People Management: Cardinal rules of forming a diehard team.

They say product is important, and almost always the hands who created the product are dispensable or second on the priority list. For any firm to grow into a robust organisation, it is equally important that the team or manpower is considered equally important as the product itself.

Any person working for a company has following expectations:

1) Reasonable compensation 2) Recognition 3) Learning 4) Job Security.

Reasonable compensation: A team lead should always be careful of deciding what kind of compensation is given to whom. A hardworking employee which appears to be satisfied should also be on focus along with a staff who is asking for a raise. It is always a good idea to proactively engage with the team , set goals and commitments and give them timelines how their paychecks will grow. Any kind of false promises are suicidal for a team and one should be very careful in making promises. Once an employee puts faith in the leader and performs according to set goals , he should be given what was promised. Even the subordinates who are not very friendly at personal level but are a important resource for company should be treated fairly. A manager needs to be prepared to handle a team comprising of different set of people. Some might be very proactive and some passive. But the target is to serve the firm regardless how different people behave with the leadership.

Recognition: Honor and recognition are very effective non financial tools to motivate the manpower. A small certificate might not mean much to a manager , but it means a lot to a subordinate , who feels his hard work is recognized in the firm. Secondly occasional positive and calibrated "nice work, well done" does amazing things to the team's morale. Specially if you are following a militaristic style of management. If need arises we can form additional ranks or positions to distinguish experienced or hard working employees in team. In case of poor performance a manager can remind the person of his pledge towards his position and make him understand his liabilities without even going for a monetary punishment.

Learning: By nature , Human beings are bound to be bored by a repetitive and mundane work schedule or responsibility. An employee expects from an organisation to learn and grow into a better professional. Some employees rank learning more important than compensation to join a team. This shows how important is to make fellow teammates understand how one manager plans to help them grow their understanding of the business and career track. If a leader ensures that his/her team is on constant learning drive , his team mates are assured that they are under a caring leadership and will be more than willing to stay in the team. Training and briefings need to be frequent as people tend to forget what was told to them earlier. Specially blue collared workforce needs repetitive directions and trainings to keep them alert and feel professional.

Job Security: This is a huge problem for small teams or startups and creates restlessness or unwanted worry in the team mates which eventually leads to damaging results. Leaders of such teams should refrain from issuing unwanted threats of relieving/ firing employee or even doing so must be subtle. A bad handling of certain employee might affect morale of others and generate fear among them. If leadership helps staff realize that they are here for a stable long career, with the firm ready to invest in them along with more efforts in resolving issues than blaming the staff , can help employees feel more at home and a sense of devotion is created in his/her mind.

There are many more concepts which are critically important to keep a team tied and making each one realize their efforts do not go waste. Leadership or managers need to maintain a perfect balance of what dose should be administrated for what disease and everything will fall into place in running a team apparently difficult to handle.