When the topic “managing people” comes up, bosses, entrepreneurs and other business will usually wince and roll their eyes. Their feedback is usually that most available hires are unproductive, lack initiative, drive and in some instances are fraudulent. The list goes on about managing people. But permit me to say this; when an employee can’t do the work, the fault is often our own. Can we talk about a few areas?
CLARITY OF ROLES & EXPECTATIONS
Some organisations post generic job descriptions for instance. While some do not have a proper onboarding processes for a new hire. Is the new hire clear about his/her role? Even Ad-Hoc duties has taken some employees away from their core.
Expectations are usually not aligned regarding both parties. For example, a boss is thinking the new hire will grow the department with finite resources, while the new hire is expecting tools and support systems to equip him/her to get the job done.
Organisations should let the capabilities required to get the job done determine who gets hired, as opposed to only experience. Then they should ensure that the internal structures and ways of working should support the new hire. Don’t assume they know anything. Tell them everything.
THE TEMPERATURE IN THE ROOM
If you can feel it, then it’s probably there. Low energy, no motivation, apathy. If your team are not interacting or communicating often, therein lies a major problem. Communication plays a critical role in building successful teams. It affects the energy and performance level. Is everyone being carried along or your approach is just a top bottom?
AGAIN, IT ALL RISES AND FALLS ON LEADERSHIP
A domineering leadership can stifle communication, and cause disengagement. A subservient leader can allow dominant personalities run amuck. Leaders must strike a balance and bring members who ought to be talking to each other together. Continue to sought fresh perspectives in-house and outside the company. Encourage consistent but meaningful face to face meetings. Including cross-functional ones too.