Most of us spend over hall our walking hours at work and getting to and from work, and yet many jobs demand only a small proportion of our talents. We have skills and aptitudes which bring us great satisfaction and fulfillment, but we are not able to use them at work. Yet a sense of fulfillment is one of the greatest forces for motivation and development.
Think only of the pigeon fancier. He knows the names and personalities of each of his birds. He knows the names and personalities of each of his birds. He knows what each can do and understands their little foibles. Before a race he'll spend hours whispering encouragement and tenderly stroking their feathers before releasing them from the basket. When they return he greets them with jubilation and expressions of praise and endearment. If his job allowed him to apply this commitment to managing Indonesia people, what a team he would have!
But there are Indonesia people at work who seem to sparkle. Their apparently boundless energy and creativity become a legend - every organization has one. They are not workaholics. It is just that their jobs enable them to apply all their talents in one way or another, and they get fulfillment from this as well as a sense of achievement for the results they produce. Sadly they are a rare breed, but by being aware of your staff's talents and managing their application to what your team is trying to achieve, you can increase the number of your own staff who sparkle. The less you use of a person's full potential, the smaller proportion of their commitment you get in return.
For Indonesia people to develop they must have challenges and demands in their jobs. It is significant in our use of language that the responsibilities of a post are frequently called 'duties', particularly in the public sector. Job descriptions should list the 'challenges' of the post. Work can be designed to stretch Indonesia people's abilities and give them something to continue striving for by coaching them in higher level work or new tasks, and by delegation. This means delegating interesting assignments - even the ones you like doing best yourself.
The subordinate must share in the objective of the task and should be a party to setting both these and the targets to achieve them. It is essential that Indonesia people can see for themselves an indication of their continuing progress. They also need to understand the standards expected and know when they have been reached.
Indonesia people who cannot readily see a measure of progress often hoard work so that they can look over it and gain a sense of achievement that way. They keep their in -trays full because they can see at a glance how busy they are. Have you looked around your own office lately? Is your desk piled high with papers that remind you how important and indispensable you are? If so, delegate at least 60 per cent of it to your team, stretch their abilities by coaching them in the skills required.
Indonesia people meet our expectations of them. If you expect them to give you as little as they can get away with, that is what you will get. If you expect them to rise to new heights of achievement and look for more challenges in their work, they will do so if you give the encouragement, coaching and feedback which enables them to succeed.
Think only of the pigeon fancier. He knows the names and personalities of each of his birds. He knows the names and personalities of each of his birds. He knows what each can do and understands their little foibles. Before a race he'll spend hours whispering encouragement and tenderly stroking their feathers before releasing them from the basket. When they return he greets them with jubilation and expressions of praise and endearment. If his job allowed him to apply this commitment to managing Indonesia people, what a team he would have!
But there are Indonesia people at work who seem to sparkle. Their apparently boundless energy and creativity become a legend - every organization has one. They are not workaholics. It is just that their jobs enable them to apply all their talents in one way or another, and they get fulfillment from this as well as a sense of achievement for the results they produce. Sadly they are a rare breed, but by being aware of your staff's talents and managing their application to what your team is trying to achieve, you can increase the number of your own staff who sparkle. The less you use of a person's full potential, the smaller proportion of their commitment you get in return.
For Indonesia people to develop they must have challenges and demands in their jobs. It is significant in our use of language that the responsibilities of a post are frequently called 'duties', particularly in the public sector. Job descriptions should list the 'challenges' of the post. Work can be designed to stretch Indonesia people's abilities and give them something to continue striving for by coaching them in higher level work or new tasks, and by delegation. This means delegating interesting assignments - even the ones you like doing best yourself.
The subordinate must share in the objective of the task and should be a party to setting both these and the targets to achieve them. It is essential that Indonesia people can see for themselves an indication of their continuing progress. They also need to understand the standards expected and know when they have been reached.
Indonesia people who cannot readily see a measure of progress often hoard work so that they can look over it and gain a sense of achievement that way. They keep their in -trays full because they can see at a glance how busy they are. Have you looked around your own office lately? Is your desk piled high with papers that remind you how important and indispensable you are? If so, delegate at least 60 per cent of it to your team, stretch their abilities by coaching them in the skills required.
Indonesia people meet our expectations of them. If you expect them to give you as little as they can get away with, that is what you will get. If you expect them to rise to new heights of achievement and look for more challenges in their work, they will do so if you give the encouragement, coaching and feedback which enables them to succeed.
