THOSE MANAGERS THAT REACH THAT LEVEL NEED MORE THAN JUST TECHNICAL SKILLS

As a manager getting others to do the right thing, in the right time frame, and with the right attitude is what makes success so challenging in business. That certainly is true of the manager himself. Many are great at what they do, but then again when they become managers they don’t always have those same motivation management tools.

Successfully building and managing a self-motivated workforce requires an awareness and a skill-set far removed from their own specialty. Professor(s) Douglas Walker and Steven Sorkin have clearly examined this and in their new volume have called it “A—ha! PERFORMANCE”. What they found is that few have the “common sense,” if you will, to take the right path to motivation in business. More likely the motivation is the old “carrot or stick” approach. Or do it this way or you’re are out. Be a team player or leave. How sad this is and also expensive it can be for an organization to have to take the stick approach.

Imagine someone that has been with a company for years and because they are faced with this decision they decide to “hit the road” rather than to have an option to alter their behavior. It happens every day, as we all know. 

There’s a reason why the term “team player” comes up in most job descriptions or interviews. Companies realize that great working relationships are key to business success and they want to hire employees who care and are credible, people who can form positive relationships and who work well with others. So Mister Manager, can you look in the mirror and tell yourself you know how to build and motivate your workforce?