Peer to Peer Magazine

Exhibit Humility and Lead by Example While delegation is critically important to an efficiently run organization, I also believe that it’s important to offer to help your staff resolve specific problems now and then — if you have sufficient technical depth and expertise. Doing so will build their trust in you and your abilities. It will let them know that you care about the work they do. It will be an opportunity for you to show them that you don’t think you are too important to get your hands dirty, that you don’t hold certain tasks to be beneath you or give them the impression that such work is a waste of your time. After all, it is a short logical step from a given task being a waste of your time, to a waste of their time. Encourage Innovation Your staff will come up with ideas that you wouldn’t have thought of, especially because they are closer to the day-to- day work of your department, which gives them the edge in identifying creative solutions. Beyond the practical reasons, it is important for them to know that work isn’t always something that is happening to them. Encourage and promote any opportunity where they can be empowered to solve their own problems, suggest improvements to existing processes, and make their own decisions without your blessing. They will have greater personal fulfillment. They will also have greater respect for you, as a result. Deal with the Inevitable Challenges Whether you’re a manager, leader, or both, every workplace has its share of challenges that you will need to overcome. Of course, if sufficient goodwill exists between you and your staff, you will easily make it over most business hurdles. Get People To Do Things They Don’t Want To Do Managers might be tempted to use threats (behaviorally speaking: punishment) or even promises of reward. But these behavior manipulation techniques are counterproductive to your goals as a leader. Unless you have developed a good working relationship with your staff, you will not have the depth of goodwill and mutual respect to fall back on. Truly effective leaders are able to motivate and retain valued staff members even when confronted with delegating undesirable work. Balance Loyalty to the Firm with Loyalty to Your Staff The firm puts the proverbial food on your table. The firm’s success is your underlying mission. But you can’t demonstrate such blind loyalty to the firm that your staff thinks they can’t talk freely with you. Remind staff that their work supports the 56 www.iltanet.org Peer to Peer business and that the business does not exist to make their lives easier. An ideal balance in this equation would be to see the relationship as symbiotic: Employees who are truly exceptional in the performance and delivery of their work can make themselves indispensable to the firm. At that point, the issue of balance becomes more black and white. On the one hand, a company might overwork competent staff until the unrecognized staff members ultimately decide to move on to another firm where their efforts will be appreciated. On the other hand, your staff members need to know that the less effort they put forth, or the less effective they are in delivering quality service within their job function, the more parasitic the relationship becomes in the other direction — and their value to the organization becomes less clear. In the former case, the company is more parasitic than beneficial. In the latter, the employee is more parasitic. Your place as a leader? Finding the balance in everything — including loyalty to the firm and loyalty to your staff members. Require Ownership Own what’s yours — positive or negative. Because you yourself are exhibiting personal integrity, you will have the moral high ground here. Let staff know that you expect them to own up to their mistakes — just as you do. By the same standard, it is your responsibility, as their supervisor, to ensure that your staff members are recognized for their accomplishments. Promote and praise them — openly and publicly. Reprimand them in private. But ultimately, ensure that they know they are accountable for their actions, and that they own the successful completion of the tasks within their control. Set (and Reset) Expectations If you think your staff members are not performing up to your standards, let them know. And let them know again. Don’t leave this feedback for review time. Be forthright about your staff weaknesses in their reviews and in regular one-on-one meetings with your direct reports. Further, be open with the feedback others have shared. Let them know what the surveys have revealed and what your impromptu hallway conversations have uncovered. Be Honest If torn between white lies and bluntness, choose bluntness. You don’t have to disclose everything, but you must be honest. If asked a question, the answer to which is confidential, then say so. Don’t lie about it or make excuses. Qualification to the above: Ensure your bluntness doesn’t get the firm in legal trouble! Draw a bright line and do not cross it where you think you might be putting the firm at risk with your words or actions. And consult your peers in HR if you have any concerns about where to draw that line.

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