Throughout my years of experience as a business owner, I often uncover great resources, articles and research to support entrepreneurs to manage effective teams. Some of the information below is a compilation of information from my personal toolbox to share with you. Some of the tips below will help guide you in developing and communicating a healthy work environment for your employees.
Anyone have a backbone to spare?
As with any business, we have certain rules for our employees to follow. Some people play by them; others bend or break them. As “the boss,” I admit I’m not as tough as I should be on getting compliance from everyone. I view some rules or policies as more important than others. Do I pick my battles or get tough on all violations? What’s the best way to get everyone on board?
Set the tone from the top
These days, it’s tougher than ever to manage and motivate people. A top-down, because-I-said-so approach may just generate pushback, especially with younger employees. That said, several readers have plenty to say about how bosses can get everyone on board. Their advice centers on three key factors:
- Model the right behavior.
- Communicate expectations clearly.
- Take action fairly and consistently.
Mike Nickerson, owner of RD Network Design, says “Managers and supervisors need to set the right tone in the workplace, and model the right kind of ethical behavior.” Employees frequently adjust their own actions and behavior to reflect those of their immediate supervisor, he says. “If subordinates see a supervisor or other manager acting with anything but compliance in mind, subordinates will likely begin to show disdain for that person and act in the same manner.”
Ousbon Batmean, owner of Hill & Dale Landscape Designs, agrees. “I never ask people to do something that I have not already done myself. If there is a problem, we walk through the assignment together. Along the way, I test their understanding of not only what needs to be done, but why it is important to follow established procedures rather than drift off into their own way of doing things.”
Communicate expectations clearly
Dee Keith, conference administrator for the Ohio Lactation Consultant Association, echoes the sentiment of several readers when she says, “Provide clear information on what the rules are.” Often, she says, when folks don’t follow the rules, it’s because they don’t fully understand the rules — or the consequences of policy violations. “Make it clear that not following the rules can affect their credibility and their professional standing,” Keith says.
Along the same lines, Lisa from San Francisco says, “Dear Spineless — You should write both a contractor guideline and employee handbook for individuals working with your company. Have everyone read and sign them so no questions are asked, and the way you want them to behave is in black and white — If they break the rules, they pay the consequences.”
An anonymous event planner has a simpler approach. She recommends having a meeting the week before any event. “We pass out a written outline of key points that everyone must follow. A few people always think they are above the rules, but overall, this seems to work.”
Take action fairly and consistently
When it comes to enforcing policies, readers uniformly recommend acting fairly and consistently across the board, without playing favorites or enforcing some rules and not others. Without firm and fair enforcement of policy, and equal application in all situations, your company’s internal structure will deteriorate, as well as the cohesive teamwork necessary to succeed.
As Nickerson puts it, “Employees ‘read’ their supervisors to determine if the supervisors misuse their positions, give some individuals preferential treatment, abuse their authority or tolerate dishonesty. That’s why it’s so important to lead by example.
“If you treat people in a fair and equal manner, you will likely find that your employees will work harder, more professionally and in the end, provide a better work environment for everyone. A dictator you need not be, but a pushover you can’t be either. Fairness equals respect.”
Good stuff, DJ.
Along with the top down tone-setting approach, and in the appropriate balance, I would add that it’s also important to create a culture where the entire team has a sense of “ownership” in the company mission, objectives, strategy and tactical aspects of the work they do for the organization.
And…They must each become leaders as well. That way they are working for something bigger than a pay check, and in a sense, working as intra-preneurs within the company— complete with pride of ownership and not only the willingness to comply with rules but the desire to create new ones that serve the mission.
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