When you Impose discipline impose it with civility and respect

How do you impose discipline in your organization? 

Some if not many of us impose discipline the old fashion way. This means that we punish the transgressor right in front of the crowd to shame the person. But when we do this we only plant the seeds of anger and resentment on the person being disciplined. He/she may not immediately vent out the anger and resentment for the shame that he/she had been subjected. But sooner or later he/she would vent out the anger and resentment. 

There are leaders/managers who are heavy-handed when they impose discipline because they think that it is the appropriate way. But heavy-handedness in imposing discipline is counterproductive because it results to the development of deep-seated feeling of resentment. 

So, what should a leader/manager do when he/she impose discipline? The leader/manager should immediately call for a private meeting with the subject transgressor/s so that appropriate punishment could be imposed in private. By doing this the leader/manager avoids the unnecessary and arrogant projection of his/her power and authority. 

What is the importance of having a private meeting with someone who breached the discipline of the organization or someone who is at fault? You signify your sincerity to correct the person who is at fault. And you send a message that you want to immediately contain and solve the problem without grandstanding, ego-tripping and without insulting anyone. 

By doing so, you create a sincere message that you want to heal the wayward behavior without shaming the concerned person in front of the crowd. If you do this you will even get the respect of the person whom you are disciplining.

Many of us commit the mistake of correcting a person in front of a crowd but this will not help heal a wayward behavior. This would only create a deeper emotional resentment to the person who is at fault. Hence, instead of bringing him/her closer to correction, healing and reconciliation we instead are creating an emotional bubble within the person being disciplined which could explode anytime.

 Let us not let ourselves be eaten by our power and authority when we impose discipline or when we exercise our leadership because this will not do us any good. When we unnecessarily and arrogantly discharge our power and authority we are only exposing how flawed and limited our leadership skills are. Let us instead hold on to civility, respect and reason because this is the only way to correct and completely heal a wayward behavior.

What is the use of showcasing our power and authority in public if it would only create deeper emotional injury? What is the use of correcting a person in full view of the crowd if it would only create a monster called hatred and resentment? – Marino J. Dasmarinas 

On giving behavioral feedback

How do you give behavioral feedback? For example you noticed that your direct report is noisy at work. How are you going to correct this errant behavior without offending the concerned direct report?  

When we give the behavioral feedback we have to focus on the offensive act and not the person who did the offensive act. But before doing that we have to find an appropriate place where we can civilly talk with the concerned direct report.  The appropriate place could be in your office or a place where there is privacy and solemnity.

Be calm, objective and civil when you talk about the errant behavior so that you avoid antagonizing the person. Some managers do this without considering calmness, objectivity and civility. Hence they lecture the guilty person as if the concerned individual is their slave. So what happens is the concerned will push back and defend herself. This can happen most especially if the direct report has a strong personality.   

After talking about the errant behavior allow the person to speak and voice her sentiment and as she speaks listen with your attention poured into her. Your expectation here is she would talk also with calmness, civility and objectivity. Why? For the simple reason that this is how you approached the concerned person. We have to remember that we get what we give: If we give respect we would also get respect and vice versa.

Close the one on one conversation on a positive note by telling the person that she has your back anytime. Ever ready to listen whenever she has issues about work or even issues about his/her family. -  Marino J. Dasmarinas 

Your most precious organizational resource is your Human Resource

Drake, a forty something entrepreneur was contemplating of growing his Information Technology business. The first idea that crossed his mind was to infuse financial capital into his business. So, he borrowed money from the bank nearby to expand his business.

He bought state of the art computers and gadgets that would make his company at par with his competitors. After a year, his business went bankrupt and some of the serviceable assets were taken over by the bank. Why did the business fail considering that information technology related business is one of most profitable business around?  The reason behind is drake neglected to nurture his human resource.

He heavily invested financial capital through acquisition of state of the art computers and gadgets. However, he completely forgot to invest heavily as well on the human capital side of his business which is the human resource.

Many forget that in spite of the modernity of time. Human resource is still the most precious organizational resource that any organization could have. What is the use of having state of the art equipments, attractive product and good location if your human capital is neglected? Sooner or later your business will fail if you forget to upgrade the well being of your human capital.

Many are afraid to upgrade the wages/salaries of an organization’s human resource because it will certainly create additional cost for the organization. However, when you decide to pay your human resource higher than the prevailing wages. You’re creating a happy, contented and motivated human resource. You are offsetting the cost of labor turnover; you also create an engaged and mindful human resource.

