Now, let’s take this philosophy we have been discussing and place it into a practical ontological management approach. That is, how do we manage (or I would prefer to say and mean “coach”)
people so that they choose to embrace their job willingly, wholeheartedly and happily choose to be effective. Note that these next few comments are generic and not all encompassing though I think you will get the point.
1. Know How to Communicate & Motivate Your Team As a manager and leader, you must be aware of what your goals are and how you are getting there. This starts with knowing how your team prefers to think and operate so you can directly utilize their potential to move goals forward. This may take you some time to engage but it is well worth it. At WindRiver Strategies we use Emergenetics as a diagnostic tool to understand how Conceptual, Social, Structural and Analytical people are motivated. Take these examples:
- Trying to understand a big-picture idea is going to be a great experience for a Conceptual thinker, but those who have Analytical preferences may find themselves needing more data.
- More Social team members will need information on how goals relate to the people involved. Structural, process-driven thinkers will need a distinct plan.
- Do your team members leave your meetings inspired…up…scared…unclear?
- How does your group function as a team? Are they on each other’s side or are they pure competitors even with each other
- Does everyone clearly know their goals? Did they participate in designing their goals? Did they choose them or were they subjectively assigned?
- Are you a resource for your team? Do you have their “6” and they know it?
NEED A SPEAKER?
Next Article in the Series Creating a Workforce (Part 4a...Psychology 2: Choice…Increasing Productivity through Choice and Collaboration)
2. Be Clear About Your Expectations Your team’s achievement of goals begins with clarity around expectations and performance. That clarity is on you…how you communicate your needs is pivotal. In our WindRiver Strategies’ Coaching approach we score three Behavioral Attributes: Expressiveness, Assertiveness and Flexibility. Let’s take Expressiveness as an example
and see how an outgoing leader’s communication style might affect team members.
- A gregarious manager may be very comfortable taking charge and stating a point, but could run the risk of being overbearing to more quiet employees.
- On the other hand, a typically quiet manager who excels in one-on-one conversations may need to push more as an “out-in-front” leader from time to time.
Have you thought about doing a 360 review on yourself lately?
3. Resolve Interpersonal Problems In fact, live resolved every day. People can become very frustrated with themselves, their managers and their coworkers if relationships are strained. Frequently, people are not outrageously mad at others but tend to live with a low grade fever that compromises their enjoyment and, therefore, effectiveness at work. Resolving conflicts is dependent on
understanding who would work best together and how they would work. Here is an Emergenetics example. (You may want to hit the links to understand more about Emergenetics.) Try this cognitively diverse, WE (Whole Emergenetics) team approach:
- Match employees from different ends of the Flexibility spectrum—those who prefer definition will present the rationale for staying the course. Those who welcome change will look to find different, improved solutions.
- Interpersonal issues can fade with mutual respect…link employees with a Conceptual and Analytical thinking style—big-picture, ROI-driven and visionary—with concrete, Social and Structural thinkers—focused, process-oriented, collaborators. The results are a more holistic, well-rounded and morale building approach to resolving conflict but also building team,
inspiring innovation, increasing motivation, owning goals...
Some of us just insist on functioning at 125% for as long as we can.
Coming Next…Psychology 2: Choice…Increasing Productivity through Choice and Collaboration
Creating a Workforce That Willingly, Wholeheartedly and Happily Chooses Effectiveness (Part 1)
Other Related Articles
"Highly Productive, Stress Reducing" Approach to Organizational Development
Adopting and Adapting to the Virtual Workforce by Mark Miller, Emergenetics (Part 1)
Adopting & Adapting to the Virtual Workforce (Part 2) by Mark Miller, Emergenetics
7 Steps to Make Your Meetings Count
Achievement Through Performance Advancements
A Collaborative Workforce Starts with Collaborative Leadership
Contact WindRiver Strategies at 678-608-5416 or email firstname.lastname@example.org