Balanced Behaviour For Fair Management
The first rule of good management is fundamental fairness. This is the managementgolden rule. Treat employees the way you want to be treated. This requires anattitude of openness and a keen sensitivity to know when you are approaching thepoint of no return in crossing the line.
Balance 10 Behaviours
Fundamental fairness means achieving a workable balance between opposingbehaviours, such as in the following 10
1. Giving vs. Taking.
Managers who constantly take in the way of mandating new rules and proceduresand making isolated decisions, without considering employee input and concerns,will lose support when they may need it most. The manager who gives a little toemployees, especially, especially when the issue is important to both, will gaintremendous respect and support.
2. Autocracy vs. Democracy.
Every good manager knows when it is time to lead and act, and when it is time tolisten before taking action. Management gets to choose the "what" of the direction,leaving the "how" of getting there to employees. Management has the foresight andvision to establish the mission, primary goals and values, but allowing employees touse their creativity and abilities to figure out how to get things done is whatempowerment is all about.
3. Autonomy vs. supervision.
Arriving at a smart balance is not an easy task. The effective manager will take thetime to know the competency and motivational level of each new employee, to applythe right amount of instruction and motivation to get maximum productivity. Of course, taking the time to clarify expectations for performance and outcomes willalways have big payoffs. Another fundamental fairness rule here is to never delegateresponsibility without assigning authority with it.
4. Change vs. stability.
Most employees fear and resist change, preferring familiar routine, and stability.Change can be scary and disruptive. But sometimes change is absolutely necessaryto make real progress. An effective manager will learn how to orchestrate andfacilitate changes that can help the organization and win support from employees. The tricks in knowing what routines to preserve -- ones that won't inhibit productivechange -- so that isn't counterproductive.
5. Aloofness vs. Approachability.
Management positions tend to foster aloofness as a serf-preservation defense. Self-sharing may even be seen as a weakness. But, when this aloofness keeps employeesfrom approaching managers with genuine concerns and issues, this self-defensecrosses the line of fairness. A good rule of thumb is to preserve aloofness for privateand social matters. Be approachable in professional and business matters, by beingapproachable, you learn things you need to know to be an effective manager.