Get the best from your people

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Get the best from your team

Developing skills to get the best from your people

People are at the heart of any successful organisation. To lead them is a challenge, but there are tools and techniques to develop your people management skills.

Get the best from your people this way:

1. Focus on your integrity and manage the impression.
This is important in closely integrated societies who are inherently part of the social fabric. Reputation remains important as people need credibility to succeed.

2. Create a career plan.
It will help you make educated decisions to get the best from your people, along the way. It is important to plan leverage for rising opportunities.

3. Develop flexibility to cope with delays, challenges and expectations.
Rapid growth and ambitious aspirations in the workforce creates uncertainty, instability and stress, where your own flexibility is the key factor in supporting success and getting the best from your people..

4. The art of coaching to get the best from your people.
Helping people to learn, grow and progress is one of the most gratifying roles of a leader. This is crucial where on-the-job development is important, and with the increasing demographic of Generation Y. They value and thrive in a coaching style of leadership.

5. Influence without formal authority.
Coaxing and convincing people of your ideas, help build your reputation and credibility. The limits of formal authority are known. A true leader has willing followers. Influencing is a critical skill in project-based organisations and to Generation Y, who become responsive and involved through influence rather than dictation.

6. Use good facilitation skills.
Like influencing, as a leader you must efficiently engage others through effective facilitation methods which reveal your thoughts, ideas and perspectives.

7. Know what motivates and demotivates.
Create a working milieu that makes people feel empowered and motivated. This can be very challenging if there are diverse needs and inspirations.

8. Clarify the performance you expect and know what is expected of you.
Clear goals and objectives are crucial to know what the aim is. The key to effective performance management is gathering feedback. Prevent conservation of a quality relationship over confronting a difficult performance issue.

9. Deal with conflict and confrontation.
Innovation is crucial to manage the competitiveness between public sector services and private sector. The conflict in the different perspectives is a key part of the process.

10. Understand relational intelligence.
Effective relationships are an essential currency for successful teams and organisations. Relationships should be valued as little is achieved without it.

11. Recognise resistance of change and the reasons.
Develop methods to deal with the inevitable change that is part of business life. Leaders must be ‘change literate’ to guide their people through constant change.

12. Be aware of potential de-railers.
Derailment is getting knocked off course or not achieving what was expected. Be on the lookout for this and help your team to understand what might go wrong.
Many leaders’ careers overturn because they are not aware that altered skills are required at various stages of their careers.

13. Be appreciative.
Show your appreciation and thank people for contributions. This common courtesy will build your reputation as a leader. Appreciation creates positive energy and engagement. People respond best to optimistic situations.

14. Understand psychology.
Combine this with humility and resilience. It may not be easy, but it will be an interesting journeys.

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http://www.changeboard.ae/

This article originally posted on http://www.dial-direct.co.za/ and reposted here with permission.