Masonry Magazine August 1986 Page. 39
QUESTION: The leaders of our company seem to think employees will work harder if they feel their jobs are in jeopardy. How do scare tactics affect performance?
ANSWER: The management of your company is operating in an outmoded style-trying to control employees through fear. This approach worked to some extent when our culture was primarily a manufacturing one because management controlled employees and employees controlled the equipment.
But the pattern has shifted: today 73 percent of our culture is involved in service-oriented businesses. If the leaders of a company act in a controlling way, employees will probably react in kind to customers. Instead of going out of their way to satisfy customers, they may respond to customer inquiries with comments like, "Don't complain to me." "That's not my job," or "There's nothing I can do." To get the most from its workforce, managers must realize that employees typically treat customers with the same respect and dignity they receive from their bosses.
QUESTION: When I feel someone's not working out in my company, the easiest solution seems to be to get rid of that person and start over. Is this the best approach, or can you suggest a better one?
ANSWER: Starting from scratch pays off sometimes. But before we make sweeping changes, we should slow down and take time to evaluate what we have. Perhaps there's a problem that can be solved. If you always get rid of people it's hard to become adept at finding solutions. Secondly, you give other employees the message that you don't care about them, or you aren't willing to work things out. This doesn't inspire people to feel loyal. It also restricts the feedback you get.
If you do try to work through a problem with an employee but there doesn't seem to be a good solution, the next step is to look for ways to cope. What are your options? The last option to consider would be firing someone.
QUESTION: Lately I've been disappointed with the lack of enthusiasm and dedication in the new people I've hired. What secrets can you share for screening future job candidates more carefully?
ANSWER: During an interview, let potential employees know that each member of the company is expected to be a leader of his or her own job, and ask for the candidate's reaction. You may want to rule out anyone who is uncomfortable with this fact. A person who acts as a leader in his own life is by nature more energetic than one who follows others. Once you've completed the hiring process, evaluating your employee mix from time to time will help ensure that you don't have the right person in the wrong position.
By matching personalities to positions you can actually build energy into your company. For example, you may have put a highly energetic employee who would love a fast-moving department like marketing into a steady, detailed accounting job.
The writer is founder of Fred Pryor Seminars headquartered in Kansas City. Readers with management concerns may send questions to The Workline, Box 1022, Clemson, SC, 29631.
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MASONRY-JULY/AUGUST, 1986 39