SITXHRM003

Lead and manage people

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Assessment 1:
1.
Organizing and strategizing in advance
 Assemble a plan of action to achieve the goals and objectives you have set for
yourself.
 Reflecting on how and what it takes to achieve goals.
 Finding out who will do what and how decisions are made in a certain situation.
 All the right personnel and resources are in place when they're needed.
Informing
 Providing information to employees, coworkers, and management.
 Modifications in organizational policies and marketing information and goals
 Overarching company goals; New equipment plans; Management rationale
 Updates in technology and training
Staffing
 A manager's typical human resources duties include several tasks.
 Performance management, performance assessment, and compensation and
succession planning.
 Personnel matters such as pay rates and working environments are covered in
this section.
Leading
 Making employees feel like they have a stake in the company's success
Delegating responsibilities and directing others.
 Leadership and team-building: coaching and leading by example, managing
conflict, and successfully communicating.
 Assembling a network of acquaintances and friends
Controlling
 The term "monitoring" is used to describe this.
 Planned performance is compared with actual results. What can be done better?
To make changes and modifications as needed.
 Improvement is a never-ending process (Kaizen). In the next sections, we'll
discuss this in greater detail.
2.
 Figures for revenue, sales, and cost of goods, as well as financial statements
and profit and loss accounts.
 Rules and procedures, including the return and canceling policies, customer
service policies, and emergency protocols.
 Such information as marketing goals, client database management, and
advertising strategy.
 Technology progresses,
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  Policies for training and development.

3: I am inspired by my teacher; the following qualities made him a good leader.

 Inspiring and motivating.
 Morality and honesty.
 Having excellent communication skills.
 Training, coaching, and mentoring.
 Empathetic.
 Approachable.
4:
 Self-confidence.
 Power to influence others.
 Dependability and Integrity
 Intelligence.
 Moral and ethical character.
 Lead from the front
5:
I need to recruit a new staff member for Management
the team while Lily is on maternity leave.
We are underutilizing some of the staff. I Management
need to monitor their work outputs.
The team are lacking motivation after Leadership
losing a tender application that we
worked on for many months.
Two staff members need some one-on- Leadership
one coaching to help improve their sales
techniques.
Our team is a little disjointed and I am Leadership
hearing and seeing some discontent.
We are just about to undertake a large Management
project. I must determine the work
requirements and find the resources to
achieve our goals.

1.6:
Respect: is the ability to value the opinions and rights of others, as well as one's own.
Respect is earned, not demanded. Respecting others is the only way to earn their
regard.

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Integrity: Honesty and devotion to high standards are just two examples of what it
means to act with integrity.
Empathy: shows a leader's ability to put himself in someone else's shoes: the ability to
understand the feelings of others. It is essential for fostering good relationships with
others and displaying adequate empathy or compassion for those in need.
7:
 Keep a positive attitude.
 Build and earn respect.
 Show empathy.
 Inspire and lead.
 Be encouraging and supporting.
 Be available for the employees.
8:
1. 'hands-off' or laissez-faire leadership style.
2. Command and control-oriented leadership.
3. Collaborative or participatory democratic leadership style.

9: While assessing the person, his skill level and training will influence my leadership
style.
10: Managers use the process of planning to set objectives and determine how they will
be met. Goal statements & action statements are the two main components of a plan. A
goal statement is a statement of what the end objective is and what the manager hopes
to do in order to get there. An action statement is a statement of how an organization
plans to achieve its objectives.
Managers create plans for themselves, their employees, and various organizational
units for a variety of reasons, including:
 To counter uncertainty and change;
 To focus organizational activity on a set of goals;
 To provide an organized, systematic road map for future events; (4) to promote
economic efficiency; and
 To active control by establishing a standard for future activity.
Organizational planning is necessitated by a variety of factors. In the first place, as
businesses grow larger and more complicated, the process of management becomes
increasingly difficult. The organization's future operations are mapped out in connection
to other activities.

