Your questions answered
Below we have published responses to some key questions as posed by our clients. If you would like to ask us a question, We will provide a personal response free of charge with no obligation. To do so, click below;
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Or contact us via phone: 0870 243 2307.
(N.B.: we will only publish questions onto our website with your permission. All posted questions remain anonymous)
How can I cope with my increasing workload, and manage my team effectively?
This is one of the single biggest challenges that our clients face. Many line managers have operational responsibilities in addition to having a team to manage. When business results are poor, our workload increases and as a consequence we either fire fight without managing the team, or we micro manage for fear of business results getting worse. When business is booming, our workload increases and we throw heart and soul into supporting this operationally - and we expect our team members to share our passion and do the same. So - why is it that when we need our teams the most the cracks appear? You notice how some individuals do not pull their weight whilst others are obviously working twice as hard. Gaps in key skills rear their heads, individuals may be ill equipped to deal with the pace of change. Communication disseminates, key tasks are either duplicated or missed. And worst of all there are rumblings in the ranks - morale is declining. Just when you don't have the time.
Effective line managers of today anticipate and recognise the risk of neglecting the balance between operational responsibilities and team development. Effective line managers strike adopt the three key roles of:
- leading
- and providing continual direction for the team. Their teams know exactly where they are heading (true north), how they will get there, and how they as individuals contribute to the overall goal.
- mentoring
- giving guidance and counsel to new and existing team members, providing appropriate information when needed, listening when problems arise and providing support as options are explored, confronting negative issues and fostering positive attitudes, and providing a role model.
- coaching
- ‘unlocking a person’s potential to maximise their own performance’ (Whitmore, 1996) . Using techniques such as feedback, motivation, effective questioning and rapport, we empower individuals to enhance their performance, decreasing dependency and encouraging interdependency
Ultimately, these key aspects of line management foster an environment of knowledge, alignment, commitment and empowerment, and this environment is the most conducive for improving and sustaining team performance and achieving operational excellence.
What to learn more?
We may have solutions for you in our:
- bespoke solutions - to develop your team
- packaged solutions - to develop leading, coaching and mentoring with your line managers
- coaching programmes - to develop you or individuals
- free top tips.
Or contact us directly to find out more.
How can I attract and retain team members?
It has been identified that the main reason that individuals leave their roles is the line management they receive. This may seem harsh, however as line managers we are responsible for creating rewarding and motivating working environments, which enable individuals to develop and grow.
In his theory of motivation (1954), Abraham Maslow argues that our basic human needs form a hierarchy:
- self-actualisation
- 'becoming what one is capable of becoming'
- esteem
- competency, self respect and respect from others.
- love and belonging
- physical and social acceptance and belonging within the key groups in our lives.
- safety
- physical, economical and psychological security
- physiological needs
- food, drink, sleep etc.
Given that we dedicate approximately one third of our lives to working (and don't forget that we spend one third sleeping too!), it is plausible that we require these needs to be fulfilled within our working environment. How far does your working environment and practices offer fulfillment of these needs, from the basic needs to through to self-actualisation?
Viktor Frankl, and Austrian existential psychiatrist and survivor of the holocaust dedicated many years exploring man's search for meaning. He quotes Freidrich Nietzsche's line 'he who has a why can bear with any how'. We are driven and motivated by a sense of purpose and direction in life. What sense of purpose and direction exists within your team? (And how can you be sure - have you asked them?) What are you doing to create and sustain this?
Once you are confident that the above needs are met in your team (and this is verified by your team members!), you will be maximising the opportunity of retention.
And to attract new members? Well if you and your team are visibly motivated and energised you will instantly be more attractive! Our career choices may be driven by our need of self-actualisation, however we still need our founding needs met. We will be naturally more attracted to roles that we are confident can meet all of our needs.
What to learn more?
We can help you in a variety of ways to identify and meet the needs of your team;
Or contact us directly to find out more.