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An office is not unlike a dysfunctional home, where multiple personalities are forced to exist in close proximity, usually for the purpose of a common goal which only a few are genuinely interested in seeing through to fruition. Managers are the parental units of the group, where employees can range from a child determined to bring home an impressive report card to the proverbial black sheep who rails against any authority. Of course, as is the case with many dysfunctional families, often the managers ineptitude in handling personnel matters is just as much if not more so to blame for the failures of the whole. Though it’s certainly easier to lose a job than be disowned from a family, recent changes to labor laws are testing that theory more with every passing day. There was a time when lazy, combative or disruptive individuals could be fired instead of coddled, their performance held to standards which must be maintained for employment continue. Alas, those days are long gone. We now live in an age where even rewarding those who perform exemplary work has to be done in such a way that doesn’t alienate those who are less than stellar at their position. Merit pay is no longer a commonly used term in the workplace, as merit is no longer the determining factor in deciding who is working hard versus who is hardly working. So, what to do if you find yourself managing a dysfunctional office situation? The first thing to do is look inward at how your own attitude toward can affect the performance of others. Far too often, office managers are quick to point out faults and rarely offer a word of praise when something goes well. The office Christmas party isn’t the only time to thank those on your staff for a job well done. Even underachievers can be motivated and instructed by mixing in an occasional “good work” with an explanation of what went wrong or why something needs to be done differently. The second area of concern is to recognize strengths and help diminish the effect of weaknesses. Much in the way that someone with limited math skills has no business being an accountant, far too many office managers expect each member of their staff to be proficient in areas they may be particularly weak on. Never assume a level of competency in all areas from all members of your staff. Arranging for those with skills in one particular area to handle a workload that encompasses their abilities while displacing unrelated tasks is a wise choice when possible. Last but not least, be a hands on, available manager. Most employees, whether in an office or any other working environment, will perform better when they know someone is concerned about their performance. Likewise, knowing they have someone to go to when problems arise can help them develop a positive attitude toward their work, which can pay dividends not only for them, but for those around them as well.
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