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11:
 Strategic,
 Operational
 Contingency planning,
 Business
 Marketing, and financial plans,
 Event management,
 Budgets
12:
Whole organization
Stakeholder needs are taken into consideration in the development of strategic plans for
the entire organization. Example vision, mission.
Department level
Planning for example budgets, marketing plans, and human resources at the level of an
entire department.
Individual level
It is up to each employee to set their own professional development goals in order to
improve example performance and rewarded.
13: Open communication increases employee engagement and helps them realize their
role in the company's success. The larger picture and their role in the organization's
success will help them comprehend why decisions are taken and how certain decisions
affect them individually and the firm as a whole. Creating an open environment will lead
to increased job satisfaction, less stress, loyalty, and mutual respect, resulting in a more
productive and good workplace.
14:
 Recognize the value of employee input.
 Seek input from staff.
 Reflectively listen to your staff.
 Personalize employee engagement.
 Respect your staff.
 Appreciate employee suggestions.
15: A team is a collection of individuals that work on related tasks in order to accomplish
a common goal. A team is a collection of persons who collaborate to achieve a specified
goal. Teams have a specified membership structure and a list of activities in which they
participate. A team's members collaborate on a collection of linked tasks necessary to

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accomplish an objective. Each team member is accountable for their contributions, but
the group, on the whole, is accountable for the team's success.
16: The characteristics of effective team are as follows:
 Diversity of Style
 Commitment and trust
 Self-assessment.
 Communication that is clear.
 Participation.
 Effective listening
17: Diverse backgrounds provide us with a range of viewpoints. It's easier to come up
with creative solutions to challenges when team members come from different
backgrounds, cultures, and experiences. There is the potential for more thoroughly
reviewed outcomes. As a result, leaders are more likely to be able to get better
judgments.
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 Participate actively.
 Listen attentively.
 Make a record of what you've learned.
19: Laws, regulations, instruments, orders, and directives of a regulatory or supervisory
institution that compel reporting and/or retaining transaction details are referred to as
"Reporting Requirements" in this context.
20.
 It should be specific
 Action words should be used.
 Specify what you mean.
 Clearly state what is expected.
 Competences, as well as expectations, should be included.
21. Every team member must be assigned a duty depending on their own strengths.
Strength-based delegation is the most effective way for a team to accomplish its
objectives. Assert authority over each member and keep them accountable for their
actions, and communicate clearly.
22. The following problems can occur within a team:
 Lack of faith
 There is a lot of tension and conflict.
 Keeping information private.
 Low participation.

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  Absence of transparency.
 Do not plan for the future.
 Negatively viewed and not delivering.
23. Teamwork motivates people to do their best, according to a recent study. Members
of a group can spur each other on to greater levels of productivity, according to
research consducted in this area. Surrounded by other people, we sense societal
pressure to deliver and execute and get things done. In times of exhaustion, our
teammates can offer us the extra energy we need to get through the rest of our day.
Decisions and work are more in our hands as part of a team. An increased sense of
ownership and recognition can result from this. Workers feel a connection to their
company when they are part of a team, and this helps them to feel more satisfied and
confident in their work as a result.
24. Team goal setting helps a team define what makes significant success to them.
Team members are more likely to be dedicated to their goals if they are actively
participating in the process of deciding what those goals are. When it comes to long-
term success, it pays to get ideas and support early on.
25. Giving team members the ability to do a task by granting them the power, right, or
permission to do so. Employees are given the authority to make their own decisions in
this way.
26. With an Autocratic leadership style, the goal is clear, and it empowers the team
members to do the same. Team members are encouraged to develop strength under
the guidance of an authoritative leader who inspires them to use their abilities. Despite
her authority, the leader allows the subordinates to determine the greatest path to
success. For leaders, growth is a way of life. Because of this, they motivate others to
follow suit.
27. The term "motivation" refers to the desires that drive behavior in the direction of a
goal. As a result, it is a desire to act in a certain way, such as to meet a specific goal or
objective. People are motivated to meet their most fundamental requirements first
before moving on to more complicated ones. Because of his humanist outlook, Maslow
held that everyone had an innate drive to reach their full potential and be all that God
intended them to be.
28.
Self-actualization
• Opportunities for higher education and training
• Project work
Self-esteem
 Rewards

