SecretSecretSecretSecretssss ofofofof NNNNurturiurturiurturiurturingngngng ““““Extra Extra Extra Extra MMMMile Peopleile Peopleile Peopleile People””””

“Extra Mile People” can bestow extraordinary performances to organizations. If we look for high performing

teams off the corporate world, still we can find such efficient & effective teams operating in our society. One

such amazing unit is a “Family”. Have you thought about the magical mechanism of getting work done in a high high high high

performingperformingperformingperforming familyfamilyfamilyfamily? There can be many but let’s pick few in common.

Imagine how your family worked during the last New Year or Christmas season. It is a very busy period where a

family needs to work extra. Usually in a family, mother having the expertise & experience in kitchen willing takes

up the task of cooking. Father, knowing that he is not comfortable with tools & technologies at kitchen,

volunteer to polish the floor while watching television so he will not miss his favorite cricket match. Elder

Daughter who doesn’t like to mess up her clothes in cooking or cleaning will do the interior decorations. And the

younger son, who is an entrepreneur, will be exited to clean the store room as he can find some gadgets to help

with his new invention, may be a singing robot. This very simple example imparts a profound phenomenon. In a

successful family there is room for individual preferences & their talents. This will lead for fulfillment. But this

way of working doesn’t work all the time. There can be impediments & deadlocks to deal with. In a family you

may stumble across numerous complex circumstances where members depend on each other & undertake

difficult tasks which can be cumbersome & undesirable. But family members are emotionally bound to run an

extra mile to bring the success even when the family is at stake. Therefore if I summarize the two vital factors

behind a high performing family;

Factor 1Factor 1Factor 1Factor 1: Room for individual preferences which leads to fulfillment.

Factor 2Factor 2Factor 2Factor 2: Emotionally bound to go an extra mile until the success is achieved.

These factors will indeed have a great impact when managing high performing teams in an organization too.

Let’s look how to apply the first factor in an organization.

ü Unfold Unfold Unfold Unfold TTTThe he he he HHHHidden idden idden idden TTTTreasuresreasuresreasuresreasures Within People Within People Within People Within People & & & & HHHHelpelpelpelp TTTThem hem hem hem GGGGlowlowlowlow

Manager is responsible to flourish his subordinates to high performance category as well as to maintain the

impetus of those who perform well. For that you need to identify their preferences & offer them opportunity

when ever possible. How to identify your employee’s preferences & hidden talents? Steven DeMaio, in one of his

articles published in Harvard Business Review had shared some handy workouts for managers for this purpose.

1. 1. 1. 1. Turn a compliment into an interviewTurn a compliment into an interviewTurn a compliment into an interviewTurn a compliment into an interview –––– When an employee does an excellent job, rather confine it to a mere

praise, have a discussion on how he/she really did it. Get to know the process. So you may find hidden talents

of the employee and give him the opportunity to apply again. Also you can ask him to present his process to rest

of the team. This will share the knowledge & employee will feel accomplished.

2. Analyze how people think, not just what they do2. Analyze how people think, not just what they do2. Analyze how people think, not just what they do2. Analyze how people think, not just what they do.... Performance evaluations assess the achievements against

the goals. But the actions of an employee towards the achievements are originated from the thinking patterns,

attitudes & paradigms. Describe those habits of mind to employee in his evaluation so he will know that the

manager have truly understood his thoughts & contribution he makes.

3. Ask for the reasons behind preferences3. Ask for the reasons behind preferences3. Ask for the reasons behind preferences3. Ask for the reasons behind preferences. . . . Good managers know the likes & dislikes of employees and reason

behind them. Managers tend to build up friendly conversations and be aware about what makes an employee

feel fulfilled. It will enable him to strategically allocate resources.

4. Inquire about people's dreams4. Inquire about people's dreams4. Inquire about people's dreams4. Inquire about people's dreams.... A manager asks “John if you are given a chance to select your career once

again, what it would be? May be from this kind of dialogue will unveil the true thoughts of John who is currently

a software engineer, but desperate to become a technical writer. Perhaps you can give him a chance depends

on situation. But you will never know this unless you ask.

Likewise plumb the depths of each person you currently manage to fish out the talents that lurk beneath. This

will offer you the key to motivate your employees.

ü Develop Develop Develop Develop EEEEmotional motional motional motional CCCCompetencies ompetencies ompetencies ompetencies

The second factor is, a manager is has to work on developing “emotional competencies”emotional competencies”emotional competencies”emotional competencies” of his subordinates

which makes them emotionally bound to go an extra mile until the organizational vision is achieved. Daniel Daniel Daniel Daniel

GolemanGolemanGolemanGoleman in his theoryin his theoryin his theoryin his theory of emotional Intelligence based performanceof emotional Intelligence based performanceof emotional Intelligence based performanceof emotional Intelligence based performance defines Emotional competence is “a

learned capability based on emotional intelligence that results in outstanding performance at work” Those are:

• Emotional SelfEmotional SelfEmotional SelfEmotional Self----AwarenessAwarenessAwarenessAwareness - knowing what one feels.

• Emotional SelfEmotional SelfEmotional SelfEmotional Self----ManagementManagementManagementManagement - The ability to regulate distressing affects like anxiety and anger and to

inhibit emotional impulsivity.

• Social AwarenessSocial AwarenessSocial AwarenessSocial Awareness - The competency of Empathy. It also involves the ability to read nonverbal cues for

negative emotions, particularly anger and fear, and to judge the trustworthiness of other people.

• Relationship ManagementRelationship ManagementRelationship ManagementRelationship Management - The effectiveness of our relationship skills hinges on our ability to attune

ourselves to or influence the emotions of another person.

DANIEL GOLEMANDANIEL GOLEMANDANIEL GOLEMANDANIEL GOLEMAN’’’’ssss FRAMEWORK OF EMOTIONAL COMPETENCIESFRAMEWORK OF EMOTIONAL COMPETENCIESFRAMEWORK OF EMOTIONAL COMPETENCIESFRAMEWORK OF EMOTIONAL COMPETENCIES

Self (Personal Competence) Other (Social Competence)

Self AwarenessSelf AwarenessSelf AwarenessSelf Awareness

Emotional self-awareness Accurate self-assessment Self-confidence

Social AwarenessSocial AwarenessSocial AwarenessSocial Awareness

Empathy Service orientation Organizational awareness

Self ManagementSelf ManagementSelf ManagementSelf Management Emotional self-control Trustworthiness Conscientiousness Adaptability Achievement drive Initiative

Relationship ManagementRelationship ManagementRelationship ManagementRelationship Management Developing others Influence Communication Conflict management Visionary leadership Catalyzing change Building bonds Teamwork and collaboration

If managers can mold their organizations to present a warm reception to dreams of employees & breed emotional competencies within them, it will yield you with the power of nurturing “extra mile people”.

By Janani Liyanage MBA, B.Sc IT (Special Hons)

Recognition

Regulation