Getting People Work For YOu - Damn Difficult

The key issue is not how you get people to work with you. It's how you form a relationship based on trust. Trusting your team is the only way to work well with them.

Move on to something more exciting.

If people will allow their other meetings to run over and push back meetings later in the day, and then meet with them as early as possible. If people can't take the time to read it in advance, then they forfeit the right to edit or change it.

Be clear about your expectations. Start on time, end on time and make your meetings and projects the most important ones.

Getting good people to work for you has now become the mission of most competent businesses. Naturally this has in part been a function of tight labour markets, but the fight for talent seems certain to survive the economic downturn.

The first is to identify peoples' aspirations and talents, and then be sure to fit the work that has to be done to the person concerned rather than the other way about. You don't try and cram people into jobs they are not good at because if you try you end up with disgruntled staff - or no staff.

Leading on from this, companies should focus on getting the work done rather than filling posts. It may be better to outsource a task. In fact, in his view it almost always is.

Following on from this, you pay for performance and nothing else. But just paying with money is often not enough: non-financial rewards like special work hours are just as useful.

There has to be a set of core values to which employees have to subscribe. But if you turn the relationship around, every person's life is the crucial thing to them.

The young are even more individualistic than the preceding generation. So creating work structures that fit in with them is vital if they are to stay with you. People talk of fitting into the lifestyle of the young but actually it is more a question of fitting into the self-image of these people their notion of self-worth.

The key point here is that power now works the other way around: the people have the power, not the companies. And in tougher times the power may actually shift more to the people, because the best will be in even greater demand.

 

[LekshmiGPilllai]

This is a great reminder that trust is truly the foundation of any effective team relationship. Without it, even the best strategies fall flat.

I really like the point about fitting work to people’s talents and aspirations rather than forcing people into rigid roles. When employees feel their work aligns with their strengths and self-image, motivation and retention improve significantly.

Also, the shift of power towards employees today means organizations need to be flexible and creative—not just with pay but with work culture, values, and benefits—to attract and keep the best talent.

Thanks for sharing these insights!

 

[dororo]

Trust is indeed the cornerstone of any successful working relationship, and without it, even the most carefully planned strategies will struggle to take root. Building trust starts with genuine communication and respect. When leaders show they value their team members’ input, skills, and individuality, it creates an environment where people feel safe, appreciated, and motivated to contribute their best work.


Fitting work to people’s talents and aspirations rather than trying to make everyone conform to a fixed role is an approach that benefits both employees and organizations. When people can align their tasks with their strengths and passions, they are more engaged, productive, and less likely to feel burnt out or resentful. This also leads to higher retention rates because employees feel their personal growth is valued, and they see a clear path to development within the company.


Moreover, the idea that companies should focus on getting work done rather than just filling posts is very relevant in today’s dynamic work environment. Outsourcing tasks that are not core to the company’s mission or that require specialized skills can increase efficiency and reduce costs. This approach also allows employees to focus on what they do best, increasing overall productivity and job satisfaction.


Paying for performance remains critical, but financial rewards alone often fail to fully motivate employees. Non-financial incentives such as flexible work hours, opportunities for learning and development, recognition programs, and a positive work culture can be equally or even more effective. These rewards speak directly to the individual’s values and lifestyle, which is particularly important for the younger workforce that places high importance on work-life balance and meaningful work experiences.


The shift in power dynamics towards employees, especially in competitive labor markets, requires companies to rethink how they attract and retain talent. Employees today look beyond salary and benefits; they seek workplaces that respect their individuality and support their personal goals. Organizations that can adapt by offering flexible schedules, remote work options, and inclusive cultures that embrace diversity will stand out in the battle for talent.


Creating a core set of values that every employee subscribes to is essential, but these values must resonate authentically with people’s lives. Companies should strive to build cultures where employees’ personal and professional identities are respected and integrated. This holistic approach helps foster loyalty and a sense of belonging.


Finally, the recognition that power lies with the people is a powerful reminder for organizations to stay agile and empathetic. As labor markets tighten, companies must focus not just on managing people but on inspiring and empowering them. This requires leaders to listen actively, adapt policies to changing needs, and continuously invest in building trust.


In summary, the most effective way to get people to work for you is by fostering trust, aligning work with individual strengths and aspirations, offering meaningful rewards, and recognizing the evolving power balance in the workforce. Companies that embrace these principles will not only attract top talent but also create environments where employees thrive and organizations succeed.

 

[Priyani Gupta]

The article touches on several powerful truths that are highly relevant to modern workplace dynamics. At its core is the idea that trust, not control, is the cornerstone of effective teamwork. This perspective is not only logical but also deeply practical. Without mutual trust, collaboration is superficial, often marked by micromanagement and low morale. When people trust each other, they take initiative, hold themselves accountable, and deliver better results.


The emphasis on forming relationships based on trust rather than manipulation or coercion reflects a deeper understanding of leadership. Leaders who trust their team inspire loyalty and creativity. They become enablers rather than gatekeepers. When people feel respected and trusted, they naturally perform at a higher level. This approach also eliminates unnecessary friction, creating an environment where individuals are empowered to focus on outcomes rather than politics or self-preservation.


A particularly insightful aspect of the piece is the commentary on meeting culture. The idea that meetings should start and end on time, with clear expectations, and that those who don’t prepare waive their right to influence outcomes is both fair and efficient. It speaks to the need for professional accountability and time management in a world where attention spans are short and calendars are packed. This principle is applicable in every industry, and its enforcement could drastically improve workplace productivity.


Moreover, the article accurately notes the ongoing battle for top talent, highlighting that the labor market may tighten, but the demand for high performers remains unwavering. It is indeed more sustainable to mold the work around the individual’s strengths and passions than to squeeze them into an ill-fitting role. Misalignment often results in dissatisfaction and attrition, costing companies both time and money.


The idea of paying for performance, supplemented with meaningful non-monetary rewards, is a timely reminder that compensation isn’t just about salary. Flexibility, purpose, and recognition often carry more weight, especially for younger professionals who seek more than just a paycheck. Structuring rewards to reflect personal value systems creates a stronger emotional bond between the employee and the organization.


Finally, the article offers a subtle yet powerful call to action: companies must adapt to the shifting locus of power. Today’s employees — particularly the younger generation — value individuality and purpose. They are not afraid to walk away from roles or cultures that don’t align with their values. Businesses that ignore this shift risk losing not only their workforce but also their relevance.


In conclusion, this article provides a thoughtful, practical framework for fostering meaningful work relationships, aligning organizational goals with individual aspirations, and redefining leadership in the contemporary business environment. Trust, clarity, and adaptability are not just buzzwords — they are the currency of future-ready organizations.