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Digg it UP - Put On Your Leaders Hat And Watch Their Attitude Change
Whether working for a company or organization for a year or decades, it is always difficult to decide when to move on to another employer. There are certain signs that any individual can look for around the work place. While may of these seem like common sense, others are more subtle and are just an important, if not more so.Time in the jobConsider how long you have been in the same job with the same title performing the same function. If it is
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a majo
Blueprints are a critical part of any construction job, whether the job is big or small. In all cases, the ubiquitous blueprint is always in danger of being torn, damage, stained, or just worn out.Contractors typically carry blueprints as rolled documents which are referenced repeated times during a work day at the construction site. The potential dangers for blueprints include general wear and tear, weather, coffee spills, burns from cigarette ashes, an
Let’s face it, not all staff have attitudes that are productive. So how do you change their attitude? You start by changing yours. If you change your attitude to them, you will change their attitude to work!
Let’s take a look at some typical workplace attitudes of managers and show you how they have an affect on the productivity and profitability of your organisation.
What hat are you wearing?
There are 4 basic attitudes that managers can take. See if you can recognise yourself or others in these descriptions. I know I’ve had all these types of managers in my career.
Do as I say not as I do – the crown
I like to think of this as the Royal attitude. There is one set of rules for management and another set of rules for the staff. Royal decrees are made from up high and the subjects are expected to comply.
This type of manager uses their position to gain loyalty and force staff to comply or maybe it’s off with your head! The result is people start to act like helpless subjects, loosing the ability to make decisions.
Do as you are told – the hard hat
The manager is in charge and simply tells the labour what to do. They take on all the responsibility for decision making, hence the need for the hard hat for when things start to fall down around them. They use fear to get the job done and on the surface it appears to work but consider this. In his book “Emotional Intelligence”, Daniel Goleman found that 7 out of 10 American workers are afraid to question their manager even when they know they are wrong and could cause the company to waste money. When people act out of fear they make more mistakes and spend time trying to hide them.
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a majo
Why, exactly, do you want to go into business for yourself? Is it because you cannot stand the thought of working for an uptight, demanding, and perfectly dreadful boss?Is it because you cannot bear the thought of going through another downsizing or restructuring, knowing that your job could be on the line?Is it because you want to be your own boss, call your own shots, or see more up side in your earning potential, with the po
Let’s take a look at some typical workplace attitudes of managers and show you how they have an affect on the productivity and profitability of your organisation.
What hat are you wearing?
There are 4 basic attitudes that managers can take. See if you can recognise yourself or others in these descriptions. I know I’ve had all these types of managers in my career.
Do as I say not as I do – the crown
I like to think of this as the Royal attitude. There is one set of rules for management and another set of rules for the staff. Royal decrees are made from up high and the subjects are expected to comply.
This type of manager uses their position to gain loyalty and force staff to comply or maybe it’s off with your head! The result is people start to act like helpless subjects, loosing the ability to make decisions.
Do as you are told – the hard hat
The manager is in charge and simply tells the labour what to do. They take on all the responsibility for decision making, hence the need for the hard hat for when things start to fall down around them. They use fear to get the job done and on the surface it appears to work but consider this. In his book “Emotional Intelligence”, Daniel Goleman found that 7 out of 10 American workers are afraid to question their manager even when they know they are wrong and could cause the company to waste money. When people act out of fear they make more mistakes and spend time trying to hide them.
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a majo
Your postscript is one of the most important parts of your fundraising letter. It usually stresses the point of your letter and asks for action. Some donors read it first. Some professional writers write it first.Since the P.S. is one part of your letter that you can be confident your donors will read, you need to write something there that will motivate donors to send you a gift or take your desired action.A donor reading a P.S. is a donor lookin
I like to think of this as the Royal attitude. There is one set of rules for management and another set of rules for the staff. Royal decrees are made from up high and the subjects are expected to comply.
This type of manager uses their position to gain loyalty and force staff to comply or maybe it’s off with your head! The result is people start to act like helpless subjects, loosing the ability to make decisions.
Do as you are told – the hard hat
The manager is in charge and simply tells the labour what to do. They take on all the responsibility for decision making, hence the need for the hard hat for when things start to fall down around them. They use fear to get the job done and on the surface it appears to work but consider this. In his book “Emotional Intelligence”, Daniel Goleman found that 7 out of 10 American workers are afraid to question their manager even when they know they are wrong and could cause the company to waste money. When people act out of fear they make more mistakes and spend time trying to hide them.
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a majo
In today’s world, more and more people are turning toward self-employment as a way to earn their living. Being your own boss, making your own hours and having complete control over normal business operations are just a few of the benefits that many entrepreneurs enjoy. But, what about operating a new business that has the ability to gain instant recognition through the use of a trademark name? Sound good? Thought so!You can find a franchise for sale
The manager is in charge and simply tells the labour what to do. They take on all the responsibility for decision making, hence the need for the hard hat for when things start to fall down around them. They use fear to get the job done and on the surface it appears to work but consider this. In his book “Emotional Intelligence”, Daniel Goleman found that 7 out of 10 American workers are afraid to question their manager even when they know they are wrong and could cause the company to waste money. When people act out of fear they make more mistakes and spend time trying to hide them.
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a majo
Motivation is a set of processes that determine individual choices. These processes are influences from families and friends that we receive throughout our life. When speaking with business owners it is clear that they are self motivated and determined to succeed. How did they reach this point and maybe you have not? It is the result of the interaction of your internalized needs and the external influences you receive.Past experience sways our thinking.
Do what you think is right – the mask
On the surface it seems like a great idea to give staff more responsibility but if overdone it’s not managing or leading, it’s showing you don’t care. This manager shows no emotion and never lets people know what is going on. Their favourite saying is “come and see me if you have any problems”. There is a major lack of communication as they hide behind the mask (or the closed door). Some managers justify their behaviour by saying their team are all professionals and know what they are doing. This approach doesn’t work because even trained professionals like some feedback on their performance.
Let’s do it together – the baseball cap
These managers have the attitude that it’s a team effort. They are the coach and their people are the players who get the real job done. The coach knows you can’t be successful without making the best use of your players. They see their role as making sure the team is free of distractions that might get in the way of winning the game and keeping their motivation to win at a high.
On the other hand, they know enough about the game that they can jump in and become one of the players where necessary. Their staff appreciate their willingness to pitch in and help when required.
Conclusion
I believe that the right management attitudes are vital to the success of any organisation. The first step in developing the right attitude is recognising your behaviour patterns and modifying them where necessary.
So tomorrow morning when you get ready to go to work, put on your leaders hat . . .and watch out for a change in the attitude of your staff!
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