Rapport - How to Build it with Your Team

Written by Alan Fairweather

I've often heard managers say - "My door is always open, come and talk to me anytime." You have to acceptrepparttar fact that your team won't always do that. They might not want to bother you or they may feel that they should knowrepparttar 119433 answers to their questions and they'll look stupid if they ask. And how many times have they approached you and you've been onrepparttar 119434 phone or "too busy?" It's your job to get out and talk to them.

I've also heard managers say - "I sit with my team in an open-plan office so I'm always available to them and I hear what's going on" - OH NO YOU DON'T!

It's important to get out of your office or up off your seat and mix with your people on a regular basis, don't wait for them to come to you. Pull up a chair and have chat and don't just talk about business, find out how they're doing on a human level. That doesn't mean prying into their personal life, but your team members want to feel that you're interested and care about them as a person.

It's also important that they feel free to chat amongst themselves so don't stifle that. A team who have good relationships with each other are a productive team.

Many business owners and managers aren't comfortable about speaking to their team members unless it's about business. I've worked for many managers who knew nothing or very little about me on a personal basis.

One of my colleagues once told me that our manager had asked him if I was gay. He'd come to this conclusion because there didn't seem to be a woman in my life. Atrepparttar 119435 time he was coming to this conclusion, I was going throughrepparttar 119436 break up of my fifteen year marriage to my wife. However my manager didn't know that nor would he have been able to handle it if he did. That doesn't suggest he was a bad person, he just didn't know how to make that human connection and sadly he didn't try.

Outcomes - That's What You Need to Focus on

Written by Alan Fairweather

Successful business owners and managers need to be very clear about what outcomes they want. Whether you call them goals, objectives or targets, these arerepparttar factors that you're ultimately judged on. Outcomes determine whether your business is a success or a failure.

If you're an employed manager, you'll find them in your job description or contract and I'm sure your boss will concentrate on them at your next performance review. Outcomes are what you're paid to achieve.

Many business owners and managers allow themselves to be distracted and diverted from their outcomes. They get involved in all sorts of situations that take their "eye offrepparttar 119432 ball."

I regularly run a workshop for managers called - "Managing Your Priorities." Atrepparttar 119433 start ofrepparttar 119434 workshop I askrepparttar 119435 managers to draw a map on a large sheet of flip chart paper of allrepparttar 119436 things they do in their job. They almost inevitably fill that page with all sorts of tasks and activities. More often than not they surprise themselves with what's onrepparttar 119437 page.

I then ask them to identify and mark with a large cross, their real priorities, andrepparttar 119438 outcomes that they're ultimately judged on. Out of allrepparttar 119439 tasks and activities onrepparttar 119440 page they usually cross only five or six priorities and sometimes less. (You might want to try this exercise yourself sometime).

What we do find however is thatrepparttar 119441 priorities that they cross are not allocatedrepparttar 119442 time they deserve on a day to day basis. The managers will often blame their senior manager for many ofrepparttar 119443 tasks which divert them from their priorities, which is perfectly fair. However there are many tasks that a manager takes on because:

1.They don't like to say "no" or - 2.They don't trust anyone else to do it or - 3.They just 'like' to do it themselves.

I then spend time inrepparttar 119444 workshop showing managers how to communicate with their senior manager and their other colleagues in order to minimiserepparttar 119445 number of tasks that don't contribute to their outcomes.

Many managers fall intorepparttar 119446 trap of believing that their manager will understand why they haven't hit their target or quota. They seem to think that becauserepparttar 119447 senior manager has handed out all sorts of other tasks, then they'll accept your failure to achieve your target.

Well let me tell you now - they won't!

Some business owners believe that their bank manager or investors will understand allrepparttar 119448 reasons why they haven't achieved their business outcomes. However, as I'm sure you know, bank managers and investors only want to hear that you've achieved what you said you'd do.

The successful business owner or manager keeps very focussed on outcomes and doesn't allow anyone or anything to divert them without good reason.

It's also important to focus on outcomes as far as your team are concerned. Sometimesrepparttar 119449 people in your team will be only too happy to do other little jobs and tasks that you ask them to do.

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