Key Interpersonal Skills for Managers (Part 2)
Supporting Behaviours continued.
Supporting behaviours are the most vital interpersonal skills for managers as they are key to motivating staff and making them want to work hard for themselves and the organisation. These so-called “soft skills” are some of the very hardest to develop for some managers involving, as they do, a large measure of self control and anger management for some! Some staff will bait managers and openly seek confrontation, but creating an environment where such behaviour has no place is the managerial challenge.
- Recognising Contribution – This skill is about making sure that staff are given positive feedback and appropriate praise for work well done. It also means that ideas and developments initiated by a particular member of staff are also attributed appropriately. Some managers will take personal credit for their staff’s own work. Teamwork is fine, but individual effort towards a team goal needs recognising.
- Managing Disrespect – This means managing disrespect and put-downs between staff and workgroups as well as open conflict and disrespect with managers. A culture of zero tolerance for bullying and unpleasant confrontation, or underhand sneakiness or “getting away with murder” makes a superior and supportive place to work.
- Removing Obstacles – Staff will often get thwarted in what they are expected to do because of problems with resources, or other staff, or even relationships with the manager. It is the manager’s responsibility to not only listen so that he or she is aware of obstacles getting in the way of effective working