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Changing the paradigm of control

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Changing the paradigm of control can help you become a better manager. Rather than forcing your work force, you encourage them. Instead of giving them prods, give them responsibility. Changing the control paradigm does not mean giving up your position of authority, it means allowing employees to take true responsibility for themselves, and the results of their efforts. The following is the process that you have to take to change the paradigm of control:

Step one: Ask yourself what is being done now? How is control being maintained and what are the results of it? In some cases you do not even realize that your control can be causing problems, or at the very least inhibiting creativity and limiting productivity until you do a real evaluation of it.

Step two: Ask what you can do to make your work more interesting, fun, exciting, etc.? People who find their work to be interesting, fun, exciting, etc. are more enthusiastic about work. They usually show up on time, and committed to what they are there for. They waste less time on mindless pursuits such as web browsing, or chatting, and they focus on the work that is ahead of them. When looking to shift the paradigm of control, remember how powerful interest can be when it comes to productivity in your workforce.

Step three: Provide resources for change. You have to not only promote change, but back it up with resources. If, for example, you want your employees to take more personal responsibility for their jobs, you have to provide them with the necessary budgets, equipment, staff, etc. that is needed for them to perform their tasks well. Support the idea of changing your control paradigm by providing the resources needed to do it.

Step four: Protect change makers. It is important when giving people the opportunity to have their own control that you also protect them. Sometimes they do not handle the responsibility well, be there to step in and guide them back to productivity. Other times they get in over their heads and bite off more than they can chew. The idea is to encourage jumping outside the box and thinking outside the box, but also be there to protect them while they jump.

Step five: Celebrate success. When an employee takes control, and ultimately responsibility for themselves, and the results are positive, celebrate those successes.

Step six: Work around your core process. Changing the paradigm of control does not mean turning the company on its head, thus keep the fundamental values and vision for the company the same, just shift some of the responsibility for who is to make that happen.

Step seven: Organize around strategic processes. Stay organized, stay strategic.

Remember that your work force is probably well-educated, proud of their achievements, zealous of their freedoms (as we all are), motivated by values, have a substantial control over production in your business, and are ready to up their efforts with a little bit of encouragement. Give them that encouragement. Change the paradigm of control, and encourage those that you lead to extend their efforts and take responsibility over their own lives.

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