A Manager’s Guide to Human Behavior by Matthew Reis and Judith Geller

By Matthew Reis and Judith Geller

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He thought that high standards would be as motivating for others as they had been for him. He also confessed that he probably was not ready to get this feedback until Susan stressed that teambuilding and retention—and not just the end results—would be critical parts of his performance review for the year. BUILDING SELF-AWARENESS The goal of building self-awareness is to make our actions at work as deliberate and mindful as possible. Doing more of the same does not always work— even when those actions worked well in the past.

Focus on operations: planning, budgeting, organizing, staffing, problem solving, and production. Leadership • Establish direction. • Long-term focus on the people: realize the vision. • Focus on strategy: vision, aligning people, motivating and inspiring, and producing change. It should be clear that organizations require that all of these functions be accomplished to operate effectively. Management and leadership are equally important and, more often than not, you must wear both hats on the same day.

It is always better to under-promise and over-deliver. Step Three: Have Genuine and Sincere Interactions No one responds well if they think they are being manipulated. You need to be genuine and sincere in your attempts to get to know people and what motivates them. This does not mean you need to hear their life story, be their best friend, act as a counselor, or take on their problems. What this does mean is that you understand the challenges they face, try to accommodate within reason, and work with them to find the best short- and long-term solutions.

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