Tag Archives: teamwork

UPDATED NEW QUOTE BY ULDIS SPROGIS 767!!!

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If you liked this evergreen truth blog then read more of them, about 3700 so far, or read one or more of my evergreen truth books, especially EVERGREEN TRUTH, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

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SOME IMPORTANT WAYS TO BECOME A BETTER LEADER!!!

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GOALS:

Set goals, write them down, and get feedback from potentially involved staff members if there are any objections to the goals or alternate goal suggestions.

Prioritize goals based on an estimate of their urgency, potential impact on profitability of the company, and cost of personnel and resources needed to achieve the desired goals.

Estimate the approximate time it will take to achieve the goals and when you and members of your staff will start on them.

ROUTINE TASK IMPROVEMENT:

Analyze a task by asking whether there would be any adverse results if the task were eliminated entirely since some are purely make work routine tasks which don’t have any noticeable benefits.

If a task is beneficial then ask whether its efficiency could be improved by replacing it with computer software or eliminating subtasks or spending less time on the tasks.

Sometimes tasks are redundant and two or more tasks can be merged into one new task which produces the same results.

INNOVATION AND CREATIVITY:

The key to innovation is finding someone who is doing your job more efficiently and usually differently.

Relevant useful research of reputable authorities in your field is one way of getting innovative ideas and the other is to make connections with managers or leaders of other companies basically doing your job only perhaps a little more efficiently and better.

Sometimes your staff members may have some innovative ideas which can surface if you have the courage to ask them.

Innovative efficiency often means replacing routine functions and humans with computer software but you should be very cautious in using computer interfaces with company customers because most customers do not want to feel like they are communicating with an impersonal robot and the reputation of your company may greatly suffer as a result of too much of this impersonal treatment of them.

STRATEGIC BUSINESS PLAN:

The strategic business plan should always be a satisfied repeat customer which is the only ultimate strategic consideration. The means to that end is making the company more competitive with more and better information, goods, or services and a more efficient organizational structure.

MEETINGS:

Disseminate a necessary agenda only to invited relevant workers prior to the meeting, start on time, and assign relevant tasks with a deadline during the meeting.

TEAMS:

Have clear rules, expectations, and goals.

Listen more than you speak and get appropriate feedback.

Sometimes compromise will be necessary to get enthusiastic committed member support.

NETWORKING:

A good memory is definitely a great asset but keeping a written file of new humans which you meet each day and the context in which you met them can be very useful in the future.

Seek out humans who can potentially help you in reaching your goals. Joining and becoming an active participant in a professional association is one way of starting to accomplish this goal.

MENTORING THOSE WITH LEADERSHIP POTENTIAL:

Your ultimate goal may be to climb the corporate ladder to at or near the top so take time out to mentor potential leaders who could replace you when you get promoted to greater responsibility.

One way to slowly do this is to once in a while delegate some of your authority to an aspiring leader who has similar ambitions.

When and if you get promoted then you will have a loyal or thankful human leader working under you.

LEARNING:

Learn or research something new and hopefully useful almost every day.

Learn from your mistakes and failures and those of other humans.

Ask humans with similar experiences how they overcame their failures or how they would have done something which you want to do or tried to do.

MOTIVATION:

Individually motivate members and try to get their support because different personalities sometimes require slightly different motivational approaches. Introverts and extroverts need slightly different approaches and even though most are motivated by a pride in their work some need financial bonuses or special privileges to keep them happy and motivated.

Keep group motivational speeches very brief and very infrequent.

The basic key to great leadership is hiring qualified competent workers and using emotional intelligence to motivate them into doing their best!!!

 

If you liked this evergreen truth blog then read more of them, about 3300 so far, or read one or more of my evergreen truth books, especially EVERGREEN TRUTH, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

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MANY WAYS TO IMPROVE COMMUNICATION EFFICIENCY IN AN ORGANIZATION!!!

What-is-effective-communication

Machine efficiency and communication efficiency for workers is not just a question of saving time with short, sweet, and to the point conversations. Worker satisfaction and good performance is also a function of how well they get along with other team members and the team leader if it is a team effort. Developing good interactions between team members and leaders takes time and much empathetic friendly interactions as part of the actual work being done. Developing empathetic friendly relationships takes time and it really means short duration time inefficiency to get long duration relationship efficiency in the entire organization.

