the 'stuff' of the business, rather than getting used to the people.

Truth is, in a department his size, the stuff is not what a middle manager is there for. It can't be, otherwise he would end up doing all the work himself - and that is just impossible.

In our discussions, it was clear that he was finding the going tough - so I gave him a week off! I asked him to consider spending time with his people, coaching, supporting and mainly listening to his people.

Engaging them in the conversations they wanted, whatever they were about.

During that week, he was weak - and he didn't spend every working moment in conversations with his people. He did a few bits of 'stuff'!

That was OK - I let him off!

What he did find was that his team of people were truly up to support him, now that he'd taken the time to make friends and show an interest in them as people. Living breathing humans who have a life outside work.

By showing an interest in them as real people, he was able to gain their support and have a whole raft of willing, capable and enthusiastic people around him.

Key relationships are not just about the limited number of direct reports a manager has. It's about encompassing the whole team, so that your character, your interests and your caring permeates right down the levels of whatever hierarchy your business has.

Working with people in a way that empowers them and unleashes the potential they have is amazing. And so my client found.

That's and why it's simple, NOT hard.

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© 2005-6 Martin Haworth is a Business and Coach. He has hundreds of hints, tips and ideas at his website, www.coaching-businesses-to-success.com


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