Satisfied employers

Employers are not satisfied if they have: bad relations with their superiors, bad relations with their colleagues, lack technical supervision, bad company management, bad working conditions, personal problems.
Employers will be satisfied if: they are able to produce results, are acknowledged, have nice work, can be responsible, have a possibility for promotion.

An employer can only work well if the basic needs (like the physiological needs as food and drink) are met. The higher in the pyramid (the more needs are fulfilled), the better an employer will produce. Therefore the leader should try to reach the employer at all levels of the "Maslow need pyramid".

How to solve problems with employers

Behavior of an employer which shows he or she has a problem means that some needs are not met. How to solve these problems together with the employer with the "no-loser method" ? Follow the following stages:

1) Define the problem (no disapproval or judgment should be heard here). Describe the other person's vision of the conflict first. Define the conflict in terms of opposite needs. Search both for a solution in which no one looses.

2) Think of alternative solutions (ask the other first, use active listening).

3) Evaluate alternative solutions.

4) Decide which solution will be chosen. Both parties must agree with the solution (do not vote). Every one must accept the solution.

5) Carry out the solution (who is doing what and when).

6) Check if the solution works (keep the door open for changes of the original solution, if necessary go through the stages again.

Behavior which helps solving a problem: active listening, clear and honest messages, respect for the other person's need, trust, open for new information, perseverance, determined not to let go, refusing to use power (power works only when people fear you and if you have the means to punish or reward).

Hindrances while solving a problem

Try to avoid the following traps while trying to solve a problem:

1) commanding, giving orders

2) threatening

3) preaching and moralizing

4) advising

5) argue with logic

6) judging

7) false praising

8) cursing or shaming people

9) analyzing

10) comforting

11) asking questions

12) fooling

All the above actions will make the employer defensive and non-cooperative. Never take over the responsibility for the problem. The problem should stay with the person who has the problem. When talking about a problem listen actively. Active listening helps to get to the core of the problem. For example angry people want to be heard. Active listening means saying " you are really angry".

How to get the message across ?

People do not like to receive "you must ... messages". If you want to say something use: "I......". For example: " If you do not come to the meeting I get the feeling that we are less effective because we miss your knowledge and experience" or "I get into trouble if you do not do your job". Describe the behavior which is not acceptable for you, use sincere feelings and describe the effect of the behavior on you or the company:
(behavior + feeling + cause).
The "I...-message" is a request for help, this explains why it works. If people won't listen to I...-messages (if they do not change) step over to active listening and see to it that the employer solves its own problem.

Effective groups

Effective groups have leaders who are able to translate the expectations of the company into required production levels of its employers. The way the leader develops the production targets and communicates, decides if the group will accept them. If the production targets are only described by the leader without group input or if the leader does not listen to the ideas of the group or punishes employers who have difficulty reaching the goals, than the employers will get the idea that the balance between costs and profit is against them and they will feel exploited.
They need respect and the feeling that the company will fulfill their needs. Besides this feeling to be trusted, employers also need faithful and accurate evaluation with the assurance that their achievements will give them tangible advantages.

Evaluation-talk with the employer

Frequently employers must be able to get feedback. During a talk with their leader the leader could ask questions like:

1) What do you think you contribute to the company ?

2) What do you do what justifies your salary ?

3) If you think you do your job well, what are you doing

4) What do you want to achieve the next (half) year

5) What need to be improved ?

6) How do you think you can work more effective ?

Creed for leaders and employers

"You and I have a relationship which is important to me. Still we are different persons with our own values and needs.
Let us be open and honest in our communication so we can value and understand each others needs.
If you do something which hinders my needs, I will try to tell you honest and without resentment what I feel and what bothers me . In doing so I give you the chance to change your behavior out of respect for my needs. I would like you to be as straightforward to me if you find my behavior unacceptable.
If we are in conflict, let us agree that we will solve this without using my or your power at the cost of the other. We will always search for a solution which will meet your and mine needs. No-one looses, we both win.
If you encounter problems in your life, I will try to listen with acceptance and understanding to help you find your own solutions and not push mine unto you. I would like you to listen to me when I try to find a solution for my problems.
If we communicate with each other with respect and commitment we will keep a healthy relationship. In this relationship we can both strive to become the human being we can and want to be. "

(If this article does not work for you, try the outfit above. Humour is a great leadership tool)

This article is based on the (Dutch) book by Thomas Gordon:Effectief leiding geven: een praktische methode voor beter leiding geven en samenwerken in groepen. Baarn, The Netherlands 1996

You can find this book and more books about leadership here: