Page 58 - Becoming a Successful Manager

Clarifying What You and Your Employees Have in Common 49

with all perceived entitlements: it’s no big deal to receive what you
believe you have coming to you.

2. Now, write the answer to this question: What, specifically, do I desire

from my manager?
This list will be different from your list of expectations, because

desires, when fulfilled, are like unexpected bonuses or other pleasant
surprises. We call them “It sure would be nice if ” items. Some
examples of desires are recognition for achievements that exceed
your manager’s expectations, challenges that recognize your skills,
requests for your opinion, and any creative ways of being valued.
Typically, when desires are fulfilled, employees extend themselves

and perform above and beyond what’s expected of them.

3. Review each of the two lists you just created, and answer this ques-
tion: If my employees listed these same expectations and desires about
me, how would I rate as a manager in fulfilling them consistently?

If you hold certain expectations and desires of your manager,
doesn’t it stand to reason that your employees hold similar expecta-
tions and desires of you? Examine your notes and see for yourself if

you are fulfilling your employees’ possible expectations and desires.

To open the lines of communication between you and your
employees, you need to elicit exactly what it is that they expect and
desire of you. As noted in the Discovery Lesson, in many cases,
their answers will not be much different from your own expecta-
tions and desires of your manager. However, each job and each
employee carries a unique set of wants and desires, and it is to
your benefit to fi nd out what these are. The following is one way to

do this, but you may choose a method of your own that produces
the same positive results and communication.