Processes of Building a Quality Team - Recruit, Select, Develop, Manage and Motivate
When you get the right person for the job, they are fun to work with, easier to train, start producing faster, have higher morale and fit better with the team. If you get the wrong person, you suddenly become an inferior trainer and manager. You work a lot harder, but your effort is not as well received. The selection of the right people enhances all your time, effort and energy as a professional manager.
We have spoken before that power comes from being clear. We need to have clarity on the unique character of our job as a professional manager in order to build powerful teams.
“Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing.”
The key words of a manager’s job description are to build a team of people capable of achieving personal and corporate goals. Once again, the verb is to build, so your success and the way you are going to be evaluated in life – – for the rest of your life – – is going to be based upon your ability to build a team of people capable of achieving personal and corporate goals. When you can do that, you are a successful manager. When you do that, you are powerful in any profession. If you can’t do that , you are in a rocking chair. By being in a rocking chair, we mean it gives you something to do but it doesn’t get you anywhere.
We go back and forth, etc. If you don’t have that capacity to build, you are in deep trouble. Your job as a manager is to build quality organization. You will not get it done with quantity! When you take a loss on every deal, you will not make it up on volume! When you work with marginal people, you will not make it up by having more and more marginal people. The essence of what you do is to build a quality organization. Let’s be clear: Your mission is “to build.”