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  Acknowledgments
Social needs
 Teamwork
 Workers social clubs
 Sports clubs for employees
 Birthday celebrations and other special events
Safety
 Give employees peace of mind by limiting contract and part-time positions
 A safe working environment for employees.
29. For Maslow, human needs might be represented as a pyramid, with each level
representing a different stage of development, his theory is based on human needs.
Herzberg drew on hygienic elements like income, job stability, physical workspace, and
high-quality supervision as the foundation for his motivation theory; Herzberg held that
these qualities were necessary for job satisfaction but not motivators in and of
themselves.
30. Money was the focus of Herzberg's inquiry and analysis (he specifically said
"compensation"). Money isn't really a motivator in the same way as the fundamental
motivators are, like achievement and recognition, according to Herzberg's research.
Individuals who have a hard time making ends meet or who long for a better standard of
living will find that money is a significant incentive. But besides this, money isn't a
durable motivator in and of itself for the majority of people.
31.
 Trust and respect.
 Reward system and acknowledgments.
 Safe environment
 Trainings for career advancement.
 Employee’s social clubs
32. Understanding the group's mentality and behavioral tendencies are referred to as
"group dynamics." Group dynamics are concerned with how groups are established,
their structure, and the processes they follow in their operation. In other words, it
emphasizes the interaction between groups.
33. Understanding your role in a team can help you grow your strengths and manage
your weaknesses, allowing you to better your performance and how you add value to
the team. A team might become unbalanced if all team members have the same style or
have the same role.

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34. There are informal rules of conduct and a set of principles known as "group norms"
that help keep group operations in order. All members of the group will adhere to these
guidelines.
For example,
 These norms may provide a dress code for discussions.
 Be courteous and respectful to your supervisors and coworkers.
 Don't get caught up in office politics.
35. If team norms are not followed by the team members, or it is monitored by the
manager, then it will lead to the following issues:
 Unable to achieve goals.
 Not following rules.
 Unorganized work.
 It will damage business.
36. Groups with dysfunctional relationships have a hard time getting anything done.
More than one individual may desire the "leadership position" at times. When a group
needs a strong leader, a much more powerful member of the group is typically able to
assume command. This could result in a loss of focus, infighting, or a misplaced focus
on the right priorities. As a result of this, people may refrain from sharing their own
thoughts because they wish to appear to be in agreement with a leader.
37. motivation varies from person to person this means every individual have different
motivating factors or motivators, it is crucial for the manager to understand what
motivates an employee for example a manger gives award to his team who have
worked hard for the business he gives a week holiday trip for holidays as he knows that
they like travelling and adventure.
38. Intrinsic
They are intangible; Acknowledgment, a sense of achievement, or a sense of
contentment are all examples of intrinsic rewards.
Extrinsic
If you've achieved anything, you've received an extrinsic reward, which is something
you receive as a result of your efforts; this means extrinsic rewards are tangible.
39.
Peer recognition
 Voting privileges for this award are reserved for employees.
 Annual gala dinner held to honor the company's top performers.

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Developmental
 The availability of financial aid through several scholarship schemes.
 Company-sponsored training programs.
Finances
 Bonuses in cash.
 Planned revenue sharing this year's profit is shared among employees if the
company produced a profit for that time period.
Social
 Football tipping competitions and health and wellness programs for employees,
such as gym subscriptions, staff sporting clubs, and reduced healthcare services.
 The year-round celebration of important religious and cultural holidays.
40. It is a good way to show your staff that you care about their work and appreciate
what they do. In order to foster a work climate where everyone is happy, small acts of
informal acknowledgment are necessary. It should only be given when it is warranted.
Personalized, fast, relevant, and regular rewards should be given in an informal setting
example: Whether it's a handwritten message, a day off, or an in-person thank you,
show your appreciation.
41.
 In the first stages of a career, education and training are essential.
 Rotations within a department.
 Providing guidance and establishing connections are two important aspects of
mentoring.
 Talks and discussions among the staff.
 Progress and evaluations in one's career
42. A manager or team leader delegating authority and work to another employee is the
ideal definition of delegation, according to a management perspective.
43.
 Allows you to devote more of your energy and time to more important activities.
 Gives people the opportunity to learn and grow.
 Increases the level of trust amongst coworkers and the flow of information.
 Improves productivity, time management, and efficiency.
44.
Identify what to delegate.

