Manager's Tips and Tools

by Manager Development Services

Creating “Career-mindedness” in Your Staff

– Assist – don’t do for
– “Buying into” the system
– Taking “ownership” of their position
– Developing personal discipline
– “Trust Value”

Assisting means just that – assisting (mentoring, counseling, instructing, and orchestrating).  It is essential that they do “It” for themselves and not have “It” done for them.  They must do the work for “It” whether “It” is discovering an idea, understanding a concept, developing a technique, or recognizing potential.

Yes, this is a lot more time consuming for the manager in the beginning.  But once the staff member gets “It,” “It” is theirs and they “own” “It.”  By “owning” “It,” the individual nurtures self-esteem and inspiration, and thus, passion.  They begin to recognize and accept abilities never before realized.  This opens up the realm of possibilities.  Over time, the individual develops initiative to address problems because they have learned they have the ability.  The manager’s time, at this point, isn’t wasted with trivial “common sense” issues.

When an employee “buys in” to the system, they become a willing participant in the community and have a vested interest in the effectivity of the department.  They recognize the community has a genuine concern for the individual’s success, and in turn, allows the individual to feel secure to reciprocate with mutual concern (see chapter 12).

It is up to the manager to introduce and integrate the individual into the department.  Making a new employee feel comfortable and at “home” as soon as possible is essential for the well-being of not only the individual but the whole department as well.  The manager must make the employee feel accepted and not judged if he is to alleviate insecurity and fear.  He must then counsel and instruct the individual on the principles, concepts, advantages, and privileges of the system.  It is important the individual understands that everyone is here to help everyone else.  By helping one, we help all; by helping all, we help the one (see concept #4).

The individual thus becomes “engaged” in the welfare of the business and fellow staff.  When “engaged” a person is free to pursue their purpose because they now have purpose.  They come to work with one goal – to work – to learn – to grow.  They “check” their baggage at the door and take ownership of their position.

Taking “ownership” of one’s position ignites passion within an individual. Knowing that they are in charge of their lives and their potential is limitless changes life’s ball game.  Knowing I do have the power to affect my environment, my goals, and my destiny liberates me from the shackles of my own making.  My present, my future, and my life become an adventure instead of a task.   I can perceive possibilities for growth no matter what my current assignment may be (see concept #7).  This redefines reality and gives me the ability to create a personal vision, establish goals, and pursue meaning for my life.

There comes a time in a person’s life when they tire of the bullshit and realize it’s time to get serious about life.  When a person takes “ownership” and becomes “engaged” in the business, they are innately inspired to develop personal discipline.  By reclaiming their inner power and accepting responsibility over their choices, they now have the ability to give their life direction.

Personal discipline is a commitment to one’s self – to nurture those things which give one’s life value and meaning and to abstain from the things which are detrimental to one’s well-being.  Such a commitment inspires a person to ask questions of self:

  • “What do I want to do? – What is the healthy thing to do?”
  • “What kind of person do I want to be today – just today?”
  • “What do I want to look for today – beauty and wonder or chaos and misery?”
  • “Do I want to ‘matter’ today?”
  • “Tonight, when I look back over today, do I want to be pleased, indifferent, or ashamed?”

(NOTE:  the more questions you ask and the more honesty you apply; the more individual growth you will experience)

Story #  6 – Susan B. – Worth Investing In

Susan was recommended to me as someone who was very capable of handling the referral program in our financial services department. I was told she could be opinionated and a little controlling at times. I decided if she had the talent to manage the position then it would be worth taking time to work with her on any areas that would be considered a negative.

All of this proved to be true during the first few months.  She excelled in taking ownership of the referral system and exhibited great potential which was the positive. On the other hand, Susan, was constantly late for work, late returning from lunch, was rude many times to other staff members and tried to be in everyone’s “business” on numerous occasions.

Based on the results Susan was producing along with a personality that I felt could be honed, I believed it was worth investing time, energy and effort into her becoming a valued member of the team. Over her first year with the department, we met for many “Come to Jesus” meetings in which I went over being a “Career Person” vs. a “Job Person.”

I always started each meeting with, “Understand this is a critique and is not a condemnation of you.”  Susan always listened intently and took to heart what was discussed. In the beginning, she would do well for a few days and then backslide. However, the growth that was being generated made it worth continuing to work with Susan.  A couple of times this was a real challenge, but I believed I saw someone who would end up being a true team player and an asset to the department.

I always “put the cards on the table” to let her know that, though her performance specifically related to her position was good, I would be forced to let her go if she was not willing to commit to change her areas of poor performance.

After six months these meeting became less frequent. Susan initially was someone who would show up one day as a mature 30 year old and then the next as a 17 year old. From day to day, you never knew which person was going to show up. Over the next year, it was amazing to watch her evolve into a true “Career” person who had ownership.

Fast-forward two years later.  Susan has become a true professional, exhibiting experience beyond her years.

In managing people there is a fine line between continuing to invest in someone who is struggling or letting them go. In the beginning this can have a negative impact on those productive staff members who do own their position. It is important to not wait too long with someone when it is apparent that needed changes are not being adopted. Also, if the manager is consistent in “Managing from the Heart and to Standards,” the rest of staff will develop trust in the manager’s decision to either keep or let the disruptive person go.

Susan was a person where the decision to continue to invest in her proved to be the right choice. She became one of the key employees who ended up having true ownership of her position and became a very valued employee.

*     *     *     *     *

A manager from the heart nurtures personal discipline in his employees and integrates the personal benefits of adhering to system standards in this discipline (see chapter 14).  When an employee makes a personal commitment to the adherence of system standards they reap the benefit of ‘Trust Value.”

Trust is a core value (competency) needed in creating an “open heaven” and also in honest and intimate communication.  If people can understand trust in the business arena they will excel.  Trust is a two-way street.  But more important than the manager’s need to trust the employee is the employee’s need to trust the manager. If the employee doesn’t trust the manager, the manger cannot mentor, counsel, or orchestrate the employee.  It should be evident to a manager early on whether or not “Trust Value” is or can be established.

Without trust I can expect: (the little dog that’s been whipped too many times)

No Trust                                             Stress, Insecurity, Paranoia

No Open Heaven                               Indigestion, Fear, Back-biting

No Home                                              Panic attacks, Isolation

No Effectivity                                        Anarchists / Sabotage

No Productivity                               Turnover (bottom line affecting)

Without trust in the manager, the employee will not grow.  Instead, they will develop resentment, create dissension, and inevitably become anarchists and participate in sabotage.  And since “all affect one and one affects all,” it is imperative for the well-being of the community that trust must be established as soon as possible or the individual let go.  In this sense, a manager must be protective of the community, and by being protective, exhibits commitment to maintaining a safe “Open Heaven” (see chapter 14).


Anarchists must be weeded out immediately

(Part 2 of 3)

– excerpt from “Working from the Heart – A Way of Life”


October 19, 2011 - Posted by | Counseling Techniques, Leadership Skills, Manager Development Tools, Mentoring, Personal Development | , , , , , , ,

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