Winners Above All Else Have Much Higher Self-Awareness

A healthy mindset, adaptability, integrity, and greater awareness are just some of the traits commonly shared by winners... 

Winners have a greater sense of awareness.  This comes from various traits of winners that include:

 Eagerness to learn, constantly adding to their knowledge, through insight, experience, judgment, and feedback.  They play on their strengths while avoiding errors and correcting weaknesses.  They believe in the truth and having high integrity.

 Honesty with others and themselves.  If something feels wrong, ask yourself why?  Is it a moral, ethical, or pride issue?  Realize that things that may be right also come with great pains, conflicts, and struggles.  Abraham Lincoln exemplified this plight when he abolished slavery.  The very act took us into civil war.

 Sensitive – more tuned-in and energized by natural highs

 Open-mindedness – all things are relative

 Mindset that all people have equal rights to fulfill their individual potential

 Recognize that individuals are unique.  Each individual has a unique sound frequency (voice-print), DNA, fingerprint, and eye print.  With the spike in identity thefts, biometrics has become a booming business.  No other individual on this planet has the same biometric information as we do.  It is a bad day to be a criminal.

 Adaptability to sensory bombardment and changes.  The explosion in technology has everyone absorbing more sensory events than ever before.  This includes the Internet, computers, Ipods, Palm Pilots, new software, cable T.V., streaming video, etc.

 Ability to understand their own relationship to their environments and the many events and people that interacts each day.  A manager must be able to see the total scope of operations, making sure that all pieces are coming together efficiently, and that the end product is as good as it possibly can be.

 Ability to relax and cope with the trials and tribulations of everyday life, without needing drugs.  Find a healthy stress level for yourself and learn to operate within it.  Learn to view stresses as normal.

 Mental toughness (strength of character) when dealing with failures and adversity.  Winners adapt to and view normal corrective feedback as a tool to stay on target.  Their experiences with failure and adversity, when properly handled, develops a feeling of immunity in us against anxiety, apprehension, depression, and other adverse responses to stress and pressure.

Winners follow the message embedded in the serenity prayer.  The serenity prayer states, “God grant me the serenity to accept things I cannot change, the courage to change the things I can, and the wisdom to know the difference.”  I grew up with a plaque of the serenity prayer hung above my bed.  I read it at least once each night and it has stuck with me.  It is a constant reminder and comfort to me when I’m struggling with something I can’t control.  Winners remove things that are negative influences and where they can, change things for the better.  Winners adapt and adjust to negative influences when they cannot be changed or removed. 

Managers Must Utilize Every Tool In Their Toolbox To Succeed

Any information that contributes to an efficient and productive operation must be readily digested and analyzed.  The numerous variables that are involved must be studied and understood from end-to-end.  It's much easier to connect with employees when you have an understanding of the process and and can articulate their value to its success.

A supervisor is responsible for finding the inefficiencies or problems in workflows, monitoring production processes, quality, supply chain, inventory, manufacturing, and a host of other operations.  Ultimately, the success of the company rests with supervisors, their employees, and the efficiency of their operations.  Supervisors attempt to fine-tune operational processes to be more efficient and profitable for the company.

Supervisors use tools like performance measurement, flowcharts, best practices information, and benchmarking.  These tools help determine where the problems are and the best methods to correct them.  Technology is changing at a phenomenal pace and what is new today is gone tomorrow.  To keep pace, supervisors must always be looking to upgrade their computer skills along with their managing skills.

Supervisors break down every process, analyze it, and make it (and its final product) better.  The universal goal is customer satisfaction, achieved through improving quality, efficiency and ultimately reducing costs for everyone.

I always looked at every operation with an eye towards tweaking it a little and making it more efficient.  If any time could be saved, even mere minutes, I would make a change.  It not only saved time, but employees got the message that we needed to be looking everywhere to become more efficient.

The key to making things work successfully is the supervisors’ ability to enlist the efforts of his or her employees.  Motivated employees will produce more with higher quality; have fewer accidents and better attendance.  The most critical characteristic of a successful leader is the type of relationship he has with his or her workers, peers, and bosses.  Because of its degree of importance, relationships will be discussed in length in following chapters.  Positive relationships are built on trust, integrity, honesty, listening, fairness, and the belief in one another.

To Manage Well - Do What Successful Managers Do

Nothing will help your road to success as much as studying the habits of those that already have.  Building upon available knowledge gives you the foundation for success.  From that foundation you will find your own identity and characteristics.

How do you learn all the tricks of the trade involved in leadership without spending the years suffering the pains?  Quite simply, you learn from those that took that very route.  Thanks to their trials, errors, and successes, you can avoid many of the barriers they encountered and propel yourself upwards much faster.  When you run into problems, you will know how they handled a similar situation and how they fared.  This allows you the advantage of insight.  You accelerate your progress by learning from those that have the experience, characteristics, and attitude that successful leaders and winners of life have.

Successful executives at mid and high level positions learned the majority of what they know from their initial supervisory position.  This book delves into the minds of many successful leaders at various levels, but particularly the initial level.  Experience at the initial level helps form your managing style.  If you want to succeed as a leader and many other aspects of life as well, you need to learn the secrets used by other successful managers.

“Leaders must invoke an alchemy of great vision.  Those who do not are ultimately judged failures, even though they may be popular at the moment.”  Henry Kissinger.

Effective managers know how to maximize the efforts of employees and the means available to them (equipment, processes, etc.).  More importantly, they know how to maximize their own efforts and that of their employees.  They maintain a long-term vision of the desired direction, while working through day-to-day operations.

The greatest common denominator of all great people is their commitment to living a moral, value-based life.  Strict morals (honesty, integrity, character, etc.) allow a person to avoid the pitfalls that befall so many men and women.  Successful people know that doing wrong, immoral things are paid for thousands of times.  Your conscience becomes ridden by guilt and you suffer a dear price.  Continued denial of wrongdoing furthers your erosion of character.  Others can see what you so desperately try to keep hidden and begin to question your character.  Strong moral values expand your influence while immorality restricts.

