Abstain from being a manager:

Well that's your position/role in the organisation right?, or that's what you appointed someone to do right?. Then, how does your subordinates perform? Is the business growing or do you accept loads of resignations?

Those questions are just few examples, based on your answers, but that is if you answered "yes" on two (2) of the questions and "poor" on perdormance, and this is a reason why you should put away "management philosophy", unless if your organisation only operates in inventory other than people.

Managing people, brings discomfort in the work place, because a manager in simplest term, is someone or something that is there to keep everyone and everything in order, to report any misbehaving persons or malfunctioning equipment to his or her line manager. Thus this brings much tension in the work place.

But for high performance and harmony in the work place, people needs to be guided, talking about guide, imagine the hike, picture your last time on hike, how many people in your team felt like giving up? And how many did give up? How many got angry with the guide? And how many did the guide reported to the base camp because of being sturbon, unwilling to take up the challenge?, I guess the answer is none. Because a guide not only focuses on the ultimate goal, and does not expect everyone to be on the same level, as the manager does, but he focuses on providing guidance, by creating a walk along path, step by step and offers assistance to those who are about to fail and give up, and pushes them to th ultimate goal which is to reach the summit.

Here are few examples of a manager against a guide:

Manager

1: Manages people. 2: Expect everyone to be like everyone in the business. 3: Quick to apply disciplinary measures other than spotting the problem to solve effectively. 4: understands "I can't" is I am a failure. 5: Never recognise nor appreciate the inputs of the subordinate. GUIDE 1: Guide from either side to offer adequate assistance. 2: Expect everyone to be the best they can, according to their own abilities, and works to improve on such. 3: Quick to analyse the problem, solve it and bring back the subordinate into realization of the wrong they committed and come up with the proper resolution for both parties. 4: Quick to support and provide necessary tools for one to reach the goal. 5: recognises the subordinates' inputs over the outputs. The 5 point differences above, only illustrates the basics that makes the subordinates to feel wanted or unwanted, appreciated or not, supported or not. The only way to increase the production, is by choosing the right philosophy for your organisation.

#guide #production