There are also many more unquantifiable benefits that your human resource could bring into your organization when you begin to nurture them. And these many unquantifiable benefits are more than enough to cover the cost of increased wages and benefits.

Putting up a business or running a business is not only about earning huge profit. It’s also about taking care of the most important resource of your organization which is your human resource. – Marino J. Dasmarinas 

Avoid the blame game

Homer is a newly promoted Chief Operating Officer in a conglomerate of business. Part of his promotion was to head a company owned by the business conglomerate overseas. When he took over the business, he found out that its financial, production and human resource records were in disarray. The company was in near bankruptcy.

He asked himself, what should I do? Should I blame the past administration for this mess? Or should I simply work and try my very best to fix the mess that they’ve created, institute reforms and move forward. Homer chose the latter.

To employ the blame game is the easy way out of this mess. Homer, could have simply washed his hands and said, “This is all caused by the past leadership.” Yet, Homer realized that he was not brought in to point fingers or to put blame on others. Homer perfectly knew that he took over because he has a job to do and he must do it right and to the best of his abilities. So that he can positively guide his organization moving forward.

Are you quick to harness the blame game when your organization is in trouble? Or you avoid using the blame game like a plague and take full responsibility of the task given to you? When you avoid the blame game and simply do your job to the best of your abilities. You are silently telling you bosses and your subordinates that you will solve what needs solving and then move forward.

To blame the past is already useless and futile. Yes, you have to look back not to blame others or to point fingers. You only have to look back to learn the lessons of the past so that you could use it as a springboard for the future.

The future that will serve you well if you do your job to the best of your abilities without employing the blame game. – Marino J. Dasmarinas      

On winning respect in an argument

Have you been involved in an argument in your workplace? Arguments occurs in the workplace every now and then. It happens during meetings, lunchbreaks and discussions. By virtue of their senior status in the workplace these arguments are normally won by the person who occupies the higher position. 

But the fact is not everyone who wins an argument earns the respect of the person whom they’ve argued with. So, how does one win an argument and respect at the same time? There are four (4) ways that I want to suggest:

1. Don’t bully your way to win an argument. By virtue of their higher status in the organization many managers/leaders would try to bully their way to win an argument. They are usually successful using this bullying tactic. However, when it comes to earning respect of their subordinate whom they’ve argued with, they actually fail. Therefore, don’t use any form of bullying tactic during arguments.

2. Be mindful when the person whom you are arguing with is talking. Listen and be present, in other words; don’t be physically present but mentally wandering elsewhere.

3. Acknowledge the thoughts and ideas of the person whom you are arguing with even if its wrong. And then in a gentle manner put forward your own thoughts and ideas.   

4. Close the argument on a positive note by saying, “Thank you for your time and ideas or any words to that effect.” – Marino J. Dasmarinas

Do you trust your subordinates?

A dying man said to his eldest son, “I trust you to take care of your younger siblings, be their guiding light and don’t be afraid to discipline them whenever you see fit.” The words of the dying man created a deep sense of responsibility to his son. It also served as his motivation to take good care of his siblings. So, when the man died his eldest son tried his very best to properly raise his younger siblings.

Trust is also very important in a manager subordinate relationship. When a manager gives his trust to his subordinates, he is actually motivating them to work smarter than the usual. The manager is silently telling his subordinate, “I am trusting you with a bigger responsibility you therefore have to measure up to this trust by working harder and smarter.”

Why will a subordinate who was trusted with a bigger responsibility would work hard? Because this is human nature. An employee who is trusted with a heavier responsibility would normally try to do his best to meet or even exceed the given responsibility.

Trust gives confidence and a deep sense of meaning to a worker or an employee. Moreover, trust also creates a positive vibe in the workplace environment. Trust enables the manager to accomplish more in his workplace. For the simple reason that he would be able to spread himself wider than the usual.

However, there is a caveat before you trust your subordinates, trust only the subordinate who is competent. Don’t give trust to an incompetent subordinate even if he/she is close to you. Otherwise, it would defeat the objective of the given trust or responsibility.  – Marino J. Dasmarinas

The hidden problems of autocratic leadership

Do you practice autocratic leadership in your organization? Many leaders and managers are tempted to use this kind of leadership style. Because this facilitates obedience, fear and stifling of complaints among subordinates.