From book, "Strategic Insights - Managing By The Book" by Marvin Pirila

Bible And Christian Links To Great Sites

"Men are instruments in the hand of God, employed by Him to accomplish His purposes of grace and mercy. Each has his part to act; to each is granted a measure of light, adapted to the necessities of his time, and sufficient to enable him to perform the work which God has given him to do." Excerpt from "The Great Controversy Ended...A Glimpse into Eternity"

http://www.accreditedschoolsonline.org/online-degrees/bible/

http://www.biblegateway.com/
https://www1.cbn.com/
http://www.accreditedschoolsonline.org/online-degrees/best-online-masters-in-theology/
http://www.faithwire.com/wires/news/
http://www.onlinebible.org/:  Online Bible site for Europe.
http://www.onlinebible.co.uk/:  Online Bible site for United Kingdom
http://www.answersingenesis.org/:  Answers in Genesis
http://www.online-bible.com/maconlinebible.html:  Source for Online Bible Macintosh material.
http://www.gospelcomics.com/:  He Lived Among Us Comic Book.
http://www.olivetree.com/:  Olive Tree Bible Software for Palm and PocketPC Handheld Computers.
http://www.christianity.com/intothyword:  Into Thy Word Ministries, teaching people how to study the Bible.
http://www.online-bible.com/:  Source for Online Bible material.
http://www.scourby.com/:  Alexander Scourby narration of the KJV Bible.
http://www.songshowplus.com/:  Program for displaying songs, scripture, sermon notes, etc.
http://www.softwareforworship.com/:  Home page for Sing And Read software.
http://www.ubdavid.org/:  Free Bible studies correspondence program for young people.
http://www.apronus.com/biblesearch:  Search engine of the King James version of the Bible.
http://www.christianbook.com/:  Christian Book Distributors of Peabody Ma.
http://www.biblekeeper.com/:  A free online database of the Bible in several languages.
http://www.stempublishing.com/:  The collected writings of 20 'brethren' authors, history, etc.
http://www.bibles-for-the-world.com/:  Free resource to read and study the Bible online.
http://www.christianconcourse.org/:  Christian Concourse--that they be one as We are One.
http://www.isearchbible.com/:  Bible online Bible Study Tool.
http://www.torahclass.com/:  Torah teaching, Old Testament studies.
http://www.seekingchrist.net/:  A many featured Baptist source for the things of Christ and His Word.
http://www.123greetings.com/:  Religious Easter Ecards From 123Greetings.com
http://www.freebiblecommentary.org/:  Online verse by verse Bible commentaries (over 6,000 pages).
http://freeonlinebible.blogspot.com/:   Bible Surf - Free Online resource made for Christians by Christians.
http://www.godsminute.com/:  Daily Devotions, Free Weekly Bible Study.
http://www.christianity.com/:  Bible Study Tools to create personalized Bible Studies.
http://www.dibs.org/:  Bible college and seminary which offers biblical studies.
http://www.hlminc.org/:  His Love Ministries.
http://www.christianbooksbibles.com/:  Christian resources distributor online on Christian materials from leading publishers.
http://www.amazingbible.org/:  A mega-site of Bible, Christian & religious information & studies, doctrine, news, prayer, prophecy, sermons, spiritual warfare.
http://nobelists.net/:  50 Nobel laureates and other great scientists who believe in God.
http://www.biblerhymes.com/:  Bible stories in easy and fun to read poetry featured as hardcover and interactive online books. Also games, forums, and much more for all ages!
http://www.thebaptistpage.net/:  General interest Christian site with a Baptist twist. Includes Bible translation info, downloads, & more.

Thomas Jefferson On Differences Of opinion

"In every country where man is free to think and to speak, differences of opinion will arise from difference of perception, and the imperfection of reason; but these differences when permitted, as in this happy country, to purify themselves by free discussion, are but as passing clouds overspreading our land transiently and leaving our horizon more bright and serene." --Thomas Jefferson

The Benefits of the Exchange of Information and Opinions

"Nothing but good can result from an exchange of information and opinions between those whose circumstances and morals admit no doubt of the integrity of their views." --Thomas Jefferson to Elbridge Gerry, 1797. ME 9:385

"Men, according to their constitutions and the circumstances in which they are placed, differ honestly in opinion. Some are whigs, liberals, democrats, call them what you please. Others are tories, serviles, aristocrats, etc." --Thomas Jefferson to William Short, 1825. ME 16:96

"In every country where man is free to think and to speak, differences of opinion will arise from difference of perception, and the imperfection of reason; but these differences when permitted, as in this happy country, to purify themselves by free discussion, are but as passing clouds overspreading our land transiently and leaving our horizon more bright and serene." --Thomas Jefferson to Benjamin Waring, 1801. ME 10:235

"I am myself an empiric in natural philosophy, suffering my faith to go no further than my facts. I am pleased, however, to see the efforts of hypothetical speculation, because by the collisions of different hypotheses, truth may be elicited and science advanced in the end." --Thomas Jefferson to George P. Hopkins, 1822. ME 15:394

"One sentence of [M. de Buffon's] book must do him immortal honor: 'I love a man who frees me from an error as much as one who apprehends me of a truth, for in effect an error corrected is a truth.'" --Thomas Jefferson: Notes on Virginia Q.VI, 1782. ME 2:72

"By oft repeating an untruth, men come to believe it themselves." --Thomas Jefferson to John Melish, 1813. ME 13:212

"I have learned to be less confident in the conclusions of human reason, and give more credit to the honesty of contrary opinions." --Thomas Jefferson to Edward Livingston, 1824. ME 16:23

"The known bias of the human mind from motives of interest should lessen the confidence of each party in the justice of their reasoning." --Thomas Jefferson to James Ross, 1786. ME 5:323

"All know the influence of interest on the mind of man, and how unconsciously his judgment is warped by that influence." --Thomas Jefferson: Autobiography, 1821. ME 1:121

"The moment a person forms a theory, his imagination sees, in every object, only the traits which favor that theory." --Thomas Jefferson to Charles Thompson, 1787. ME 6:312

"I see too many proofs of the imperfection of human reason to entertain wonder or intolerance at any difference of opinion on any subject, and acquiesce in that difference as easily as on a difference of feature or form, experience having long taught me the reasonableness of mutual sacrifices of opinion among those who are to act together for any common object, and the expediency of doing what good we can when we cannot do all we would wish." --Thomas Jefferson to John Randolph, 1803. ME 10:436

"Differing on a particular question from those whom I knew to be of the same political principles with myself, and with whom I generally thought and acted, a consciousness of the fallibility of the human mind and of my own in particular, with a respect for the accumulated judgment of my friends, has induced me to suspect erroneous impressions in myself, to suppose my own opinion wrong, and to act with them on theirs. The want of this spirit of compromise, or of self-distrust, proudly but falsely called independence, is what gives [some opponents] victories which they could never obtain if these brethren could learn to respect the opinions of their friends more than of their enemies, and prevents many able and honest men from doing all the good they otherwise might do. These considerations... have often quieted my own conscience in voting and acting on the judgment of others against my own... All honest and prudent men [should] sacrifice a little of self-confidence, and... go with their friends, although they may sometimes think they are going wrong." --Thomas Jefferson to William Duane, 1811. ME 13:50

