The Management Blog
Tips & advice to help you improve your performance
Praise and recognition have often been stated as a key motivational practice for many people.
Why? Because being recognised for doing a good job strokes our ego, builds on our self-esteem, creates goodwill between the two people, develops self-worth and makes our self-confidence do a lap of honour.
Why was management invented?
That seems a strange question, doesn’t it? Surely management isn’t an invention! Surely it developed in response to industrial needs and was built over a period of time!
What makes us who we are?
Naturally, it’s a mixture of our genetic makeup and our nurtured experiences.
Some of our responses are based on our genes, but many of them are learned as we go along in life, conditioned in the main by who we meet, what we do and how we interpret what happens to us.
How many of you really look forward to taking meetings?
I take from the deafening silence that’s not too many of you!
Meetings can be the bane of management, as you can probably count on the fingers of one hand those meetings that have been productive and a really good use of your time.
When asked to discuss the parameters managers use to assess their own and their department’s performance, the term ROI is often mentioned.
While the returns on investment are critical to the success of any department, there is another measurement we sometimes fail to take into consideration.
Yet it is one facet of our business that, if overlooked, can have a far-reaching effect on the results we achieve and the potential for future growth.
On some of our courses, we often ask managers ‘How many of you have got people in your team who have the potential to produce better work than they are showing at the moment?’
Normally, every hand goes up.