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Make a plan for delegating work. This is a selection of chores that you believe may be
delegated. Employee training and role comprehension should be a priority when
assigning these responsibilities.
Select the person
Think of personnel who are competent and eager to expand their knowledge base. You
should hire people who are dissatisfied and want something new to do. It is preferable if
the person is able to perform the duties after some instruction.
Delegation
Make it clear to your employees why you are delegating and offer them the training they
need. What are your expectations for quality, standards, and completion times? Specify
them.
Inform   
Informing coworkers, bosses, and even departments of an assigned task's power and
obligation is important.
Give feedback on the results.
Keep an eye on your employees, but not to the point of being overbearing.
45.
 An employee may be hesitant to accept the work that has been given to them.
 Giving too many responsibilities to a single individual.
 Failing to acknowledge, appreciate, and thank employees for their hard work and
dedication.
 Delegation in a rush

Part 2: Executive housekeeper report

Your passion brief  Share techniques with employees, such as maintenance
• Duties practice and coaching sessions.
•Responsibilities  To achieve the established objectives, monitor, mentor,
• No of employees and train your employees.
• Your direct report  Every day, review the complaint list.
 Rooms, bathrooms, and common areas are inspected at
least once a day.
 15 to 20 people are employed in total.
 The director will be informed.
Explain how  The team would benefit from a more diversified work
importance of environment in language, inventiveness, and production.
diversity and the  Inexperienced new hires would benefit from the wisdom
concept of of their more experienced coworkers.
teamwork for you  The Austrailia multiculturalism needs teamwork in order to
as a leader pass legislation.

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Find out the The objective is to preserve cleanliness and follow all the
organizational organizational polices, standards and procedures.
objectives and
goals in the
housekeeping
department
What are the  Rooms & toilets are dirty, and beds aren't made properly.
issues you have  The employees have learned to conduct their
found? responsibilities in a time-saving manner.
List these and  Towels and linings have not been altered.
provide a  The abolition of the supervisor of housekeeping.
background  The everyday routine of the supervisor was canceled.
history
Past KPIs  Achieve the objectives, such as having clean rooms.
 Suppose that some of your guests are vocal about their
dissatisfaction.
 Every day, a supervisor does a room inspection.
Futures KPIS to be  Feedback and comments from customers.
put in place  Maintain complaint log.
 Staff turnover.
 Staff meeting weekly.
 Review checklist.
Have there been  The staff is unified and constant towards making the
any conflicts in supervisor trust that they are properly working.
the workplace?  Not maintaining cleanliness.
List these
What steps have  Give your employees training, briefings, and regular
you taken to evaluations.
reconcile these  Complaints procedure.
matters  Checklist for cleaning the rooms.
 Keeping track of the chores around the house.
 Timetable for cleaning.
 Cleaning procedures and policies.
 Consider rewarding employees.
How have the  Motivational theory is discussed at regular sessions.
matters been  To know who to contact in the event of a problem,
addressed to delegate the work.
date? List  Remind workers of the cleaning processes by posting
communications them in a prominent location.
methods  Analyze the roles and duties of the many individuals
used to address involved.
the matter
What plans have  In addition, provide professional development training,
you put into both internal and external to the company, and further
motion /action to training.

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achieve the  To ensure that goals are met, conduct a daily check-in.
organizational  Provide communication technologies.
goals
What duties have Check files.
you delegated Inspect contractors work.
and how are you Implement and develop training programs.
observing the Meetings plus feedback.
deliverables
Have you received yes
feedback on
these plans from
staff
Have you conducted  More advanced cleaning training is available from two of
an evaluation of the the names on this list.
personal skills of  The executive housekeeper is required to take classes.
employees/ as
leader how have
 Motivate your employees by clearly defining their roles
you provided and responsibilities.
opportunities for  Please follow the usual operating process.
individual
development of staff
list 2 staff members
Staff member Personal development: there is a necessity of training for
1name handling chemicals.
In-house training.
Staff member 2 There is a necessity of customer training.
name External service training.
How have you  Feedback from both customers and employees.
monitored the  Increase the number of people staying in a room.
performance of the
team  a physical examination
What motivation  Reward programs.
strategies have  Motivational team meetings and professional
you put into place development upgrades.
for your team
On completion of  Email a letter of recognition.
this task did you  Spoken responses.
provide any
 Reward program.
recondition for the
team’s
achievements
List these in detail
What was the  The immaculate rooms are proof that the training was a
outcome of your success.
plan?  The organization's goals necessitated a shift in policy.
What changes were
made where
 The number of people using a room has gone up.
there any policy

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 changes that
were updated?

