties. Effective managers now support and motivate their employees by streamlining policies and procedures and by removing internal barriers to their productivity. Efficiency and productivity are the means to achieving results, and managers need to make attaining them as easy as possible. This is achieved by providing the following: Attainable Goals One of the primary responsibilities of a manager is to ensure that their employees have realistic and attainable goals. This does not necessarily mean that goals are easy; rather, they should always stretch the employee's ability to grow. However, unrealistic and overwhelming goals and objectives are counterproduc- Supporting Your Team tive, because they frustrate and ultimately demotivate the employee. Managers should require that their own employees develop a series of smaller plans for the quarter, month, week and day, all linked to the accomplishment of larger goals. In this manner, managers help their employees stay focused on activities that keep them moving forward toward the accomplishment of their objectives. When realistic and attainable plans are in place, the role of the manager is to sup- port their employees' activities and keep them on track and focused on the results they need to achieve. Adequate Support Employees must be provided the nec- essary tools and resources to achieve the desired results. A lack of adequate support for an employee sends a mixed message and hurts motivation. During the heat of daily activities, employees need timely information, data and support in order to keep moving forward. When companies fail employees at these critical junctures, they are communicating their lack of concern for their efforts. This often undermines the investment in time and resources made by the worker. If it costs him or her meeting a par- ticular target or goal, motivation to work hard toward the next objective is elimi- nated. It is replaced with an, "If they don't care, why should I?" attitude. Once this attitude takes hold, it is difficult to reverse. Effective Skills Development Managers must ensure that their employees continually polish their skills, which requires providing quality training while monitoring an individual employee's performance to observe what skills are in need of refinement. When necessary, additional training and coaching may be required. Training should not be considered merely as a reward, but as a requirement if employees are to grow in their profession. Excerpt: Motivating Employ- ees: Pinpoint Management Skill Development Train- ing Series (Majorium Busi- ness Press, Stevens Point, WI 2011). To learn more about author and publisher Timothy F. Bednarz, email timo- or visit www. The responsibility of managers is to provide the support their employees need to achieve maximum results.

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