t is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulf

How much help do we get to ensure that we have the right people doing the right job? Most of us get plenty of guidance and systems to run the business but what can we do to ensure that we can get the best out of our team?

In fact, are our people management tools as good as our business management tools?

How many of us have experienced times when we have instantly ‘clicked’ with a new employee? How powerful that is, how easily we managed them and how fruitful was the relationship!

How many times have we found ourselves unable to understand, or are irritated by certain people with whom we have to work? How frustrating that can be and how difficult it is to manage them or work together to achieve the results that we know we should.

These questions emanate directly from another question -“What makes people tick?” - and represents probably the major reason why managers have difficulties in managing certain members of their staff, or their teams do not work the way that they can and should.

The key to having our team, subordinates or colleagues do our bidding is to have them do it for their reasons, not ours. The problem has always been: how do we, as managers, identify those reasons relatively easily, cost effectively and, more important, quickly?

It is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulf

of us have experienced times when we have instantly ‘clicked’ with a new employee? How powerful that is, how easily we managed them and how fruitful was the relationship!

How many times have we found ourselves unable to understand, or are irritated by certain people with whom we have to work? How frustrating that can be and how difficult it is to manage them or work together to achieve the results that we know we should.

These questions emanate directly from another question -“What makes people tick?” - and represents probably the major reason why managers have difficulties in managing certain members of their staff, or their teams do not work the way that they can and should.

The key to having our team, subordinates or colleagues do our bidding is to have them do it for their reasons, not ours. The problem has always been: how do we, as managers, identify those reasons relatively easily, cost effectively and, more important, quickly?

It is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulf

n be and how difficult it is to manage them or work together to achieve the results that we know we should.

These questions emanate directly from another question -“What makes people tick?” - and represents probably the major reason why managers have difficulties in managing certain members of their staff, or their teams do not work the way that they can and should.

The key to having our team, subordinates or colleagues do our bidding is to have them do it for their reasons, not ours. The problem has always been: how do we, as managers, identify those reasons relatively easily, cost effectively and, more important, quickly?

It is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulf

ms do not work the way that they can and should.

The key to having our team, subordinates or colleagues do our bidding is to have them do it for their reasons, not ours. The problem has always been: how do we, as managers, identify those reasons relatively easily, cost effectively and, more important, quickly?

It is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulf

t is a well-accepted axiom that we, as human animals, are naturally attracted to people who are like ourselves and yet our workplaces are full of people who manifestly are not like us.

If we are to manage other people effectively and profitably and benefit from their initiatives so that our life is easier and more fulfilling, we must gain their trust and confidence in our ability as managers. So effective and efficient management is not about ‘telling’. It is really about selling ideas and concepts to others.

The more we understand the people we are responsible for and work with, the better we shall be able to sell them our ideas and the more willing will they be to buy into those ideas and be willing and effective elements in our team.

There are some 1.7 million human types that can be identified using the world’s premier measurement of behaviour. Of those, the average manager will be able to instinctively understand about 15-30%. This is one of the reasons so much recruitment fails to be effective, because managers are attempting (probably subconsciously) to recruit people in their own image. Instead, if we were to learn how to identify the type of person most likely to succeed in a given position and match the applicants to this requirement, we would be able to reduce the number of costly mistakes and increase the effectiveness of our teams.

Similarly, if we can improve our understanding of how our people behave in the work environment and how they need to be managed, we can improve the effectiveness of management and the motivation of the employees.

Both the recrui