a DJ. Stretch your horizons and see how your expanded mind benefits your career.”
8 Master the art of friendly,
informal, light interaction. While you don’t need to make
everyone your friends, it’s important to eschew formality and standoffishness at work. Be gentle and kind with others as well as yourself. Work on creating positive interactions, where people come away feeling good, feeling they have some standing, that they can be themselves to a large extent, and that they are meeting with a good member of the human race.
9 Learn to like the people you
work with (yes, even the unlikeable ones). It’s crucial that
you enjoy and appreciate the people you work with. If you deal with someone who is unlikeable, find something about him or her that you can appreciate. Here’s why: First, it changes the nature of all interactions and maximizes the chance that you’ll be successful. You get a more cooperative, inventive and engaged
relationship with someone you do not like. Secondly, it furthers the chance that your team members will overlook your unlikeable qualities and focus on your best traits as well. Finally, everyone responds well to being treated well.
10 Figure out why the work of the
team matters and articulate this to them. Without this sense
of purpose, it’s hard for people to make greater effort, direct their energies and self-correct. Further, they will struggle to relate their actions to their employer’s performance, substituting instead other purposes, such as pleasing their boss or doing only work that interests them.
Striving to be a self-determined
manager is incredibly hard work, but the payoffs are immense, says Deacon. Not only do you get to witness personal breakthroughs and join in team celebrations, you get to watch company performance escalate over time.
“Te leverage of having direct reports multiplies your impact in your company,
creates outcomes — good or bad — that magnify your work, and makes you responsible for success, which is much greater than most people realize or notice,” says Deacon. “Tis is a big responsibility, indeed — for others, for yourself and for the business.
“Managing others is not for the faint-
hearted,” he concludes. “Doing it well is a conscious and tough choice you need to make every day. But I can’t think of a better way to spend your time.”
Author David Deacon has been a human resources professional for more than 30 years and has been passionate about how managers manage for almost as long. He has worked for a variety of leading companies, including Credit Suisse and MasterCard, and has lived and worked in the United States, the UK and Asia. In 2014, he was recognized by Best Practice Institute as a “Best Organizational Practitioner.” For more information, please visit
selfdeterminedmanager.com.
When you want to have the best rink, let’s talk . You go first.
Becker Arena Products didn’t get to be such a trusted partner by accident. Our expert rink consultants learned long ago that our customers set the tone of every conversation. And with that in mind, the Becker Team follows a consistent, four-step approach when we work with you.
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