| There are many types of jobs in the world and | | | | are simply expected to create good results. |
| each one has its own difficulties. If you're a | | | | A team is a team because it is composed of |
| computer technician, you need to be adequately | | | | many people who have different personalities and |
| knowledgeable and skilled in computers to be able | | | | different priorities. Although by some stroke of |
| to fix problems. If you're a doctor, you need to | | | | luck, a manager and his team have been put |
| be able to apply the intensive knowledge and | | | | together to deliver on certain goals, it is not |
| training you had undergone during medical school. | | | | automatic that they actually will. Why? Because as |
| If you're an actress, player, you have to be | | | | a team, there are different people who will be |
| sensitive enough to the character you portray so | | | | carrying out different functions in order to |
| you are able to do justice to it. If you're a | | | | achieve a certain goal. And if just one person in |
| secretary, you to be fast yet focused. All of | | | | this team bungles up, it's going to create an |
| these positions need you to be or have or do | | | | effect, big or small, that will somehow make the |
| something in order to be successful and because | | | | results not the best that they could be. Now, if |
| of that, they become the easiest in the world. | | | | you're the manager, how difficult can your job |
| Why? Because they don't need to control | | | | be? |
| anything nor anybody but themselves in making a | | | | In other words, a good manager cannot be |
| good job. There is no need for concern about | | | | someone who is simply giving orders. A good |
| workforce performance management because | | | | manager is not someone who just assigns tasks |
| they are, themselves, the workforce that they | | | | to everyone. A good manager cannot be |
| need to maintain. | | | | someone who could just dictate what quality of |
| When you're a manger, it's different. You may be | | | | work is expected from a team member. Whether |
| the most punctual employee in all of the world but | | | | you like it or not, people will have issues and |
| if someone in your team is always late, you're not | | | | unless a manager is willing to listen to these |
| successful. You may hold the record for being the | | | | issues, he cannot lead well. There is no hard and |
| promptest in submission of projects, but if one in | | | | fast rule on managing people but the single most |
| your team has a problem with deadlines, you | | | | important principle that every successful manager |
| need to do more. You may be most courteous | | | | follows is openness. These days, it's simply |
| employee your boss had ever known, but if you | | | | impossible to treat your staff as though they |
| have someone in your department who wasn't | | | | were a herd of cows who will automatically go |
| taught good manners, you're still just not enough. | | | | the direction they are told. They will always ask |
| In other words, every other job in the world is | | | | why's and how's and what if's. And if you don't |
| always easier because people's success only | | | | have the soft skills to be able to provide just the |
| depends on themselves. But when you're a | | | | right answers with the right attitude, your team |
| manager, your success depends on many others | | | | could be doomed. |
| and these are the very times you'd wish they | | | | Perhaps the greatest challenge any manager |
| had been more strict at employee screening. | | | | faces is how to strike that balance between |
| But,of course, there's nothing more you can do. | | | | earning respect, instilling discipline and still keeping |
| You're the manager. You cannot ask why. You | | | | everyone's morale high for higher productivity. |