Develop a goal(s) or mission statement which the organization has which motivates workers to promote the mission because it means that it is a worthwhile value based cause which will maintain a desirable good reputation for the organization.

“Best products and/or services and excellent customer care which leads to satisfied repeat customers” is one example of a mission statement which few organizations can actually fulfill realistically.

“Sustainable products and/or services and great customer care” is another mission statement for innovative companies which may not have the best products on the market yet.

Visionary statements for the organization are also useful which summarize the general goal(s). Here are a few examples for nonprofit organizations:

The Nature Conservancy: Our vision is to leave a sustainable world for future generations.

Ducks Unlimited is wetlands sufficient to fill the skies with waterfowl today, tomorrow and forever.

WWF: We seek to save a planet, a world of life. Reconciling the needs of human beings and the needs of others that share the Earth…

San Diego Zoo: To become a world leader at connecting people to wildlife and conservation.

Get feedback on your vision from employees on a regular basis and ask employees to interact with customers to get feedback on how good the products and services are for them and whether they are helping to promote the vision.

Core values can be written down but you can also have many more written down for reviewing once in a while.

Bright Horizons Family Solutions states its core values as Honesty, Excellence, Accountability, Respect, and Teamwork.

Some of Zappos ten core values are more vague or open ended and are for example: embrace and drive change, pursue growth and learning, create fun and a little weirdness, and embrace and drive change.

Integrity, honesty, sincerity, dependability, competence, trustworthiness, friendliness, empathy, and satisfied happy customers should be the high priority values which should be promoted by an organization and they are basically unchangeable from year to year.

There may be leadership priorities which change from year to year dealing with expansion plans and new products and/or services but other than that your mission statement or statements and company values should not change from year to year but should be company standards to be followed on a yearly basis.

A perennial priority is how to increase the efficiency of the organization. This means evaluating the quality of the staff and products, trying to increase revenue, cutting costs, and increasing customer satisfaction. Without priority number one or increasing customer satisfaction no revenue will increase, cutting costs may demoralize the workforce, and there won’t be any money left over to improve the quality of the products and/or services being offered.

Technology is the way to go in cost cutting but if this means losing good interaction with the customer and turning it into an impersonal numbers game of big data or unreliable statistics then the company will fail in the long duration.

Establishing empathy with the workforce is time consuming and may seem inefficient unnecessary conversation. The truth is that a workforce will become more connected, cooperative, and motivated to do well if the leadership takes time out to know some personal goals and opinions of workers who will then feel more important in the organization and feel that their contributions really matter. Empathizing with the workforce minimizes the possibility that the workforce will be demoralized and makes them feel that they are more than just a replaceable cog in the organization.

As a leader of a meeting you should always keep these things in mind and act appropriately:

Assign responsibilities to workers which they can competently fulfill on their own or with the help of other staff members.

Focus intently on each conversation and actively participate if necessary with questions or by getting feedback.

Complimenting for work well done sometimes in the presence of others should dominate the occasional need to criticize in private for work not well done.

Acknowledge humans in a meeting, sometimes by name, so that they don’t feel left out.

Try to sense another’s good or bad emotions and react accordingly.

Say you’re sorry or apologize if it is your mistake.

Make improvement suggestions in private if possible since it is a form of sometimes embarrassing criticism.

Ask for action and try to keep ordering, commands, or demands for emergency situations only.

Be dependable and try to answer emails, phone calls, text messages within 24 hours.

Treat humans as partners and try not to ignore or talk down to them.

Negotiate with a win win attitude for both sides rather than a win only mindset for one side.

Offer active help sometimes in the form of suggestions or tools for workers at work and even outside of work which will improve their performance.

Monitor progress with guidelines rather than strict rules and controls, or don’t micromanage and destroy a necessary sense of autonomy.

Plan social time were workers can connect with each other and sometimes the leadership too.

Greet humans that you see first thing in the morning to avoid being rude.

Offer help or sympathy in times of illness or death of relatives.

