Educate and Guide Subordinates In this work, almost everyone wanted a high gain position. However, often encountered someone who got a promotion campaign / promotion is not ready with the new position so that the performance will be down and even worse than when he was a regular employee. Problems that are often experienced by supervisors / managers are not only lies in the technical capability of doing work in the field but rather on the managerial ability to build morale of subordinates. This means that the supervisor / manager of the new lot that is not ready when given the responsibility to guide, train, motivate and evaluate the performance of subordinates.
To overcome the above problems, what must be considered by the supervisor or manager in building morale subordinates. Some of the things below may be taken into consideration if you happened to be a supervisor or manager.
Be a Good Listener
Carl Rogers, an expert in the field of psychology, once said that the biggest obstacle to personal communication is the inability of someone to listen well, with understanding and concern for others. If you are given the task to guide and train someone then this is one of the most important things to remember. When you're talking with your subordinates so that you do not keep too much talking, but listen more complaints and feedback from your subordinates. Willingness to listen will give an opportunity to subordinates to express desires and opinions. By listening means you noticed, you have a constructive attention on the problems faced by it, where you as the employer may have an alternative solution that people need. Thus is created a sense of security and comfort that you are more willing to subordinate open to the suggestions given. Also listen to someone who is free to talk about herself is the best way to see more of the other person who we are. Yet listening is not always mean that you believe in everything you hear. Sure to be a good listener takes patience and humility.
Recognize Work Done
We often make mistakes in interpreting and assessing the work of a person as a result of a view and very superficial knowledge about these people's work. Often we encounter a boss who expected his subordinates to do something that was not the capacity. If you take this parable is like expecting a mango tree to produce oranges. Impossible is not it? The result is not a subordinate who became frustrated and did not even "respect" to the boss because the boss so assessed not know what actually subordinate job (when he should know).
If you are an employer then you should know what is required and whether to work or complete your subordinates. You also need to be able to know for sure whether your subordinates do the work in a way or a safe way that can be accepted by the company. If you find that your subordinates can complete tasks in ways that can be accepted but not according to your way, then as far as possible let him use it. Do not be quick to criticize or even force him to do according to your ways. Conversely, if he was not able to complete the task, then you need to make a change. First step in making these changes is to create an agreement between you and subordinates about the basics of the job.
Know Your People
As an employer, you must know the capabilities and talents your subordinates and help them to use their ability to be distributed in the job. You are also required to encourage the efforts of self improvement subordinates, understand their needs and desires, and so on. For example: you should be able to tell if your subordinates are more interested in career opportunities and challenges or in materials such as money or more on the status. If you can identify these things will be easier for you to lead and motivate your subordinates.
You already should you know your subordinates, if not personally at least you recognize the important characters which are beneficial to the productivity of these subordinates. Some supervisors / managers feel scared to know better the subordinates, because the proximity that they will become too soft and wrong in assessing subordinate performance. Such opinion is actually a mistake, because it recognizes and appreciates a person's personality and uniqueness that has does not mean that you do not require it to work best in accordance with the applicable rules.
Know Race Do You Want to
As a new officer and still be in the spirit of burning to encourage and motivate your subordinates, you may continue to stimulate your subordinates to do something, which really is not too significant. This is a natural thing because you probably still in the stage to show the identity of the employer who deserves the position. However, these conditions have to be really wary of considering that no one is able to subordinates to work under conditions that kept most every day. So do not you keep on shouting "watch out there is a tiger", until you are tired men, and finally when the "tiger" really got your men are exhausted and no passion anymore.
Also your subordinates may feel bored and annoyed that drives you to work harder and excited, while they know that the work done is not so important. Example: You give a special project or task to your subordinates without any clear what follow-ups, when applicable and there is no clear target market, while you are still subordinate to do routine tasks that have been snagat obvious benefits to the company. Therefore extremely important for you as an employer to determine the priority of work to do, so there is no visible activity "redundant" and just make you look busy subordinates. Without the ability to determine this then your subordinates will tend not can not distinguish between an urgent job with the routine because every day they are always being chased.
