Blueline believe that in order to develop others you first need to know yourself

June 13, 2013 - PRLog -- Knowing Yourself

Know your innate qualities Blueline suggests asking yourself: "Whether I produce results as a decision-maker or an adviser?" If you are not a decision maker, don't panic just don't take decision-making assignments.

Blueine explains that it is important to understand your learning style: how you absorb information better is it through, seeing reading or through listening?  Knowing your style is the first thing to know about how you perform. Once you understand which is your naturally dominant learning style you are in a position to improve the way you perform. Blueline advises that you shouldn't try to change yourself  as it is unlikely to be successful. But work, and hard, to improve the way you perform. And try not to do work of any kind in a way you do not perform or perform badly, the awareness of how we do what we do is the key to self-management and influence.

Blueline feel that developing people starts with the self, aim to be the kind of manager who gets the best from your team, and who does the best for them. At Blueline we recommend that our team consider their values as well as their strengths, weaknesses, and personality. One of the essential values is honesty. If you are honest with yourself, you will treat other people honestly too. Never work with an organisation whose values are unacceptable to you.

Blueline carry out feedback analysis to show where strengths and weaknesses lie. Based on this information, they form an action plan. Concentrating on strengths and waste as little effort as possible on improving areas of low competence. Asking everyone who works with them to form and adopt an action plan.

Test your knowledge to develop your abilities for managing and being managed by considering the following questions:

Do I know what everybody else does?
Do I know how they perform?
Do I know what they contribute and what results are expected?
Do I trust the people I work with?
Do I treat each of them as individuals?
Do I know their strengths?

At Blueline developing people is achieved by careful, planned and motivational delegation of responsibility and duty. Trust and know your colleagues. Blueline believe that Organisations are no longer built on force they are built on trust. Rather than relying on your powers, provide a spur, using the power within people.

Blueline suggests that we also have a relationship responsibility for those with whom we work. It is an absolute necessity and it is a duty. Believing that personality conflicts arise mostly because one person does not know what the other person does, or how that is done, or its contribution, or the expected results. Blueline ensures that everybody understands what their business is really about and what is their role and the role of their colleagues in it.

To ensure continuous development Blueline coach their team. The coaching is all about helping others to identify and define their specific goals, and then organise themselves to attain these goals. Coaching deals with building an individual's personal skills, from setting the goals, to communication to management style to decision making and problem solving.

Blueline stress that every team member wants to grow and he or she wants you to help, acknowledging that their responsibility is to steer their team towards roles where they have the greatest chances of success. Great managers devise ways to redirect their teams ambitions., motivating them to the next level. Creating heroes in each role. they make every role, performed to a level of excellence, a respected profession. They create graded levels of achievement for each role thereby encouraging people to strive towards excellence in each role. Blueline feel that great managers link pay with performance and create broad bands for pay within each role. They also create overlapping bands of pay to encourage people to assess their strengths before moving to the next rung on the ladder. Meaning that a great salesperson could earn much more than a new sales manager who is yet to demonstrate performance in his role. Providing reward and value to each individual, in turn offering reward for each individuals worth to the business, rather than paying based on politics.