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Show 10 Hilltop Times COMMENTS July 28, 1989. Tell workers how they're doing, good or bad by Lt. Col. F. Randall Starbuck Randolph AFB, Texas ow am I doing?" is one question most people need answered every now and then. The answer is mandatory on the Performance Feedback Worksheet of the new officer and enlisted evaluation systems. It is the job of and supervisors to tell people how they are doing good or bad." Unfortunately, many of us duck the job when it's unpleasant. Many organizations fail to recog- nize those who excel based on the accepted standards and to praise the ones who performed far above their previous efforts. When a subordinate's performance is satisfacto-- . ry, we should provide constructive feedback and clearly indicate that we are confident they can improve. This is one of the most useful, fruitful things we can do because constructive criticism, used correctly, can change a pattern. Criticism just doesn't motivate people as much com-mande- rs : as praise. With criticism, if they try harder, it is because they have to. Witbpraise, people try harder because they want to. Even when criticism is called for, try to work in some praise. Set the stage, bring up the good things a person has done. Then, focus on the weak spot that needs improving. Don't try to kid anybody. Say what you mean and mean what you say. People don't like double-tal- k and they don't like liars. They prefer a leader who gives them straight facts, even when they are . not very pleasant. On the other hand, if work is excellent, recog-niz- e it! Let your people know their efforts are appreciated. It's wonderful to get credit for the ordinary, everyday tasks as well as the big ones. Giving due credit and seeing that nobody misses out on it is one of the most important things a supervisor can do. But, you also must appreciate what people do even when they aren't necessarily the greatest or the best. With a little praise and appreciation, people will try harder because they want to. i . Some people think of a boss as a policeman. You do have to keep them in order, but that isn't the most important part of the job. In talking to commanders, I've found that a lot of their time is spent on administrative and disciplinary actions. There just isn't enough time to. spend with those people who perform in a satisfactory or outstanding manner, even though command. If the boss doesn't give thanks and ap, preciation, who will? The best supervisors are great cheerleaders. They realize that praising the good things people do provides far more stimulus than criticizing the bad. People have a natural need to feel they are wanted and that their efforts are appreciated. They like to know that what they do is significant and that they are an important part of the team effort. Sincere praise fills the need. Most people like increased challenges and responsiblities, a chance to be more important to the organization. That is why praise is such an effective tool for getting better results . Editor's note : Colonel Starbuck is director of the officer selection study group at Randolph. Article courtesy of Air Force News Service. rr:--y;.-J;- Don 't sacrifice safety for speedier delivery ' by Col. William F. Looke Luke AFB, Ariz. 0n every one of our jobs, we are often provided the opportunity, and may feel the pressure, to take a safety day-to-da- y shortcut. Whether it be to please our supervisors, get the mission done or just stay out of hot water, we are all tempted at one time or another to push for speed-i- our work. Cutting corners, especially in regard to safety, is often the bitter result of this push. Unfortunately, as we have learned the hard way, taking a shortcut at the expense of proven safety practices always ends up costing far more than the little bit of time saved. In fact, it usually takes far longer when you factor in the increased odds of having to do the job over because of poor quality, the mountain of paperwork youll have to do if discovered and, most disconcerting, the possibility of an injury occurring before you finish. Regardless of the reason, we can't afford not to take the time required to do the job right and safely the first time. Certainly we need to work efficiently and comply with realistic deadlines. However, let's not sacrifice our integrity or reputation for quality work by cutting the wrong kinds of corners just to get the job done. It's clearly not worth it in the long run. Editor's note: Colonel Looke is,the 58th Tactical Training Wing commander at Luke AFB. Article courtesy of TAC News Service and the Luke Tallyho. rules of doing business can stifle it; we must learn to use rules to our advantage Day-to-da- o y we don't make the same mistake by Col. Joseph Coleman twice. Some folks go so far as to imply Kelly AFB, Texas . W. all are fully aware of the bureaucratic nature of our government and society. It appears there is a rule, regulation or even law dictaty busiing how we conduct ness, which sometimes leaves little room for management creativity. The day-to-da- manager is reduced to an enforcer within the regulatory body. is In many cases this dictated by statute; i.e., the law says so we must comply. In other cases, historical mismanagement has resulted in the proliferation of documented procedures to ensure over-contr- "The sergeant has a beautiful voice, but the men can't march to 'Danny Boy!"' ol : that if a regulation doesn't authorize an action, then you can't do it. I believe the opposite to be true, which appears to be the trend in thinking among some of our top leadership. There is also a corresponding trend toward decentralization of decisionmaking authority by allowing com- mandersmanagers at lower levels to be innovative and creative in making decisions which formerly were impeded by the regulatory process. We have model installation programs, innovation programs, suggestion programs and productivity programs which are designed to take advantage of innovative thinking not just by managers, but more impor- tantly, on the part of employees. But how can we encourage or even tolerate new ideas which are counter g to organizational bureaucracy? Within the Air Force, our top leadership actively encourages innovative thinking and more importantly, risk taking. Risk taking does not necessarily imply ignoring or violating written organizational guidance, but rather, using that guidance to our advantage. If the guidance is inflexible, then an effort to gain relief via. a waiver or a directive change may be necessary. But the most significant action management can take is to create a rank-and-fi- long-standin- le work environment which encourages innovative thinking and risk taking. Discomfort with thp risW narf can be overcome by establishing an innovative environment. Give it an opportunity to work, then take small risks to implement new ideas. Let people know that it's fine to make mistakes, and accept failures as an essential ingredient in learning, change and progress. Such action will soon prove that the bureaucracy does not hold the market on brains or ideas, and that the people who implement procedures may in fact be the best suited architects of how we do business in the future. Editor's not: Article courtesy of AFLC News Service. tAV-inc- r |