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Congrats, you're the boss. Now what?
Congratulations!
You've finally got that promotion. Thing is, how do you run a tight ship without
your subordinates jumping ship? ELLE Singapore tells you how.
------------------------------------------------------------------ By
Sheralyn Tay
[eastciti.com, January 10, 2001]
1. Practise Your PR Skills
Now that
you're the boss, everyone should be buttering you up, right?
Wrong! As
a boss, your interpersonal skills are more important than ever.
Christine
Sim, managing director of TACT Business Services, says, "Increasingly high-tech
workplaces call for a leader with a personal touch."
It's all
about creating a relationship among your subordinates.
"Successful
managers might invest up to 50 per cent of their time building networks of relationships,"
says Victor Yee, a consultant who runs management skills programmes with the Singapore
Institute of Management.
"People
may be more willing to go out of their way for a person whom they find likeable."
2.
Show Concern
"In order
to perform well, people must be treated well," says Christine.
And Victor
agrees, saying that a successful manager is one who maintains a judicious balance
between being a buddy and a boss.
"People
are gratified to be recognised and acknowledged as unique individuals who have
peculiar needs in trying to cope with their own circumstances," he elaborates.
The little
things do count, like remembering a subordinate's birthday or sharing tips on
how to ease PMS.
3.
Keep Your Ears Open
Aside from
telling people what to do, good bosses also know how to lend an ear.
It's just
as important to hear what's being said and also the feelings involved.
"This is
called reflexive listening, and it builds rapport and reduces threat in relationships,"
says Victor.
Encourage
the talker. Convey your interest. Show that you empathise, let whoever's talking
know that his/her feelings matter.
4.
Request, Rephrase, Review
Miscommunication
paves the way for unfortunate and even damaging slip-ups.
To improve
employee-employer understanding, use these three Rs.
Request
for more information from subordinates during discussions, as this helps better
your understanding.
Rephrase
what they have said, to make sure you've got the point, and lastly, Review the
process of your discussion.
5.
Give Feedback
Feedback
completes the loop in the communication process. It's not just what you say, but
how you say it that counts.
As Victor
says, "Ensure that words are carefully chosen and framed to deal with the impact
of the undesirable behaviour and the need for change in behaviour."
"Never make
it seem like a personal attack," Christine advises.
It takes
a lot of diplomacy and tact to get it right, so start practising!
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