In a previous post I wrote about how an inconsistent manager can create discontent amongst their team. Later, during a discussion about this in my business planning class, I was reminded about an old manager I had. He used to say that he would be consistent in treating us all as individuals. At first blush this sounds like a complete rebuke of what I had written earlier. Yet, it is not.
Teams Are United Through Consistent Standards
My old manager knew that each of us would respond to different forms of praise, coaching, and motivation. He took his time to get to know us as individuals. He invested himself in getting a better understanding about his team. With this knowledge he was able to reward us with praise that was unique to each of us.
Now this might sound simplistic to do, but many managers fail to connect with their teams. They give praise the way they (the manager) would like to receive it. In the case of my friend in the earlier article, the manager did not even take the time to get to know the rest of their team. They were not aware of what their actions were saying.
He took his time to get to know us as individuals. He invested himself in getting a better understanding about his team.
My old manager would have done this completely differently. He would have known that my friend wants the spotlight. Whereas if it was I, well I could care less about the spotlight, just a head nod would do. My manager would have still acknowledged success in front of the group that was consistent.
So as a manager, what can you do to treat your team consistently like individuals:
- Take the time to get to know your team. This is not a one-time question and answer session. This is something that is an investment by you the manager. You need to listen them and learn what they desire, wish for, and how the like receive treatment.
- Be willing to get impressions about your direct reports from their peers and customers. Believe it or not, people act differently in other environments. Take the time to learn how others perceive your team.
- Be up front about who you are with your team. Let them know what you wish for and how you receive praise. This will let your team understand you actions when you reward members.
- Hold a high standard. Never negotiate what your standards are in public or private. Some call this integrity of the individual. This is really the spine of the espirit de corps of the team. Team members can understand varying differences in praise – once they know that you are going to deliver it in a meaningful way – what they cannot understand is inconsistent punishment for standards. What I mean is if you hold a standard that everyone will be 15 minutes early for a meeting and you always allow one person to slide… you have just negotiated your authority away. You have cracked the spine of the team.
My old manager did the above. He is successful and is leading strong teams no matter what the storms are in the marketplace. You can be the same way if you are willing to treat your team consistently as individuals.
How have your managers led?
About the author:
Erroin A. Martin is a Business Advocate with the Von Gehr Consulting Group, LLC, a business coaching and consultancy provider for business owners, executives, and entrepreneurs. He has fifteen years experience working within the pharmaceutical, manufacturing, natural resources, medical devices, software, technology, business services, and agriculture industries in various levels of leadership across six continents. He has led diverse teams in sales, marketing, planning, and in the Army. He currently coaches business leaders and physicians in the tools needed to plan for their success. Learn more about the Von Gehr Consulting Group, LLC at www.vongehrconsulting.com or call +1 203 433 8079. You can follow him on Twitter at @Erroin
The Von Gehr Consulting Group, LLC, was founded by Erroin A. Martin to provide business coaching, business consulting, and other services to companies both large and small. The primary goal is to have his clients be passionate about their business and reach the unachievable.
Erroin A. Martin 
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