Our coun­sel­lor Shivani Misri Sad­hoo on some vi­tal steps that a man­ager should take to boost the morale of an em­ployee

Coun­sel­lor Shivani Misri Sad­hoo on how man­agers can be­come an in­spi­ra­tion to em­ploy­ees

Micetalk - - Contents -

The Leela Palace New Delhi

Ev­ery or­gan­i­sa­tion to­day strives to have lead­ers at key man­age­rial po­si­tions to gain high pro­duc­tiv­ity, low at­tri­tion, and good em­ployee loy­alty. It’s not just the or­gan­i­sa­tion even the em­ployee de­sires for good lead­ers to guide them rather have just man­agers. All lead­ers are man­agers but all man­agers may not be good lead­ers. Some point­ers on im­prov­ing lead­er­ship be­hav­iour is the key to de­velop a pos­i­tive im­pact on em­ployee sat­is­fac­tion/ com­mit­ment level.

MO­TI­VATE OTH­ERS

A leader is some­one who doesn’t select neg­a­tive ap­proach like crit­i­cism or scold­ing rather uses in­spi­ra­tion, ap­pre­ci­a­tion and en­cour­age­ment to get work done by his/her sub­or­di­nates.

SET HIGH STAN­DARDS OF EX­CEL­LENCE

Good lead­ers don’t just check com­mu­ni­ca­tion goals and mon­i­tor em­ploy­ees, he/she is the one who first him­self/her­self sets high stan­dards of ex­cel­lence for the work group. Then they mo­ti­vate their em­ploy­ees for a higher level of per­for­mance and con­tin­u­ally re­mind them of their progress rel­a­tive to the goal.

PLAN­NING AND STRATE­GIC PER­SPEC­TIVE

While the first two be­hav­iours fo­cus on get­ting task done, the third be­hav­iour of a good leader fo­cuses on pro­vid­ing his/her team a def­i­nite sense of di­rec­tion and pur­pose. Good lead­ers paint a clear per­spec­tive be­tween the over­all pic­ture and the de­tails of dayto-day ac­tiv­i­ties. This helps em­ploy­ees to build a bet­ter sense of sat­is­fac­tion and self-worth within the or­ga­ni­za­tion.

COL­LAB­O­RA­TION

Pos­si­bly one of the most com­mon chal­lenges in to­day’s or­gan­i­sa­tions is the lack of col­lab­o­ra­tion be­tween groups within an or­gan­i­sa­tion. One team is com­pet­ing for the re­sources or recog­ni­tion against other teams. In­for­ma­tion is not shared, cus­tomers are not well-served, and work fre­quently gets stalled. This con­flict and lack of syn­ergy frus­trates and dis­cour­ages em­ploy­ees. When lead­ers demon­strate that they can achieve ob­jec­tives that re­quire a high level of in­ter­group co­op­er­a­tion, syn­ergy is cre­ated and ev­ery em­ployee en­joys the work ex­pe­ri­ence.

Good lead­ers paint a clear per­spec­tive be­tween the over­all pic­ture and the de­tails of day-to-day ac­tiv­i­ties

EX­PERT, KNOWL­EDGE AND CON­FI­DENCE

Re­mem­ber peo­ple trust lead­ers with deep ex­per­tise and knowl­edge be­cause they project con­fi­dence in their abil­ity to make in­formed de­ci­sions. Only when lead­ers are con­sis­tent and pre­dictable, oth­ers ac­quire con­fi­dence and trust in them.

Cover Pic­ture:

Shivani Misri Sad­hoo Founder Saarthi Coun­selling Ser­vices

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