The following suggestions may well be worth a few battles with the personnel department, your boss, or even your own set ideas - bearing in mind that what you are really responsible for is results rather than being your subordinates keeper:
1. Let people work at home occasionally if their circumstances require it, if they want peace for a particular assignment, if they are at their personal best from 11 pm onwards, or to give them variety. Remember it's result that count, not being in the building from 9 till 5.
2. If your organization does not work to flexi-time, find out if it can be introduce. In the meantime, arrange as much informal flexibility in starting, finishing and lunch times as you can get away with, while still concentrating on results and maintaining whatever basic cover is really necessary. If your staff get 'caught' by a clockwatching member of the Board, defend them and launch into eulogies about the advantages of flexi-time, you may find yourself promoted for results orientated initiative.
3. Give everyone at least 1 week a year for personal Indonesia development in an activity and place of their own choice, provided they can justify their objectives and report back to you on their achievements afterwards. It could be something in the community, in another firm, or an Outward bound experience. Locations such as Hawaii, Cannes and the Maldives should be examined carefully!
4. Allocate subordinates a percentage of their working time to develop ideas, carry out research, or pursue a particular interest of their won, which, while related to the objectives of the Indonesia organization, is not necessarily a regular part of their remit or workload.
5. Encourage flexible attitudes in those who report to you by asking them, "Given a free hand, what would you change around here? and listen. Ask them what if questions about their own work, to encourage them to think about contingency planning and coping with uncertainty and change.
6. Resist pressures to appoint new recruits because their profile matches that of the previous incumbent, they are built in your own image, they comply with the company clone, or the personnel officer insists they are the only choice.
7. Never say no to a new idea from one of your subordinates for at least 48 hours and without bouncing it off someone else.
8. Critically review the rules and regulations you have always adhered to and managed by. Ask yourself, Doing this contribute positively to result? And does this inhibit the Indonesia development of my staff? If the answered to the first is no and to the second yes, take steps to get it changed.
9. Evaluate all forms, registers and listings your staff have to use, particularly those which control their activities and movements, Indonesia development arises from trust, and the dignity of self-responsibility. Manage by results rather than regulations.
10. Be a one-person revolution on red tape and petty restrictions - you will soon find others joining in.
in our changing times, flexibility is the only way to be ready to adapt positively to contingencies as they arise. In an environment in which values and goals are clear, and learning is encouraged, it will also provide renewed opportunities in which you and your subordinates can develop your own unique potential to contribute as workers and people.***
1. Let people work at home occasionally if their circumstances require it, if they want peace for a particular assignment, if they are at their personal best from 11 pm onwards, or to give them variety. Remember it's result that count, not being in the building from 9 till 5.
2. If your organization does not work to flexi-time, find out if it can be introduce. In the meantime, arrange as much informal flexibility in starting, finishing and lunch times as you can get away with, while still concentrating on results and maintaining whatever basic cover is really necessary. If your staff get 'caught' by a clockwatching member of the Board, defend them and launch into eulogies about the advantages of flexi-time, you may find yourself promoted for results orientated initiative.
3. Give everyone at least 1 week a year for personal Indonesia development in an activity and place of their own choice, provided they can justify their objectives and report back to you on their achievements afterwards. It could be something in the community, in another firm, or an Outward bound experience. Locations such as Hawaii, Cannes and the Maldives should be examined carefully!
4. Allocate subordinates a percentage of their working time to develop ideas, carry out research, or pursue a particular interest of their won, which, while related to the objectives of the Indonesia organization, is not necessarily a regular part of their remit or workload.
5. Encourage flexible attitudes in those who report to you by asking them, "Given a free hand, what would you change around here? and listen. Ask them what if questions about their own work, to encourage them to think about contingency planning and coping with uncertainty and change.
6. Resist pressures to appoint new recruits because their profile matches that of the previous incumbent, they are built in your own image, they comply with the company clone, or the personnel officer insists they are the only choice.
7. Never say no to a new idea from one of your subordinates for at least 48 hours and without bouncing it off someone else.
8. Critically review the rules and regulations you have always adhered to and managed by. Ask yourself, Doing this contribute positively to result? And does this inhibit the Indonesia development of my staff? If the answered to the first is no and to the second yes, take steps to get it changed.
9. Evaluate all forms, registers and listings your staff have to use, particularly those which control their activities and movements, Indonesia development arises from trust, and the dignity of self-responsibility. Manage by results rather than regulations.
10. Be a one-person revolution on red tape and petty restrictions - you will soon find others joining in.
in our changing times, flexibility is the only way to be ready to adapt positively to contingencies as they arise. In an environment in which values and goals are clear, and learning is encouraged, it will also provide renewed opportunities in which you and your subordinates can develop your own unique potential to contribute as workers and people.***