In hindsight, why is it that many leaders and managers favor autocracy? They favor autocracy because it highlights absolute power which nobody can question. An abusive leader/manager can easily tap this kind of leadership style to solidify his hold on his position. They do this because they are deluded to think that nobody would go against them. Their mindset is they could simply push their ideas no matter how distasteful, lousy and bad it is.

However, it has been proven time and again that this kind of leadership style is counter productive to an organization or even to a sovereign nation. Why? Because when there is absolute power there is no check and balance. And when the presence of check and balance in an organization is absent abuse of power would be present.

Autocratic leaders/managers are always oriented towards their authority. They will always put forward their authority and they will relentlessly exercise it. They obviously expect their subordinates to obey without question. And if ever there would be those who would question them. They will not mind it, they will instead simply ram it to advance their objective. 

Autocratic style is very tempting to use or engage for a short-sighted leader/manager or for a leader/manager with a tunnel vision. Why? Because it will create a semblance of order and achievement of objectives. However, this would not last for long, sooner subordinates will resent this leadership style.

Thus, there would be disorder, minimum work performance or it may even lead to disruption of work. So, a wisdom filled leader must not entertain any thoughts of using an autocratic style of leadership. – Marino J. Dasmarinas   

Arrogance in leadership

Is there a phrase such as arrogance in leadership? Arrogance in leadership may sound new and odd but it occurs to many individuals who occupies a leadership position.  This kind of leadership character manifest itself when the leader doesn’t want to be upstaged by someone in the organization.

Arrogance in leadership occurs as well when a leader centralizes leadership power and authority to oneself. He doesn’t want to share his leadership power and authority with anyone.  This also happens when the leader thinks that nobody is capable in the organization but himself.

A leader who is arrogant doesn’t purposely develop other leaders in his organization. Why? For the simple reason that he is afraid to be upstaged by the leaders that he would develop. Thus, leaders who are arrogant destroys the principle of effective leadership. Because effective and good leaders create and develop new leaders along their journey of leadership.

Likewise, leaders who are arrogant do not know when to relinquish their leadership power and authority. They would desperately cling to it for as long as their organization would allow them.   Even if they are not anymore effective in their function of leadership.

Do you have this kind of leader in your organization? -  Marino J. Dasmarinas

On conflicts

What do you normally do when there’s conflict in your department? For example, your officemates were engaged in a heated shouting match. Which nearly resulted to physical confrontation and it happened that you were there. Naturally, their issue was immediately brought to the attention of the human resource department.

For the reason of your presence in that conflict your attention was called by the HR manager.   What should you do? Should you immediately take sides and favor the person who is your close friend even if she was at fault?

The best action to do is not to take sides except the right side. Regardless who is at fault take the right side. If the one at fault is your close friend you have to be impartial. Thus, you have to take the side of the person who was in the right side. 

Even if you don’t know well the person who was right you have to take her side for that is the right action to do. Many of us might commit the mistake of mindlessly rushing to take the side of the person who is a friend. Even if that friend whom we have favored is at fault.

We must not commit the mistake of siding with the friend who is at fault. Why? For the simple reason that there surely would be an impartial investigation that will take place. And in that impartial investigation the real culprit will be unraveled. Would it not be a shame if it comes out that we sided with the wrong person because she is a friend?

You therefore have to be impartial when you are called to be a witness in an organizational conflict. Don’t side or favor anyone except the right side. For the simple reason that this will save you from trouble and this is always the right action to do. – Marino J. Dasmarinas

On arguments in the workplace

Donald, Nancy and Chuck are line managers in an organization. Their departments function are connected with each other. Therefore, every now and then they would exchange their views and these exchanges of views sometimes turns into arguments.

One morning, there was a meeting among line managers of their organization. After the meeting the trio of Donald, Nancy and Charles were at it again exchanging their views while walking in the hallway. The exchange of view became heated and it morphed into arguments.

No one among the three would give in, they wanted their views and ideas to be heard first. So, they were cutting each other’s voice because nobody wants to be upstaged. Before they knew it, they were already being watched by their subordinates, colleagues and superiors. Their disagreement and lack of decorum were in full view.

Arguments and exchange of views are part and parcel of organizational life. This is for the reason that it is in these exchanges of views and arguments that problems are threshed out and misunderstanding ironed out. However, there must be civility and respect during these arguments, there must be no cutting of each other’s voice.

There must be no shouting but only calm and civil exposition of ideas. We must let the person who is taking be heard first before we talk for it’s a sign of respect, decorum and education. There must always be an observance of respect and decorum during exchange of ideas and arguments.

