Saturday, 29 February 2020

A Critical Manual For Motivational Managers

Updated: July 3, 2010 3:05 pm

It is said that the further up the management tree you go in any organisation, the fewer bits of paper you will find on a manager’s desk. The person at the bottom of the tree is buried in the stuff and the manager has a nice clear desk. But becoming a successful manager is not an easy task. In fact, managing, supervising, being a team leader is the hardest job in the world. Too often we do not think and instead just react to how we feel. The motivational manager does not react. Given this scenario, this book is a down-to-earth guide for managers and team leaders. The book highlights how to motivate your team, get results and do it in the easiest, least stressful way possible. The writer, who himself did the job of a middle manager effectively for fifteen years, suggests five factors of success, which are: Mind control, belief, energy, rapport, and courage to act. These factors are not about skills or knowledge, they are about something “within you that can be cultivated and grown”. So, one can use one’s knowledge of “these factors as a guide to identifying talents” in one’s job applicants.

            The writer suggests that while choosing someone, take your time and don’t feel pressured to make a decision. If you don’t find the person you want then start the selection process again. Some managers seem to believe that they need to pick someone out of the people they interview and pick the ‘best of the bunch’this is a recipe for disaster. This is also where you will need your courage as a manager because you may come under pressure from your boss to appoint someone. During the interview process, be warm and friendly and welcoming. Let the applicant know that you want to find out if they have the talent to do the job you need. Based on the talent you are looking for, you need to have prepared questions before the interview.

            Man’s inability to communicate is a result of his failure to listen effectively, skillfully and with understanding to another person. Here power of listening is not about hearing; it is about really understanding the message that the other person is sending and letting them know that you understand and care about what they are saying. We all have different learning styles or ways that we take in information. In this backdrop the writer maintains that some of us are primarily driven by our auditory sense; this means that we are more receptive to what we hear. Others are driven by their visual sense which means that they are more receptive to visual information. Hence learning to listen better can absolutely transform one’s relationship with one’s team members. Likewise, it is also very significant that you need to look at people when they are speaking. Don’t stare and make them uncomfortable but keep your eyes on their eyes, only looking away briefly and occasionally.

            All the motivational theories that the book provides, however, have their flaws and detractors too, but they give a manager some guidelines as to how he can create a motivational environment for his people. His team members will be motivated by different factors and that is why it is so important to spend quality time with them and get to know them. A good manager needs to understand his team members from a business point of view. In a nutshell, the book is an essential read for managers, as it specialises in how to motivate people at work so that they deliver business results.

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By Ashok Kumar

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