When first promoted to a supervisory capacity, did you receive the following well-meaning advice? "Don't get too close to your people. If you do, you won't be able to make objective decisions concerning them." No matter how well-meaning this advice may have been,it is not valid when applied to leaders. You can be a manager without getting close to your people, but you cannot be a leader unless you get close to your people. Consider these seven things leaders should know about their people.
Know their name, first and last, as well as how to pronounce it. Your people will not invest themselves in your leadership if you haven't gotten to know who they are.
Know their spouse's name. A bit more challenging, and, yes, they do change periodically. Nevertheless, leaders need to know the spouse's name because of their position of importance with your employee.
Know the spouse's occupation. Why? Knowledge of various scenarios impacting the spouse's professional pursuits (downsizing, transfers, relocations) enable leaders to understand and anticipate follower's needs.
Learn about their children. If you find common topics of discussion difficult, try talking about their kids.
Remember their birthday! Not the year, but definitely the day. No gifts required, but having someone recognize their most significant day of the year could do wonders for an employee's attitude and morale.
Know the employee's service anniversary date. If you want an opportunity to call positive attention to professional accomplishments, this is the day to do it. Not just year three, five, or twenty, but each year, every year. The best thing - it's free!
Ask about hobbies and personal interests. Your people have a separate life away from work. Take time to inquire about these outside activites -- it can propel professional relationships.
Do you know your people as well as you thought? If so, you're on your way to building a firm leadership foundation. If not, work sincerely to know your people, who they are, and what's important to them. Investing time and attention in your people will build commitment and loyalty...the building blocks of thriving, enduring organizations.
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