Delayed Flights and Managing People

I am sitting at an airport and my flight has been delayed by over two hours. With a patchy net connectivity, I don’t even have the choice of surfing the net. With nothing better to do, I decide to put my mind to do something that we seldom do – think. Somehow, my mind focuses on a topic very close to my heart – Leading people. As my thoughts crystallize, I get this sudden urge to document the thoughts in the form of bullet points.

• It is very important to select the right candidates for any job. A poor performer will directly impact your own performance.

• It is better to select people with the required competencies rather than hoping that one would be able to train people on the job.

• Selecting the right candidates is as important as selecting right clients. Once the chaff comes in, it makes matters very difficult.

• Having a cheerful temperament and enthusiasm is important but is not the only criteria on which one gets selected.

• It is necessary to have a rigorous interviewing process and select the best possible candidates.

• Ask lots of questions. And listen hard to the responses.

• Leading and Managing people is the most important job at any supervisory level. Spend at least half of your time doing this.

• This is one job that just cannot be delegated.

• The acid test is whether the employee has confidence in sharing his problems/dark secrets with you and trusts your intent and ability to resolve his problems.

• Leading by example is one of the best ways of leading a team to success. Set high standards for oneself.

• It is impossible to empathize with the problems of your team if you don’t get your hands dirty and live their life.

• There is a thin line between delegating and relinquishing control. Recognize it.

• When a team member needs help to perform better, offer specific tangible help as compared to global statements. He will be yours for life.

• Avoid forming impressions about people early on. It is very difficult to change one’s impression once it gets formed.

• As teams get larger, people who do not have a direct contact with you will depend only on your impression about them. This could make or break careers.

• Supervisors who do not get their hands dirty get information about team members only through their sources. It is necessary for the supervisors to ascertain the biases of their sources.

• Most people, most of the time want to work hard and grow in an organization. Always remember this when judging people.

• When two people get into a work related conflict, make sure both sides are heard. It always, always helps.

• In a work related conflict situation or working on the attitude of a team member or addressing the lack of performance of an employee, try to resolve the problem yourself first. Escalate only after your efforts don’t work.

• Senior officers of a company have the biggest influence to shape someone’s future. They also have the least information about these very people. Stay in direct contact with people.