While the first six tenets of tough management deal with
quantitative improvement, such as focusing on results, forcing hard decisions, and communicating crisply and clearly, the seventh deals with the qualitative aspects: improving your work life
and that of the people around you. This can be done while still
maintaining a tough—but fair—posture.
After all, tough management does not require treating subordinates brutally. On the contrary, business leaders should go out of
their way to focus on the situations of those around them, with
sympathy and understanding, and view their subordinates in a compassionate context. That is, the situations and motivations of the
key subordinates—those who act in what they perceive to be the
best interest of the business and strive to deliver—should be understood, taken into consideration, and leveraged to benefit both
parties.
When it comes to understanding and appreciating how well subordinates do their work, business leaders could do much better.
Only 10 percent of managers feel they are extremely well recognized for their work. Recognizing great work is one of the easiest
responsibilities of leadership, yet the most poorly executed. Businesspeople are not just looking for the employee-of-the-monthparking spot. In fact, the last things they want are trophies, awards,
opportunities to present internally, or even time off. What they do
want are bonuses for work performed, increased compensation,
and a personal thank-you from their boss. The recognition and
rewards they want are both financial and personal.