Compliments show appreciation but it can also be done with affirmations, one on one quality time, giving help when needed, giving privileges and rewards, and rare pats on the back or appropriate physical gestures such as smiles and thumbs up.

Introduce humans with affirming statements which means adding something good about them other than just using name alone in the introduction.

Keep in touch with your workers by occasional surprise visits to them and find out how they are doing and if they have anything to complain about. Leaders isolated or stuck in an ivory tower leading an organization means inevitable communications breakdown which is bad for the company or organization in the long duration.

As a team leader don’t just focus on your star workers or performers but give others a chance to prove or show themselves to be competent workers too.

Tone of voice, especially the angry or unsatisfied kind and connecting first before delivering content is important or you risk placing workers in a defensive unreceptive mood.

When someone does something for you then a minimum thank you should always follow.

My colleague is always preferable to calling someone your employee or one of my people.

Seeking and sharing the ideas and opinions of others is vital in honest organization knowledge interactions and instead of confidential secrecy the source of the opinions and ideas should be acknowledged and not plagiarized or stolen:

Actively listen and sometimes rephrase the content in your own words to verify that you are not misunderstanding the communication.

Don’t interrupt a speaking human unless the speaking is becoming incoherent or is wandering off the topic being discussed.

Being brief, sweet, and to the point is preferable but there are some humans who need an expanded response with a real life example, an anecdote, or short story for clear understanding.

Sharing past experiences, especially relevant mistakes makes for more connected trusting relationships because humans empathize with others who share their imperfections with you and don’t assume or try to demonstrate an air of unrealistic infallible perfection.

A request for critical actions should be in writing as often as possible with a checklist of things to be done in the proper order if possible. Clarity is essential with critical things and nothing clarifies better than the written word which speaking alone can’t accomplish without misunderstandings developing largely because of bad listening or forgetfulness.

Before offering impulsive improvements on someone’s idea take some time to reflect or think about it, especially if you are not that certain that your improvement is really a better way of doing things with a proven historical track record.

Strong relationships often mean more frequent communications so be sure to stay in touch regularly with important humans in the organization.

Keep humans who should care informed about new developments that you become aware of so that important personnel are not kept in the dark too long.

Don’t ruin trusting honest relationships by attacking anyone who disagrees with you. Rather calmly ask for reasons why they disagree and whether they have a better alternative which will work. After hearing them out you can still disagree with their proposition(s) and thank them for their important input.

In a group or one on one, after sharing your vision or ideas and opinions and why you think they will work, ask for other ideas and/or opinions from others and encourage contributions or feedback from volunteering members. Team effort means that each member should have the courage to speak up and be acknowledged for their input if they chose to do so, especially if it is different and hopefully better than what the team leader or any member plans to do. Some team members will respond better one on one with their ideas and opinions so provide that luxury as necessary.

Open ended question and answer periods can be encouraged and some time can be set aside after the mass meetings for a question and answer period or it can be done in private through emails or social media.

Post event feedback can also be done to find out or analyze what went well, what went wrong, and how a future event can be improved upon.

Task and relationship excellence are two distinct areas of expertise. Managers and team leaders need to have good emotional intelligence or relationship excellence and most employees or organizational members must focus primarily on task excellence and relationships may not play a dominant role in their working lives with the organization. For managers and team leaders the following are important communication skills:

Social skills are good for networking and developing casual acquaintances with occasional potential of becoming future strong relationships. Relationships are more important in an organization because it means a closer connection with key members of the organization who should be loyal members interested in promoting the success of organizational goals and should as much as possible be members whom you can rely upon in times of need and personal indecisiveness. More intimate joys and pain can be shared with good relationships and the deeper connections make for the achievement of sustainable superior performance.

Commitment, courage, and perseverance are necessary in developing and maintaining deep relationships because frankly not everyone is as interested in relationship excellence as you might personally be. Some humans just naturally have a tendency to spurn your efforts at connecting at a deeper level and rejection is not something which most humans can live through without feeling frustrated, disappointed, and wanting to abandon further contact.

