Thursday, May 12, 2016

Make It a Great Place to Work!

Guy wearing blue shirt writing with a pen

Hey manager, your office can be a great place to work, but it’s up to you to turn that “want” into reality. Every person in your organization is in a key position to be a positive or negative influence on your office morale, but you are the center of that dynamic. You control all the levers and buttons to put things in motion. It is absolutely up to you to set the standard and create the expectation that leads to a dynamic, positive working environment. Here’s how to make it happen.

First, change the dialogue. You don’t have “tasks” that must be accomplished. You have “opportunities” that you get to achieve. It may sound corny and cheesy and, it is a little. But it’s also effective. Because it’s not just about changing the verbiage. It’s about changing the approach. These shifts have to be reflected in more than the language. They have to be apparent in the how and the why.

Instead of “coming to work” and “doing a job” the expectation must be that your team members – starting with you – arrive at an opportunity and embrace that mission. Each job needs to be tied directly to something worthwhile, important, and vital to the end goal of growth, profitability, and customer service. When everyone from your sales team to your human resources is committed to a larger vision, they will see things differently. Rather than just doing a job, they are contributing to a greater accomplishment.

Next, get rid of the weak link and the constant complainer. Sure, it’s tough to fire someone, but it’s much better for the group long-term to get rid of the one who offers nothing but negative. Step one would be trying to find a talented person a better spot on your team. If that doesn’t work, send them on their way to annoy someone else.

Finally, give people something more to work for than a paycheck, and don’t saddle them with unnecessary frustrations. Sure, there will be times that routine and rules are constraining, but they don’t have to be unreasonable or constricting. Where you can, allow for latitude and always encourage creative thinking. You’re managing, not cutting cookies.

David Milberg is a New York City based financial expert.

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