8 principles of effective people management
Some back to basics principles to optimise performance

By Roy Zazeraj

As practising managers, we are seldom short of advice on improving our effectiveness - if we take the time and trouble to look out for it. In our information-driven world we are indeed spoilt for choice when it comes to seminars, courses, guru-led road shows, books, journals, articles and web-based assistance of all types. This can, however, be both liberating and confusing. It is often a case of too much information, at the wrong time, or too general to be applied to specific circumstances. This in turn leads to comments such as "this really doesn't help me", and eventually to simple avoidance of all the advice. After all, who has the time?

But this ostrich mentality does not make the responsibilities of being a good people manager any easier. Just the opposite. In fact, managers need help as never before. They also need guidance in navigating the minefield of available information and how-to advice.

The starting point is to consider and adopt a set of sound people management principles that can be used to evaluate new information and inform daily decision-making and interaction. It's a matter of getting back to basics, and the basics are a solid foundation of practical underlying principles. Any subsequent learnings (which should be many and frequent) can be built on this sound foundation, provided they add value, in word and deed, to the underlying principles. Such principles act as a primary navigating tool and a "home base" which should be revisited and reviewed on a regular basis. They can also act as a personal effectiveness scorecard, which managers can use to pose the question "how am I doing?"

What are these principles? I am indebted to many years of management experience, personal interest, listening, study and teaching, as well as the ideas of numerous thinkers, authors and teachers for the following eight principles. They represent my boiled-down summary of the eight most important guidelines for effective people management in a world where our realities include, inter alia, intense competition, rapid technological and market changes, knowledgeable and demanding clients, virtual organisational structures, changing employee expectations and lifestyles, the "war for talent" and the need to extract every last ounce of ingenuity from our people.

Here they are.

1. CREATE A CLIMATE OF RESPONSIBILITY Insist that team members take responsibility for themselves, their actions and their contribution to team goals. You, of course, have to set the example. Banish the blame game from your team forever.

2. AVOID"MONKEYS" JUMPING ONTO YOUR BACK Refuse to take on and solve the problems of your team members if they are capable of doing so themselves. But be available when they need you. Help them understand how they can create solutions, manage risk and overcome roadblocks themselves. Transfer your knowledge. Support and congratulate people who make sincere attempts and fail.

3. BE A NOURISHING LEADER Expect only the best of your people and make your expectations abundantly clear to them. Don't compromise. Foster respect, openness, trust, challenge and opportunity in your team, as well as a "we can" attitude. Consider the success of Coach Jurgen Klinsmann with his young Germany team in the recent Soccer World Cup. Avoid being a toxic leader, who expects only the worst of your people - they will tend to prove you right!

4. MAKE THE TOUGH DECISIONS Quickly! You are a decision-maker by definition and your people look to you to make certain decisions and sort out problems beyond their control. There are some decisions that can't be and should not be delegated. Your experience will tell you which. Remember to elicit, listen to and consider input from your people in the process.

5. INSIST ON TEAM CONTRIBUTION Team members are just that - members of a team, co-responsible for the achievement of objectives. They need to understand what the team goals are and where their efforts contribute to them. Don't let them view themselves as just task performers or job-takers. Constantly link individual achievements to team goals. Team success is everyone's success.

6. LEVERAGE THE POWER OF SELF-ESTEEM Help people feel good about themselves, their place in the team and their contribution. At the very minimum maintain their self-esteem, but work to build it up to achieve maximum willing productivity. Insist they do it for each other as well. People can't contribute equally, but they can contribute optimally in terms of their own talents. Regularly, and publicly, catch people doing things right.

7. PRACTICE SINCERITY & HONESTY Be a principle-centred leader. This can be a tough option, but without it your people will not believe in you (would you?). To be effective, you need "street cred." They know when you are simply following politically correct techniques, they know when you are not being genuine. So don't try to fake it. Set the example, but insist that your people do the same, and expect nothing less.

8. TALK TO YOUR PEOPLE Engage in the ongoing "strategic conversation". Constantly talk to your people about team goals, what's important and how the team is doing. Find out what's important to them, what problems they are experiencing, what solutions they are working on. To do this you need to get out of your office and in amongst your people as frequently as possible. Be seen, be available and stay in constant touch.

There is a natural overlap between these principles and they work together to create the right climate for fully engaging your people in the joint endeavour of achieving those all-important team objectives. If you have little time for anything else, at least put these principles into practice. They lead to excellence in people management and will enhance the success of your team, your organisation and your own career as an achiever and leader of people.

[First published in HR Future October 2006]

Roy Zazeraj is the CEO of Artique (Africa), a consultancy specialising in leadership, management and people development. He can be contacted via e-mail at roy@artique.co.za or 082 514 5680