5 Ways to Be a Better Manager

Motivate your group members.

How do you raise your group members' motivation levels? The very first step is to affirm that there's clarity regarding every worker's role. Each individual needs to have a very clear set of aims and a comprehension of how to attain them.

If the air at work is favorable, everybody will put in her or his very best to get the targets. If the office is pervaded by a pessimistic and gloomy mood, you can make certain morale and productivity will be reduced.

Providing the tools and facilities to aid in achieving all these defining targets, and tracking the landmarks along the way may be the very best way.

Handing over a list of duties is insufficient. As a supervisor, you listen to their own opinions and opinions and must speak to every worker.

Have Restraint

A desirable result isn't achieved, or if there is a job treated incorrectly, you need to give a chance to the individual. This provides you with the opportunity to avoid a recurrence of the matter to offer opinions and, in most probability.

If you're guilty of following this practice (or some variant ), stop instantly. You'll need to compete with workers who will depart from your business, Should you continue.

In the event that you were a worker, would you wish to work in a location where the boss has something nasty to say for everybody and is prepared to fly off the handle at the slightest provocation? You do not need to worry and cause yourself more stress, in fact one of the main inducers of stress is uncertainty for your safety, Click here to avoid this problem in the work space. Or do you prefer a supervisor who listens to the topics that you raise and provides advice and support?

The pressure level on the job can become just. In such scenarios supervisors vent their frustration. That can be delivered in the existence of co-workers, and in a tone that is unpleasant.

Your group members will greatly appreciate Just a little patience on your part. An extra advantage is that they are most likely to put that next time.

Hold your group members accountable.

As a supervisor, one of the functions is to maintain employees accountable for the tasks. Among the most effective ways to do so is to measure results. Should you just happen to be carrying a revenue inspection for the quarter, ensure the information you're currently using is right and available for your group members. Should you utilize information that is unreliable, the assembly won't serve any function.

When you delegate a group member a task, take action as definitely as you can. What if the result be? When would you want the job? Very deadlines are missed since the communication was obscure or not hauled in a proper method. You might have assigned parts of work rather than explained that was carried out .

Holding employees will reveal that you're seriously interested in achieving outcomes. Importance will be given by your staff members to the activities they are allocated to you.

 

[Dhruv Bindhani]

Motivate your group members.

How do you raise your group members' motivation levels? The very first step is to affirm that there's clarity regarding every worker's role. Each individual needs to have a very clear set of aims and a comprehension of how to attain them.

If the air at work is favorable, everybody will put in her or his very best to get the targets. If the office is pervaded by a pessimistic and gloomy mood, you can make certain morale and productivity will be reduced.

Providing the tools and facilities to aid in achieving all these defining targets, and tracking the landmarks along the way may be the very best way.

Handing over a list of duties is insufficient. As a supervisor, you listen to their own opinions and opinions and must speak to every worker.

Have Restraint

A desirable result isn't achieved, or if there is a job treated incorrectly, you need to give a chance to the individual. This provides you with the opportunity to avoid a recurrence of the matter to offer opinions and, in most probability.

If you're guilty of following this practice (or some variant ), stop instantly. You'll need to compete with workers who will depart from your business, Should you continue.

In the event that you were a worker, would you wish to work in a location where the boss has something nasty to say for everybody and is prepared to fly off the handle at the slightest provocation? You do not need to worry and cause yourself more stress, in fact one of the main inducers of stress is uncertainty for your safety, Click here to avoid this problem in the work space. Or do you prefer a supervisor who listens to the topics that you raise and provides advice and support?

The pressure level on the job can become just. In such scenarios supervisors vent their frustration. That can be delivered in the existence of co-workers, and in a tone that is unpleasant.

Your group members will greatly appreciate Just a little patience on your part. An extra advantage is that they are most likely to put that next time.

Hold your group members accountable.

As a supervisor, one of the functions is to maintain employees accountable for the tasks. Among the most effective ways to do so is to measure results. Should you just happen to be carrying a revenue inspection for the quarter, ensure the information you're currently using is right and available for your group members. Should you utilize information that is unreliable, the assembly won't serve any function.

When you delegate a group member a task, take action as definitely as you can. What if the result be? When would you want the job? Very deadlines are missed since the communication was obscure or not hauled in a proper method. You might have assigned parts of work rather than explained that was carried out .

Holding employees will reveal that you're seriously interested in achieving outcomes. Importance will be given by your staff members to the activities they are allocated to you.

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[Priyani Gupta]

First and foremost, your article captures several fundamental truths about leadership, motivation, and workplace harmony. The emphasis on clarity of roles, fostering a positive work environment, and active communication between supervisors and team members is spot-on and extremely relevant. It sets a solid foundation for any leader hoping to truly engage and uplift their team.


That said, let’s take a moment to dig a bit deeper and also bring in a practical yet slightly controversial perspective.


You rightfully state that simply handing out a list of duties isn't enough. However, the real issue many managers face isn't just poor communication—it's the outdated mindset of authority over empathy. In many work cultures, particularly hierarchical ones, listening to employees is still treated as a courtesy, not a requirement. This must change. Today's employees—especially millennials and Gen Z—demand a voice, and rightfully so. A manager who doesn’t create space for dialogue, feedback, and shared ownership of responsibilities risks fostering disengagement.


Your suggestion to “have restraint” is refreshing in a world where many still equate management with micromanagement. However, restraint shouldn't be confused with silence. Managers often avoid difficult conversations in the name of patience, but that silence can breed resentment and confusion. Real motivation often emerges when feedback is delivered honestly, constructively, and consistently—not just when something goes wrong.


One strong point in your article is holding team members accountable. Still, many managers fail to reflect on their own accountability. If a team is underperforming, it may not just be an employee issue—it might be a leadership failure. It's convenient to measure performance in numbers, but true results go beyond revenue charts. Emotional safety, trust, and professional development are harder to measure but far more impactful in the long run.


Furthermore, while you advocate listening to employee concerns, what happens when those concerns question the system itself—such as unrealistic deadlines, lack of inclusivity, or burnout culture? Many organizations prefer to ignore these "controversial" topics in the name of professionalism. But true motivation and employee loyalty are built when workers feel that their values are respected, even if that means challenging the status quo.


Lastly, the recommendation to provide tools and track milestones is very valid. Yet many companies invest in software and KPIs but ignore mental health resources, team-building efforts, or flexible work arrangements. Motivation doesn't come only from targets; it comes from feeling seen, supported, and safe.


In summary, your article offers a practical starting point for building team motivation. With a few tweaks—like addressing deeper workplace imbalances, normalizing tough conversations, and balancing accountability both ways—it could evolve into a transformative guide for modern leaders. Appreciation, clarity, and patience matter—but so does the courage to challenge outdated systems and genuinely listen.


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