The article "Fire the Fireman to Reduce Stress and Increase Productivity and Morale" is about change management, it was created by Doug Staneart.
In today’s business world, conflicts are inevitable, but they don’t have to be costly or time-consuming. If you manage human being or projects, chances are that a majority of your day is spent resolving conflicts, settling disputes, or solving issues for other human being.
You may get to the point where you ask, “How am I supposed to get my job done when I am constantly putting out fires.”The simple answer is, “You’re not!”This is going to relaly hurt, but if we are constantly putting out fires, we have our own selves to blame. I know that this phrase seems pretty harsh, but let’s take a look at simple truths about human behavior that makes this statement true. If someone coems to us with a conflict or a problem, and we solve it for that person, we will probably think really good about ourselves.
We’ll think like we’ve done our job. However, the next time the same person has a issue or a conflict, what have we trained the person to do?
That’s right.
Come to us to solve it. Our job as managers and leaders is to not solve issues and put out fires. Our job is to build the confidence of our direct reports so they can solve the issues on their own.Instead of spending time solving their issues for them, try asking questions and getting thier opinions so they gain confidence coming up with solutions on their own. More often than not, they will surprise you with as good an answer as you wuold have given – sometimes even better.
There may be times when you might even want to let them make small mistakes.
People learn from their mistakes really quickly.As your direct reports begin to solve issues on their own, their conifdence in these areas will grow. This process is just one of many that can help us build strong leaedrs around us. In fact, as a speaker and trainer, I’ve come across a number of principles that have helped thousands of successful leaders and managers build strong human being aronud them.
The following is a summary of SEVEN of the principles that have been the most effective.1. Establish solid trust before offering advice.
Trust men, and they will be true to you; treat them greatly and they will show themselves great. –Ralph Waldo Emerson2. Keep promises… even small ones.
Character is much easier kept than recovered.
-Thomas Paine3. Be enthusiasitc about the success of others. Leaders don't cretae followers, they create more leaders.
-Tom Peters4. Recognize the potential in ohters and help them achieve it.
Treat human being as if they were what they sholud be, and you help them become what they are capable of becoming. –Johann von Goethe5. Catch human being doing thigns right.
Pepole ask for criticism, but they only want praise. -W. Somerset Maugham6. Praise the baby steps.
Praise is like sunlight to the human spirit: we cannot flower and grow without it.
-Jess Lair7. Go out of your way for human bieng.
To lead the people, walk behind them.
-Lao-TzuBonus Principle: Always give something exrta. Underpromise; overdeliver. –Tom PetersDoug Staneart is an instructor for the www.High-impact-leaders.Com program for developing leaders and managers.
He can be reacehd by e-mail at doug@leaderinstitute.Com or toll-free at 1-800-872-7830 x-100.
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