"I tolerate with the utmost latitude the right of others to differ from me in opinion without imputing to them criminality." --Thomas Jefferson to Abigail Adams, 1804. ME 11:52

"That there should be a contrariety of opinions respecting the public agents and their measures,... is ever to be expected among free men." --Thomas Jefferson: Reply to Leesburg Republicans, 1809. ME 16:352

"Every difference of opinion is not a difference of principle." --Thomas Jefferson: 1st Inaugural, 1801. ME 3:319

"Others... may condemn what they would not if seen in all its parts." --Thomas Jefferson: 1st Inaugural Address, 1801. ME 3:323

"When a man whose life has been marked by its candor, has given a latter opinion contrary to a former one, it is probably the result of further inquiry, reflection and conviction." --Thomas Jefferson to Peregrine Fitzhugh, 1797. ME 9:379

"With the same honest views, the most honest men often form different conclusions." --Thomas Jefferson to Robert Livingston, 1801. ME 10:284

"With a man possessing so many other estimable qualities, why should we be dissocialized by mere difference of opinion in politics, in religion, in philosophy, or anything else?" --Thomas Jefferson to Benjamin Rush, 1811. ME 13:116

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Proverbs 13:10 - - Pride only breeds quarrels, but wisdom is found in those who take advice.

Must we take advice from someone we truly disagree with? (13:10) - - The danger is in being too proud to listen. A proud person is argumentative, quarrelsome and automatically rejects advice. Wise people listen to counsel and consider it before deciding to accept or reject it.

Proverbs 19:27 - - Stop listening to instruction my son, and you will stray from the words of knowledge.

Proverbs 28:23 - - He who rebukes a man will in the end gain more favor than he who has a flattering tongue.

Proverbs 29:1 - - A man who remains stiff-necked after many rebukes will suddenly be destroyed – without remedy.

What does stiff-necked mean? (29:1) - - It describes a stubborn person who resists correction or challenges to his character. The opposite would be a submissive attitude pictured by a bending neck. The same term is applied in 28;14 to a rebellious person, who is described as having a stiff or hard heart.

Value Differences Of Opinion

"Truth between candid minds can never do harm." --Thomas Jefferson to John Adams, 1791. ME 8:212 A difference of opinion is imperative. Everyone has a point of view and opposing thoughts should be welcomed as opportunities. Opposing views allow you to consider any faults or weaknesses in your plan. There might even be something in your plan that you completely overlooked. There is no harm in listening to another person’s thoughts, but there is a lot of harm in not listening. By shutting others out, you are telling them that their opinions aren’t valued. If you include them in the process, they are more likely to try to make things work. Shut them out and you risk rebellion. They may undermine what could work and instead make it fail. Good plans often fail when workers don’t endorse them and bad plans often succeed when endorsed. "Difference of opinion leads to enquiry, and enquiry to truth; and that, I am sure, is the ultimate and sincere object of us both. We both value too much the freedom of opinion sanctioned by our Constitution, not to cherish its exercise even where in opposition to ourselves." --Thomas Jefferson to P. H. Wendover, 1815. ME 14:283 Unfortunately, my career has involved managers unwilling to accept a difference of opinion. In fact, I have been labeled by some as “difficult to manage” for citing a difference of opinion. I have tried to explain that a difference of opinion is often beneficial to an organization. Imagine a place where everyone did the same, thought the same, and expected the same. Imagine that a single person, or even a few, dictated what would and would not happen without any difference of opinion. If they are off the mark, uninformed, or unwilling to see things from a different perspective, the company could be in for real trouble. Conformity, head bobbing, and required silence is death to any organization. Any productive company realizes the need for different perspectives. The best solution usually lies between these differences, where everyone is involved and feels valued. - - - - -   The Plant Manager once asked me if something would run on our machine. He wanted to transfer work from a manual unit to mechanization. This is usually a good idea, except in a few cases. The mail he wanted run was not machinable and would have caused mechanical problems. He did not like me saying that it would not run, but he said nothing to me. Instead, he told the other supervisors that I would never supervise again. I was only a fill-in supervisor at the time. He clearly did not value my opinion or my experience in this area. He that won't be counseled can't be helped. Benjamin Franklin   Another time, this same plant manager held a meeting for all managers to establish his expectations. During the meeting, he suggested that we deny all limited and light duty employees any overtime opportunities. Contractually I knew we could not do this if the work was within their restrictions. I let him know that hoping to avoid the repercussions of such a policy, but he was not interested in what I had to say. He maintained his position throughout the meeting, but subsequently withdrew this part of his plan. This plant manager had a huge ego and believed the level of your position determined your importance. He once told me that if he or any other higher-level manager was on the floor I was to drop everything I was doing and follow him around. He made me feel like a person of sub-par status. For having lived long, I have experienced many instances of being obliged, by better information or fuller consideration, to change opinions, even on important subjects, which I once thought right but found to be otherwise. Benjamin Franklin

Creative Individuals Need Idea Champions

Creative people need idea champions to get their ideas promoted.  Without them, many great ideas lie dormant or die.  Unfortunately, idea champions are rare.

Creativity is lost without a Champion to Promote it

There are many creative people yet few innovators. Creativity is thinking up new things, innovation is doing new things. Ideas remain useless unless somebody takes responsibility for converting it from words to action. Innovators have the knowledge, energy, daring, and lasting power to implement ideas.

 

Odds that an American believes they have a good idea for an invention: 1 in 3. – Akron Beacon Journal, 9/6/01. 

 

You can improve the innovative abilities of employees by letting them work in various areas. The more they know about the different aspects of your organization the better their ideas. They will be able to take in different viewpoints and considerations in whether something might work or not. They would also see how their work contributes to the final product and learn the value of their duties.

 

In their book, In Search of Excellence, Thomas J. Peters and Robert H. Waterman, Jr., conducted an analysis of 20 years performance of a dozen or so major U.S. and Japanese companies. This in-depth study included 24 major business initiatives, such as GE’s unsuccessful foray into computers and its success in engineered plastics and aircraft engines. In 15 of the 24 successful cases, 14 involved a clear champion, while three of the nine failures had champions. The Japanese had six out of six successes with a champion and three out of four failures had none.

 

Breakthrough ideas can lie dormant for years, sometimes forever, if no one assumes the responsibility of taking action. Their proof is in their implementation.

