| Although you and some of your industry | | | | This one gets a little trickier. Should we really get |
| colleagues may fill the role of leader now, think | | | | this personal? My answer: only if you want your |
| back if you will and remember the period shortly | | | | employees to know they are more than just a |
| after you accepted your first supervisory position. | | | | pair of hands to you. A large percentage of |
| Can you recall any of the "professional | | | | families are supported by two wage earners. Due |
| enlightenment" you received during that period? | | | | to present economic circumstances, two incomes |
| Specifically, did anyone offer you the following | | | | are a necessity for many of us. Knowledge of |
| advice? "Congratulations! I know you have a lot to | | | | various scenarios that impact your employee's |
| learn, but I am going to tell you something right | | | | spouse in their professional pursuits like |
| now that, if remembered, will save you many | | | | downsizing, transfers, relocations, etc. make it |
| headaches. Don't get too close to your people. If | | | | easier for leaders like you to understand and |
| you get too close to your people, you won't be | | | | anticipate your followers' needs. Such information |
| able to make objective decisions concerning | | | | should prove helpful in your future planning and |
| them." | | | | decision-making activities. |
| How many of you have received guidance along | | | | 4. Learn About Their Children. |
| these lines? I know I did and I'll bet many of you | | | | I constantly hear supervisors and managers |
| did, too. The only problem with this | | | | moaning and complaining they have so little in |
| recommendation, no matter how sincere it was | | | | common with their employees that there really is |
| when offered, is that it is not valid. As | | | | nothing for them to talk about. Try talking about |
| relationships and expectations among employees | | | | their kids. People love to talk about their children. |
| and employers have changed over the years, so | | | | When most people share about their children or |
| have the unwritten and often unquestioned | | | | grandchildren, they are sharing from their hearts. |
| concepts that have governed behavior. It is time | | | | Don't miss such an opportunity. |
| to dispel myths, such as this one, once and for all. | | | | 5. Remember Their Birthday! |
| Consider the following thought, which I believe is | | | | Nobody wants to remember the year; everybody |
| much more appropriate for our day. | | | | wants to remember the day. It is the most |
| In my training programs, I remind leaders | | | | significant day of the year for each of us. We |
| common sense tells us the better we know our | | | | may not be the type to announce it to the four |
| "followers," the more effective our leadership skills | | | | winds, but we are certainly pleased and honored |
| become. Now, when I'm talking about getting to | | | | that someone else might be willing to. I am not |
| know them, I'm not talking about such activities | | | | suggesting that you buy gifts and cakes for |
| as dating or drinking with them, or going on | | | | everyone. But, you might be pleasantly surprised |
| extended vacations with them. Obvious | | | | what a genuine happy birthday wish from you |
| professional and ethical problems, not to mention | | | | might do for the attitude and morale of one of |
| perception issues, haunt these situations. I am | | | | your followers. |
| simply reminding leaders in order to get the best | | | | 6. Know Their Service Anniversary Date. |
| from the followers entrusted to them, they must | | | | This is my personal favorite. It's my favorite |
| begin by showing sincere interest in them. | | | | because so many supervisors and managers so |
| It would be impossible to share all my thoughts on | | | | callously overlook it. However, those of us who |
| this topic in the space available here, but maybe I | | | | understand the importance of calling positive |
| can offer you something to think about on your | | | | attention to professional accomplishments know |
| own. Take a minute to think specifically about the | | | | that the simple act of thanking an individual for |
| people you lead. Would you say you know them | | | | four or eight or thirteen or twenty-three years of |
| well? Whether your answer is "yes" or "no," test | | | | conscientious and loyal service to the organization |
| yourself against the following criteria I believe any | | | | will stay with that individual for years. And the |
| leader ought to know about their followers. I call | | | | best thing of all--it's totally free! You don't have to |
| these the "Van Hooser Seven." | | | | budget for it. Try it. Your followers will never |
| 1. Know Their Name. | | | | forget you for it. |
| As simple as this sounds, in many ways it may be | | | | 7. Ask About Hobbies and Personal Interests. |
| the most important point. People simply will not | | | | Always keep in mind your followers have a whole |
| invest themselves in your leadership if you have | | | | other life away from work. I have known |
| not taken the time to get to know who they are. | | | | employees who spent their personal time on any |
| Do not assume for a minute that every leader | | | | number of activities including coaching a little |
| knows the name of each of their immediate | | | | league team, gardening, building and racing stock |
| followers. It simply is not true. And contrary to | | | | cars, fishing, boating, and many others. Taking |
| popular opinion, those generic references to "Bud," | | | | time to inquire about these outside activities can |
| "Champ," and "Hon" are not considered popular | | | | propel our professional relationships to a whole |
| terms of endearment for most employees. Take | | | | new level. Plus you might just learn something. |
| the time to know your employees--all your | | | | Well, there they are. How did you do? Five out of |
| employees--and be able to pronounce their name | | | | seven? Three out of seven? On my scale, do |
| correctly. It is an essential first step. | | | | you know your employees as well as you thought |
| 2. Know Their Spouse's Name. | | | | you did? If so, congratulations. If not, maybe you |
| I fully realize the challenge here. Not only does this | | | | should begin working to strengthen those |
| mean there are almost twice as many names to | | | | relationships. There is one word of caution, though. |
| learn, but periodically, the spouse's name changes! | | | | Always remember that if you can't do these |
| You know what I mean, don't you? Such are the | | | | things sincerely, then you shouldn't do them at all. |
| times in which we live. Nevertheless, we need to | | | | Your employees will be able to see right through |
| know the spouse's name because of the position | | | | insincere actions. But with sincere commitment, |
| of importance they hold with your employee. | | | | the results of your efforts may prove |
| 3. Know The Spouse's Occupation. | | | | exhilarating. |