We Provide for the Growth and Development of Associates. How To Move From Theory To Practice?
A company cannot be successful if it does not ensure the growth and development of its associates. It is associates who literally create profit with their knowledge, skills, commitment and willingness. This was shown by this year’s Golden Thread survey conducted by Maja Makovec Brenčič, PhD. Growth and development do not occur on their own.
Certain preconditions need to be met for this to happen. The key is to create trust in interpersonal relationships and especially to establish a relationship between the leader and his or her co-workers. But we should by all means not neglect the relations with customers, vendors and the environment, in which the company operates.
We all satisfy our basic psychological needs within the scope of interpersonal relationships and it is these satisfied needs that in turn make us happy, calm and constructive in our actions.
The choice theory by
William Glasser, MD, states that in addition to the need for survival, the key needs also include acceptance (belonging), power, freedom and learning or creativity: by providing for the development of associates, we therefore satisfy their basic needs. We enter relationships each and every day – continuously. We do not require special time earmarked for this very purpose – this should be the 'code', the management method.
The actions of the leader should therefore include satisfying these needs through everyday activities:
listen to your employees, integrate them into teams and include them in decision-making, express praise and constructive criticism, offer help, show them understanding, ask for opinions, allow mistakes during the learning process, encourage independence and thus empower them, make sure they satisfy their need for power … Give them freedom where possible, such as, for example, in the assignment of tasks, flexible working hours, use of holiday allowance, etc. Last but not least, make sure they satisfy their needs for learning, creativity and fun in both formal and less formal environments. It should be emphasised at this point that the key to building awareness of the value system that offers the answer to the question of what motivates an individual or makes him or her satisfied lies in the recognition of the intensity of needs, which varies from person to the next.
If we therefore summarise this vast theoretical background into one single sentence, it would go something like this:
it is essential that we respect the individual, their needs and values, thus ensuring and creating trust.
The key role and responsibility for the development of associates is borne by the leaders, managers. Their management and communication methods give rhythm to the entire orchestra and also provide them with an example to follow. To use the words of the great thinker, Gandhi, they must “be the change they want to see”.
There is vast untapped potential in work colleagues that is just waiting to spring into life and spread its wings.
Do you know of anyone who does not wish to be successful, happy and show their best?
What are you waiting for? Climb down from the pedestal and establish respectful and trust-worthy relationships with your associates.
RECIPE FOR TRUST
Symptoms
Sullen and grumbling associates, warranty complaints, mistakes, poor business results, etc.
Diagnosis
Insufficient communication!
The healing can begin
Start talking! Firstly: confront your employees. Secondly: learn managing emotions. Thirdly: tell the truth. You will earn respect and trust!
The cure
Through open communication, you show respect. Invest in it. Timely information is of the essence. You will build trust.
Look for opportunities to strike up a conversation!
Take note:
Before … what you wish to achieve? Adjust the content to the listeners. Check whether the message was clear.
During … keep it short and to the point. Convey the gist. Avoid redundancy of information. Written provision of information is not enough. Encourage people to ask questions, listen and respond. If you do not have the answer, tell them when you will have one for them.
The results
Open and fair communication boost effectiveness and satisfaction of associates. It instils confidence in your interpersonal relations. Even a small investment yields outstanding results. You don’t believe it? Try it!