Board Converting News, February 13, 2023

Great Manager (CONT’D FROM PAGE 18)

cannot move beyond your prior expertise, you will not be an inspiring leader.” 6. Do you encourage employees to contribute ideas? The best ideas come from people on the front lines. Top managers encourage employees to develop and communicate new and productive operational techniques based on their experience. “You need to tap into the collective wisdom of the team,” said Frankel. “Creating an environment where ideas are appreciated, recognized, and rewarded will spark ideas that help the business achieve its priorities.” Encouraging worker contributions means going be- yond the company suggestion box. “Reinforce at every team meeting that there are no bad ideas,” said Frankel. “People will speak up only if they understand that they will not be punished for doing so, and that the company wants everybody's ideas on the table.” When the business comes up with a new goal, said

you have delineated. It’s better to discover any disconnect now than six months down the road. 5. Do you inspire your employees? Inspired employees work with greater enthusiasm and invent creative solutions to workplace problems. But how do you inspire someone? The task seems formidable and abstract. The secret is to look at the big picture. “The way to inspire people is to explain how the business service or product benefits employees, customers, and society,” said Rothman. “That will charge workers with the enthusiasm required to perform at peak levels of excellence.” Becoming an inspiring leader requires making a spe- cial effort to relate the goals of employee and company, Rothman added. And that means moving beyond the man- agement techniques one has employed in the past. “If you cannot get rid of what you previously used to do, if you

Frankel, throw it out to the employee pool and invite input. “Many managers are afraid to ask for suggestions because they fear they will receive unworkable ideas,” Frankel said. The fact is that employee groups tend to be self-correcting, and will reject ideas that are impractical. 7. Do you take a personal interest in your employees? Managers gain the trust of employees by engaging with them on a personal basis. “Any good manager communicates a gen- uine interest in the well-being of workers,” said Rothwell. “Doing so doesn’t require a face to face structured conversation. It can be a hallway interaction of a minute or less. It can be a brief talk in the break room, the cafeteria, the parking lot, or even online through direct messages.” Employees who trust their managers will not only work with greater commitment, but will also share information they might other- wise keep secret from fear that it could dam- age their status in the company. Suppose a valued worker is planning to leave for employment elsewhere. If they feel secure enough to share such information, the manager can take steps to improve the work position in a way that will keep the person from jumping ship. 8. Do you help employees rebound from per- formance shortfalls? Effective managers take the initiative quick- ly when employees fall short in their duties. “If someone is performing poorly, don’t surprise them at review time,” said Goruk. “Have an early two-way conversation.” Goruk suggests leading off with an open

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