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Accountability and Accountability and Good Human RelationsGood Human RelationsThe key to High Retention of The key to High Retention of Manpower & Consistent Growth Manpower & Consistent Growth year after year.year after year.

Presented and prepared by: Presented and prepared by: Charlie MernaghCharlie Mernagh

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AS A MANAGER/SUPERVISOR YOU AREAS A MANAGER/SUPERVISOR YOU AREWHERE THE BOOK STOPSWHERE THE BOOK STOPS

YOU ARE THEYOU ARE THE

The MotivatorThe MotivatorAndAnd

DeveloperDeveloper

With Good Human RelationsWith Good Human RelationsYou can have a very definite impact on peoples You can have a very definite impact on peoples

liveslives

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DEFINITIONDEFINITION The ability to get along well with others.The ability to get along well with others.

POWER OF EXPECTATIONPOWER OF EXPECTATION(Extract from Pygmalion in Management)(Extract from Pygmalion in Management)““Managers cannot avoid the depressing cycle of Managers cannot avoid the depressing cycle of

events that flow from low expectations from events that flow from low expectations from subordinates. If a Manager believes a subordinate subordinates. If a Manager believes a subordinate will perform poorly, it is virtually impossible for will perform poorly, it is virtually impossible for him to mask his expectations because this him to mask his expectations because this message is usually unintentionally without message is usually unintentionally without conscious action on his/her part.conscious action on his/her part.

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FACTFACT

INDEED A MANAGER OFTEN INDEED A MANAGER OFTEN COMMUNICATES MOST WHEN COMMUNICATES MOST WHEN HE/SHE BELIEVES THEY ARE HE/SHE BELIEVES THEY ARE

COMMUNICATING LEAST.COMMUNICATING LEAST.

The silent treatment communicates negative feelings even more effectively at times than

a tongue – lashing does.

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How then are we to hold people How then are we to hold people accountable and maintain Good accountable and maintain Good

Human RelationsHuman Relations

A starting point is to agree on what should the Employee be held accountable for?

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WHAT IS THE JOB OF THE WHAT IS THE JOB OF THE EMPLOYEE?EMPLOYEE?

Have a list of Have a list of duties and duties and responsibilities.responsibilities.

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EXPECTATIONS Find out what the employee wants…Goals…

Expectations Find out if he/she has Family support…or are there

any personal problems etc. Explain your expectations…Standards. Tell them you

expect them to do their best. Tell them you have confidence in their ability to get

the job done. How can I help you…Discuss where they feel they

need the most help.

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Training and Motivation The worst form of Motivation is fear. Nobody works well under threat of their

job…and usually good Human Relations will deteriorate to the point where the employee quits or you follow through on your threat.

Conversely people do feel secure when they know what is expected of them…(Standards of performance)

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IF A PERSON IS NOT IF A PERSON IS NOT FOLLOWING THROUGH ON A FOLLOWING THROUGH ON A COMMITMENT ON A REGULAR COMMITMENT ON A REGULAR BASIS IT MEANS THAT EITHER:BASIS IT MEANS THAT EITHER:

1. They cant do it!2. They are not Motivated to do itTHEY CANT DO ITTHEY CANT DO IT This will normally apply to a new employees. Find out where He/She needs help…Get involved

and follow through with action.

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MOST INFLUENTIAL BOSSMOST INFLUENTIAL BOSS(Extract from pygmalian in Management)(Extract from pygmalian in Management)

““a young persons first Manager is likely to be the a young persons first Manager is likely to be the most influential person in His/Her career. If this most influential person in His/Her career. If this Manager is unwilling or Unable to develop the Manager is unwilling or Unable to develop the skills the young person needs to perform skills the young person needs to perform effectively, the latter will set lower standards for effectively, the latter will set lower standards for themselves than they are capable of achieving, themselves than they are capable of achieving, their self image will be impaired and they will their self image will be impaired and they will develop negative attitudes toward their job.develop negative attitudes toward their job.

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Continued,Continued,Their employer, and in all probability…their Career in

Business.

Since their chances with their employer will decline rapidly, they will leave, if they have high aspirations in hope of finding a better opportunity.

If on the other hand their Manager helps them If on the other hand their Manager helps them achieve their Maximum potential, they will build achieve their Maximum potential, they will build the foundation for a successful career”the foundation for a successful career”

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THEY ARE NOT MOTIVATED TO THEY ARE NOT MOTIVATED TO DO IT.DO IT.1.1. Hold a career interview.Hold a career interview.2.2. Determine what the problem is.Determine what the problem is.3.3. List down all things He/She likes about the job.List down all things He/She likes about the job.4.4. List down what they find difficult.List down what they find difficult.5.5. Tell them you value them as part of the Team.Tell them you value them as part of the Team.6.6. If you feel the Interview is going positive…you feel the If you feel the Interview is going positive…you feel the

employee would like to be back on track.employee would like to be back on track.7.7. Express confidence in their ability to turn things Express confidence in their ability to turn things

around….remind them of their past achievements…around….remind them of their past achievements…awards etc.awards etc.

8.8. Ask where they need help…get involved…follow through.Ask where they need help…get involved…follow through.

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NOTENOTE If you feel after the Interview there has been no If you feel after the Interview there has been no

progress or change in attitude or commitment…progress or change in attitude or commitment…you may have to make a decision to replace the you may have to make a decision to replace the employee, as to keep a person on the team with no employee, as to keep a person on the team with no commitment could effect the commitment and commitment could effect the commitment and support you get from the other employees.support you get from the other employees.