For how can we command respect if we don’t know how to observe respect? – Marino J. Dasmarinas      

The magic of apology

Emmanuel is a Chief Executive Officer in a multinational corporation. While he was presiding a meeting, he offended a subordinate by berating her in-front of her peers. Having realized his arrogance Sean immediately apologized to her. 

Have you been in a situation where you offended a subordinate or an officemate? What did you do? Did you simply ignore your arrogance? You are the boss anyway! Or you immediately apologized because you’ve realized your mistake.

Many of us may not know this but offensive words hurt more than a knife being thrust into one’s body. That’s how demotivating and morale downing arrogant and offensive words are. However, there is a saving grace whenever we display our arrogance and offensive behavior. And this saving grace is to apologize.

But not everyone is willing to apologize because many of us have a selective method of apologizing. We usually immediately apologize to our superior but not to our subordinates many of us would say, “My subordinates are my underlings, why should I apologize to them?”

When we are not willing to apologize, we open ourselves to retaliation. Retaliation that will come to us when we least expect it. Retaliation that will certainly diminish our standing in our organization. Therefore, we have to humble ourselves whenever we offend anyone in our organization. And this we can do best when we apologize regardless of the status of the person we have offended.

Believe it or not the magic of apology is real, it heals strained organizational relationship and it renews broken friendship. – Marino J. Dasmarinas

About predictable behaviors

There is a story of a manager who was always late going to work hence his subordinates would also be late always. He was also at all times very lenient to a fault to his subordinates. These predictable behaviors resulted in his demotion. Why? For the simple reason that it bred complacency and lack of discipline among his subordinates.

There is another story of a manager who was always early at work, he would always be there twenty minutes before the official office time. He is also strict when at work but friendly and just wants to be treated as of the boys when not at work. His subordinates took notice of his behavior. Thus, they saw to it that they would always be early when reporting for work. They also observe discipline when at work.

Predictable behavior can always work for a manager/leader when that predictable behavior is positive. On the other side a predictable behavior can also work against a manager/leader if the predictable behavior is negative, as exemplified in our first story.  

A good manager/leader should always sustain a positive predictable behavior. Because a positive predictable behavior is obviously good for a person’s image. It will also help him move upward in the organizational hierarchy.   Positive predictable behavior always works as an invisible advance party for the person who has it. It makes his organizational life easier it also breeds respect among peers and subordinates.

What if a manager/leader has a negative predictable behavior? Of course, it’s no brainer that this kind of /manager/leader should reform and earnestly ditch his negative predictable behavior. Otherwise, he will be up for reprimand, demotion even separation. – Marino J. Dasmarinas 

On positive reputation and effective leadership

Joe is a department head in a big manufacturing company, he has been employed in that organization for ten years. He stared as an ordinary clerk and he rose from the ranks through his hard work. Along those years he built a reputation of competence, hard work and leadership by example.   Therefore, wherever department he was assigned he always gets the job done.

Is there a link between positive reputation and effective leadership? Yes, there is an important link that exist between positive reputation and effective leadership. For example, a manager who has a positive reputation of competence, hard work and leadership by example would always be an effective leader.

Why? This is for the reason that positive reputation can be likened to an advance party, it always precedes the manager/leader. Positive reputation warns the lazybones to shape up or he/she might be shipped out of the organization.

A manager’s positive reputation has a ripple effect that pervades the entire organization. Consequently, through unassailable positive reputation the manager/leader would be able to transform her/his organization.

Hence, a person who wants to ascend in the organizational hierarchy should always have a positive reputation.  For the simple reason that this is her/his passport to become an effective leader/manager. It must be like a shadow that follows him/her wherever she/he goes. – Marino J. Dasmarinas

How do you handle an effective but problematic employee?

Can there be a situation wherein an employee is effective yet problematic at the same time? Yes, there could be! For example, an employee who is intelligent, communicates well and does his assigned job competently. However, the problem is he comes to work late and it’s somewhat a force of habit for him already. Thus, it affects the timely completion of his assigned work.

How would you handle him to correct his behavioral problem? Should you immediately warn him about his tardiness and completely disregard his effectiveness at work? Or mention first his work effectiveness and after that bring out his frequent tardiness and offer help to correct it.

The best choice is the latter: Mention first his work effectiveness and then bring out his force of habit tardiness and how you can help him cure it. This you do in private: you and the concerned employee alone.

