Building team spirit in your organization

How do you build team spirit in your organization? Many leaders/managers are leaders and managers that lack the ability to build effective and cohesive organization that works as a team. But how does a manager/leader build team spirit in his organization?

The first action that he should do is to ask himself these three questions: “Am I an effective communicator, do I lead by example  and the last is, do I prioritize the needs of my subordinates over my own needs?

On the aspect of being an effective communicator, what does this mean? This simply means that the leader/manager should allocate time to communicate with his people and what should he communicate? Every communication that is not prohibited for his subordinates to know.

 For example the mission and vision of the organization, the policies, objectives and the discipline of the organization, aside from that the leader/manager should also be able to communicate the targets and goals that he wants to achieve for his own department.

On a personal level, if his subordinate would allow it the leader should know about the family of his subordinates. Thus, the leader will not find it hard to empathize with his people when the situation calls for it.   When you do this you develop the I belong  mentality in the minds of your subordinates. 

On the aspect of leading by example, do you always lead the way for your subordinates and do you walk your talk? For example when you say that your subordinates need to render overtime work, are you there to render overtime work as well? Or you simply let them render overtime without you joining them.

On the aspect of prioritizing the needs of your subordinates over your own needs. For example during office parties or office gatherings/meetings wherein there’s a food to be shared/served. Who gets to eat first? It’s always the boss! He gets the first crack at the food and the subordinates and the lower ranked employees would normally come-in next after the boss.

The boss should reverse this kind of culture if he wants to develop team spirit in his organization. Therefore instead of him having the first crack at the food it should now be the subordinates and the other lower ranked employees who will eat first.

What message are you sending to your subordinates by doing this?  You simply are indirectly telling them that you value them dearly and that their need is more important for you than your own need.  So you can just imagine the team spirit and commitment that you’ll be creating in the minds and hearts of your subordinates. – Marino J. Dasmarinas  

Do you have a credit conscious leader/manager?

One of the failings of a leader/manager is to grab or take credit whenever it presents itself. For example a leader who has been tasked to lead a taskforce would always take credit for whatever accomplishment that his team would achieve. Thus he would always attribute to himself any achievement that they accomplish.   

For example, in the presentation of his task force’s accomplishment he would shamelessly say: “I discovered that something was wrong in the organization’s procurement process that’s why I decided to discontinue it.” He would always use the subjective I to prop-up himself so that he would always be in the starring role. And the members of his taskforce remain faceless individuals as if they did not contribute anything for the team.     

This kind of leader/manager is an ego tripper or somebody who is so full of himself. He purposely omits the fact that it is the task force that he leads that made the achievement. Therefore the credit should be to the task force and not exclusively to himself.

There are many managers/leaders who thinks and acts that way, they think that it is a plus factor if they would always be in the limelight. What they don’t know is the more they grab credit or hunger for prominence the more that they are being silently ostracized by their subordinates and peers.  The credit conscious manager/leader may not immediately notice it but there are already rumblings in the organizational hallway about his selfish and arrogant behavior.

So what is the cure? The cure is lots and lots of humility and to realize that whatever accomplishment that a taskforce or a department achieves must always be credited to the team and not to oneself alone.

Subjective word such as I should never be used when a leader/person is a member of a team or taskforce or when referring to the achievement of his department.  Instead of I the inclusive word We should be used for the simple reason that all of the members should be given credit. 

An egotistical and self-centered leader/manager has no place in an organization for the simple reason that when we speak of an organization it means membership or grouping of people.  Thus self-centered and egotistical people should not be there!  – Marino J. Dasmarinas 

Bullies in the workplace

Bullies are an ever present fixture in an organization we may not immediately recognize them because they quietly blend with the majority. But there would be times that they will create a noticeable scene for everyone to know that they exist in the workplace.

Bullies are arrogant people who push their weight around, they exist because there is no one who dares to stand before them. The more that nobody dares to face up to them the more that they are emboldened to continue their bullying.  Therefore, the problem of bullying exists because there are people who allow themselves to be bullied. 

How can we solve this irrational behavior? We can stop bullying by asserting our rights  and by standing-up to them. We must be firm with anyone who would dare to bully us because if we will not face them the more that they will bully us.

