When a person joins an organisation he comes with an aspiration regardless of the position he joins that his job would bring prosperity to him and his family. He comes with an open mind, expects a right working atmosphere and wants to work hard to give his best to the organisation- he has no other agenda. He is flexible and eager to learn new skills. In the back of his mind he has a clear plan and a strong determination how he wants to grow in his career. It is the workplace and his immediate atmosphere which has huge role how an individual can deliver his best to the organisation.

1. How average people do extraordinary jobs
Author: Nikhilesh Mukherjee
I am a firm believer that it is predominantly in the hands of the boss how he
achieves his organisational objectives by engaging with his people. The
effectiveness of a boss comes of his people. Itis the people who report to you pull
you out of bad times if you believe them. Itis true the boss needs to take difficult
decisions at times, a healthy / close relationship between boss and his people do
not let any mistrustgrow at thosesensitive moments.
A manger’s role involves influencing others toward the achievement of
organisationalobjectives. Effective managers require motivating subordinates,
persuasively communicating and effectively using power. When a manager
becomes an effective leader, his subordinates willbe passionateaboutexerting
effort toward the accomplishment of organizational goals.
An effective leader spends considerabletime first to understand his subordinates’
behaviouralpatterns, attitudes, interests, emotional responses, and other
individual traits and then he chooses his leadership style to meet his
organisationalobjectives in the given situation. An effective leader does not have
ego problems and would be very carefulin not choosing to forcehis working style
on his subordinates. A matured manager understands itis very hard to have
engaged employees. It’s such a fragile thing to proveand get right, because
employees can be so delicate. As a manager, we haveto do everything in our
power to make sureemployees are happy and engaged at all times. The secret of
good leadership is it has to be genuine. Really be honestwith our subordinates. A
true leader shares the wins and absorbs the failures.
Firstbelieve in pursuing somekey points. I have seen them working. Thereis no
reason that they would not work for you. These tips may appear nothing new but
take a minute and think if you believe in them?
Points to believe

2. Everybody desires to contribute his best to his optimal potential.
Every individual has some talents, good at something, which he can contribute to
his task
Everybody is eager to learn new skills
Everybody in a team counts
No job is small. Every job is important. Treat everybody equal.
Everybody desires to derive a sense pridefrom whathe delivers
Everybody desires to see a clear career path to move to bigger responsibilities
Everybody wants recognition and reward
Nobody accepts if his self-respectis hurt. This can cause an irreversibledamage to
boss – subordinaterelationship
Subordinates wantto see a strong leader in you who can lead them to success
Trustyour subordinates. Employees don’tever wantto feel taken advantageof –
especially during a time when everyoneis being asked to do more with less. They
will never let you down.
When a person joins an organisation he comes with an aspiration regardless of
the position he joins that his job would bring prosperity to him and his family. He
comes with an open mind, expects a right working atmosphereand wants to work
hard to give his best to the organisation- he has no other agenda. He is flexible
and eager to learn new skills. In the back of his mind he has a clear plan and a
strong determination how he wants to grow in his career.
Itis the workplaceand his immediate atmospherewhich has huge role how an
individual can deliver his best to the organisation. Mostly, the trouble is the boss,
and not things like the company, mission statement, or colleagues.

3. Our success as a boss depends on how weengage with our people. How to
motivate people is a well talked out subjectand do not call for repeating.
What does not help?
What people want to see you as a boss?
Access to boss
Mostly, we meet our selected subordinates only during review meetings because
we have many other priorities. We do not consider as a manager, it is important
to go down to the people at the lowestlevel of our team and participate with him
in what he is doing. We make a mistakein believing that our title, roles and
responsibilities automatically license trustfrom others. In this process, welose an
opportunity to make our subordinates feel like they have a voice, and some sort
of say in our decision making process and thus we lose an opportunity to touch
the emotional part of our subordinateto lead them to higher engagement.
Positive environmentin the office
We often create a negative environment / fear in the office, especially at bad
times, instead of focusing on the wins, no matter how small, team has
accomplished, we focus on mistakes.
Measureemployee success
Leaders must touch the job, justas much as they lead it. When leaders are over-
delegating and not getting their hands dirty – employees begin to question
whether or not their leader actually knows whatis required to get the job done.
Distrustamongstemployees begins to rise. A leader muststop believing that his
titles, roles and responsibilities automatically license trustfromothers.
Realistic deadlines setting

4. A leader who is not fully familiar with the job cannot defend when unrealistic
targets are thrustupon him by his seniors. Wecan stretch our people to the
extent goal is attainable beyond that it demotivates people.
Self confidence
When leading – especially during times of uncertainty and adversity, crisis and
change – which are so common in the workplace, we mustavoid showing any
signs of leadership immaturity or lack of ability to remain calm that will make
employees feel unsafeand insecure. Matured leaders don’t shoutor get overly
animated when times get tough.
Courage
We often forget that our people are constantly watching us. A leader cannot
afford to break down under pressure.
When leaders, projectconfidence, they instill it in others, during uncertain times,
leaders mustremain fearless and projecta cool persona that communicates
composureto those they lead.
You could add many more fromyour experience.
About Author: Nikhilesh Mukherjee worked as Global head of R&D water for Hindustan
Unilever. Contributed to Unilever’s water business from an idea to a very handsome growth
from year 2000 to 2010. Known author of more than 25 papers. These can be viewed at
http://patent.ipexl.com/inventor/Mukherjee_Nikhileshwar_1.html