By Matthew Reis and Judith Geller
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Extra info for A Manager’s Guide to Human Behavior
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. If you demonstrate respect for people, they are much more likely to take your feedback and guidance to heart.
With support from Susan, he was able to turn things around before getting permanently derailed. The critical learning for Bill was that his anger, tirades, and general lack of patience so intimidated and even frightened some employees that his behavior was impacting his department’s performance. While some people may respond well to a direct and combative approach, it tends to turn off more people than it engages. This was certainly the case with Bill’s group. Until Bill got feedback from his manager, he was not aware of the full impact he had on other people.
They tend to prefer jobs with lots of contact with people. Managers with higher needs for achievement strive for high levels of performance. Decisions may be motivated by the probability for goal success rather than by what others might think. They like regular feedback on their progress and prefer to work alone or with other high performers. org/ SELF-AWARENESS: THE IMPORTANCE OF UNDERSTANDING OURSELVES 27 Managers with higher needs for power tend to fall into one of two groups. One group desires personal power and likes to direct people.
A Manager’s Guide to Human Behavior by Matthew Reis and Judith Geller