By mentioning first his effectiveness at work and then by offering him help to solve his problem of tardiness or any work-related problem for that matter. You are actually telling him that he is doing a good job, hence; you are actually motivating him. And you are deepening that motivation drive by offering him help solve his work-related problem, in this case his tardiness.

When you have a problematic employee don’t immediately single out the problem that bedevils him. Look first to his work performance because you might find out something that is encouraging or positive. After which you address the behavioral problem that disturbs him by offering him help on how to solve it. – Marino J. Dasmarinas

Do you want to become an inspiring leader?

Who is an inspiring leader? He is a leader that is loved and not feared by his followers. Many leaders lead by fear foremost of these are autocratic or dictatorial leaders. These kinds of leaders lead and govern thru fear they do this by projecting themselves as strong leaders.

They create an extraordinarily strong personality and identity which plant fear in the hearts of his subordinates. These kinds of leaders don’t know how to inspire their  followers for the simple reason that their authority emanates from the feeling of fear.

How do you become an inspiring leader? The first requirement to become an inspiring leader is to eliminate fear in your menu of leadership qualities. Why? This is for the reason that when a leader is not feared he becomes more approachable and available to his subordinates. He is always there to lend a hand whenever his subordinates need him. 

When a leader/manager is approachable and always available he creates a climate of confidence and calm among his subordinates. This simply means that there’s no dividing wall that separates the leader from his subordinates.

Thus, his subordinates will always be inspired to work because their leader is always there to support them. In whatever way possible subject to the limits of the organization's rules and regulation. 

Another important quality of an inspiring leader is he always model his leadership to the hilt. This simply means that he walks his talk and he leads by example, he does this with utmost humility and sincerity. And last but certainly not the least, an inspiring leader is someone who knows his job well.  

Are you an inspiring leader? – Marino J. Dasmarinas

On disciplining your subordinates

Margaret is a newly hired manager in a call center company. Being younger than his subordinates he was in a quandary on how he would discipline them whenever they violate the established norms of their organization.

Employed properly, without bias and swiftly a disciplinary action could straighten an errant behavior. Employed with the intention to simply shame a subordinate a disciplinary action  could immediately backfire to the one who is imposing it. 

So how would you go about in disciplining an errant subordinate? The first that you should do is you have to discipline in private with you present and the errant subordinate only. Your action should focus on the offense alone and not the person involve. For example, if the offense is his/her being noisy in the workplace which disturbs the concentration of his/her co-workers.

By all means focus your disciplinary action on his/her being noisy never try to delve into his/her personal character.  For the simple reason that a disciplinary action must always point to the offense and not the person involve in that offense. 

After all has been said, ask the person involve on what solution he/she could suggest to heal the offense. After listening to the suggestion and if you are satisfied treat it as a closed issue and move forward.

If you are not satisfied with the suggestion it is incumbent upon you as a manager/leader to craft or create a useful solution that would solely focus on the offense and not the person. -  Marino J. Dasmarinas    

A basic motivation tool called Human Relation

Do you know how to exercise basic Human Relation?

In an organizational setting, there are managers/leaders who do not know how to exercise proper human relations towards their subordinates. They think that by virtue of the position that they occupy in the organizational hierarchy they would already be able to motivate their people. However, it doesn’t work that way.

Managers/leaders should know basic human relations for the simple reason that this is one of the most effective yet untapped motivational tools that they could employ in the exercise of their function/s.

For example, instead of waiting for your subordinates to start a conversation to enhance your professional bond; why not start it yourself? It will not hurt your position as a boss if you’ll initiate little conversation with your people. It would even enhance your reputation as an approachable manager/leader.

Instead of waiting for your people to smile at you when you cross paths in the office why not smile at them first? When you see your people in the hallways or in the canteen why not say: “Hi” or “Hello” for them to know that you recognize them.

These pointers are simple and very basic motivational tools that use simple human relations. That would enhance your reputation as a people oriented and approachable leader/manager.

Therefore, without you knowing it you already have a very motivated workforce. Simply because you used one of the simplest yet very effective motivational tool for your employees which is basic human relation. - Marino J. Dasmarinas

Why are humble leaders successful and revered?

A young priest asked Saint Teresa of Calcutta: “To whom do you attribute your success as a leader?  Saint Teresa said to the young priest, “My success in this endeavor has nothing to do  about me, I am a non-entity here this is all from God and all about the love of God.”