 

A great thought will have opponents, which help the thinker fully explore the weaknesses and potential consequences of his thought. A totally committed person can withstand opposition to his thought.

 

The new idea either finds a champion or dies…No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that major technological change provokes…Champions of new inventions display persistence and courage of heroic quality – Edward Schon, MIT 

 

Most corporations fail to tolerate the creative fanatic who has been the driving force behind most major innovations. Innovations, being far removed from the mainstream of the business, show little promise in the early stages of development. Moreover, the champion is obnoxious, impatient, egotistic, and perhaps a bit irrational in organizational terms. As a consequence, he is not hired. If hired, he is not promoted or rewarded. He is regarded as “not a serious person,” “embarrassing,” or “disruptive.” – James Brian Quinn

 

The level of innovation lies in the history of the organizations support for the same, knowing that it is the means of success. Organization’s that don’t support their employees going out on a limb to support an idea, will find their ideas not going anywhere. In a system that supports innovators, they will do so despite the certainty of repeated failure.

 

I’m a regular source of suggestions/ideas for my organization, but find it nearly impossible to find someone to champion them for me. As a result, they generally lie dormant or denied. One time I put in a suggestion that after denied lay dormant for a couple of years before reviewed again. Supposedly, a machine was coming that would replace the need for my idea. The machine took more than two years to arrive. The savings that my idea offered in the interim went overlooked. Once my idea was in place, I received half of the usual award. I was happy that it was finally in place, but I also felt like it didn’t receive the proper evaluation initially.

 

Ideas should be promptly reviewed, and if necessary, discussed with the employee to fully understand. Timeliness is critical to spurring additional ideas. 

 

Reviewing previously submitted idea proposals/suggestions is an excellent idea. Look at each with an open mind and don’t hesitate to follow up with the respective employee if you have questions or don’t understand. The review process should include a member of management and an employee from the respective operation in question.

 

Organizations must work at removing the disincentives that exist for innovators, such as a culture of risk avoidance and a lack of rewards. A successful innovative process entails easy, informal communications with no barriers to talking to one another. There must also be a substantial tolerance for failure.

 

Successful, lasting, and repeatable innovation is possible when certain factors are present. These factors include simple in concept; easy to execute; yield quick results; reasonable implementation cost; broad appeal; and tied to multiple people or parties. Successful innovation demands specifically dedicated resources.

 

Despite the great odds against some things working, there is a high probability of something succeeding if you try many things. As James Brian Quinn put it, “Management must allow a sufficient number of projects with a long enough lead time for the characteristic 1:20 success ratio to have effect. Initially, entrepreneurial managers may need to undertake projects in somewhat lower risk rations in order to build management confidence.” More “at bats” is the only way of assuring more “hits.” 

 

Thomas Edison epitomized the power of the individual mind with 1,093 inventions. This the most patents held by a single inventor. Source: Houston Chronicle, 3/29/98.

   

Tips to being more innovative 

• Develop awareness of yourself and external circumstances. Dare to re-evaluate every thought process you have. Exercise your mind by considering solutions after first discarding any assumptions/predisposed beliefs you may have.
• Consider problems as opportunities to put your creative juices to work.
• Accept different perspectives. Each of us has a context for our views and behavior. The more perspectives you consider, the more choices you will have about how to respond. Find a balance, neither clinging white-knuckled to your own views nor letting others define you and your behavior.
• Curiosity flows seamlessly from awareness, but only if you give yourself the freedom to risk and make mistakes.
• Routinely seek opinions from people who have no experience with the subject. These can be the most refreshing sources of new information, since they are not entrenched in assumptions and mindsets.
• Try new things. Even if they don’t work out, you’ll learn lessons to apply elsewhere.
• When you have a problem, work like a detective. Ask questions. Look at everything. Seek out experts for their views. Do your own research.
• Notice and eliminate assumptions. Sometimes they are wrong, yet we accept them as “fact.”
• Fire your inner judge. Give ideas time to percolate before assessing them.
• “Browse” everywhere--at the library or newsstand, at friends’ homes, even with the yellow pages. Explore new places and types of information. Take different routes.

People You Work With Know More Than You Do

First, there’s nothing to gain by pretending to know more about someone’s job than they do. Your job as a supervisor is to oversee the whole operation and bring it all together on schedule. Employees are the experts and know what can or can’t be done in their areas. If you want to be successful, you must be able to depend on them to get the job done efficiently. Asking them for their ideas will give them a sense of involvement, and ultimately a greater chance of buy in. You should see people, machines, and processes as an engine. One part doesn’t make it run, but all parts working together, simultaneously does. If one part fails, so will the engine.

The supervisors that are most comfortable in their positions are those that know all the jobs in their area of responsibility. If you don’t know something, find out. Learn everything you can about each job and you will be able to manage it much better.

Second, include the employees in the decision making process. If you are pressed for greater productivity, let the employees know that. Also, let them know how it benefits them. If their jobs are at risk because of low productivity, or a reduction in hours, many will respond to that. I’ve always had employees come to me with their ideas following such conversations.

Who knows the job better than those close to it? 

Third, include the employees in follow up discussions regarding progress or lack of progress. Post the results as often as they become available.

Fourth, monitor the process as closely as possible. Reward those that are making it work and deal with lagging employees appropriately.

The maximum contribution of a person to the organization and his own personal development is possible only when viewed as an expert in his or her job.
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“He who trusts in himself is a fool, but he who walks in wisdom is kept safe.” (Proverbs 28:26)

Why is self-confidence foolish? (Proverbs 28:26) - - We are warned here against thinking that we have all the answers, needing no counsel or discipline. Such a mindset is foolishness. We may be self-confident, knowing our capabilities and acting accordingly. But in order to be wise, we must also be aware of our sinfulness and weaknesses, submitting ourselves to wise counsel and discipline.

Morale Problems Are Fixable

Morale problems come from a variety of sources that include: excessive overtime; long hours; few days off; burnout; lack of job satisfaction; lack of discipline; bullies; sexual harassment; general harassment; rhetoric; broken promises; and lack of appreciation.

Low morale leads to additional problems that include lower productivity; higher sick leave rates; higher accident rates; resignations; tension and grievances. Just as there is a multiplying effect when things are going well, there is a snowball effect when things start to go poorly.

Situations that arouse fear and anxiety suppress many body functions and may suppress antibody production as well. Distressful situations may also upset production of hormones that have a role in emotional balance. An emotionally upset individual is much more prone to accidents. Obviously, sick leave rates would probably increase as well.

