Part 2 in a Series on Essentials of Modern Leadership
Shortly after his New York Giants defeated the heavily favored Buffalo Bills in Super Bowl XXV, NFL coaching legend Bill Parcells was asked, 鈥淗ow did you do that?鈥� Indeed, not many people had given the Giants a chance. 鈥淚 have to be a master motivator,鈥� he responded. 鈥淚 treat everyone fairly; I don鈥檛 treat them the same.鈥� Parcells understood that a team is made up of individuals of differing personalities and talents and that a one-size-fits-all management style isn鈥檛 the way to build a championship team. The coach鈥檚 secret: Knowing your people is the heart of leadership.
Learn What They Can Do and What They Can鈥檛
During countless hours of game time, practices, team meetings, and frequent travel, the great coach had gotten to know his personnel in a meaningful way, their strengths, weaknesses, motivations, and fears.
Think about it. Many coworkers spend as much time 鈥� if not more 鈥� with one another than with their families. This is not an insignificant thing. To inspire good relationships and morale that will carry over to performance, managers must take the time to learn about their people, and that鈥檚 a continual face-to-face process.
Getting to Know Your People Takes Calculated Effort
Accumulating hours in a shared workspace doesn鈥檛 guarantee you鈥檒l . Exposure does, however, school everyone on personalities, with your personality setting the tone for the overall disposition of your team.
Getting to know one another takes more than simple proximity. True familiarity is a product of conscious effort, and good managers take the lead in making personal interactions happen:
- When appropriate, initiate conversations that display interest in your employees as people.
- Every once in a while, take the work relationships beyond the confines of the workplace. Take your team to lunch or catch a ballgame, and steer the vibe away from business concerns.
I鈥檓 also a big believer in applying . As a principle, it seems to have come into question in recent times, but the simple maxim continues to guide my relationships in and out of work.
I aim to behave and treat people in a way that I鈥檇 like to have reciprocated. In doing so, I obligate myself to extend the best of my character and capacity in a way that reflects fairness specific to the situations.
Understanding Your People Isn鈥檛 in the Job Description, But It鈥檚 Job One
Not so long ago, taking enough time to establish relationships with your people would have been seen as outside the job description. Even now, taking the time to get to know your people probably isn鈥檛 one of your official duties.
Even if it鈥檚 not in the employee handbook, connecting personally with your team is worth your effort on both personal and professional levels. If you know your people, you can engage them in a way that will bring forth their best. The result: Goodwill, trust, creativity, and productivity can be part of .
Managing People 鈥� It鈥檚 Academic
There are instinctive people skills that are hard to teach, and there are people skills and management techniques that can be boiled down for consumption in a classroom. The latter range from communication strategies to conflict resolution.
Under the heading of continuing education, 国产短视频offers professional development programs for everyone from new managers to seasoned supervisors.
To learn more about USF鈥檚 dedication to interacting with professionals and advancing careers, explore the university鈥檚 Office of Corporate Training and Professional Education. Visit the CTPE website or contact us.
Mark Koulianos is director of USF鈥檚 Office of Corporate Training and Professional Education and a 20-plus-year veteran of the corporate world. .