Humble leaders like Saint Teresa of Calcutta is always revered, always remembered and not forgotten. Why? This is for the reason that they don’t own to themselves their success. They always point to someone who greatly influenced them and someone whom they greatly respect and follow. They also always point to circumstances and situation that made it easier for them to become a successful leader.

Humble Leaders don’t think of themselves as somebody who dispenses power, authority and influence. They think of themselves as servants, they are always present and ready to serve. Present not to publicize themselves but to minimize themselves through their acts of service and humility. In the process of minimizing/humbling themselves they are greatly albeit silently revered and respected.  

It’s hard for many of us to understand why a humble leader is a servant. But Servanthood is the truest essence and meaning of successful leadership. There can be no successful leadership without Servanthood and Humility.

Many organizational leaders/managers are not successful in their function of leadership. For the simple reason that they lack humility and the mentality of a servant. However, what does it mean to be humble? Or how could we become humble leaders and how are we going to live the life of a servant in an organization where we are supposed to be the leader?

Basically, we could become humble leaders if we are not conscious with our position in an organization. For example, being the boss, leaders/managers are usually used to being served and being the first in everything amongst many.

A humble leader with a servant mentality will never allow himself/herself to be served and to be the first in everything. Instead of being served he/she would be willing to serve. And instead of being first in everything he/she would happily allow himself/herself to become the least amongst many. 

Humble leaders are never arrogant, they don’t speak based on impulse and they don’t use vulgar words. They instead carefully process first what they are going to say and do. 

They think through it and if they find out that what they will say would never hurt the feelings and sensibilities of their subordinates they then say it. -  Marino J. Dasmarinas

Positive work values, work attitudes and values formation

What are positive work values, work attitudes and values formation? Positive work values and attitudes are internalized positive ideas, feelings and attitudes towards our work.

There are workers who always work hard to achieve their designated task. They do this even without the prodding or close supervision of their superiors. Where does this positive work attitude comes from? It comes from their positive family environment. If we get to know their family we would find out that they also have a good and healthy family environment.

But this is not always the situation, oftentimes we would see workers who simply work because they need to earn their keep and it stops there. No initiative and no extra effort to work beyond their assigned task.

There are even worst situations such as workers short-changing their organization by doing actions detrimental to their organization. For example, they corrupt money, bring home office supplies, cheat on their time for work, not working properly when there’s no superior to watch over them. We can go on and on and the list is endless. This damaging behavior is commonplace in many organizations.

Workers value formation starts in their formative years, it consists of their environment.  That is the place where they grew-up and those people that surrounded them. If they have a healthy family background which means a family that communicates freely and help each other. Chances are that they would be able to carry over this healthy attitude through their eventual work place.

Friends and education are also a determining factor in workers value formation. If they have upright friends and good education it's a cinch that this would influence them to make positive and upright choices in life and work.

The last value formation but certainly not the least that shapes us is the Church. We would enormously benefit from the church if we always go to Sunday Mass for Catholics or worship service for other religions.

Just like any church going family the church positively shapes our value formation.  it teaches us the right morals, conduct and how to live our lives worthy in the eyes of God and men. - Marino J. Dasmarinas

On respect and humane treatment of your workers

There’s a story about a priest who had a boorish behavior, being the head of his parish he would act as if he was the king and master. He would give unbendable instructions to the head of church organization and he wants it followed to the letter.

His world and instructions were the norms and laws of his parish even if it’s flawed. For the reason of his arrogance and lack of humility the spirit of volunteerism declined. And nobody was willing anymore to give their time to their local church. 

In so many ways a business organization is like a parish church organization. The priest who is the head and leader of the parish church is also like the manager/leader of a business organization. And the volunteer workers of the church are very much like the employees of a business organization.

What differentiates them is those who work for the business organization have a regular salary. However, even if they have regular salaries it doesn’t guarantee that they would work hard and stay longer in the organization. They should also be treated humanely and with respect otherwise they would resign.

Why? This is for the reason that workers are humans they have feelings and emotions.  They value organization and organizational managers/leaders that treats them with respect and dignity. Many business managers and leaders have this mindset that salary only is enough to make an employee work hard and stay in the organization.

But it doesn’t work that way, salary even if it’s big will not make a worker work hard and stay. Humane treatment, respect and the feeling that they are treated as a family would make them work hard and stay longer even forever in your organization. – Marino J. Dasmarinas