All too often I hear executives say, “We need different kind of people” or “Millennials are this or that” or “Managing diversity is so difficult". These phrases imply that these executives want to recruit “better” people. I understand that rapid growth and a faster moving business environment may require specific expertise, and every organisation must seek the right balance between promoting from within and recruiting externally. But I disagree with the idea that the fault lies with “the people”. There are no good people or bad people. People perform well when they are doing what they like to do, and they turn in poor performance when they are in the wrong job. The key is not to have extraordinary people; the key is to obtain extraordinary results from all your people, regardless of their position! And here’s how:

I once spoke with a high-rise window cleaner and asked him what he enjoyed about his job. “Very quiet and serene up there”, he said, “No boss breathing over my shoulder and no people to distract me.” He told me it was his best job. Best of all, the pay was great. The man worked in the fresh air and could listen to his favorite music all day. Wow!  It struck me that nothing about this job attracted me. I love music but hanging from a cable like a salami with no people contact all day is certainly not my kind of job, no matter how well it pays.

Another time I interviewed a young lady who worked in a funeral parlor. Her job as an embalmer was to prepare bodies for their last viewing. She enjoyed dressing them up and doing their makeup for the last time. What a job! You couldn’t pay me enough money to do that, and yet this young lady looked at it from a completely different angle. She said how she took pride in making the deceased look their best for the last time, and in providing that final dignity.

We do not come out of an assembly line. These examples illustrate that every one of us is unique. Out of seven billion people on earth, no one has neither your fingerprint nor the same iris pattern in in their eyes. Our creator has created us unique. This tells me the importance of putting the right person in the right job or position.

The key to managing people is to know your people and to know the job that needs to be done. When I say know your people, I mean: Get to understand them, take a real interest in them, and be genuine in your desire to discover the real person contained in every individual. Some people are outgoing and extroverts while others like to work on their own. There are leaders and followers. Those of us that like routine and those who like change. Some love to follow instructions while others like to have freedom and flexibility. Add in the idea of passion for the work, and then you can expect exceptional performance to follow.

Do you need to be a psychologist? No, not really. But you need to know the person beyond superficial knowledge. Taking the time to discover people’s passions and talents will help them “shine” and provide satisfaction of a job well done.

Secondly, use coaching rather than managing, and know the importance of managing people differently! Peter is a pretty independent guy. You can give him more room to maneuver, but John needs specific instructions and need you to stay close. Mary gets discouraged easily and needs frequent encouragement, while Joan, who is autonomous and self-motivated, needs some direction. Oliver likes structured work but Sandra is the opposite, she has a lot of initiative and creativity. Close supervision and strict instructions would not work.

Once you have the right person in the right job, lay out clear expectations and get agreement and commitment as to what needs to be done. No guessing games. Agree on SMART+R objectives. S for specific, M for measurable, A for achievable, R for realistic and T for time bound.   My +R is for REWARD! 

Now, just in case all your good work gets sabotaged by outside factors, here are two additional recommendations:

1. Resolve conflicts and remove obstacles. Don’t wait and don’t procrastinate. Some problems are obvious and visible, while others are hidden. It doesn’t matter; get in there and resolve. Problems never go away by themselves. Nobody likes to deal with conflicts, but they are part of managing. You can learn how to handle them better but confrontations are part of a good manager repertoire.

2. Conduct performance reviews and discuss long-term career planning. These are key to employee commitment, engagement, and dedication. Day-to-day interaction between manager and employee contribute to good communication, but performance reviews are a formal tool to communicate what kind of a job is done, what needs to be done in future, and how you can help your team members reach a successful and fulfilling career. Genuine engagement, high loyalty and above average performance then becomes a valuable “bi-product”.

In all of this, remember that legislating “above average performance” does not work. As John C. Maxwell reminds us, “People never care how much you know until they know how much you care”.

This article’s content was adapted from Maverick Leadership © 2016 and 2017 by the same author. W 850