HAMILTON

By Stefan Doll
Welcome to the Let’s Talk
People column which aims to
provide advice and fresh ideas
on people related topics that
you are likely to come across
in your business. The range
of topics discussed here can
go from resolving conflicts to
hiring & firing practices and
increasing team productivity. Stefan Doll is my name and I am looking back at close
to 20 years’ experience in human resources, striving to create productive businesses
where people enjoy working at their best. I have worked with owners/operators,
SMEs, and multinationals across a range of industries. Interestingly, I found that the
fundamental thrills and challenges around people management and leadership were
similar not only across different sectors but also in different cultures.
Most people like to do a good job, prefer to work in an environment they enjoy, and
seek some form of tangible or intangible recognition or reward for their work. When
people come together great things can happen, while at the same time challenges
are imminent. People can become frustrated when they are feeling misunderstood
or when they are confronted with different opinions. The question is how to resolve
those people challenges quickly and get into a healthier and more productive space
again.
In my capacity as a leadership coach and business mentor I often find that
managers hesitate to reach out for help, struggle to find time or don’t go with the
time when it comes to people management. Many owners/operators would benefit
from applying people practices that make a real difference to the bottom line of
their business as well as to the wellbeing of all involved, including themselves.
Successful business owners develop support structures for all relevant areas of
their business. They surround themselves with internal or external experts who can
provide an independent view. Business owners are likely to have financial advisers,
seek occasionally legal advice, and talk to IT experts on technology solutions for
efficient operations. On a personal level, you see a doctor if you are unwell and call
a plumber to fix the water pipe. In other words, you are already using a network of
trusted advisors and experts. The question is: who are you talking to about people
management?
When it comes to building a high performing team you don’t need to know or do
all by yourself either. Your team, no matter if it is 3 or300 people strong, is critical for
your success: it needs your continued attention with an adequate support structure
to perform high. A support structure can involve talking to peers, mentors, internal
or external advisors, signing up for newsletters with the latest and greatest, reading
articles or all of the above. In this sense, think about your staff and what you
currently do to make sure they enjoy working at their best. Do they collaborate with
others well to achieve results? Think also about what support structures you have in
place to help you with people management. Are you well supported in your people
management role or more like a lonely wolf?
In the next edition I will write about the myth of dismissals which is one of the
areas where managers often feel out of their depth. Is it really that hard and risky to
dismiss an underperforming employee?
Please email any questions you may have around people management to Stefan@
diversityinstitute.co.nz, so that I can discuss in future editions what most readers find
useful and relevant. Stefan Doll, Stefan@diversityinstitute.co.nz, https://nz.linkedin.
com/in/stefandollnz
18 : BIZ HAMILTON : ISSUE 1