being a good boss

D. Keith Denton, Ph.D.

hen hundreds of instructions are given each week, its natural for the activity to be taken for granted. However, giving instructions is an activity that is worthy of attention for the simple reason that it is so important to your getting your job done as a supervisor. To effectively give instructions, you have to reduce the noise of power and other distractions. Your goal is to create understanding between yourself and others. Combined with rewards that positively recognize employees for following your orders, the use of content feedback, clearly understandable and simple language, and effective listening techniques will improve the impact of your instructions.

GIVE BETTER INSTRUCTIONS Getting feedback involves more than simply asking, Do you understand what I said? and then receiving an uh huh. The use of content feedback means not only asking substantive questions about the work but also reading nonverbal clues to gauge an employees understanding of the instructions. One way of confirming that others understand what you mean is to ask them to repeat in their own words what you have just said. When asked if they understand the instructions, most people will automatically say yes regardless of whether or not they understand.

But there is less chance of misunderstanding if subordinates are asked specific questions. Ones like, Exactly what does that mean to you? and What do you think I am trying to show you? can help ensure that you and the employee both agree on the content of the message. Besides verbal feedback, you should also use nonverbal feedback to evaluate your impact on others. Research suggests that facial expressions and tone of voice account for as much as 90 percent of the communications between two people. Even if it isnt that high, nonverbal communication is still ver y important. Reading nonverbal clues can help you determine

whether you are getting through to an employee. A blank expression with eyes dilated, for example, suggests that the person to whom you are talking is not listening. When the person to whom you are giving instructions looks distracted, ask the individual to repeat your instructions. If there is any likelihood of a misunderstanding, be on the alert for signs of inattention, lack of interest, and boredom. As a manager, you should make a real effort to speak the language of the people to whom you are talking. Make sure each of you understands what the other has said. Simple listening Be a good listener. People will respect you when they feel you are sincerely interested in their problems. The ability to listen is at the heart of many good marriages, friendships as well as good working relationships. Simple listening is a way to increase the effectiveness of your instructions. Statements such as, Is that what you mean? Let me see if Ive got this right, and let me see if I understand; first you want me to . . ., show that you are at least trying to listen. Your ef fectiveness as a communicator is improved when you show that you are willing to listen with an open mind to complaints, suggestions, and questions. Practice patience when dealing with your employees. To really listen, you have to accept the fact that situations change; the

economy, values, attitudes, and technology change; and our knowledge of the facts change. Most managers who are good listeners take the time to summarize what they have said and attempt to summarize what an employee has said to them. Often, when this is done, the employee will say, Hey, I didnt say that, or No! Thats not what I meant. Assuming that you are concerned about how youre subordinate feels, you can ask for details about the trouble, using open-ended questions. It is essential that you recognize your bias or the following unproductive attitudes may be communicated: 1. St art the conversation b y identifying the existing problem. 2. State the problem, using an openended question rather than a biased one. Biased questions would be: What is the matter with you? and is there some reason why you cant do the work? Open-ended questions are: Whats going on between you and my subordinate? and How did this argument come about? 3. Use active listening to help clarify and resolve the problem. 4. Always explore the parameters of the problem. Find out what situational factors are helping to create it. To achieve this objective, you must avoid placing blame. 5.Involve the other person in resolving the problem.

Practicing effective one-on-one communication helps you effectively handle a variety of situations where information is needed to solve problems or to acquire a better understanding. But becoming a better manager can also involve changing how you interact with others. BEING A GOOD BOSS There are certain personality characteristics, such as narrowmindedness, that increase the risk of disputes. On the other end of the scale, there are attitude tools which are the heart and soul of good supervision. Avoid Unnecessary Judgments: One attitude that can be ver y beneficial in helping to solve problems is to avoid judgments of others actions. In discussions about some disagreement you should stay clear of any critique of someone elses behavior because it creates a feeling of defensiveness. If you insist on seeking, either verbally or mentally, to place the blame on someone for a past act or statement, then rational problem solving cannot occur. Typical statements that imply these types of destructive judgments would include, You got me into this, so what are you going to do about it? or Why didnt you do this? Each one of these and other judgmental statements will generate fear and defensiveness in others and should be avoided. Empathize: Being sensitive to another persons feelings can prevent as well as settle disputes.