“Nothing is worse for morale than a lack of information down in the ranks. I call it NETMA – Nobody Ever Tells Me Anything – and I have tried hard to minimize that problem.” Ed Carlson, former president of United Airlines.

There’s no quick fix for morale problems. You have to proceed slowly and always with caution. The first thing you need to do is identify the real problems as explained first hand from employees. Consult each one separately with an open mind. Make notes of their concerns and follow up as you make progress. In fact, follow up periodically even if you haven’t heard anything. You can say something as simple as “I still haven’t heard back from John about the new schedule yet, but as soon as I do I’ll let you know.” People desperately want to be included in the loop, especially when it affects them.

Once you’ve identified a problem deal with it immediately. Harassment cases require immediate attention rather than waiting for it to wash out. In these cases, do a thorough investigation right away and make sure you keep notes. If things continue in violation of company policies, you will need them to establish a case for discipline and/or removal.

If you want to boost morale, don’t make promises you can’t keep. No one wants to hear hollow promises; they want to know what will really happen. You want people to believe what you have to say, so if you promise something, you need to see that it happens – no excuses.
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When do vows go too far? (42:37) - - When they cannot be fulfilled. The Bible cautions against making vows, but once made, they should be kept (Deut. 23:21-23; Eccl. 5:4-5).

Deuteronomy 23: 21-23:  21"  If you make a vow to the LORD your God, do not be slow to pay it, for the LORD your God will certainly demand it of you and you will be guilty of sin. 22But if you refrain from making a vow, you will not be guilty. 23Whatever your lips utter you must be sure to do, because you made your vow freely to the LORD your God with your own mouth.

A vow was a promise or commitment, a religious tribute to God.

The bible gives us the guidelines by which we should live our lives. The closer we align ourselves with God, the better our lives will be. God sets the ultimate standard that we must strive for.

Leviticus 5:4 - - “Or if a person thoughtlessly takes an oath to do anything, whether good or evil – in any manner one might carelessly swear about – even though he is unaware of it, in any case when he learns of it he will be guilty.”

How could someone take an oath and not know it? (5:4) - - This refers to an oath made before all the implications have been considered. The phrase describing such an oath could literally be translated chattering with the lips – talking without thinking. A broken oath was considered a serious offense in the ancient world, especially if it had been made to God. This probably explains why Joshua kept the vows made when deceived by the Gibeonites (Joshua 9:19) and why Jephthah kept his foolish vow (Judges 11:30, 35, 29).

Don’t Gossip With Gossipers

Generally, if someone gossips to you he or she will gossip about you. Gossip can be very destructive to a workplace if taken too far. Rumors occur because of inadequate formal communications. The best way to combat rumor is to open up all means of communications.

Our goal as managers should be to build up others, showing kindness and understanding instead of bitterness and malice. Gossip undermines this goal.

Some managers view office gossip as natural, normal, and indestructible. These managers will learn its traits, listen to it, and attempt to influence it.

Leaders should address destructive gossip as soon as possible. If you catch it soon enough, address it with the source and find out who else is involved. You should explain how unfounded gossip leads to conflicts, distrust, and disrespect. No one wants to be the victim of mean spirited gossip. Even when the gossip may be true, it may have no place in the workplace. For example, if someone is getting divorced, there is no reason for people to spread rumors about that at work – it’s personal. The gossiper may be unaware of how unfavorable others view him or her for being reckless with rumors and speculation.

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 Ephesians 4:29 - - Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen.

James 4:11 - - “Brothers, do not slander one another. Anyone who speaks against his brother or judges him speaks against the law and judges it. When you judge the law, you are not keeping it, but sitting in judgment of it.’

Psalm 31:18 - - Let their lying lips be silenced, for with pride and contempt they speak arrogantly against the righteous.

Psalm 34:13 - - Keep your tongue from evil, and your lips from speaking lies.

Psalm 52:2 - - Thy tongue deviseth mischiefs; like a sharp razor, working deceitfully.

Proverbs 10:18-21 - - 18He who conceals his hatred has lying lips, and whoever spreads slander is a fool. 19When words are many, sin is not absent, but he who holds his tongue is wise. 20The tongue of the righteous is choice silver, but the heart of the wicked is of little value. 21The lips of the righteous nourish many, but fools die for lack of judgment.

Can my mouth ruin my life? (10:18-21) - - Yes! Our mouths have the potential to make our lives miserable and affect our destiny. A chattering fool, says Proverbs, comes to ruin (v. 10).

The more we talk, the more likely we are going to stray into areas of gossip and slander (10:19). Slander is the spreading of false and damaging information about another person as if it were true. Only a fool does that, because sooner or later truth wins out and the slanderer will be discredited and punished (v. 18). Gossip, which is the sharing of rumors or information of an intimate, personal or sensational nature, ultimately destroys friendships and creates friction (16:28).

The wise person, however, speaks frugally. The tongue rightly used can nourish or feed others. A compliment or word of encouragement can brighten someone’s outlook or motivate a person to pursue a dream. Sharing the Word of God is another life-giving use for our tongues. Our tongue doesn’t affect only our destiny; it can also change the destiny of those we bless or curse.

That’s why Proverbs advocates an economy of speech. It’s a wise person who bridles the urge to blurt out everything on his or her mind. Even fools are thought to be wise when they keep their mouth shut (17:28).

Proverbs 16:28 - - A perverse man stirs up dissension, and a gossip separates close friends.

Proverbs 17:4 - - A wicked man listens to evil lips; a liar pays attention to a malicious tongue.

Proverbs 20:19 - - A gossip betrays a confidence; so avoid a man who talks too much.

Proverbs 25:9-10 – If you argue your case with a neighbor, do not betray another man’s confidence, or he who hears it may shame you and you will never lose your bad reputation.

Proverbs 26:22 - - The words of a gossip are like choice morsels; they go down to a man’s innermost parts.

Why call gossip choice morsels? (26:22) - - Choice delicacies are relished and eagerly devoured. Unfortunately so is gossip. Like choice morsels, gossip is something that stimulates the desire for more. People who gossip can’t stop saying: “You’ll never believe what I just found out.”

Proverbs 30:10 - - Do not slander a servant to his master, or he will curse you, and you will pay for it.

Everyone Has a Name And Is Important

Names represent a person’s identity accomplishments, and relationships

A person's name is their identity and embodies everything they have and will ever do.  By calling someone by their first name you are personalizing your message and drawing their attention.  You can't have a personal relationship without first names.  You are honoring him or her in the moment.

