JUNE 2006
Forward-looking managers must recognise staff value

by Randal Godden, Chairman and CEO, at TEC South Africa
This article was first published in Real Business, a supplement to Business Day which appears on the third Monday of every month.

At a recent CEO group forum, one of the members recounted the following incident.

“Having recently visited one of my retail stores on a busy Saturday, it was interesting to note that my bookkeeper was actively involved with the cashiers even though she had resigned and was leaving in a couple of days. I arranged to have a cup of coffee with her and enquired why she was leaving. She had been an excellent employee in every respect. Her response was concerning; she was not leaving for more money or a better job, but, sadly, because she did not feel appreciated. Our management had not ensured that she understood the important role she played and that her contribution was appreciation. This was a major wake-up call.”

This incident sparked significant discussion on the importance of recognition as a motivational activity in business. Over the last few years, in particular, there has been a notable change in the need for people to feel recognised and appreciated. To complicate this situation further, many managers are task orientated and/or computer bound, which limits their ability to spend time interfacing with, and managing their staff.

In today’s business world, good managers need to have a sound emotional-intelligence understanding that is regularly practiced. In this respect, good managers incorporate the following behavior elements:
 

1. Demonstrate and expect behavior which exemplifies mutual respect
2. Listen attentively to their staff
3. Value input, and understand that staff have valuable insights and information.
4. Are trusted and respected by their staff
5. Balance praise and recognition with criticism (remember that the average person needs a balance of praise/recognition to criticism of about nine to one)
6. Coach rather then control
7. Regular personal interface
8. Engage with and empower staff constantly
9. Open and consistent communication
10. A clear understanding by their team of the overall purpose and contribution each member must deliver for the team to be successful.
11. Open to honest feedback even if it is challenging
12. Encourage out-of-the-box thinking
13. Not only the “boss” is allowed to have good ideas

While this may seem to be a long list of characteristics, it is the overall message and style which needs to be understood and practiced.

The fundamental style is one of involvement and respect that, when properly embraced, has two successful outcomes: firstly, employees are empowered and enriched and invariably become more effective; and secondly, the team has a far greater chance of success in achieving its purpose and planned outcomes.

A recent study in the US suggests the working populace can be divided into three broad categories:

- Totally engaged and committed (loyal and productive)
- Partially engaged (basically killing time)
- Actively disengaged ( discontent and openly disruptive)

The study revealed that only 26% are actively engaged, 55%, at best, partially engaged and 19% disengaged. It would be interesting to determine the statistics for South Africa.

Our prime function as managers is to achieve our purpose by building and managing an effective team. The old authoritarian style of management is becoming less and less effective. The new style is about effective management of people through involvement, recognition, understanding and empathy. While the skill can be learned, it requires consistent and regular interface with staff – individually and collectively. It does take a significant time commitment, but the results are extremely rewarding, and include enhanced efficiency and performance as well as high staff morale and a sense of self worth.

Ends