Part 3:
Task1:
Q1.
 Communicate with customers and clients.
 Maintain the ratings and reviews to become best café.
 Groom yourself according to professional norms.
 Be honest with themselves, their coworkers, customers, vendors, and all other
stakeholders.
2. A manager can help Warblers Café achieve its aims. She needs to improve her
capacity to energize and inspire her staff. Customers' loyalty and employee productivity
are generally the top priorities for restaurant management. He can assist the cafe and
their profession in the extremely competitive foodservice sector succeed by bringing in
customers. Setting objectives to market a high-quality cafe and manage a motivated
kitchen crew could assist you in improving your business's image and driving more
sales.
3.
 Competence
 Body language is an important part of communication and a professional
appearance.
 Be reliable.

Task 2:
Q1.
 Increase 10% annual net profit.
 Maximize your cafe economies of scale by boosting communication, HR
systems, purchasing, and upgrading customer management systems.
 A 5-star rating from Hospitality Now! Is required for events (hospitality
accreditation organization).

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  By the year 20XX, the East Coast's top convention center & café should be
established.
Q2:
 Know everything you want to accomplish.
 Set goals for your group.
 Reducing staff turnover.
 Put a time limit on the project.
 Track progress toward targets.
 Help others achieve their objectives.
 Learn from the mistakes and move forward from them.
Q3:
 From Hospitality Now! Receive a 5-star rating for food (hospitality accreditation
organization).
 Embrace confidence and empathy.
 Professional body language
 Become the East Coast's most popular convention center and cafe by 20XX.
Q4:
 Giving feedback on employee’s performance.
 Conducting employee’s appraisals regularly.
 She has to focus on her abilities to motivate her staff and then get the optimum
out of them. 

Task 3:
Q1:
1. Jemmica- supervisor- promotional resources and conditions.
2. Lisa-counter server- how long the deal will take to complete or how it will begin
3. Travis- front counter server- how it will be marketed, and when the deals will
begin and how long they will last
4. Meg- chef- the menu items shown in the deal, as well as how the better deal will
be advertised
5. David- sous chef- Deal includes a variety of dishes.
6. Sasha-sandwich –hand-deciding promotional ideas and situations.
7. Kat- counter server- timeframe for meals and when it will start.
8. John- sous- chef-deciding the items to be included in the menu.
Q2: Verbal communication is the method I use to promote and assign jobs to my team
members. I meet the members and distribute the tasks. Meetings with one person at a
time, as well as discussions with a group when appropriate. Other means of nonverbal

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communication include using your tone of voice and other body language and facial
expressions to convey my thoughts. Because yelling and using the wrong tone of voice
might sabotage my team's productivity, I try to avoid it wherever possible. I intend to
reduce mumbling and talk clearly to avoid misunderstandings, save time, and avoid
repeating myself.
Q3: Even though duty can be assigned to someone else, it's even better when taken on
oneself. Encouraging your teams to take ownership of work and results is the key to
maximizing their productivity. If something goes wrong, they can take responsibility for it
and learn from it and take full credit for a work well done. It's a good idea to give your
team members some responsibility and autonomy, but make sure they know what's
expected of them in exchange. Individual members are responsible for their job, so it
follows that the more pride individuals put into their labor, the better their final output will
be.
Q4:
 Incentivize new ways of thinking.
 Cut down on the amount of red tape.
 Maintaining a work-life balance is essential.
 Be a role model for creative thinking and encourage others to do the same.
Q5: Customers will choose the $9 lunch promotion if you convince them of its benefits
and build enthusiasm for it among your sales staff. That's how you get your team to sell
the special lunch.
Q6. Three of the most common obstacles to delegating include.
 The fear of losing authority.
 Inability to delegate due to his own personal behaviors.
 An incapacity to effectively lead others.
Q7. In light of these comments, he should explain to the counter server how much
responsibility a manager has and what he does. When a team member is missing, it is
the manager's responsibility to assume the responsibilities of the absentee's coworkers.
The manager must convince him that hard work is difficult for everyone by utilizing
these remarks.
Q8.
 Starting with the previous year's gross sales or the average sales for the last
several years, divide that number by the percentage of that amount that you've
allocated to advertising.
 The completion of the project is comparable to the industry average: use the
overall average for adding business budgets.

