Achieve Success Through Questionable Management

Тара купить иней I’m going to give you a question. It’s not a question you should answer, though. It’s a question whose value is found only in the asking. And this one question could change forever how you work with others. It will improve employee engagement and help you make greater progress.

Oh, and if you manage people, you’ll have to stop managing people… at least in the traditional sense. Managers have this really bad habit of managing. To many, management means getting their fingers in everyone’s business, scrutinizing it and trying to make it all work better. I don’t like being “managed.” Do you? Probably not. Why? Because most management is demeaning management. Being managed is having someone look over your shoulder all the time, measuring your output, checking your work, looking for errors in your process and telling you about them in no uncertain terms. All of this while holding your paycheck high over your head.

Yippee skippee! Now THAT’s motivating!

It’s motivating me to look for another job.

Many managers presume everyone needs to be managed. When this happens, he or she actually gets in the way of productivity and progress. For these people, the only solution is to stop managing, and to start serving. This best form of management is one which asks a question. купить Гашиш Железнодорожный In fact, I believe that the biggest secret to successful management is simply to ask this specific question: “How can I be helpful?”

Want to achieve a goal? This question is the means. It literally changes the manager from opponent to advocate, from handler to helping hand, from bad guy to benefactor. “How can I be helpful?” opens the door to solutions, to ideas and energy that were previously jammed up like dog hair in a vacuum cleaner.

This one question can take you from “head honcho” to “hero,” practically overnight.

But don’t mess with success. Use these words and these words only. Here’s why other forms fail:

  • “What can I do for you?” Puts the responsibility for progress on your own shoulders
  • “What do you need help with?” Aside from being grammatically incorrect, it assumes – perhaps wrongly – that the hearer is in need of help in the first place
  • “What’s your problem?” Try this one out and see if the response is a punch in your nose. (But wait…let me get my camera first!)

If you manage people and seek a shortcut to employee engagement, stop managing and start asking my question, “How can I be helpful?” Then listen. Listen carefully and repeat out loud what you hear to be sure you’ve gotten it right.

Question your management style. Then, manage with this question. The answers you get may be the shortest shortcut between you and your success.

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