Use Event-Special Events
In the event there is always work events or special events that can be used as materials or examples to build your morale subordinates. Example: your divisions success in winning a project or division's success in cutting production costs, or any award given by the mass media (community) to your teamwork. Conversely there are also events where you and your subordinates may have failed. Use the success or failure as a learning material. Show your subordinates factors what makes you successful division. And the show also factors or any behavior that causes your division failure. In addressing the failure, look for alternative solutions together, make a lot of ideas that can be expressed, and should never discourage your subordinates, because if he had discouraged the many things that can not be achieved. As an employer, you should take advantage of events that jelly is to direct subordinates to understand and deal with facts or reality in their daily work.
Provide Opportunities
Mistakes made in working subordinates rarely fatal. This means the umpteenth many possible errors, there are still opportunities to be repaired and given a chance to change. Therefore, not merely punishment to subordinates who happened to make mistakes, but help him and give a second chance to improve himself.
If you have already surrendered to the possibility of improvement from a subordinate, that is if you feel that the work was not satisfactory and he is no longer possible to maximize the job (though it was done coaching and training), do not pretend to help and stop the efforts to constructive criticism, because they are not useful anymore. Tell him straight out that the work that he did not succeed. Then suggest a mutation into other areas more suitable, if it is possible, or stopped the person through the applicable procedures.
Delegate Responsibility
One of the important things of the properties of a boss is how he can delegate or delegating responsibility and authority to subordinates. A bad boss will never be willing and able to delegate responsibility and authority to subordinates. Conversely a weak boss would be too easy to delegate without any supervision or control enough. In the meantime, if you want to be a good boss who then delegate responsibility and authority you with a note or agenda that includes job completion time. Ask for progress reports on the work certain times and you should take positive measures if problems arise or occur.
Observe limits of your role
As an employer you must realize your true ability, you can not change everything to your liking. You must realize that you are not a brain surgeon, who can operate on any person at will, you are also not a pastor / scholar for you and your subordinates are also not a psychologist who can cure various psychological problems. Remember that it is there are three fundamental way to change a person: the religious repentance, psychotherapy and brain surgery. You are a leader, do not force myself to do three things. One-one you will become victims.
To overcome the above problems, what must be considered by the supervisor or manager in building morale subordinates. Some of the things below may be taken into consideration if you happened to be a supervisor or manager.
Be a Good Listener
Carl Rogers, an expert in the field of psychology, once said that the biggest obstacle to personal communication is the inability of someone to listen well, with understanding and concern for others. If you are given the task to guide and train someone then this is one of the most important things to remember. When you're talking with your subordinates so that you do not keep too much talking, but listen more complaints and feedback from your subordinates. Willingness to listen will give an opportunity to subordinates to express desires and opinions. By listening means you noticed, you have a constructive attention on the problems faced by it, where you as the employer may have an alternative solution that people need. Thus is created a sense of security and comfort that you are more willing to subordinate open to the suggestions given. Also listen to someone who is free to talk about herself is the best way to see more of the other person who we are. Yet listening is not always mean that you believe in everything you hear. Sure to be a good listener takes patience and humility.
Recognize Work Done
We often make mistakes in interpreting and assessing the work of a person as a result of a view and very superficial knowledge about these people's work. Often we encounter a boss who expected his subordinates to do something that was not the capacity. If you take this parable is like expecting a mango tree to produce oranges. Impossible is not it? The result is not a subordinate who became frustrated and did not even "respect" to the boss because the boss so assessed not know what actually subordinate job (when he should know).
If you are an employer then you should know what is required and whether to work or complete your subordinates. You also need to be able to know for sure whether your subordinates do the work in a way or a safe way that can be accepted by the company. If you find that your subordinates can complete tasks in ways that can be accepted but not according to your way, then as far as possible let him use it. Do not be quick to criticize or even force him to do according to your ways. Conversely, if he was not able to complete the task, then you need to make a change. First step in making these changes is to create an agreement between you and subordinates about the basics of the job.
