| -link"> | | | | addressing their strengths and 20% helping them |
| Have you found when managing your employees | | | | handle any issues that are hampering their |
| that they bring different levels of self-confidence | | | | performance. Why...because you receive the most |
| to their work? We know that the more | | | | value from their strengths. |
| confidence an individual possesses the more | | | | -Set clear direction and expectations around |
| efficient and productive they can be in meeting | | | | performance so your team members know what |
| their goals. If you view your role in managing | | | | is expected. The clearer they are about what |
| employees as a mutual working relationship, then | | | | they need to do, the more confident they will be |
| you would want to be part of nourishing their | | | | in implementing their work. |
| confidence. | | | | -Train - give employees the chance to succeed |
| Copyright (c) 2008 Pat Brill | | | | by providing training. Even if you hire talent with |
| Have you found when managing your employees | | | | experience, they still need to learn. |
| that they bring different levels of self-confidence | | | | -Plan - help your employees create and stay |
| to their work? We know that the more | | | | focused on their goals. Their planning skills should |
| confidence an individual possesses the more | | | | cover yearly, quarterly, monthly and daily. Each |
| efficient and productive they can be in meeting | | | | day they need to stay focus on what is |
| their goals. If you view your role in managing | | | | important and not get swayed by interruptions |
| employees as a mutual working relationship, then | | | | and reactivity. |
| you would want to be part of nourishing their | | | | -Proactive - encourage your team members to |
| confidence. | | | | be active in increasing their level of confidence. |
| I would suggest the following important points to | | | | Some ways are to take on new projects, reading |
| use as a guide in providing support and guidance in | | | | business or industry information, and CDs or |
| increasing your employees "confidence muscles." | | | | lectures on self-confidence. |
| -Listen for your employee's current level of | | | | -Recognition - take the time to recognize an |
| confidence as it may change given the specific | | | | employee who has done excellent work. This spot |
| project they are working on. Each person brings | | | | acknowledgement adds to the employee's |
| their personal beliefs about their capabilities to the | | | | confidence and they will continue to perform. |
| job. As you monitor their level of performance, | | | | Don't assume they know that their work was |
| you can observe how they handle different | | | | great...tell them. |
| situations. In managing employees, you have so | | | | -Encourage your employees to take risks...either |
| many opportunities to be part of their success. | | | | by making suggestions or trying something |
| -Accentuate the Positive - If there is one booster | | | | different. |
| that increases an employee's confidence it's | | | | -Follow up on a regular basis with your employees. |
| focusing on their knowledge, skills or past | | | | It would be great if you could meet monthly, but |
| contributions. Managing employees by their | | | | at least on a quarterly basis. |
| strengths build their confidence and in turn, adds | | | | ==>Final Thought |
| more to the overall success of the department. | | | | Start the whole process over by listening. Your |
| Encourage your employees to acknowledge their | | | | ability to listen will boost your own level of |
| contributions to the team. Try to use the 80-20 | | | | confidence as well as the confidence of your |
| rule...spend 80% of your time with an employee | | | | employees. |