1. Absence Makes The Employee Happier
Telecommuting is the key to transforming a local operation into a national (or global) enterprise.
The ability for individuals to telecommute will continue to enhance companies’ ability to perform at high levels – expanding and scaling down flexibly in order to achieve their objectives. The question is: how do you manage all these scattered talents and resources, making sure they are engaged and contributing to your company’s bottom line?
Understand that you are not a hour-based manager, whose duty is to make sure your employees are there in the office during clock-in time. But you are a project-based or objective-based manager whose job is to make sure that your business objectives are met on time.
Even though your teleworkers may be independent contractors, if they are regular contributors to your organisation, be sure to include them in all your company’s social events. Remember that teleworkers need to be engaged too. They need to realise that they also play a major part in helping the company achieve its objectives.
2. Untapped Talent In Your Team
We may be forfeiting a more empowered, inspiring future.
We tend to notice most what is important to us, and neglect the other trivial details. Even in our work place, we may hire people for their specific skills to help us with our core business, and overlook the other talents they may bring to the team. Consequently, we may be forfeiting a more empowered, inspiring future for the sake of tackling the basic survival needs of today.
You may discover that you have a few multi-lingual employees who can use their untapped skill to open new markets in certain countries or communities. Or perhaps one of your staff has a special expertise, understanding or personal contact in a relatively niche market where you can gain new customers from.
All these untapped talent and knowledge represent resources that can open many more doors of opportunity for your company, your employees and yourself.
3. People Need To Fight Their Own Battles
How you handle conflicts among your employees is a hallmark of an engaging management.
In the business world, no matter what you do to prevent the predictable conflicts, the unpredictable ones come up in their place. When limited resources (time, money, space, raw materials…) clash with unlimited catalysts (personal agenda, grudges, mistrust, miscommunication…), problems are created.
If you handle a conflict well, you create a tighter bond within your team of employees. If you’re committed to empowering your staff to independently solve business problems without turning to you for advise, make the same commitment to empower them to solve their interpersonal problems equally independently. The agreement they come up with together, is going to be far more powerful than any solution you force upon them (as a boss).
If the issue is serious enough for your employees to be upset about, it is serious enough for you to be respectful of.
4. Games May Not Build Teams
At work, image is an essential component of our confidence. We prefer to keep our fears and any incompetence to ourselves.
Any group experience should emphasise on reinforcing the pride, joy, trust and respect among the team members so everyone can move forward with confidence and dignity. People have different ideas of what fun is. What is fun for you may not be fun for me.
The best team building experiences are the ones that allow passionate, dedicated and talented people to give their best towards a common goal, towards a shared vision of success. No risky experiential event is going to make that happen. But this has to be part of your workplace culture.
5. Answers Build Teams
Answers to core questions that drive trust levels and performance standards will build strong teams.
Real team building is an emotional journey that you can’t buy out of the box. It comes from a history of shared goals met, commitments kept and visions reignited with fresh passion and energy. Here are some questions that needs to be answered over time, through the choices you made as the team leader, that will influence your team building initiatives:
- Will the team agree most of the time about our common goals?
- Can I trust my team mates to have my best interest at heart?
- Will I make the necessary sacrifices and commit the extra time and effort towards our shared visions?
- Can I depend on my team mates to be responsible for their job scope and related duties?
- Will my team mates inspire me to give my peak performance?
- Can I trust my team mates to be tolerant and supportive if I fail or fall short of my commitments?
As an engaged manager, you have the power and responsibility to build equally engaged teams, motivated by trust and dedication to your shared goals and objectives. Over time, the answers to the above questions will build your dream team.
6. Your Team Can Lead You To Greatness
Let your people take the lead, and be amazed at how far they will take you.
German author and philosopher Johann Wolfgang von Goethe once said:” Treat people as if they were what they ought to be, and you help them to become what they are capable of being.”
In the same vein, treat your people as if they are already the leaders they are capable of being, and they will help you become the manager of a team of inspired change makers. In fact, many of them are probably more expert in their particular field of interest than you are. Let their expertise add perspective to see problems and solutions in new ways – which ultimately helps you to make better decisions.
7. You Remain Their Leader
Consider how you can align your actions to reflect your organisation’s values and use them to assert your authority to drive better performance.
As a leader, think about how you can use your organisation’s culture of trust, caring, inspiration and tradition of excellence to influence your employees to perform consistently at high standards. Use your behaviour to model the standards you want all your people to aspire to. Consider training yourself to strengthen your ability to lead your people with inspiration and authority.
However self-motivated and driven your team may be, you are still the boss. Your job is to establish and model the values, principles and objectives of your organisation in the way you build and run your team. Your job is to bring out the best in your people. When you do it well, your people get the best from you.