Improving Employee Relations

Improving Employee Relations

Axia College University of Phoenix

MGT/210 Supervision and Leadership

January 20, 2008

I am surprised by the results of our questionnaire – my score came in as a Leader. It said that I have particular skills in that I enjoy watching people change and grow. This is an accurate description, because I like watching younger people explore their trade, grow in it, and develop their skills. One part of this interpretation that struck home with me was that it said I tend to go too “soft” on people and give employees the benefit of the doubt – maybe more than is appropriate when things are not going well. I like to see a problem from different perspectives, and I take into account personal issues like potential home or marriage troubles. Personal issues always affect the way that employees perform at work. I value these skills in myself, but I could probably work more on them – for example, I should not get so emotionally involved with the way that I supervise employees. Otherwise, though, I don't think that any leaders needs to use an “Iron Fist” because, as they say, “You can catch more flies with honey than with vinegar.”

You need to really care about people and what they need in order to be a good leader. Sincerity just can't be “faked.” Luckily, you don't have to fake it – just let yourself be really interested in your employees. You cannot make a trusting, professional relationship work with your employees if you are not interested in them. It's easy to put this trait into action. After you become interested in your employees, be sure that they can tell. Ask people what they are interested in, what they need, what they want, their professional interests and, possibly, about their family (Ronning, 2005).

Nowadays, fewer and fewer people are really willing to communicate openly and honestly with each other. Employees might worry that if they speak up, they will sound ignorant or...