National Oil & Lube News

March 2017

Digital issues of National Oil & Lube News, the trade magazine for the preventive maintenance industry

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Page 49 of 67

50 NOLN | Do You Really Know Your Employees? Each of your employees is a human being with a unique set of needs, tal- ents and individual circumstances. Fortunately, providing the kind of recognition that considers employee individuality is an easy task. One of the simplest and most effective ways to develop and demonstrate sincere interest in your employees is to take a little time to learn something about each one. Ask about simple things such as the names of their spouse and children, hobbies or special in- terests and then follow through from time to time with a little conversa- tion that shows you remember them and are genuinely interested. Showing you have a genuine inter- est in your employees as fellow hu- man beings is one of the best ways to build employee loyalty — and pro- ductivity. Are You a Good Delegator? e idea of delegating responsibili- ty to others makes some bosses feel uncomfortable, as if they are giving up power that rightfully belongs to them. Actually, good delegation is a way of harnessing the talent of other people to the boss's advantage. Some managers fool themselves into thinking if they want it done right they always have to do it them- selves. at philosophy is a way of closing the door on employees who want to contribute to the success of the business. In actual practice, effective delegation is a hallmark of skillful management. Are You a Good Communicator? Have you ever been frustrated by an employee's failure to follow instruc- tions correctly or to do a task the way you expected it to be done? If so, it's quite possible the fault was your own, that you failed to make your in- structions unmistakably clear. Since words are the tools with which we build ideas, most experts agree building a better vocabulary is a key to better communication. at does not mean you should take the job of building a powerful vocabulary to mean the relentless addition of ex- otic words just for the sake of sheer numbers — quite to the contrary. e most appropriate word will sel- dom be the longest or most obscure one. e possessor of an unnecessar- ily large vocabulary runs a constant risk of being misunderstood. e trick is to master enough words to allow clear expression of your thoughts without resorting to the use of words that are beyond the understanding of all but English pro- fessors. In short, the responsibility for suc- cessful communication lies primarily with the sender, not the receiver. Do You Set a Good Example? If you want to get the best out of your employees and you want them to be loyal and productive, it's important for you to set a good example. Employees don't receive inspira- tion from employee manuals or vocal instructions. e kinds of behavior you want to see from your employ- ees are best shown, not told. As an example, great bosses raise the bar by handling tough situations such as customer complaints with courte- sy and respect toward the customer, even when the customer seems to be wrong. Good bosses never practice the philosophy, "Do as I say, not as I do." 6 7 8 9 e most effective managers are those who can answer yes to all or most of the questions in this brief test. How did you do? S " Being in charge means being willing to take responsibility for whatever happens on your watch.

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