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Q9. Most importantly, they must be confident and decisive, prioritizing what is most
important and building on their own strength. They must also inspire their teammates to
be the best across all major platforms, and they must be confident and decisive
themselves.
Q10. It is the main thing to get everyone on the same page and discuss how to keep the
budget in check and where to put posters and other promotional materials. It's also
important to keep the goals specific to the activity at hand.
Q11. Advertising accounts for a large amount of a company's marketing and promotion
budget.
 Public relationships.
 Do a contest or giveaway for a free product.
 Promotion on LinkedIn account and writing for other blogs, or making a you tube
channel.
Q12. For cafes, the KPI for the $9 promo is the plan to convey the technique for selling
the promo lunch to the most successful employee.
Q13.
 An employee's performance can be monitored most effectively by looking them in
the eye.
 Ask for login details.
 Use self-monitoring tools to assist your employees in keeping track of their
progress.
 On a regular basis, check-in on the development of your projects.
 The team's results should be combined with the organization's goals.
 Evaluate the performance of both individual performance and team performance
Q14. By encouraging honest and open communication culture, you can get the team
members' feedback.

Task 4
Q1.
After knowing the situation of the kitchen and understanding the problem, staff should
be called out, and preliminary agenda should be made and then decide when and
where to make decisions and stalk with all the staff members clearly so that this
situation does not happen again.
Q2.
 Show respect to your employees.

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  As soon as your employees approach you with issues or suggestions, stop what
you're doing and give them your complete attention; look them directly in the eye
and discuss issues about what they've been talking about.
 Critique in a helpful way, not a negative one.
Q3. To resolve this problem, it is important to calm down the chef firstly who is stressed
out and then remind them about the plans and goals of achieving annual growth of 10
percent. There is no need for interfacing and inquiring again and again about the food; it
is better to manage customers with reasonable replies.
Q4.
 Ensure that your expectations are realistic.
 Set Milestones and Objectives.
 Organize, Plan, and Prioritize.
 Avoid Distractions at All Costs.
 Do only one task at a time.
 Finish what you start.
 Read a New Thing Every Single Day.
 Take the time to learn how to communicate clearly and effectively.
 Acknowledge your weaknesses and work on them.
 The Exchange of Information.

Task 5 and 6 Coaching session plan for Lisa

Defining the current plan
Q1:
 Ask about her weaknesses?
 Her strengths?
 Does she have any personal issues?
Q2.
Outline the impact and benefit of change
 Is she an active participant?
 Does she likes challenging goals?
 Maintain a long-term view?
Q3. The ability to mentor and build relationships with other newcomers, as well as a
desire to learn more and start asking questions about their surroundings.
It's a great method to get to know each other and learn about what's going on in the
house by showing the steps in the quickest and easiest way possible.
Q4.

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Yes, need a few more tricks and ideas to learn and to stay motivated all the time.
11/23/2021.
 How to handle complaints from customers.
 How to manage work when the cafe is overcrowded.
 How to handle staff when the cafe is filled with customers.
Q5. Management of the restaurant personnel can be improved by keeping track of key
performance indicators (KPIs) and keeping track of how well they perform. Tracking the
number of guests covered, the revenue generated by the stands, the discounts offered,
and of course, the staff's attendance is all excellent ways to keep tabs on things.

Task7
Q1. Every aspect of the coaching session went according to plan; staff members were
enthusiastic and motivated about changing from lazy into productive.
Q2. Yes, there are many things that need to be improved in the next coaching to run om
bringing the beverages and meals on the tables and will also display and show how to
manage more than one dish, and the new session will be of thirty minutes.
Q3. It's true that Lisa has to hone her multitasking skills in order to better handle the
cafe's high volume during promotional periods. Before the coaching sessions, she must
prepare all the props and materials needed for the café simulation environment,
including dishes, registers, order forms, and more.

Task8
Q1:
 Improve their working conditions.
 Provide them the chance to grow as individuals.
 Encourage cooperation among the members of the group.
 Try to bring happiness to the team.
 Failure should not be punished.
 Set specific objectives.
Q2. Jemma has done an amazing job, as she has met all of the tasks she has been
assigned to accomplish thus far. Thanks have been extended on all fronts by Jemma as
well, who has delegated all responsibilities to her entire crew and showed her
leadership abilities.
Q3.

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 Eat lunch with your coworkers.
 By way of a department-wide party,
 Offer the chance to take on leadership roles.
 Let workers know how much you appreciate them.
 Also, get to know your workers.

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