Great leaders have accomplished what they've because in addition to their visionary insights and persistent attempts they were great people managers. The art of managing fellow humans is indispensable for the success of organizations on the longer run. While various theories exists to help managers decide their approach to management; good people management skills form the core of character of modern leaders who collaborate and perform team work to succeed. Good people managers are individuals who in nature have tremendous self-respect and manifest it through their actions several times a day in their interactions with fellow humans, be it one's reportee, friend, family member or just another person whom he meets. They recognize another man's self-respect as being equally important as theirs and abstains from acts that may startle the beholder's self-respect, which would then shake one's own self-request. Good leaders seldom raise their voice or speak crap out in anger. They are men who measure their words and have handle on their temper.
True leaders have in stock a variety of methods to see the task to completion, and their choice of strategy is solely based on its suitability to the problem encountered, as they believe there's no 'one fits all' solution for problems. Managers who often shout or resort to fear tactics to get the work done are out of place in today's consumer driven market where good customer experience that is pivotal to success depends to a large extent on good employee experience. Bigoted heads often miss the larger context of management in fulfilling the minor obligations of the trade, and end up drowning the organization in the process. The importance of proactive people management in a multicultural, equal participatory workforce is realized if we recognize that bosses are an employee's window to the organization. Most employees look up to their bosses for support and knowledge in discharging their responsibilities; and ill-educated manager often think of themselves as men who have to be flattered and fulfilled if a reportee were to have a career in the organization. Sadly, such organizations do not survive. And the cause of its defeat would be its own employees, who though very capable failed because they're fighting the whimsies and fancies of their bosses instead of being productive at work. Most managers wrongly logic that fear and insecurity drives productivity. On the contrary, in a employment rich market, able employees will seek opportunities where they can freely express their inventive ideas than try to save their jobs. It's a sad fact that some managers still languish in age old practices of enforcing work on his reportees using fear tactics like in the zamindari-peasant system. Fear might work to force complete work that doesn't require creativity and inventiveness. Employing the same tactics in a creative workspace takes away space for ideas to take shape. This will at best lead to the erosion of the top performers acting against the interest of the organization, hampering it's progress. Able people managers know this potency of fear to wipe out organization's best talent and are always on their guard in employee relations.
True leaders have in stock a variety of methods to see the task to completion, and their choice of strategy is solely based on its suitability to the problem encountered, as they believe there's no 'one fits all' solution for problems. Managers who often shout or resort to fear tactics to get the work done are out of place in today's consumer driven market where good customer experience that is pivotal to success depends to a large extent on good employee experience. Bigoted heads often miss the larger context of management in fulfilling the minor obligations of the trade, and end up drowning the organization in the process. The importance of proactive people management in a multicultural, equal participatory workforce is realized if we recognize that bosses are an employee's window to the organization. Most employees look up to their bosses for support and knowledge in discharging their responsibilities; and ill-educated manager often think of themselves as men who have to be flattered and fulfilled if a reportee were to have a career in the organization. Sadly, such organizations do not survive. And the cause of its defeat would be its own employees, who though very capable failed because they're fighting the whimsies and fancies of their bosses instead of being productive at work. Most managers wrongly logic that fear and insecurity drives productivity. On the contrary, in a employment rich market, able employees will seek opportunities where they can freely express their inventive ideas than try to save their jobs. It's a sad fact that some managers still languish in age old practices of enforcing work on his reportees using fear tactics like in the zamindari-peasant system. Fear might work to force complete work that doesn't require creativity and inventiveness. Employing the same tactics in a creative workspace takes away space for ideas to take shape. This will at best lead to the erosion of the top performers acting against the interest of the organization, hampering it's progress. Able people managers know this potency of fear to wipe out organization's best talent and are always on their guard in employee relations.
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