Especially for individuals who have started a business and end up hiring employees and becoming managers, here are five simple myths of managing that will help you turn around the way that you supervise your employees.
These are rules for a better game, and they're likely to produce better behavior. I believe many organizations would be far better off if they simply (that's not to say easily) took a hard look at the game they're playing now, and changed the rules to ones like these.
Santa Clara professor Terri Griffith has published her first book, The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive. I sat down with her to talk about the book and the motivations behind writing it.
Building a coalition of the passionate and idealistic people within the organization is not enough -- in fact, it can be detrimental if people see your cadre as a band of zealots rather than committed and dedicated business professionals.
The human brain is an extraordinary information processing system. It is brilliant at executing certain tasks, particularly physical tasks that can be codified like playing an instrument or driving a car.
We all know them -- the people in your office who are engrossed with social networking. They often become a nuisance if they are not reigned in in some capacity. Yet, they may be paving a powerful path, that with guidance can introduce real value.
People who are praised for being smart "don't want to risk their newly minted genius status," and that fosters static, rigid organizations. Praise for effort keeps people engaged and willing to work hard.
I believe in stripping out layers. Relentlessly. Find new and productive things for the middle managers to do. If they are really still useful, they should be good individual contributors at a senior level.
It worries me to think that we turn a blind eye when people appoint themselves center of the universe. It only takes one of them to disrupt an entire group that would otherwise function well and harmoniously, not to mention more productively.
In order to be effective, managers need to see the difference between deserving respect and earning it, because motivating someone has nothing to do with position and title, but rather how one behaves -- period.