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Managing Your Subordinates

The trick in effective management lies in maintaining the balance between the persons who are under you and those in the authority. Your job becomes a lot easier if you know more about your co-workers.

The first thing you have to keep in mind while having people under you is that nothing is permanent    either the employees or you. And trust is built not on the person’s long association with the job or the company, but on one’s ability to make the work of others a lot easier. Very few qualify on that, and perhaps the only reason why many still continue to be in a company is to make 'links' in high places. This, they do until they reach their retirement age and are therefore detrimental to any type of organisation.

Finding a good trainee?

If you happen to be recruiting people, you can eliminate a lot of this segment by asking yourself these basic questions    even if the candidate is professionally qualified with work experience.

  • What was his intention to choose that field? Remember, explanations about "goals, objectives…" can be set aside. The "intention" is raw, basic factor governing a person’s thinking. This is a tricky question and you need to be good in judging the personal and professional capabilities of a person.

  • Is he being over ambitious?

  • Even if you give him the responsibilities he wanted, would he mind working for a lesser pay?    Ask him if you wish.

  • Would he work over time? Does he expect compensation for that?

Assessing the trainee

This is a relatively easier task to handle. You can size up the person by asking yourself the following questions:

  • Is he trying to make fast friends? Being over-friendly to his superiors?

  • Insists on knowing what’s happening around him.

  • How did he take it when asked to report to persons younger than him or professionally under-qualified (but more experienced)?

  • Keeps asking for more jobs to be done    A good professional knows what needs to be done.

  • Tries to make a mark in meetings.

It is a worthy point to always bear in mind that a good worker need not be professionally outstanding. Some of the known hardworkers in any organisation are the least ambitious    they have no idle time to plot a career path.

You as the Manager

A manager’s future in an organisation is inextricably linked to that of his subordinates. You continue to grow as long as there is development and entrepreneurship with the people working under you. Not many present-day managers have realised the importance of making work easier for their subordinates; unfortunately, this is one of the prime reasons for large-scale employee turnover.