A new report says Gen Y managers are out for themselves.
Perhaps this is a new norm brought on by a shift in culture? Perhaps it’s the result of the often reported, toxic workplace? Maybe you’ve even seen such managers accidentally excluded from, or advised too late to participate in impromptu lunches?
Whatever the reason, managers cannot afford the consequences of branding themselves so negatively. Such a label or reputation will likely impede downstream career progress. Clearly, it’s just bad business to needlessly create adversaries and detractors where you work.
And, never forget: only one person is selected for that next choice job, but many are deselected in the process. So, why needlessly create obstacles for yourself?
The idea here is not to be everyone’s best friend. Rather the goal is to establish a network of collaborative colleagues, employees and associates who respect both you and your work.
If you are on the wrong path or could do better, there are some great suggestions, below. You don’t have to change your behavior overnight (likely causing inevitable suspicion), but rather move purposefully to a more enlightened and productive style.
Current business norms promote Engagement as the most effective way to establish the relationships you’ll need. Engaged employees and workers simply enjoy their work more and are more productive.
The path to engagement is straightforward and can be easily described. It requires you:
- Ask
Let people know you care about their opinions. Ask them about their concerns/ideas/issues. Lead with Questions to learn and then encourage them to offer their own solutions and approaches when they can. With this method you both Mentor and Coach your employees. Whenever possible, water-down the approach of telling people what to do and how to do it.
- Listen
If you are asking questions, you’d better be Listening. Obvious displays of attention are essential. Sometimes jotting down an occasional note during conversations (not obsessive note-taking) will convey the importance you attach to people’s points and opinions. How you Listen is important, too…
- Empathize/relate
A cornerstone of Engaging another person is Empathizing with their issues. If someone can see you truly relate to their concern they will feel your sincerity. Be sure your body language and attention mirrors an open, honest and appropriate professional respect for the subject.
- Help
There has to be follow-up and closure. Once you share ideas you must be prepared to follow up. Where you cannot, get clear, respectful closure and explain. Where you can and should follow-up, share how and what will happen. Allow people to engage in the follow-up whether by simply sharing information or practically participating.
Whenever possible always allow people to share in solving problems they’ve highlighted.
- Communicate/share
Everyone appreciates being kept informed of what’s happening and why. Share all information you can about the Company/Group and be responsive to subsequent questions. It’s often surprising just how much can actually be shared without compromising confidentialities and while still observing the need for essential discretion.
If in doubt about what to share and with whom: check and get back with people, later. Again, follow up.
- Promote
If someone in your sphere of influence does well, then highlight the accomplishment. Their success is the team’s (and your) success, too. Reward appropriately and above all Be Consistent. Recognize those things that matter and be generous. Celebration and Complements are invariably good things.
None of this is so difficult. Yes, it’s a little more work and sometimes requires some adaptation, but for much better results. And if your employees are then better engaged, likely so are you.
If you find yourself perceived as aloof and distant it’s likely time to make a change. It’s not hard to do; just employ the six-part process, above.
After all, an engaged workplace is a great place to be!
Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh