Tag Archives: teamwork



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.


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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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


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




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.


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




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.


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




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.


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





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.


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.


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




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.


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




You share your knowledge which helps them do their work and perform well. You are effectively a team player.

You listen intently to what they have to say and respond in helpful ways always considering how their feelings will be affected.

You are optimistic and enthusiastic when you interact with humans.

You give credit where credit is due, give judicious earned praise, and don’t seek to be praised for your own efforts but are rather humble in your own achievements.

You are honest, sincere, dependable, moral, competent, friendly, and trustworthy and humans respect you and you try to respect others worthy of respect.

You don’t gossip behind their backs but usually relay only good information to others.

You behave responsibly, admit your mistakes and don’t blame others, and apologize if you hurt someone’s feelings or affect their work adversely.

If you liked this evergreen truth blog then read more of them, about 1100 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.


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




Manage: v. to control the action(s) of a human(s)  (with a command(s) and/or by showing what is to be done) and/or (by interacting and trying to solve a problem(s) and/or by trying to use emotional intelligence) and achieve a desired goal(s)

You can manage someone by commanding them and/or by showing them what is to be done. “Do your job” may be an authoritarian style of management where there is relatively minimal interaction between the manager and the managed.

The more interaction there is between the manager and managed the more it becomes a teamwork effort where both interchange ideas on how to do the job. In teamwork the manager frequently interacts with the managed and tries to solve a problem(s) together for optimal effect.

Management styles vary depending on how well defined the job is. If the job has clear rules and operates with little management then an authoritarian form of leadership can work relatively well.

If on the other hand the job is dynamic with many variations and no clear rules of operation then more interaction between the leader and led may be necessary to reach desired goals. Teamwork is frequently more effective in situations where the goals change from job to job or where different skills may be necessary with different personnel changes to achieve a goal(s).

Effective management means much emotional intelligence or the ability to make the managed feel good about their job and feel that they are a vital contributing factor in a job or project. Maintaining a sense of selfworth in the managed is important. Harsh or mean criticism, put downs, name calling, unnecessary threats, and ridicule should not be used in management managed interactions which can all create a dysfunctional,  inefficient working atmosphere.

Management is a leadership skill which can vary and be different depending on the nature of the job but emotional intelligence is necessary in leading any job and the humans in it.

If you liked this evergreen truth blog then read more of them, about 1100 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.




Teamwork: n. interacting with more than one human trying to achieve the same goal(s).

The ideal team is competent individuals who know their skill set and can function relatively independently towards a common goal(s).

In the real world there are team members who need some assistance in the form of information and/or guidance to do the work successfully and this frequently requires input from the team leader and other members of the team. Feedback during the common goal(s) achievement is very important so that the work proceeds in an orderly timely way.

Sharing information and knowledge amongst team members is frequently also necessary so the interaction of the team is seldom a one on one interaction.

What may surface during teamwork is that an additional team member may be necessary or a current team member needs to be replaced with a better one.

In sports teamwork physical ability takes precedence with overall strategic advice incorporated into the game and knowing how to adjust to opposing team tactics. Sports teamwork is much more impulsive than corporate teamwork and doesn’t last that long unless you incorporate the time spent planning before a game too.

Keeping a team emotionally motivated despite inevitable failures along the way is very important and the team leader must have emotional IQ as well as a pretty good knowledge of what has to be done to complete a goal(s) successfully. It also helps if the team members are emotionally mature and not interested in goofing off, getting others to do their work, and backstabbing coworkers.

If you liked this evergreen truth blog then read more of them, about 800 so far, and one or more of my evergreen truth books, especially COMMON SENSErays 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.




Command: v. to authoritatively demand an animal(s) to do a subset(s)

Historically commanding or bossing humans around was much more popular than today. Parents would command their offspring with strict discipline, men would frequently tell their wives what to do, rulers would command their followers and military leaders, military leaders would command their soldiers, and humans would command and discipline their pets.

Today many parents don’t strictly discipline their offspring, rulers and especially presidents have limited powers to command,  business leaders in many technological companies or creative enterprises emphasize teamwork and not autocratic rule, and spouses try to mutually cooperate in making decisions although one spouse may be more commanding than the other.

Commanding is still a vital and necessary function in western societies and is much more pronounced in other cultures today but the trend is towards much more cooperative strategies of leadership. Power is shared to some extent and all decisions are no longer strictly top down leadership but an exchange of ideas and strategies before a final decision is made.


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Leadership: n. (recommending and/or directing) and/or (commanding and/or inspiring) and/or showing what is to be done

At one extreme a leader can be authoritarian or dictatorial and at the other extreme it can be one who always tries to get a consensus or majority vote. The truth is that some jobs or tasks require an authoritarian style and others more teamwork or cooperative effort. Many successful leaders combine both leadership techniques in different combinations to produce acceptable results or use different motivational techniques to reach goals.

A willing competent dedicated worker filled with personal self-motivation is the most desirable. There are many mistakes which a leader can make to disrupt these good vibes. Not giving credit for doing a good job, backstabbing, gossiping, making unreasonable demands or not giving enough time to do a job well, not providing workers with the information, tools, or materials needed to do the job, and ridiculing, being rude, and insulting are all things which can lead to dissatisfied workers and bad job performance.

Finally the most trusted, respected, and admired leaders are those who are competent, confident, passionate, demanding, good listeners, give feedback or communicate well, are honest, sincere, reliable and trustworthy and are very good motivators or have much emotional intelligence or human skills.

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Delegation means having an employee do part of the job which you are usually responsible for doing on your own.

Delegation can create trust between you and a deserving employee and he or she may feel that you are giving them a chance to improve their skills and give them some hope that maybe in the future they may be able to do your job in the organization or to do your job in another organization if they chose to leave at some point in the future.

If you yourself also hope to get a position of greater authority in an organization then you will be able to recommend the delegated employee for your position in the organization and gain a satisfied loyal employee and this may be very useful if you need his or her help at some point in the future.

Here is a link to the article in inc.com by Peter Economy which describes nicely the 5 most important things which you should consider when delegating authority.


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Nothing demotivates humans more than a leader who seems to be out for himself at the expense of others and does not give credit to followers who deserve it or unjustly favors certain followers. A leader must be trustworthy and ethical and that basically means that he or she is honest and sincere or doesn’t lie and deceive in interactions with followers because telling the truth is the bond which makes efficient interaction possible and makes successful teamwork a reality.

Understandable concise communication which makes it obvious what a follower is expected to do and demanding accountability for a task with giving needed help and encouragement during the task is vital to maintaining trust.  When organization goals and tasks are not properly communicated and followers are left to drift on their own then this destroys a trusting relationship.


A good leader is confident in his or her ability and creates confidence in others with a dynamic optimistic attitude backed up with relevant actions. He or she isn’t afraid of change, will take reasonable risks, has a sense of urgency, and continues to inspire followers on a regular basis.


Good leaders have trained one or more of their followers to take over the responsibility of leading others so that they can take a vacation and not be overly concerned about work not continuing in an efficient manner. Good leaders have one or more trustworthy followers who can take over their job if they are promoted in the organization or if they decide to take some time off from work.


They know that talented selfmotivated workers are the foundation of a successful organization and invest their time and energy in improving the motivation and performance of their employees.


The successful leader does not portray themselves as a know it all commander in chief or leader of yes humans. They listen much to their employees and encourage input before they make a leadership decision which is appropriate to the circumstance.


They realize that being lead is much different from leading which must give more attention to human relationships. Not only are the leaders needs and aspirations important but the needs and aspirations of employees must also be dealt with. You need to treat introverts slightly different than extroverts and you should also be aware of the good and bad relationships between employees and resolve them if possible.

If there is an employee who is just not communicating effectively with others and is becoming a demotivational force in the organization then the wisest thing to do may be to fire them and replace them with a more socially competent one. Teamwork means that all employees should be pulling in the same direction and benefiting the organization and not being the weak link in the chain of cooperation.

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The ability to use teamwork to achieve a goal(s) is increasingly more important in an interdependent world than the ability to succeed with rugged individualism only.  Businesses and other organizations can succeed with good teamwork and can fail miserably without it.


Thinking about a goal(s) which haven’t been achieved yet will sometimes change some of the means toward achieving the goal(s) and thus make the achievement of the goal(s) easier and/or more probable.


Most goals are achieved by using time, energy, and money.  You have a lifetime to achieve your goals unless you form a foundation to continue to fulfill your desires and/or goals after you die.


The goals which you value and how you value those goals will shape your lifestyle into a relatively unique set of priorities and/or goals which could be called a lifestyle.


A belief in variety not only acknowledges that there is usually more than one means of achieving a goal(s) but that there should be more than one goal in life and that biodiversity is essential to the long duration survival of humanity.  Maintaining variety among humans protects against the dangers of inbreeding health dangers and claims of ethnic superiority.


Someone with vision not only can predict the future to some extent but can also set goal(s) which have a relatively great degree of probability of  achievement at some point in the future.

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They hire the best and brightest:

Great leaders overcome their fear of possibly losing their job to someone more talented and hire the best employee for the job and take their time doing so. Nothing is worse than hiring someone in an emergency situation speedily and finding out that the human has inadequate skills for the job or has a flawed personality and can’t work well with others.

They have an excellent knowledge of the goals of the organization and the goals of the group and can motivate the employees towards those goals:

Employees have a difficult time staying motivated if the purpose or goals of the group are not known or are ever changing and confusing. One way to insure unity of purpose and action is to have well defined goals to work towards and organizational rules which are advertised and followed. A good leader should be able to provide this focused direction for all employees. An organization without goals is a ship without a rudder which won’t get you to where you want to be or should be.


They interact with team members and know what information and skills are necessary for their goal achievement:

Great leaders don’t micro manage an employee but know in general what information and what skills are necessary for their employees to reach their goals. They don’t tell their employees how to achieve their goals but know how to give support so that they have all the necessary tools to do the job and can monitor the progress of the employees as they are reaching their goals.


They keep the plans or goals visible:

Great leaders don’t hide the goals in case they may have to change them towards other goals along the way. They remind employees of the goals and if changes are necessary then they make sure that all team members know of the necessary changes when and if they are necessary. They don’t keep team members working in the dark.


They keep team members accountable for their share of the work:

If a team member does not succeed in reaching his or her goals then they are held accountable and are graded on a number scale of one to 10. If they have three or more serious failures in a row then they should be demoted, denied privileges, or even fired or replaced by someone else. Leaders should monitor progress or or its absence and reward or punish accordingly with praise or criticism and corresponding actions.


They recognize progress or doing something right and make it immediately known to the employee to further selfmotivate them to do well in the future:

Punishing an employee immediately after one failure can be demoralizing and threaten the feeling of selfworth which the employee should maintain on the job. On the other hand any success should be immediately recognized and rewarded with praise and further encouragement.


They try to remove barriers which impede work flow:

If there is information or skills which an employee may need to proceed successfully with the work to achieve the goals then the leader will try to provide the source for the information or get someone with the necessary skills to permit the work to proceed smoothly. Sometimes setting aside time for retraining for a new necessary skill is the preferred choice of action. Removing barriers and not creating barriers to work progress is the proper role of a good leader.


They address minor performance issues and don’t let them grow into larger potentially more difficult problems to solve:

Proactive coaching or identifying and addressing small problems and trying to prevent larger problems should be done by the leader as he monitors the progress of the employee. Paying attention to and solving smaller problems may prevent them from growing into difficult ones to solve.


They listen more than they talk:

Efficient or short and to the point communications convey a feeling of confidence and preciseness which can easily get lost in a barrage of words. All the points addressed by the employee should be noted and then responded to clearly and concisely which means that a leader will do much more listening than talking. The good leader should be an efficient communicating man or woman of action and not one who leads with confusing verbosity.


They use team values or rules to make big or small decisions and address problems:

A good leader does not use vague business practices to address problems but follows the rules of the organization to make big or small decisions which helps employees focus on important vital organization values.


They get to know the employee personally to some extent so that a better understanding exists on how to motivate the employee to do better:

Extrovert or introvert personality types require somewhat different motivating approaches and extrovert types could be assigned more contact with customers. Getting to know an employee better will reveal what subtle motivational differences may be needed to get maximum performance out of them. Employees should not be viewed as dehumanized interchangeable parts in a business machine.


They care about their employees and not just about their performance on the job:

Good leaders nurture and protect their employees by getting to know their families to some extent and getting to know their goals in life so that they can be helped in their voyage through life and especially the business world. An employee who feels that a leader cares about his long range goals in life and tries to support that effort will be much more committed to the relationship and job.


They know how to keep a balance between organization goals and profits:

The bottom line or profits should not be the only things stressed in motivational talks but also the goals of the organization which may simply be happy and supportive customers.


They maintain communications even when there is no good news:

Communication should not end when there is a slowdown in work load or if some bad news surfaces and should be addressed and not ignored.


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The 3 most important principles of good leadership and/or teamwork in any organization is following the rules of the organization, knowing and communicating the general goals of the organization, and knowing and communicating the goals which each member of the organization should have. The rules and goals which each member of a team should follow is especially important if you are a team leader and not at the top of an organization.

The 4 general principles of teamwork:

1. Teamwork means a leader communicating general goals and assigning relevant specific goals for most or all important members

2. Making sure that all the necessary information and skills are or will be available to achieve the goals in a timely way,

3. Helping individual team members function well together by establishing an atmosphere of trust and cooperation between the team leader and individual members among themselves,

4. After proper optimistic motivation rewarding members for achieving timely and acceptable goals.

As a team leader it is your job to set goals for each team member by assigning individual responsibilities and involving members in the decision making process or problem solving process to some extent so that they feel free to contribute their creative ideas if they have any and feel that their opinions are valued and should not be hidden.

Identifying the skills necessary and and general information which will be necessary to complete the goals is vital and identifying the members with the skills or ability to get the necessary information is important. Pairing up lesser skilled individuals, who may need help with more skilled individuals who can teach them what may be necessary to know to achieve the goals, may be beneficial.

To encourage trust and cooperation between members it is important for the leader to give unconditional support to all the members as needed. All promises made by the leader should be fulfilled. Frequent meetings of 5 or 6 members rather than 20 or 30 should be made to evaluate the progress of the group and make sure that only a few members are not the only ones working or doing all the work.

Your workers should be self motivated and any workers who interfere with the efficient operation of the team with bad behaviors such as continuously interrupting members during a meeting, yelling at team mates, back stabbing, failing to be supportive of others, insubordination to the team leader, not doing work in a timely way, complaining about decisions, criticizing without just cause, and inappropriate humor should be severely reprimanded and if the bad behavior does not stop and the member is guilty of two or more bad behaviors a removal from the team or even firing is essential to maintain good morale in the team.

When hiring a new team member make it a team decision and make sure that once expertise is more than adequate that the personality and social skills are also compatible with the team. Also identify and exclude members who strongly think that teamwork will handicap their creativity or hinder their personal advancement in the organization.

Share your information and skills with members and encourage members to share their information and skills with other members and reward them with bonuses, free lunches, time off, or praise when goals are achieved in a timely way.

Here is a link to an original article on teamwork by Geoffrey James.


Here is a link to 13 ways to encourage teamwork by Edward Chalmers.


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 Being a traditionalist in a fast changing business world:

Unless you are the manager of a fast food business which doesn’t change much from year to year you are making a mistake if you like the way things are and want to keep it that way without change.

In a technologically changing world trying to maintain a status quo is going to hurt business in the long run if you don’t work towards a more efficient and competent workforce and new and better products.


Whining and trying to avoid responsibility:

If you are a pessimistic whiner who is constantly making excuses and blaming others for problems you will never be respected and it shows that you have bad judgment about accountability and an absence of confidence which demonstrates an almost total absence of leadership ability.


Being deceptive and not honest and sincere:

Manipulatively misleading your workers about your true thoughts about them and their performance is a form of lying and you will lose respect, trust, and efficient teamwork once the deception is exposed as it inevitably will.


Behaving dictatorially or tyrannically:

Trying to turn everyone into yes men and women without considering or using valuable feedback from workers who are dissatisfied or have better ideas on how to run the business will eventually lead to firing from someone higher up the hierarchical power structure.


Making empty threats:

If you threaten someone with punishment or the withdrawal of a privilege then follow through with it because you will lose credibility. If you make too many idle threats soon no one will believe you or be intimidated by the threats and you will start losing your power to get things done.


Craving power:

If you are a politician or bureaucrat then craving power can be a useful motivating force. If you are running a business then getting rich through the application of just rules and the achievement of worthwhile goals which benefit the customer should be your primary concern.


Ignoring the truth:

If you primarily listen to weak minded yes men and women who sugar coat the truth and tell you what you want to hear and not what you should hear which is the truth then you will fail sooner or later.


Making promises or commitments you don’t intend to keep:

Failing to follow through on a promise or commitment intentionally is a form of intentional lying and you will lose respect, trust, and obedience from your workers in the long duration.


Being grandiose and delusional:

Grand visions of a company as a goal and trying to get there speedily when it is not based on facts or reality will only lead to failure.


Doing what you know is wrong or against the rules:

Sacrificing good principles of leadership and behavior for greed or fear of repercussions and trying to cut corners may work in the short duration but in the long duration it will only lead to failure on a massive scale.


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Not all these tips are useful for jobs which are efficiently programmed and don’t need much management because they are skills learned once and then only repeated efficiently over and over again in a robotized way. If you have to lead a creative team of workers and not human robots then these tips can be helpful.


That means judiciously setting aside enough time to do the work, making sure workers have access to resources such as information, expertise, and equipment which will be needed.  Make sure that they will have the skills or techniques which are necessary to do the job. If the job needs new skills then set aside enough time for your workers to learn those new skills.


Match up competent job skills for those working together. Eliminate combinations of workers which won’t work because they are not good at sharing responsibility or have personality flaws which impair good communication.

There are introverts who prefer to work alone and extroverts who frequently don’t mind sharing work. Try to divide up job tasks into ones which can largely be done independently and others which will require more cooperation and match up the people with the tasks. You should have the wisdom to hire skilled workers in the first place and quickly get rid of the ones that aren’t skilled or have severe personality flaws.


Encourage creativity is another way of saying that you should provide an atmosphere that encourages independent thinking and a free exchange of new or different ideas, especially before the project begins. Your workers should feel that your way is not always the right way and that it is always subject to tweaking and modification before and during the project.


Make sure that personal growth and success translates into better pay or more time and money for new skill development. Try to teach workers how other members of the company are working or what the structure of the company looks like.  Show them what it means to climb up higher in the management hierarchy or get higher in pay scale with more perks or privileges.


Keep in mind the important questions which should be asked and answered during a meeting. Who, what, where, when, how, and how much. Who is going to speak next, who is going to work on a task, what are we going to talk about, when does this knowledge apply, how will the tasks be done, and how much time and even money it will take, etc.


This basically means being honest, truthful, and sincere and expecting your team to be the same when they interact with team mates. No back stabbing permitted and other forms of lying which may surface. Mistakes will be made and there will be failures but giving appropriate praise and acceptance of reasonable failures without condemnation or threats should create a relatively secure team environment without fear.


Nothing inspires workers more than a happy competent optimistic leader who knows how to reward and judiciously praise workers for a job well done and knows how to deal optimistically with failure when it arises. Judiciously adjust less rewards and praise for the easy jobs and more for the harder ones which are done successfully. More praise and reward should go to the harder tasks and individual success should be broadcast throughout the team appropriately so that a worker feels that the team members also know of his or her achievements or successes.


Workers will run into problems which seem insolvable or have such a workload that they may try to unload some of it on others. Make appropriate adjustments if there seem to be bottlenecks and clearly communicate the goals of the company and the responsibilities of each member in it if the borders of responsibility begin to blur.


Constantly having to encourage and motivate workers to devotedly do their work with pep talks and other forms of motivation which are cheer leader tactics is not good. Develop as much selfconfidence as possible with sincere, just praise, and rewards and not overhyped pep talks. A selfmotivated worker will work hard to push him or herself without an external unnecessary crutch and do the job better and more efficiently. “You did it again, your effort did it, your dedication did it, you did it very well, you performed excellently, your work was outstanding, your work deserves more praise than I can give, your hard work paid off, etc.” can be words which will encourage selfmotivation.


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