The Boss Knows All And Is Everywhere

Written by Richard Lowe

One day I was having a conversation with Kevin, one ofrepparttar people that works for me. Kevin is an excellent employee who is doing very well, and I just had taken a minute to tell him he had done a good job on something. I feel it's very important to let people know when they have done something good (even more important than catching them doing wrong things).

Kevin thanked me and turned back to setting up a computer. I paused, then asked him if he'd fixed Lori's system yet. Kevin looked a little shocked - he hadn't told anyone about Lori's system. He just looked at me and asked how I knew so much. I just smiled and walked away.

It got me to thinking, though, aboutrepparttar 102043 importance ofrepparttar 102044 boss knowing everything that's going on inrepparttar 102045 immediate environment. This is not only important, it is critical for long range survival inrepparttar 102046 office.

How so? Well,repparttar 102047 job of a boss is to keep his team producing as optimally as possible. It's very simple and this basic rule does not change regardless ofrepparttar 102048 rank ofrepparttar 102049 boss (and actually all employees for that matter). The job of everyone in a company is to produce as much as possible.

The boss must act quickly when anything happens to reducerepparttar 102050 effectiveness of his team. He must be fast to correct problems and misunderstandings, and he must quickly give out praise when appropriate.

The only way he can do this is by knowing what is going on at all times. Personally, I am a huge fan ofrepparttar 102051 "management by walking around" technique. When used properly, it's very effective. It's a very simple procedure. Just get up from your chair once in a while and walk around. Look over people's shoulders, see what they are working on and praise them briefly if you catch them doing something right.

There's more to it than that, however. You have to wander around more than just your own people. You need to talk to other people as well. Call up your customers (whomever your group performs services for) and find out how they feel and what's on their mind as regards your people.

You should make these calls often, at least several times a week. Just pick some people whom your group serves and either go talk to them personally or talk to them onrepparttar 102052 phone (email is NOT a good way to gather this information as you need to have a dialog and see reactions). Remember, these are not intended to be investigations - you are simply keeping in touch and gently probing for any information that's relevant.

So how did I know about Lori's system? Simple, I had talked to Annette earlier inrepparttar 102053 day. Annette mentioned that Lori might be unhappy, so I wandered over to Lori's desk and just started talking. Before long, Lori mentioned that her system had not been delivered as promised. She said that Kevin was working on it and she did not knowrepparttar 102054 status.

Getting What You Want Most From Other People

Written by Peter Murphy

Very often in relationships we do not seem to be able to getrepparttar one thing we want more than anything else -repparttar 102042 approval of other people. In factrepparttar 102043 more we want itrepparttar 102044 more difficult it can be to turnrepparttar 102045 situation around.

Typical approaches include withdrawing from other people so that only those who are really interested in you will makerepparttar 102046 effort to get to know you. The other person takes on allrepparttar 102047 risk of rejection and you risk not having someone makerepparttar 102048 effort to approach you.

Emotionally what you really want is forrepparttar 102049 other person to like you or to approve of you as you are. In effect you project wanting approval and that is what you get - more wanting approval! This is because what you give out comes back to you in this world. However there is a better way!

Cont'd on page 2 ==> © 2005
Terms of Use