That is how to create qualitative team play in order to realize the maximum collaboration and reciprocity for the great common motivation.

Usually, the daily emergency management inside the company makes difficult the new candidate administration and integration into the team. At this point, it is not only about how to work with him, but with the whole team in order to gain the greatest involvement of everybody to the productivity. The key is to have involved people to create the condition for the person’s development in his role through a continuous, motivational and thorny comparison that realizes the personal growth inside the team.

The key is to have involved people to create the condition for the person’s development in his role through a continuous, motivational and thorny comparison that realizes the personal growth inside the team.

To donate our own leadership as a humanity value

After the insertion, moment in which the candidate gives himself value thanks to the relative competence of the role’s productivity he needs to cover, we enter the management part. That is the capacity to compare consciously with shared quality and quantity objectives in order to reach the predetermined result.

Management does not mean to generate false productivity to momentarily reward and mislead into a false motivation; it means to create the real and continuous attitude of the person to take the challenge and give his leadership as altruistic value.

Leadership means to educate people with continuous care; this is the merit of education. it is from latin “ex – ducere”– guiding outside, and it means to create conditions for the person to assume his responsibilities of his role as goals achievement for and with the others.

As we can see from the chart, when just integrated the candidate needs to be involved to the three principles on which the ethical duty of leadership is based, coherently to his role for the business productivity, humility, hard work and discomfort.

Modesty is a negative value, it takes merit to the person and creates a misunderstanding that looks for complaisance and easy gratification. humility is a thorny strong virtue where the leader says “I acknowledge I do not know” and places his open mind to the continuous development, giving himself value for his capacities.

Hard work enhances people’s self-confidence; it is the first absolute value of the leadership. A leader confronts it every day to the effort of educating himself to create more and more the conditions for a positive future.

We need to take away the comfort alibi – meant as doing only what we know to do –, it brings the person out of his so-called “comfort zone” and allows him to learn, by making a mistake, and grow thorny for real because facing new things.

To grow the ambitious value of altruism

Altruism really defines the ethical and ambitious orientation to realize the productivity for and with the others. In fact, ambition comes from “to act for both parts”.

Therefore, we can understand that the maximum altruism result is to put ourselves in line to definitely realize the development of shared goals, that is the achievement of our own role productivity, in terms of continuous repeatability and improvement.

People’s belief realizes the internal motivation, without the misunderstanding of being motivated from outside. This brings the person to realize with the team the common productivity through cause-activity. The productive team gives his own common motivation in a real change attitude that leads the organization to definitely develop the initiative useful to the business evolution.

We need to decide our belief and not simply to understand it, this makes the difference in an objective debate for the productivity. “In our opinion” bring us to egocentricity. The person realizes a real motivation that leads to a real productivity in a virtuous circle that avoids to fall into “unmotivation” and “unproductivity”, but also misunderstanding of false motivation, false productivity, damaging for the business evolution.

Productivity becomes the parameter to reinforce and spread the individual motivation to be contributive value enhanced by the enterprise.

unmotivation
unproductively

• Low interest for the others

• Lack of goals

• Responsability only on objectives/results

• State of insecurity

• Lack of development

motivation
produttivity

• Absolute interest for the others

• Comparison on objectives

• Responsibility on the aim, objective and the result

• Productive self-criticism

• Growth and evolution

false motivation
false productivity

• High interest of ourselves

• Comparison “only” on my result

• Comparison “only” on my result

• Egocentrism

• Materialism

To orderly manage the development for the challenging project

Inside the team there are necessarily people at different growth levels; everyone is called to give their +1 of productivity for the common development, but it is right and intelligent to measure the people management on the base of the different level of role awareness, putting in line the more appropriate style for any of them.

g0: unblock the inefficient

The problem lays in the quantitative order (the person does not the necessary to obtain the result), this denotes a belief not determined and a consequent unproductivity.
We have to intervene again with a meeting asking for the reason of the chosen role and the meaning for the person, we share again the quantity objectives and create a new definite agreement to be in the company.
The person needs to be controlled daily.

g1: supervise the unqualified people

The problem lays in the quantity ability, that is the capacity to compare aware with the shared objective of quantity (the number of appointments in a month, the number of calls a day, etc.), and the consequent highs and lows of productivity.
We intervene giving directions on the shared duties to obtain the objective, we structure this objective basing on phases and half way activities; the point is not to motivate, but to supervise.
The person needs periodically controls.

g2: train the beginners

The problem lays on the result quality expected, in terms of shared and respected results in the expected timing; the person is not motivated to realize a creative methodology and consequently, he obtains a false productivity.
We intervene by motivating the person on the shared duties to reach the goals, supervising the goal on half way activities, and giving constant support on the reached improvement.
The person needs to be periodically controlled.

g3: involve the experts

The problem lays on the intention, that is the challenge for the continuous improvement; the person produces but is not productive. The aim is to take the person to obtain the results in the expected timing and also to improve them by himself in the same timing.
We intervene motivating the person not on his objectives but on his challenging project for his personal growth, we laud him on his obtained success and listen his point of view for the improvement.
The person needs to be controlled in order to encourage him.

g4: delegate the champions

The person results ordered in the quantity, quality and intention towards the continuous business improvement, he is constantly productive.
We intervene giving him the mandate on his results and a strong sustain, we agree with him the results to be reached.
The relationship is of sharing and involvement.

We always delegate basing on the people’s autonomy in realizing his own productivity inside the collective productivity for the long-lasting business success.

Management style is not a judgement and none is better than another; every person finds different position at the same time in different work phases and can remain in g2 or g4 for the whole life if he is productive inside the team and for the company. The g2 position is already productive because the person is realizing the results within the expected time.

Vale.

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Author

Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.
Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.

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