According to one study connection seems to start to break down if membership exceeds about 150 humans so keep this in mind when designing organizational structures which you hope will operate at optimum connective efficiency. Just as in personal relationships fewer friends means more intimacy and many friends usually translates into many acquaintances and not many true friends. Prioritize the time you spend with key members of the organization depending on their relative importance to the organization and their relative importance to you personally also.

A group directory guide can be helpful which lists the responsibilities, strengths, expertise, and interests outside the group. This way you can quickly review a group member which you may be contacting in the immediate future and not have to start from scratch getting acquainted with them and wasting valuable mutual time.

Chronic stress is a relationship disconnector so learn to manage yours better if you feel you have it.

Not everyone in an organization needs to be a servant leader or one who coordinates task excellence, facilitates connections between members, and is a model and mentor for others in character strengths and virtues. In general the more such leadership members an organization has the more prosperous or better off it should be.

Hire for competence and character and conduct interviews with serious candidates with more than one interviewer present and hopefully someone who will have direct authority over them or perhaps even a key fellow employee with whom they will be working. What work did you like the best, what kind of work did you excel in, what kind of work didn’t you like, what kind of work were you most proud of, and what are your long duration goals are just some of the character probing questions which should be asked along with competence determining questions.

Provide the tools and training necessary for success on the job and if this sounds like an apprenticeship program then that is a close analogy. Of course hiring someone with all the tools and training necessary is the best policy and is a reason why experience is so important but even the best candidates will still need some on the job tools and training after joining a new organization or business.

Just compensation should be provided and details discussed prior to hiring and repeated without major changes after the hiring is complete and at any time after the hiring.

Knowing your team’s strengths and vulnerabilities is important and standardized personality and/or competence tests can be given or independent private companies can be hired which make the important evaluations for you.

What is of major importance is listing desirable personality characteristics and prioritizing them in order of importance for the specific members of a business or organization which you are leading. If an organization can’t prioritize personality characteristics then much time will be wasted on trying to inspire or change characteristics which minimally impact organizational cohesion.  

For example, empathy, good listening and polite interruption skills are very important for charitable or welfare worker characteristics but not that important for skilled technological experts working in relative seclusion from other employees. A shitty social personality may actually not be a major drawback for a technical expert to whom relationship excellence is not that important a factor in determining job performance excellence.

Finally the special layout or floor design of an organization can have considerable effect on promoting cohesion within an organization. Randomly isolating all members in prison like cubicles is not promoting cohesive social or relationship interaction.

If you liked this evergreen truth blog then read more of them, about 2100 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

https://uldissprogis.com/zlist-of-my-most-popular-blogs/

4 STYLES OF LEADERSHIP AND WHERE THEY MOSTLY APPLY!!!

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There is the slightly tyrannical leadership, the mentoring leadership, the teamwork leadership, and the servant leadership.

Some of the characteristics from all four styles of leadership are used by some enlightened leaders to fit the occasion or circumstances.

Broadly speaking slightly tyrannical leadership can be successfully used with jobs which are well defined and frequently repetitive in nature. Jobs where punctuality is important and doing all the right steps in the job in the proper order.

If an employee fails to perform the defined responsibilities well enough then a threat of firing may be used or the employee is shown how to do it right. If showing enough times still results in failure then termination of employment may occur.

The tyrannical part here is demanding a job to be done a certain way efficiently and failure to do so results in firing. Examples of where slightly tyrannical leadership may be necessary is in the fast food business and for trade workers who are expected to perform their jobs competently in a timely way or else!

Demanding acceptable performance of a job under threat of firing for failing to do so is slightly tyrannical leadership.

Tyrannical leadership management also frequently exists if the manager is afraid that some new talented employee will be good enough to replace them and they will be out of a job. Heavy turnover of employees is frequently the way that tyrannical managers keep their jobs relatively secure, especially if there is not room for advancement in the company for these tyrannical leaders.

Mentoring leadership is basically a teaching role and delegating responsibility to a relatively large extent to teach company operating procedures to ambitious employees who want to rise through the company through greater and greater responsibilities and gaining competence along the way.    

Some employees would love to be mentored in a job but unfortunately it is a time, energy, and money investment which the leader must be willing to offer and in real jobs mentors are relatively few in number unless they are actually looking for a good replacement for themselves if they plan to be promoted in the company or want to leave the organization or company.