For empathy to be useful in settling disagreements you must demonstrate an appreciation for the others viewpoint. For instance, it is often necessary to state that you find the other individuals proposal or views to be unacceptable. While this must be done, it should always be stated in a manner that emphasizes your concern for the others viewpoint. To do this, supervisors should remain open and considerate. A simple st atement like, As I understand it, this is how you feel. . . however, this is where I am having a problem with this approach. . ., can show your consideration. Another way of showing consideration is to simply avoid interrupting someone who is stating his feelings. Even though you think you know what the other person is going to say, it is vital to avoid interrupting him. This allows the other person a chance at self-expression and increases the possibility that the other person will also be empathetic and let you express yourself. Demonstrate Honesty and Trust: Honesty and trust are positive attitude tools that aid in managing disagreements. The most difficult challenge is to be honest with someone by freely admitting any mistakes that were made. This is essential whenever someone recognizes or knows of your mistake. Tr ying to stonewall or cover up the mistake will lead to bitter

disagreement and mistrust. The logic is, If they lied this time, how can I believe anything they say? Give Positive Reinforcement: Giving positive reinforcement is the last tool that will be discussed in this section. Positive reinforcement not only improves the cooperative environment, but it also helps eliminate conf licts that already exist. All of these constructive attitude tools are interrelated. Each one contributes to and builds support for the others. With persistent use each of these can reduce the intensity of conf licts as well as eliminate potential conflicts. Note that it is not enough to simply believe you have these attitudes; instead, others must see tangible evidence that one is honest, trustworthy, and positively reinforcing. Increase Your Professional Reputation: You can provide a good foundation for establishing cooperation and support when you reduce this adversarial relationship through building good relations with employees and coworkers within your company. To do this, you must build trust, secure confidence, develop a visible reputation and gather valuable information. Trust is important for establishing good relations between you and your coworkers or you and your boss. A technique for building trust is openly supplying coworkers with information. Explaining why you need someone to stay late to

finish a project or report is an example of establishing trust by keeping others informed. To establish identification and trust, behave in a manner which earns admiration and respect. Being helpful, honest and considerate of others feelings will prove successful in getting things accomplished. Also, maintaining a calm and controlled attitude toward work and crisis situations is another way of helping employees identify with you. A self-confident attitude projects confidence to your employees and coworkers, and shows your ability to handle problems. Even in a caustic climate, your self-concept will influence others. A strong selfimage allows you to positively influence others, whereas a weak self-concept keeps you from improving your performance. Unless you have an extremely poor self-image, you have the ability to improve your own selfimage. Find and perform tasks that emphasize your natural talents is one way. If you have a natural skill in English and grammar, you might want to volunteer for an editing job that shows off your professional skills. Successful managers are able, at least partly, to satisfy the needs of others to feel capable. One technique for building confidence is to help employees and coworkers feel they are making a worthwhile contribution. Adopt a positive reinforcing attitude. This attitude consists of rewarding employees for what they can do and not punishing them for what they cannot do.

If others see you as someone who provides praise, recognition and a can do attitude, your value to the company will increase. Similarly, you can motivate others by intentionally seeking their advice. Asking an employee to review your work not only helps improve it, but lets the reviewer know you think he or she is important. It all comes down to improving your own decision-making ability. A thorough exploration of a problem situation not only produces better decisions and solutions, it helps you explain and sell others on your ideas or recommendations. Your reputation as a problem solver is the best way to increase your professional reputation. When this reputation is nurtured, your help will be sought more often as others within the company increasingly value your contribution. SV

D. Keith Denton, Ph.D., is a professor of management at Missouri State University. As the author of 14 books and over 185 articles, he has written extensively about improving process inefficiencies and decision-making in both the ser vice and manufacturing sectors. He is published in over six languages and is a frequent international consultant and seminar leader in the United States, Great Britain, New Zealand and Australia. Among his honors is inclusion in recent editions of Whos Who in America, and Whos Where Among Writers. Before teaching at Missouri State University, he taught at Southern Illinois University and worked for Union Carbide-Nuclear Division, Maryland Casualty Company, and others. He is an international presenter. He recently conducted seminars on Horizontal Management to the top 100 government and corporate leaders in the Philippines.

Copyright of Supervision is the property of National Research Bureau and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.