Luke Watkeys, Business Manager
One of the biggest things I’ve learnt working as a Real People person is the absolute necessity of ‘being real’; and by this I mean having an honest, open, practical and clear approach to everything you do. A lot of our clients say that they appreciate these very things about us.
So how can you inject a bit more realness into your workplace? Think about introducing some of these ideas into your team, and see it flourish.
Use plain, easily understood language in written and spoken communication. If you notice you or anyone in your workplace using acronyms, pick them up on it, and make it clear that you expect clear communication. To not do so means you risk creating cliques, isolating others and failing to get your own point across effectively.
2. Make it a point to always identify the root cause
Someone raises an issue? All too often, managers and staff will be too afraid or lazy to identify the correct solution, as this requires really digging down into why an issue keeps reoccurring and what is causing it. Maintain a habit of questioning your practice and avoid addressing the effect in place of the cause.
3. Encourage a culture of feedback
Creating a culture where things are brought into the open makes people know where they stand and feel valued. Be open and honest with yourself and others; do you make sure you feedback when something isn’t working and celebrate when something is working?
Get yourself into a habit of encouraging the giving and receiving of feedback, and make sure that you recruit people who respond positively to feedback and learn from it. At interview, ask the candidate for an example of a time they received feedback that they found difficult to take.
4. Be scientific in your approach
Don’t just do something because someone else told you to. Metrics can help prove that the way you manage people has a big impact on the bottom line. By honing in on a few meaningful measures, it will help support and advance the objectives of your organisation when analysed and acted upon (for example time lost due to absence or the number of staff leaving the team over the past 12 months). And once you’ve got that data to hand, you’re going to need to know how you compare to other organisations before making any decisions based on it.
Ensure that your practice is based on evidence and if you that evidence suggests that your practice isn’t working, be prepared to do something else.
5. Hope for the best, prepare for the worst
We believe that at their core most people want to do the very best they can for others and for the world around them. At the same time, our experience has shown us that not everyone is an angel. Our approach is to hold two arguably quite conflicting ideas in our head; creating an environment where people are trusted and supported to develop to their full potential, whilst still ensure that we mitigate against the possibility that a staff member could do something unwise.