Download Managing Government Employees: How to Motivate Your People, by Stewart Liff PDF

By Stewart Liff

Dealing with govt staff provides designated demanding situations. govt managers may perhaps consider that stringent and convoluted laws suggest they "can’t do that." a few others might use that belief as a crutch. however the fact for all of them is, definite, they could "do that" -- and they’d higher. "That" skill handling staff as proactively and decisively as their company opposite numbers, and conserving their staffs, groups, and departments answerable for productiveness and effects. coping with govt staff bargains dozens of innovations for assembly the demanding situations and annoying occasions supervisors face each day. significant issues comprise find out how to: * get greatest commitment and productiveness from staff * increase result of bad performers and self-discipline or fireplace them whilst valuable * care for union and EEO concerns * lower throughout the crimson tape of presidency employment structures For managers pissed off via executive paperwork, this e-book allows them to be aware of they've got extra strength than they could imagine.

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Extra info for Managing Government Employees: How to Motivate Your People, Deal with Difficult Issues, and Achieve Tangible Results

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The reason why that doesn’t happen as often as everyone would like is not primarily the fault of the government’s personnel system, although it certainly makes things more difficult. The real reason is that far too many government supervisors and managers either are unable or unwilling to get things done in government, and as a result take no action. This may happen for a number of reasons: • • • • • • They have seen other managers get ahead despite taking no action and may decide that this is the way to get ahead.

He turned red as soon as he heard my response. He realized that he had made a fool of himself, especially since I did not take the bait and attack him in an angry manner. As often happens when a tense situation is effectively defused, he later came back and publicly asked me a question that demonstrated his regret for the earlier outburst. Later on, a large number of employees approached me and apologized for the employee’s remarks. What became clear is that by following the Golden Rule, even in a very difficult situation, I was able to both win the support of the group and make the cynic feel more isolated than ever.

Once the rules and expectations are set, the employees need to know that management will fairly and consistently take action against people who do not follow the rules and/or meet performance expectations. This especially includes supervisors and managers who do not follow the rules or whose performance falls below par. Conversely, they must also know that management will fairly and consistently reward those employees who go beyond the call of duty and/or exceed performance expectations. It’s that simple.

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