If you think of the manager-team member relationship in terms of supplier and customer, the manager is the supplier and the team member is the customer. This is probably not the way most managers view their professional relationship with their team members. In fact, the manager-team member relationship suggests that the manager gives orders, provides direction, etc., and the team member is only the recipient. In my experience, the manager must learn to be much more than just a supplier. The manager must learn to be a facilitator to his or her team member as well.
The manager starts the facilitation process by viewing team members as customers. To some managers, this may be a radical departure from their current modus operandi. Once the manager understands that the team member is truly a customer, then the professional relationship between manager and the team member will certainly change for the better. As facilitator, the manager can answer questions such as:
- Do team members (i.e., the customers) have the necessary tools to adequately perform their duties?
- Is the workplace environment conducive to constructively expressing oneself?
- How can the manager help team members continue their formal and informal training and education?
- Is the workplace environment as stress-free as possible? (There is always some stress in the workplace environment; however, the manager’s task is to minimize stress wherever feasible.)
- Are the employees progressing in their careers? Do they need help with their career development plans?
- Is the manager providing enough individual and team recognition?
- Do the employees feel as though they can talk to the manager at any time? Is the manager’s door always open?
The preceding questions are normally perceived as barriers to team members. Managers should view themselves as ‘barrier removers’ and try to do whatever is possible to keep their customers (i.e., the team members) happy. Some managers believe that their team members’ happiness is not the responsibility of the manager. In the instance of preventing employee apathy, the goal of the manager is to foster a workplace environment where team members can enjoy their work while being as productive as possible. Whether or not team members are actually happy with their job and overall responsibilities is up to each person; however, if she or he wants to be happy, the manager has provided an environment where this is truly possible.
The following are five steps that the manager can take to help stave off the onset of employee apathy:
- Learning to say ‘yes’ (i.e., within reason and where feasible) as much as possible to team members’ suggestions.
- Fostering an environment in which learning from small mistakes is the norm.
- Recognizing team members as much as possible.
- Delegating to promote organizational growth and self-development among team members.
- Learning the art of facilitation for incredible achievement within the organization.
The first four steps tend to ignite team members into actively participating in the success of the organization. Step 5, facilitation, sustains the action started in the preceding four steps. With these five steps firmly in place, managers will find that their team members are more satisfied with their jobs because they now have an active hand in shaping their work-related future.
###
About The Author
Dr. Milton Mattox is an Executive Coach, CEO Peer Group Facilitator, Motivational Speaker, Author and Technologist who has worked with some of the world’s most acclaimed companies. An authority in helping CEOs overcome everyday business challenges to achieve the success that they seek, career coach and expert in “all things technology-based,” he continues to practice the leadership techniques and methodologies outlined in his books and articles to successfully increase return on investment for companies, organizations, and individuals seeking to be all that they desire to be in life.
