Before I hired my first employees, I had never been a boss. I had worked for plenty of people and knew what I didn’t like, but I had never really worked for someone that I truly respected. When it came to my employees, I wanted to be everyone’s friend and not ruffle any feathers.
Unfortunately, I ended up with a staff that knew they could walk right over me, and they frequently did. So, I tried tyranny. If I just raised my voice loudly enough, they would all listen and do what I expected of them, right? No. That led to bad attitudes (including my own), hurt feelings, an overall lack of communication and little teamwork.
I need my team, and they need me to lead them effectively to our next destination. Through trial and error over the years, I have adopted the following staff-management policies:
- We are a company, a unit, and every person in this company has value. I need to hear all of the voices, not just mine. Sometimes I’m right; often times my staff is. If I never listen to what they have to say, I’m limited to my singular vision, and I miss out on the input from the people that are handling the day-to-day workload, interaction with clients, vendors, etc.
- Every new hire is interviewed by the whole company. New applicants spend five to 10 minutes talking with each employee about their experience and are able to ask questions to get a broader scope of the company. In addition, the staff gets a general idea of the person who is about to enter the fold.
- I no longer micromanage my staff. It makes them uncomfortable and me neurotic. I hired these amazing people for a reason, and I owe them every opportunity to show me what they can do. I delegate work to them at the speed they’re able to process it, and then give them just a little bit more. I find that by challenging them to do more and helping them succeed, they earn a sense of pride and accomplishment.
- I created a set of core values for the company. They are posted on our Web site, as well as in our literature; and each employee had a part in creating them. Also, my employees are aware of the values and what they mean to our overall performance. Because we’re all adhering to the same set of values, everyone knows what is expected of them and how to handle situations appropriately.
- Respect for each other is paramount in my company. We do not tolerate or foster behavior that is emotionally or physically harmful to others. We have a very diverse group of individuals here, and it’s important to respect one another’s differences. I must remain open-minded and receptive to what my staff has to say. Without that, it’s me versus them, and neither side can win.