Managers often expect 100% – yet often know very little about the people they manage.

It’s a strange bargain and it goes like this; “I expect your full commitment, yet I won’t make a sincere effort to get to know you and to understand what makes you tick.”

These managers tell me that people should be self-motivated. This is true. They should be. Almost everyone starts off that way.

The problem in organisations is people become demotivated … and managers underestimate their role in making this happen.

It’s the inequality in the bargain which gets the ball rolling.

Know me does not of course mean acting out of character or being inappropriate.

But it does mean making a genuine attempt to see the person as a living, breathing, whole human being. Not as a means to an end – a cog in the wheel whose needs are invisible and irrelevant.

Which leads to the second ME …

Knowing makes the way for valuing. This means making a place for what is important to the other person.

The manager’s fear is that doing this will make them appear soft and touchy feely. That it will cause them to lose control. To be taken advantage of.

In fact, it’s quite the opposite.

Would you?

Meeting these first 2 needs doesn’t take a special skill or more time. It takes a realisation.

The realisation that management is a noble profession. One which gives you influence and the opportunity to impact the quality of people’s lives.

These two ME’s lay the foundation of mutual respect in a relationship. This creates the climate for what comes next.

This is about clarity and direction. (And eliminating confusion.)

I know it’s obvious, but this is the manager’s job.

People really do expect their manager to know and communicate what is most important. And to direct the flow of work and effort.

Some managers say people don’t like to be micromanaged. This is an abdication.

People DO have a need to be focussed. To be relevant. To direct their resourcefulness, initiative, and creativity to work that is worthwhile.

For this they rely on the manager.

This gets us to the final ME …

Grow me is a covenant.

It’s an agreement between two people born out of trust and respect.

Often the manager will see more potential in the person than they see in themselves. Grow me is about closing the gap … elevating the person to the level of their potential.

You do this by creating the conditions for growth. By raising the standards and expecting more.

Obviously it also includes support. But excludes wrapping them in cotton wool.

People grow the most when they have responsibility and experience the consequences of their actions.

Now you’re not a manager any more. You are a source of inspiration.

This is your ultimate purpose … to serve and to use your position and authority to grow people – to help them to reach their highest potential.