Know Your People
As an employer, you must know the capabilities and talents your subordinates and help them to use their ability to be distributed in the job. You are also required to encourage the efforts of self improvement subordinates, understand their needs and desires, and so on. For example: you should be able to tell if your subordinates are more interested in career opportunities and challenges or in materials such as money or more on the status. If you can identify these things will be easier for you to lead and motivate your subordinates.
You already should you know your subordinates, if not personally at least you recognize the important characters which are beneficial to the productivity of these subordinates. Some supervisors / managers feel scared to know better the subordinates, because the proximity that they will become too soft and wrong in assessing subordinate performance. Such opinion is actually a mistake, because it recognizes and appreciates a person's personality and uniqueness that has does not mean that you do not require it to work best in accordance with the applicable rules.
Know Race Do You Want to
As a new officer and still be in the spirit of burning to encourage and motivate your subordinates, you may continue to stimulate your subordinates to do something, which really is not too significant. This is a natural thing because you probably still in the stage to show the identity of the employer who deserves the position. However, these conditions have to be really wary of considering that no one is able to subordinates to work under conditions that kept most every day. So do not you keep on shouting "watch out there is a tiger", until you are tired men, and finally when the "tiger" really got your men are exhausted and no passion anymore.
Also your subordinates may feel bored and annoyed that drives you to work harder and excited, while they know that the work done is not so important. Example: You give a special project or task to your subordinates without any clear what follow-ups, when applicable and there is no clear target market, while you are still subordinate to do routine tasks that have been snagat obvious benefits to the company. Therefore extremely important for you as an employer to determine the priority of work to do, so there is no visible activity "redundant" and just make you look busy subordinates. Without the ability to determine this then your subordinates will tend not can not distinguish between an urgent job with the routine because every day they are always being chased.
Use Event-Special Events
In the event there is always work events or special events that can be used as materials or examples to build your morale subordinates. Example: your divisions success in winning a project or division's success in cutting production costs, or any award given by the mass media (community) to your teamwork. Conversely there are also events where you and your subordinates may have failed. Use the success or failure as a learning material. Show your subordinates factors what makes you successful division. And the show also factors or any behavior that causes your division failure. In addressing the failure, look for alternative solutions together, make a lot of ideas that can be expressed, and should never discourage your subordinates, because if he had discouraged the many things that can not be achieved. As an employer, you should take advantage of events that jelly is to direct subordinates to understand and deal with facts or reality in their daily work.
Provide Opportunities
Mistakes made in working subordinates rarely fatal. This means the umpteenth many possible errors, there are still opportunities to be repaired and given a chance to change. Therefore, not merely punishment to subordinates who happened to make mistakes, but help him and give a second chance to improve himself.
If you have already surrendered to the possibility of improvement from a subordinate, that is if you feel that the work was not satisfactory and he is no longer possible to maximize the job (though it was done coaching and training), do not pretend to help and stop the efforts to constructive criticism, because they are not useful anymore. Tell him straight out that the work that he did not succeed. Then suggest a mutation into other areas more suitable, if it is possible, or stopped the person through the applicable procedures.
Delegate Responsibility
One of the important things of the properties of a boss is how he can delegate or delegating responsibility and authority to subordinates. A bad boss will never be willing and able to delegate responsibility and authority to subordinates. Conversely a weak boss would be too easy to delegate without any supervision or control enough. In the meantime, if you want to be a good boss who then delegate responsibility and authority you with a note or agenda that includes job completion time. Ask for progress reports on the work certain times and you should take positive measures if problems arise or occur.
Observe limits of your role
As an employer you must realize your true ability, you can not change everything to your liking. You must realize that you are not a brain surgeon, who can operate on any person at will, you are also not a pastor / scholar for you and your subordinates are also not a psychologist who can cure various psychological problems. Remember that it is there are three fundamental way to change a person: the religious repentance, psychotherapy and brain surgery. You are a leader, do not force myself to do three things. One-one you will become victims.
Besides a few things above would still be many ways to improve your managerial skills in improving the performance of your subordinates. In this paper we hope that the things above can enrich your insight so much more confident in leading your subordinates.
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