This is of course easier said than done. Can we face someone who occupies a very powerful position in our organization? Can we face-up to somebody who occupies a higher position than us? These are very valid questions that we need to consider, nevertheless if we want to stop workplace bullying we must be courageous enough to face these bullies.

Let us not be afraid with these organizational bullies they exist for the simple reason that we allow them to exist. But the moment we face them and assert our rights before them they would quickly fade away into oblivion. - Marino J. Dasmarinas

The greedy business owner

Once upon a time there was a greedy business owner who always want to corner whatever profit that his business earns. He would often be urged by his wife to give back a sizable percentage of their earnings to the welfare of their employees. But the greedy business owner simply ignored the suggestion he continued to pamper himself while his employees were wallowing from their inhuman working conditions.    

A few months had passed by the greedy owner noticed an increase in absences and also in resignation. There was also a huge decline in the output and quality of their products. After a year his company was forced to stop its operation and the greedy owner was left with nothing except for the huge bank debts.

It’s always a must for managers or business owners to equitably treat their employees for the simple reason that they are the lifeblood of their organization. In this day and age an organization can still exist even without the help of computerized operation. But can it survive without human resource? Of course not! This is therefore the primary reason why we must treat our people humanely.

It doesn't pay to be greedy in any arena of life most especially in an organizational arena. We must always learn to give back to our people: By increasing their pay, by improving and humanizing their work life and by always being accessible and transparent. - Marino J. Dasmarinas

The advantage of consultative leadership

A consultative leader is someone who consults first before making any organizational decisions. The main strength of this leadership style is it allows the leader to solicit the inputs of any organizational member. The leader listens to his subordinates and peers yet he still commands the authority and respect in the organization.

This practice of leadership is very helpful for a leader because it creates a  we belong feeling amongst organizational members. Just imagine when your boss consults with you. How would you feel? Of course you will feel very important and at home in the organization because there is this feeling that you are very much valued by your leader/manager. And the end result is you will be motivated to work harder simply because you know that you are valued by your leader.

Being a consultative leader also enhances your adeptness in the organization and it also enhances your value as a leader. Once you consult with your people you actually multiply your awareness on what is really going on the floor. It will also show that you are a humble leader who knows how to bend or listen and a leader who does not have a very high regard of himself/herself.

Of course as the leader/manager you ultimately retain the power to decide but it will greatly help you if you’ll learn how to practice consultative leadership. It will not only enhance your value as a leader you will also be pushing forward the morale of your subordinates.  

Why not try to become a consultative leader now and see the positive impact that it will bring into your position as a leader/manager? - Marino J. Dasmarinas

Human Behavior in Organization Speaker and Lecturer and Seminar/Workshop Facilitator

Human Behavior in Organization Speaker and Lecturer and Seminar/Workshop Facilitator.

My email adds: mjdasma@gmail.com  mjdasma@yahoo.com

The Leader/Manager who loves to delegate

Do you often use the function of delegation?

Delegation is a function of management that everyone of us should use on a situational basis.  We delegate when there’s a need to delegate but when there’s no reason to delegate we should not delegate.  

So, when are you going to delegate and when should you not delegate? You only delegate your function/s when there is a pressing need to do that. For instance, there’s a deadline to be meet and you surely can’t do it all you need to delegate in this situation. Otherwise if you will not you won’t be able to achieve your task.

Many managers often abuse the function of delegation. They have the tendency to delegate even the task that they can actually do and are supposed to do. Even if they have the time to do it they still choose to delegate.  Why do they delegate even if they can do it themselves? The answer is very simple: they are lazy!

When a leader/manager is always a patron of delegation it would eventually make him intellectually weak or dull. For the simple reason that it will lessen the efficiency of his brain, lest we forget, inactive brain makes a dull brain.

If he/she has time a leader/manager should avoid delegation he should just do what he is supposed to do. Thus he increases his brain activity and this surely will result  to a dynamic mindset which will benefit nobody but himself and the organization where he/she belongs.

How about the manager/leader who loves to delegate? He/she is not only a lazy manager/leader he/she is also incompetent and does not deserve to be called leader/manager. - Marino J. Dasmarinas