Setting the Right Priorities

January 05, 2006

I always look forward to the beginning of a new year. It presents such a great opportunity to get a fresh, new start on things.

Whatever happened or didn't happen last year - goals that weren't met or plans that didn't work out - is now all in the past. It's as if the slate has been wiped entirely clean, giving us an opportunity to start over.

That's why New Years resolutions are so popular. It's the perfect time to take a step back and assess where your are now and where you're going in your personal and professional life. It's a time to think about what's been working well for you and which areas are in need of improvement.

For most people, New Years resolutions have alot to do with setting personal goals, such as establishing healthy habits, acquiring new skills, or strengthening personal relationships. While these initiatives are certainly useful and important, they can also be somewhat limited in their focus.

Therefore, as you contemplate about what you'd like to accomplish this year, I'd like to offer an additional perspective you may wish to consider. Instead of focusing solely on your own personal situation, take some time to think about the organization you work for and about the people who support you. Then ask yourself this question: what is most important to them and what do they need from you now, as a leader in the organization and as their manager?

The best way to begin this exercise is to take a look at the big picture. If you were to take the temperature of your group right now, what would it be like? For example, are people relaxed and comfortable in the job or are they scrambling to keep up? Are people generally satisfied and cooperative? Or is there considerable tension among people in the group?

If you're not sure, you might have to dig deeper in order to get at the underlying forces. What major events are occurring in your organization right now? And how are those events influencing the organizational climate? For example, is the organization experiencing a period of rapid growth or facing a down-sizing? Both situations can contribute to anxiety and tension among people.

Do employees feel pressured to meet new or increased demands placed on them? Or are they becoming a bit too complacent in the old way of doing things? These are only a few examples, but you get the idea.

So after carefully assessing the current situation in your organization and its most pressing needs, take another look at your New Years resolutions. See if you can add another item or two more to your list of priorities.

Following are some suggestions. Of course, this is a rather generic list of goals and priorities. It's up to you to decide which, if any of them are appropriate for you and your organization, considering your particular situation:

• More effectively manage stress levels in the work unit.
   
• Ensure a more equitable distribution of work among members of the team.
   
• Formulate a clear vision for the future
   
• Clearly communicate plans and goals to team members
   
• Establish a new policy
   
• Set higher standards for production
   
• Address a long-standing behavior or performance problem
   
• Obtain needed resources for the group
   
• Solicit input from employees on issues that affect them
   
• Delegate more effectively

When you identify your main concerns you'll be more organized and effective as a manager. And by focusing on organizational needs, in addition to your own personal needs, you can continue to create a work culture conducive to high productivity. And as a result, you never know what new opportunities might open up for you on a personal level, as well.

Stephen Foster, Ph.D.
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.