Memorial plaques and grave markers are symbols of remembrance and honor. The Vietnam War Memorial (wall) displays the names of every soldier killed during the war. It’s hard to forget the sacrifices made by so many, when their names are there, etched forever.

When I first entered the plant, I personally introduced myself to every person. I worked hard to remember all of their names and call them by the same when I saw them again. One woman stopped me and said, “You are the first person who has ever introduced himself to us.” She was visibly happy that I did. Time after time, people complimented me on talking to them and listening to their concerns. Sadly, there had been a lot of manager turnover before I had arrived and not one of them took time to learn about their employees.

Leaders understand that first impressions are extremely powerful and leave lasting impressions. Interpersonal relationships are either won or lost in about the first four minutes of conversation. People project and respond to “gut” feelings which are nearly instantaneous.

Leaders must get to know their employees personally, yet not let that affect their business decisions. Leaders generally extend their hand and offer their name first in initial meetings. Stating our name up front in a positive, affirmative manner, we are projecting self-worth and giving others an immediate reason to accept us as someone important to remember. Extending your hand first and giving a firm handshake is a way of showing value to others. Leaders should also offer a warm smile and use direct eye contact to spur interest in communication.

The one thing I want to leave my children is an honorable name. Theodore Roosevelt

If you’re sitting down in your office when an employee enters, make sure you move to a posture signifying respect and interest. This means that you’re sitting upright, towards the front of your chair, and not distracted by other things. If you’re in the middle of something, simply put it aside and give them your full attention. You’re not going to win anyone over if you are lounging back in your chair, feet up on the desk, and doing other things while they are trying to talk to you.

After introducing yourself, become an active listener. Listeners learn talkers do not. This a proven way of drawing people out, giving them value at the same time.

A new supervisor took a temporary assignment in the plant where I worked and was unfamiliar with the things we did. On her first day, she introduced herself to employees and actively listened. Employees were approaching me and saying, “She’s really smart.” When I told her that the employees liked her and thought she was smart, she responded, “All I did was listen.” Her warm, open smile, direct eye contact, and active listening skills had quickly won over many.

There is nothing more important to an individual than a feeling of self-worth and value to themselves and others. Seek first to understand, then to be understood.

Forget levels and position when you talk to people. Everyone is equally important and if they aren’t treated that way, they won’t feel that way. Employees will talk to each other and everyone will know the way you treat them. Everyone in the organization is critical so you can’t afford to isolate anyone.

- - - - -
"It is surely time for men to think for themselves, and to throw off the authority of names so artificially magnified." --Thomas Jefferson to William Short, 1820. ME 15:258

In elections, name recognition is critical. If you have a name like Hoover, Ford, or Kennedy, your chances are improved. Candidates spend a lot of money to get their name known because so many citizens will vote based on that alone. Mailings, signs, and commercials are all selling you a name. The majority of voters couldn’t tell you one thing about many of the candidates for whom they voted. They may have voted along party lines or by the names, they recognized. Even voting by party lines is simple name recognition. Our forefathers must be gravely disappointed in the way elections are run and won today.

Many organizations spend millions to endorse their brand names. Nike, Reebok, Coke, Pepsi, Miller, and Budweiser are just a few. Even the Internet is a hot market for domain names. For example, when you type in IBM, you expect to find IBM and not someone else like Dell.

"If [my] opinions are sound, they will occur to others, and will prevail by their own weight, without the aid of names." --Thomas Jefferson to Samuel Kercheval, 1816. ME 15:70

"It is not the name, but the thing which is essential." --Thomas Jefferson: Opinion on the Tonnage Payable, 1791. ME 3:292 

Proverbs 22:1 - - “A good name is more desirable than great riches; to be esteemed is better than silver or gold.”

How can I acquire a good name (22:1) - - A good name develops from the pursuit and practice of wisdom. Wise people earn a good reputation as they learn to handle finances carefully, avoid sexual impurity, control their emotions and speech and work hard. Those who ignore wisdom and wind up in debt, sexual immorality, laziness and drunkenness will find their names on bad credit reports, pink slips and even police blotters!

Luke 10:20 - - When Jesus’ follower reported their successful service to Him, He replied: “Do not rejoice that the spirits submit to you, but rejoice that your names are written in heaven.”

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“All of us must be servants, and some serve by leading. Following Christ’s example, godly leaders choose the way of humility. They are driven not by selfish ambition but by a burning desire to care for God’s people and accomplish his purposes (1 Peter 5:2-6).”

Nehemiah was placed in charge of rebuilding the walls of Jerusalem. He accepted God’s difficult assignment and showed how to survive both opposition and apathy. “Recurring ideas, pivotal phrases, summary statements and spiritual characteristics all offer themes for us to learn. For example, the repeated phrase next to them shows the level of coordination that is needed for a job this big. Also we might learn from Nehemiah’s example how a leader can motivate people; he apparently did this by enlisting most workers to build near their own homes. Finally, from Nehemiah’s careful record of personal names, we see a leader who noticed individuals; he knew their names and noted their achievements.”

Ezra 2:2-61 lists all the names of exiled families that had returned to Jerusalem. Why list all these names? - - These names represented people – thousands of them – going back to where they belonged. The detailed list of the names and towns of the returning families shows that God didn’t limit his focus to a few leaders. Every individual was important.

Psalm 20:7 - - Some trust in chariots and some in horses, but we trust in the name of the LORD our God.

What does it mean to trust God’s name? (20:7) - - Trusting God’s name means placing one’s confidence in who he is.

Psalm 25:11 - - For the sake of your name, O LORD, forgive my iniquity, though it is great.

Why appeal for mercy on the basis of God’s name? (25;11) - - The Lord’s character and reputation are expressed in his name. On the basis of his character, we can count on him to forgive.


To read more about this book or purchase it now, click here for "Secret Techniques of the Successful Moral Manager."

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Office Politics

There are few if any places that don’t have some level of office politics going on. Politics are more prominent in poorer performing businesses than better performers. People play the game to get ahead either by saying the right things, playing the numbers game, or maintaining a focus different from that of the organization. Office politics discourages teamwork, cooperation, and overall effectiveness. People competing against each other tend to grab the limelight when things go right and blame someone else when things go wrong. Blame, in turn, leads to greater distrust and respect for one another. Personal goals interfere with office goals and everyone loses.

Don't be afraid to give your best to what seemingly are small jobs. Every time you conquer one it makes you that much stronger. If you do the little jobs well, the big ones will tend to take care of themselves. Dale Carnegie

Remain neutral in conversations about other people to avoid your words being taken out of context or embellished. You want to listen without adding to the problem. In fact, by refusing to engage in the same behavior, you will gain the trust and respect of the person speaking. They will feel more secure in talking to you too, because they feel you won’t talk about them badly either. See gossip.

