The journey from ‘should’ to ‘must.’

One reaches the managerial or senior most post after walking through several other junior posts. The manager understands what his co-employees feel and in all the years that he has contributed towards the organization, he also knows what it takes to keep his employees happy and how by keeping them mirthful, he can motivate them to give bountiful returns to the company. In spite of having an idea about all this, why do some bosses don’t follow them? They realize what they ‘should’ do but don’t do it.

The targets that the senior sets are sky high but an employee strives hard to meet the needs. After achieving the goal, what the employee only asks for is some words of praise. The lack of encouragement can drastically hinder their performance. When you admonish your juniors for their inefficiency, you should also give them accolades for their efficacy. This builds confidence in them to perform even better the next time.

Acknowledging your employees is not what you ‘should’ do; it is what you ‘must’ do because after all it is because of their contribution that you generate revenue. Their assistance strengthens the foundation of your work and in the absence of their support, you cannot climb uphill.

Lack of time could be one reason of not appreciating their work. Most bosses are too engrossed fulfilling their company needs that they don’t realize their employee needs. Some believe praising them too much will affect their performance while the conceited ones don’t believe in praising at all. When their efforts are not appreciated, it generates a feeling of aversion for the senior. This aversion spreads negativity and a negative environment cannot be regarded as healthy, both for the employees as well as the company.

It is very important to know what you should be doing is a must. Ignoring it cannot be regarded as wise and following it will only add to your growth as a human-being as well as a leader.

"Human Resource- A Magazine for the Discerning Professional

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