Teamwork leadership is vital when coordinating a group of specially talented humans with diversified skills who need to work together harmoniously on one grand task or project. Google, Facebook, and other highly innovative tech companies need talented group leadership to make all the diverse specialties come together to form a high quality functioning product or products.

Servant leadership with a partial emphasis on humbleness, modesty, and humility with a tolerance for humans who betray you is only common skills applicable to charitable organizations and government social workers helping the poor, handicapped, and socially problematic humans, some even with criminal records.

When dealing with dysfunctional humans or ones with severe handicaps the servant approach can work and make those helped feel that there is a leader there who cares about them no matter what they may do with their lives.

Mother Teresa is frequently glorified as a great servant leader but unfortunately the competitive business world for the most part is far removed from practical application of servant leaders or leadership. Could Mother Teresa really lead a Fortune 500 company?  I sincerely doubt it!!!

 

If you liked this evergreen truth blog then read more of them, about 1600 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

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A SIMPLISTIC OPEN DOOR POLICY OF LEADERSHIP!!!

Open-Door-Policy

Bill Treasurer gives a rather simplistic view of leadership calling it an “open door” policy and cites Johnny Carson as opening the doors for many other comedians. The obvious flaw in this reasoning is that Carson never intended for any of the comedians to take over his job eventually and unfortunately that is the situation which in reality often exists if you mentor a new employee who then becomes better than you and threatens your job.

It is an idealized form of leadership which few are talented or competent enough to put into place in the workplace but there are important lessons which can be learned about leader and led relationships. The attempt here is to transform a fearful, remote, somewhat tyrannical leader into a fearless, engaged, and nurturing one which is very hard to do if you don’t have these characteristics as part of your personality to begin with.

 

Here are 7 helpful important good fearless leadership tips.

Give humans a break or permit them to try and possibly fail at important tasks is important.

Have emotional intelligence and know how to motivate humans through confident optimistic rewarding communications.

Give some talented humans with potential a second chance at proving themselves if they fail on the first try.

Give opportunities to others too and not just to your personal favorites.

Be open to feedback and try to improve on your leadership skills as well as the skills of your employees and grow in excellence together.

Try to be a caring leader and find out about personal details especially about personal goals and present frame of mind or don’t be a remote leader with little or no knowledge about employee’s needs and desires.

Learn to delegate authority and develop or mentor future leaders who will use similar leadership skills to your own.

 

I use Bill Treasurer’s own words about the belief that leaders should be the creators of opportunity for others not stultifyers of opportunity.

“In contrast, the concept of leaders as the “creators of opportunity for others” is

straightforward, though it can prove difficult to implement. To become “open-door leaders,”

most executives must change their mind-sets, which takes hard work. Old-style leaders see

everything as a problem, threat or risk. This negativity infects the people they lead, who

become pessimistic and fearful. Employee morale plummets, and performance suffers.

Such “problem-focused leaders” make people worry about the future in the mistaken belief

that fear is the best way to motivate employees. These leaders are easy to identify, not least

because they commonly voice the thought, “What keeps me awake at night is…”

Problem-based leaders live in and communicate fear. They want everyone around them

to be just as scared as they are. Open-door leaders have a positive frame of mind. They

see problems as challenges and opportunities they can exploit for the common good. Their

upbeat attitude encourages their followers to be optimistic and hopeful.”

In a nutshell Bill is trying to replace leadership fear with an encouraging fearless symbiotic relationship with employees. If you are insecure about your job and fear losing it then unfortunately this positive approach may not work for you very well.

It takes balls, competence, and considerable talent in emotional intelligence to be a fearless confident leader with a teamwork frame of mind.

If you liked this evergreen truth blog then read more of them, about 1300 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

https://uldissprogis.com/zlist-of-my-most-popular-blogs/

7 THINGS NOT TO DO WHEN STARTING A NEW MANAGERIAL JOB!!!

 

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Being a new manager in a job is basically starting out developing a good reputation and getting things done properly along the way. Peter Guber does an excellent job of suggesting the 7 major things which can derail or even end a successful start at managing new personnel. 