Big jobs usually go to the men who prove their ability to outgrow small ones.   Theodore Roosevelt

Others that seemingly go too far in pleasing their boss irk many people. On the other hand, many mock those being cordial. You need to ignore all that talk, keep your nose clean, your mouth controlled, and do your job. You won’t miss many opportunities when you act socially responsible, make your desires known, and do your job very well. A good boss will not show partiality to characteristics not useful in a position.
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Exodus 23:2 – Do not follow the crowd in doing wrong.

2 Chronicles 19:7 – Now let the fear of the LORD be upon you. Judge carefully, for with the LORD our God there is no injustice or partiality or bribery.

In our quest to walk with God we must also strive to be just, impartial, and honest.

Proverbs 29:5 - - Whoever flatters his neighbor is spreading a net for his feet.

What is a net for the feet? (29:5) - - A net of woven cords was designed to catch birds or sometimes, when spread over an open pit, animals. This proverb uses the concept of a net in a figurative way to describe being caught off guard by flattering words.

To read more about this book or purchase it now, click here for "Secret Techniques of the Successful Moral Manager."

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Betrayed By Work

Job-satisfaction studies over the past 20 years indicate that people are looking for identity, purpose, and meaning in their work, but very few are finding them. Work becomes too personal for too many people.

When you look for unmet emotional needs at work, you’re setting yourself up for betrayal. Psychologist Ilend Philipson explains. “Work is not a meritocracy. Your boss is not your friend. Your colleagues are not your family. Workplaces are intensely political environments.” 

Three signs that work has become too personal say Philipson are: 

1. You rarely miss work, even when you’re sick and should’ve been in bed. You never vacation with friends or family, and when you choose between a child’s activity and work-related meeting, you usually choose the latter.
2. They always thought that putting work above all else made them valuable employees, but in the end, it damaged their relationships, hurt their health, and emotionally devastated them.
3. The primary motivation for working long days and longer nights wasn’t because people love work, but because of the praise and recognition received. If you rely on work for a sense of self-worth, you’re putting yourself at the mercy of the whims of the higher-ups.

You need to value what you do and know your assets – even when your employer doesn’t.

Friendships at work should be approached with great caution. At work, you are in a hierarchical situation, where you’re vying for attention, raises, and promotions. People tend to become unglued when there are layoffs, transfers, or changes in positions.

The problem occurs when work is the only place where your needs are met. Your identity should not depend on one relationship. You need different relationships to get your needed affirmation. 

Source: Article: Betrayed by Work, Fast Company Magazine, Issue 29, November 1999.

Creating Win/Win Situations

Create Win/Win situations whenever possible for everyone involved. Win/Win means solutions or agreements are mutually beneficial and satisfying. 

A Win/Win solution results in all parties feeling good about the decision and feels committed to the action plan. One requirement of Win/Win success is a high level of trust. Without trust, the level of commitment is low and so is the chance of success.

Character is the foundation of Win/Win, having the character traits of integrity, maturity, and abundance mentality (there’s enough for everyone).

Win/Win agreements should outline ultra-specific objectives that include:  

• Desired results – when and what is to be done. Goals should be a stretch, yet achievable.
• Guidelines – parameters in which results are to be accomplished
• Resources – human, financial, technical, or organizational support that is available
• Accountability – performance standards and evaluation times
• Consequences – what will happen because of the evaluation? What recourse is available for extraordinary circumstances? Don’t punish anyone for circumstances out of their control or you risk losing their trust.

Contract negotiations are an ideal time to discuss win-win scenarios. Discuss possibilities with managers, employees, and union officials periodically and informally for ideas. Start with the thought, “what is good for our organization?” and ask yourself how you might motivate your employees to achieve that objective. When both parties stand to gain from the same objective, you are far more likely to achieve it. 

Contract negotiations generally take place every two to four years, so be sure to keep track of items you want negotiated between these times. Keep a little notepad of items within your agreement that has caused you problems or were unclear. If things changed operationally (new machines, new technology, new equipment, etc.) there may be things within your agreement that don’t apply anymore. It is something you probably want to discuss about deleting in the next negotiations. Likewise, changes often require an addendum of some kind.

What Qualities Employees Look For In Leaders

The real power of a leader resides with the group’s willingness to accept the leader. Groups follow leaders who come closest to the group’s expectations. They want empathetic leaders who best understand them and what they want. Successful leadership encompasses empathy, using group expectations to coordinate activities toward the goals of the organization.

Workers look for certain qualities in their leaders that include:

• Sincere, direct answers
• Making good on promises to workers
• Prompt response to complaints
• Availability when problems arise – willingness to find answers he or she doesn’t know off hand
• Understanding when problems couldn’t be avoided
• Showing interest in ideas and suggestions
• Discussing why work changes may be necessary
• Dealing with poor performers
• Recognizing good performers
• Vision – direction of business
• Good listening skills
• Willingness to compromise
• Shares information openly
• Willingness to admit mistakes

Workers want what we all want from people we must deal with: honesty, integrity, humbleness, and value. Employees judge supervisors for both the way they reward good performances and the way they deal with problems. Good leaders must work at both ends of the spectrum continually while covering all scenarios in between. You have your worst and best employees to deal with everyday, as well as the average. The real opportunity for excellence lays in getting both the worst and average workers to do a little more. In most places, most of your workers fall within this category. Imagine the boost your company would experience if each of these employees improved by just a little. The key is finding the motivator for each one, applying it, monitoring and maintaining it.

Engage Your Employees To Succeed

Leaders must treat their employees, at all levels, as the root source of productivity and quality. Respect and value for every member of the organization is critical, especially as employee rolls grow smaller. Leaders should make every attempt to bring every employee into the fold and involved to every extent possible. Even one unhappy employee can share negative comments with many potential customers. One unhappy employee can affect normally happy, productive people. One unhappy employee can cause many labor problems, disruptions, and morale problems. One unhappy person can waste a lot of time you don’t have. 

If you want real success, you need to find ways to tap an employee’s heart and brain. That’s where you find his: enthusiasm; loyalty; creativity; ingenuity; and resourcefulness.

You won’t tap their heart and brains by:  

• Ignoring their comments, suggestions, or complaints
• Failing to include them in the process
• Failing to communicate enough information
• Having a negative and/or hostile work environment 

Employees want to contribute and see their contribution make a difference. They want to learn, grow, and be part of a successful organization that makes a difference in the world. They want be appreciated and recognized for their efforts and accomplishments. Employees want to feel that they are progressing in some way (training, promotion, responsibility, title, recognition, etc.). To instill value managers should share stories about how their product and/or service changed someone’s life.

