- Care about your staff or co-workers. (ch. 21)
- Recognize and praise their accomplishments. (ch 22)
- Help others out (ch 23).
But creating a successful organization takes much more effort and a mini-degree in psychology.
The challenge starts with how you hire people.
What are your current criteria? Are you seeking intelligence, flexibility, compassion, perseverance, energy, enthusiasm, mental toughness, physical fitness, leadership, or adherence?
Then decide what makes a person a good fit for your organization by describing:
1) Characteristics that help someone succeed in your enterprise
- If your Friday dress code means that staff can ditch the suit but should still be "professional," that tells you a lot about what you value.
- If your industry is rapidly changing and challenged with new technology, then flexibility and innovativeness may be your top priority.
3) Personal values that predict success in the position
- Options include money, autonomy, work-life balance, travel, quiet, minimal interaction, constant action, desire for a big success, fear that effort will be discarded, etc.
Then use qualitative and quantitative to assess the accuracy of the fit. Perhaps you thought that the person having “energy” was paramount. Then you realized that the person you hired based on that criterion was always pushing for a change in a direction that conflicted with your obligations or timeline. Perhaps the proper criterion you are looking for is “passion” for your mission and goals. That passion will translate to “energy” for staying the course to achieve success.
The fit might be great, but the organization isn’t consistent or is providing conflicting messages. The solution is organizational, not personal.
Or, despite your best efforts, the fit for this position isn’t right. Before you give up, maybe another area would demonstrate an improved fit. For example, you assumed that the person was more extroverted, but it seems that they like quiet and working one to one with people. Migrating to a position that involves coaching vs. one with the leadership of a large team may be the right solution.
Finally, there are the red flags. Occasionally some folks have a toxic side. They breed resentment; they crave control; they manipulate and intimidate. You need a system to identify such people. It is unlikely they are going to tell you that harming your organization is their goal. And other staff are likely to be intimidated and unwilling to come forward. Folks who are bullied look to supervisors to take action; that’s your (unpleasant) job. You need a system in place to ensure you collect information from other staff so you can identify the problem and take action.
To summarize, It’s a Jungle in There recommends to be kind and helpful to folks and give out praise liberally for work well done. That is a tiny piece of ensuring that you are creating a working environment where everyone is working together, doing their best, and helping the organization meet its mission.
- Collinson Rachael, Bevoc Louis. Industrial/Organizational Psychology: A Basic Introduction. NutriNiche System LLC. April 9, 2016.
- Schussler Steven, Karlins Marvin. It’s a Jungle in There: Inspiring Lessons, Hard-Won Insights, and Other Acts of Entrepreneurial Daring. Vol Reprint edition. New York: Sterling. February 7, 2012.
Training is key in any organization. Most organizations dump their employees into work situations that they are not prepared for. I think all organizations should continue training long after an employee is hired. It should be an ongoing experience because there is always some information that workers could benefit from knowing.ReplyDelete
I totally agree. If an employee leaves a company with the same skills they had when they joined then to me that company has failed. And that is probably why the employee left.Delete