Perhaps the biggest mistake which can be made is not investigating or doing enough research into the new organization and personnel before actually making important decisions about the organization and its personnel. You have to know how well the current system is operating before you can start taking steps to improve it the way that you would like to see it work.

Striving for a teamwork approach rather than tyrannical selfconfident or selfindulgent bossing is what makes for great and successful management in this day and age.

https://www.linkedin.com/pulse/my-first-90-days-beware-7-deadly-sins-starting-new-job-peter-guber

If you liked this evergreen truth blog then read more of them, about 1300 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

https://uldissprogis.com/zlist-of-my-most-popular-blogs/

THE TRUTH ABOUT HUMAN RESOURCE POLICIES+

HR-Management-Key-Skills

There is a little fear about giving employees references when they move on to other jobs or are fired. When fired the provable reasons are undependability, less productivity than required, and bad communication skills or bad teamwork players.

Attendance records and completed tasks are objective standards of evaluation and the subjective parts which don’t have to be proved are communication skills or getting on well with coworkers and/or the boss or manager.

In a good recommendation you merely have to say that they were dependable, productive, team players and the reverse if it is a bad recommendation. Honest communication between employers is desirable and fear of being sued should not be a serious consideration if the reasons are broad or general enough and not specific or arguable reasons.

Timely attendance or punctuality is vital in a retail establishment dependent on customers. If a worker comes in slightly late and spends an hour overtime without pay at the end of the day then rigid punctuality should not be an issue unless there was an important meeting to attend at the very beginning of the work day.

Making a bell curve for employee performance is junk science and not an objective standard of evaluation because the tasks assigned to the employees are not alike and it will just cause unneeded stress in the workplace.  Demanding employees to measure up or to do the impossible or be constantly striving to be at the high end of the bell shaped curve will kill objective just motivation.

Simplistic attempts at disciplining or threatening an employee with three strikes and your out is stupid management. It is possible that after two or even one colossal failure that the employee has to be fired and what also must be considered rationally is whether the failures all occurred in a row or were distributed over a relatively long duration. We all fail sometimes and if it is not frequently enough then it should be no reason for being fired.

Opportunities for advancement should be available within the organization. If you are just a replaceable part always functioning under the same rules then you have no possibility of improvement or advancement and will probably go elsewhere where potential advancement is not only possible but encouraged.

Delegation of authority is one way to accomplish a feeling of movement within an organization so that an employee feels that they are advancing forward in their job career if they have managerial potential. Opportunities for educational advancement or training in skills required in other departments is another possible motivating factor which keeps a job interesting and not in stagnation mode.

There are still many boring repetitive jobs filled by unsatisfied employees but these are not progressive companies with a bright future in this competitive technologically changing business environment.

Obsession with measurement of employee performance with parameters like keystrokes, volume of words used, time spent on subset tasks, time spent doing email or texting, and other senseless parameters or variables is never going to be a foolproof method of evaluating employee performance. As a manager more time should be spent worrying about how to motivate properly with emotional intelligence rather than on micromanaging details and keeping track of minutiae.

An employee will either be efficient or inefficient in how they work and your job is to motivate the efficient ones and get rid of the inefficient ones sooner rather than later after they have done too much damage to the organization and employee esprit.

Good business management and hiring is knowing the difference between technical expertise, a well defined structured job, teamwork human skills, and job experience.

If there is no job experience then there should be some kind of mentoring program within a company to in effect apprentice the new employee.

When hiring a manager emotional intelligence is of primary importance although the best of both worlds is one with emotional intelligence and good technical knowledge or skills. Managing technicians with emotional intelligence alone is bad company policy and business survival in the long run will not materialize.

The technical expert will play an increasingly important role in the businesses of tomorrow and the probability is great that many will be introverted, have little emotional intelligence, have mediocre language skills, and not be very fond of idle chit chat.  Managing them will be very challenging but it can be done. Even your average employee will probably have relatively poor communication skills because of so much time spent on social media and cell phones.

If you liked this evergreen truth blog then read more of them, about 1200 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

https://uldissprogis.com/zlist-of-my-most-popular-blogs/