However in coming to this decision you would However in coming to this decision you would want to be absolutely sure that this is a lost cause.want to be absolutely sure that this is a lost cause.

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THE 4 GREAT PRINCIPLES OF THE 4 GREAT PRINCIPLES OF MANAGING PEOPLE.MANAGING PEOPLE.

1. Treat them like people.

2. Harness their desires.

3. Teach them how.

4. Criticise constructively.

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NO 1. TREAT THEM LIKE NO 1. TREAT THEM LIKE PEOPLEPEOPLE

There is something praiseworthy There is something praiseworthy about everyone.about everyone.

Anything they do well …tell them Anything they do well …tell them soso

And whenever possibly tell them And whenever possibly tell them in public.in public.

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NO. 2. HARNESS THEIR DESIRESNO. 2. HARNESS THEIR DESIRES Your job is to get the best performance from your Your job is to get the best performance from your

people, you must arouse their desire to do their people, you must arouse their desire to do their work.work.

Our job is to find out what what desires people Our job is to find out what what desires people already have.already have.

Everyone has different desires.Everyone has different desires. Show a person how doing their job will bring Show a person how doing their job will bring

them prestige and they will move heaven and them prestige and they will move heaven and earth to undo themselves.earth to undo themselves.

Show them how to get what they want of the job.Show them how to get what they want of the job.

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NO. 3. TEACH THEM HOWNO. 3. TEACH THEM HOW John D Rockefeller Snr said – Good John D Rockefeller Snr said – Good

Management consists of showing average Management consists of showing average people how to do the work of superior people how to do the work of superior people.people.

People learn best when they begin with People learn best when they begin with something they know, then move on something they know, then move on gradually to something they don’t know.gradually to something they don’t know.

Move from the simple to the complex.Move from the simple to the complex.

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ContinuedContinued…

Start with the known and simpleStart with the known and simple

DemonstrateDemonstrate

EncourageEncourage

inspectinspect

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NO. 4. CRITICISE CONSTRUCTIVELYNO. 4. CRITICISE CONSTRUCTIVELY

The purpose of criticism…The purpose of criticism…Why do we criticise a person?Why do we criticise a person? To prevent a recurrence of a certain To prevent a recurrence of a certain

behaviour.behaviour. To teach better ways…make job easier to To teach better ways…make job easier to

performperform To increase efficiency.To increase efficiency.

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FOLLOW 5 SIMPLE BUT FUNDAMENTAL FOLLOW 5 SIMPLE BUT FUNDAMENTAL RULESRULES

1.1. Get all the factsGet all the facts

2.2. Stay calmStay calm

3.3. Criticise in privateCriticise in private

4.4. Command before you criticiseCommand before you criticise

5.5. Keep it constructiveKeep it constructive

People want to feel important…Everybody has pridePeople want to feel important…Everybody has pride

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HOW TO GET ALONG WITH OTHERSHOW TO GET ALONG WITH OTHERS

1.1. Ask questions to win cooperationAsk questions to win cooperation2.2. Be brief – to clear up troublesBe brief – to clear up troubles3.3. Confidence bearing – to help othersConfidence bearing – to help others4.4. Directness – to make personal contactDirectness – to make personal contact5.5. SinceritySincerity

X + Y + Z = SUCCESSX + Y + Z = SUCCESS

X = Hard work! Y = Play! Z = Ability to keep X = Hard work! Y = Play! Z = Ability to keep your mouth shut.your mouth shut.

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RULES FOR MANAGERSRULES FOR MANAGERS Jingle praise – to secure best effects.Jingle praise – to secure best effects. FORGET FORGET looking for big things to praise – looking for big things to praise –

look for little ones.look for little ones. Say something encouraging – or say Say something encouraging – or say

nothing.nothing. One of the best ways to get praise for One of the best ways to get praise for

oneself is to give it to others first.oneself is to give it to others first.

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TEN SUGGESTIONS FOR TEN SUGGESTIONS FOR PERSONAL DEVELOPEMENTPERSONAL DEVELOPEMENT1.1. Be conscious of the other person and note what they do.Be conscious of the other person and note what they do.2.2. Assume that people like you.Assume that people like you.3.3. When you greet a person – greet them empathically.When you greet a person – greet them empathically.4.4. Build up the other persons feeling of self worth.Build up the other persons feeling of self worth.5.5. Admit your own defects.Admit your own defects.6.6. Practice the use of the word “Practice the use of the word “YOUYOU” ands avoid “I”.” ands avoid “I”.7.7. Admire your friends.Admire your friends.8.8. Love someone intensely.Love someone intensely.9.9. Change your environment occasionally.Change your environment occasionally.10.10. Associate with people who are successful and happy.Associate with people who are successful and happy.

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WHERE DOES IT STARTWHERE DOES IT START It started the day you got promotedIt started the day you got promoted It could start now.It could start now. When you decide you are a peoples person When you decide you are a peoples person

and you alone will help others develop and you alone will help others develop their careers.their careers.

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CONCLUSIONCONCLUSION Its not good enough to be good if you dream

of being great. Persistency prevails…and when all else

fails…be the best you can be. Don’t put off to tomorrow…what you can do

today. Follow the rules All that is not given is lost.

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THANKSTHANKSFOR FOR

YOUR YOUR ATTENTIONATTENTION

HAVEHAVEA GREATA GREATCAREERCAREER

******YOUYOUAREARETHE THE

FUTUREFUTUREOf YOUR COMPANYOf YOUR COMPANY

******

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R2 : A2 Session R = Recognise the principle R = Relate the principle A = Assimilate the principle A = Action.. When will you put the principles

into action.

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