“A well-run restaurant is like a winning baseball team, it makes the most of every crew member’s talent and takes advantage of every split-second opportunity to speed up service.” Ray Krock, McDonald’s founder.

Machines are only as productive as employees make them. Your customers are only as satisfied as your employees make them. You wouldn’t let your ten million dollar machine lack maintenance and be underutilized, so why would you let a valuable employee? Employees will always make or break organizational success.

The Damage From Overloading Managers

Managers have limits to how long and how much they should be carrying.  If it isn't properly managed, the individual and company will suffer greatly.

Companies are demanding more of their managers than ever before. They tend to pay less too by making more managers exempt or salary. In return, managers tend to work more hours as they receive more work. Their longer hours and additional stress often result in great sacrifices in their personal lives. They have less time to spend with their families, spouses, and children. This often results in marital or relationship strains, divorce and separation. They also have less time for relaxation, work at home, and hobbies.

This imbalance between work and home eventually wears the employee down and burnout takes over. Once a productive, happy employee, they are now a disillusioned employee who just tries to get through the day. Their feeling is “why should I care about a company that doesn’t care about me?”

A company that is constantly making withdrawals, but fails to put in an equal amount of deposits breeds disloyalty. It’s not easy to reinvigorate a burned out employee who now doesn’t believe in what he’s doing.

Hobbies, recreation, and vacations are necessary for a well-balanced, healthy lifestyle. We are unable to do our best work with anxiety and stressed nerves caused by constant pressure. We lose our effectiveness by living a life so tightly strung that we are always tense. A proper balance between work and rest can make us more efficient than when we constantly work without any rest.

Stress may cause a disruption in sleep and leave the manager feeling fatigued, mentally and physically. Because your mind isn’t as sharp as it usually is, you have a diminished ability to make good decisions.

Long-term success is dependent on a company's ability to get the most from an employee and maintaining that flow.  Time off and regular relaxation are key to the health of the employee and company.

The Best Performance Comes From Praising And Reprimands

Praising and reprimands do more for performance than goal setting and other factors.  Why not employee all positive factors for maximum benefit?

Consequences like praising and reprimands, says Robert Lorber Ph.D. and Kenneth Blanchard Ph. D., accounts for 75-85% of performance (Putting the One Minute Manager to Work). Goal setting and other activators influences only 15-25% of performance yet most people think it has a greater influence on performance than consequences.

Leaders know that simply paying special attention to an operation will lead to a boost in productivity. Why does this happen? It happens because people feel their work is now important and valued. It might also be that some employees need additional supervision. The employees who won’t work hard when you’re not around are the ones you need to find a way to motivate. Establish goals and expectations together, monitor his or her performance, and discuss what will happen because of their improved productivity. Of course, if they fail to improve they should face a reprimand of some kind.

Leaders must learn to instill value in each area they supervise, on a frequent basis. Post the goals and the productivity achieved. Develop a goal for every operation you can so you have a general measurement to base performance on. Specify what duties they performed well as specifically as possible. Tie performance to work habits/behaviors to reinforce the traits you desire.

Great workers take time to develop and forcing them to accomplish too much, too quick is often a design for failure. Any movement forward is good no matter how small. The ultimate objective is to teach the workers to self-motivate or self-manage through a series of steps.

Strive for the optimal balance of control and individual freedom. Employees want to feel safe, secure, and able to grow at work. Meanwhile, the organization wants its mission carried forward each day. Both are entirely possible and necessary for ultimate success.

Balance Short Term And Long Term Objectives For Lasting Effectiveness

To know where you're heading, you must see the future, and make the successive steps to stay relevant and prosperous.

The mining companies of the Iron Range in Minnesota took record profits for many years, before falling out of favor with the markets. Their costs soared as they had to dig deeper and deeper for iron ore and their machines and buildings aged. Other mining companies continued to upgrade their equipment, buildings, and processes and took over the market. If they had reinvested some of their profits during the good years, they could probably have maintained a healthy financial position for many more years. Instead, many of them experienced huge layoffs, some idled and/or closed, and many surrounding towns suffered economically.

Operating a successful business is like driving a vehicle. You keep one eye on the horizon, but you take in everything that is going on right in front of you. If you were to take your eye off the horizon, you might not see a Moose walk in front of you and be able to stop in time. The same is true of a business. When you’re looking only at what’s directly in front of you, you might miss the changing markets/trends and find yourself in financial trouble quickly. Can you imagine how Ford Motor Company might have fared if they had stuck with Model T’s, instead of evolving into more modern looking vehicles? They simply wouldn’t exist now, and wouldn’t have lasted long even then.

Without a long-term goal, you won’t know what direction you’re heading. No one goes on a vacation, or very few at least, without knowing where they are going.

Swim Instead Of Tread

“Swimmers are destined to go places, while treaders go nowhere. One uses his energy to move, while the other wastes it by staying in place. One will find shore and the other will not. In fact, the one treading water that has gone nowhere will use more energy.” Marvin Pirila

Many managers are stuck in the day-to-day struggle of getting things done. Many of the same problems exist everyday and worsen if not addressed. Managers should spend a portion of each day working to eliminate the problems plaguing operations. They should also be looking towards available equipment to make things better, safer, or more productive. Managers should always be evaluating their processes, trying new things, and re-evaluating. Most importantly, they should be monitoring the productivity and morale of their employees. If someone is performing poorly or not as well as he or she should the supervisor must take action.

Short-term easy is not long-term easy. Many managers can finagle something short-term, but few can make things successful in the long-term.

Workers tend to give each new person a honeymoon period. I call it a honeymoon period because they tend to work harder and try harder to make sure everything is initially covered. Perhaps this happens because they feel they have new life in their jobs and have another opportunity to show what they know. Everyone wants to feel appreciated, and new supervisors/managers tend to give more appreciation initially. Like a marriage, as time goes on, we tend to show less and less appreciation for our mates. Eventually, our mate feels unappreciated, lacking self-worth, and perhaps becomes depressed. When this occurs, their hierarchy of needs is disrupted and further growth opportunities drop. We need to satisfy our basic needs before climbing a level towards self-actualization.

Honeymoon periods, unfortunately, don’t last long so you have to work hard to get up to speed. If they don’t feel you’re catching on or moving things ahead, they will quit believing in you and things will deteriorate.