Develop Individual Abilities

The value of encouraging people to use other’s help increases as their individual abilities increase. That is, the more each person can contribute, and the more he can profit from using others’ contributions, the more the organization stands to gain from their making use of one another’s skills and experiences. This brings us to the question of whether the manager should make a personal effort to develop others’ talents and know-how.

There is a good deal of resistance in many companies to the idea that an executive should go out his way to develop the talents and abilities of people under him. Despite numerous urgings in books, magazines, and schools, an attitude of indifference persists in everyday practice. One man will justify his position by saying, “if a person isn’t doing a good job, why not just fire him and get another person who will produce?” Another man will say, “Why should I spend a lot of time on development? We have training for that purpose.”

This type of attitude is absolutely unaccepted and unethical too. There is variety of reasons why you should consider that it is your job-and one of your prime job-to develop the abilities of workers and supervisors reporting to you. One reason is that most people seem to be performing far below their potential .psychological research does indicate that the majority of industrial employees, including managers, could operate from 25-50% more effectively than they do. If your company has to worry at all about profits or competitions, this situation need not concern you so much. But if your organization could use extra power and effectiveness, then this is a strong argument for developing ability.

In the second place, most good people want to improve. If they are doing well, they are likely to want to do better. They are not content to remain at the same level indefinitely. Not every man will progress beyond his present assignment, but he can be helped to work more responsibly where he is; and in many cases he is actually qualified for, and would seriously like to be considered for, promotion. Given these attitudes, you do not do your people or your company a favor by showing little interest in their development. Your apathy and disinterest can. In fact, lead to considerable bitterness and resentment.

The third and last reason applies to special force to the development of supervisors in your department. The best way to get ahead is to develop and promote the able supervisors, or would-be supervisors, who work under you. No boss can use time more productively than in helping somebody under him to become more effective.

Author: KPO

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