The 100% Factor
By Richard J. Doscher
Do these statements sound familiar? Manager: “I wish my employees would give 100%!” Employee: “My boss is never satisfied!” If you have had these thoughts, read on.
The above remarks share a couple of major similarities: They are both sweeping generalities, not universally true and both are laden with significant helpings of perception, to the detriment of those concerned. First of all, let’s talk about what I refer to as, “The 100% Factor.”
What does giving 100% mean to you as an employer? Do you put in 60+ hours per week making your business succeed? Do you live, sleep and eat the job. Do your friends refer to you as a workaholic in a joking manner, yet you know they are serious? In many cases this is the stereotypical hard driving and generally successful boss. I would also venture to say if I were to ask you how much effort you put into the job, you would say, “I give it 100%!” My question to you is what makes you think your 100% is the same as your employees 100%?
Assuming you have hired individuals who share your vision, understand the goals of the organization and possess a good work ethic, your understanding of the employee is only partially complete. Make it your business to understand the intrinsic capabilities of those for whom you are responsible. Being an employer is more than just, “turning a buck.” Numerous studies have indicated employees who believe their employers care about them and make an effort to understand their frame of reference, produce more and are better able to accept change and contribute to the betterment of the organization.
Knowing your employees beyond just what is on an application and giving them a chance to see you as an individual, are steps toward establishing a valid framework for each other’s perceptions. Valid perceptions help to correctly assess potential versus contribution. You might be very surprised, after clearing the fog of unrealistic expectations, some of which no doubt are based upon the yardstick which you measured yourself, to find your employee is giving 100% within their ability. Other positive benefits from creating an exchange of respect and understanding are employees who better understand and appreciate the employer as a person and the boss.
Let me share something that should bring this idea into focus:
Three managers in business suits are interviewing applicants for positions in a large firm. All of the candidates, one after another, entered the interview room in what might be considered appropriate attire (suits and ties). I should say all, except for the final hopeful. He entered the room with a polo shirt, serviceable jeans and worn shoes. The surprise of the interviewers soon turned to indignation. You could almost hear the thoughts pass between them, “If we took the time to dress in suits for this panel, why couldn’t he?” Then to the surprise of the other two panel members, the third voiced the comment out loud to the applicant. The reply from the applicant: “These are the very best clothes I have. I wore them because I know how important this interview is.”
So what do you think? Did he get hired? Would you have employed him?
You may have the privilege to manage many individuals in your life and correspondingly, work for others. One size does not fit all. Be the person who makes a difference by treating others with respect, dignity and understanding; the individual who knows a person’s capabilities and drive based on a valid standard.
Oh yes- he did get the job!
