Q. How do you create an
environment where employees
can work independently?
We don’t have the kind of firm
that everyone has a supervisor
and that supervisor’s looking
over their shoulders to
make sure they’re doing
what they’re supposed to
do. In most cases, they’re
given something to do,
and then we’re waiting to
see if they get it done.
You reach a certain
point of growth that you
recognize that a lot of
creative ideas — not just
your own — are important. If you listen and
never implement any
ideas from staff, it doesn’t
set a positive example; it
basically says that you
don’t value their ideas.
The way you show value
is by implementing ideas
of others, regardless of
who they came from.
It’s important that we have
strong relationships, healthy
relationships among our people.
Q. What are the keys to
developing strong relationships with employees?
Keep it simple. Follow the
basic tenets of what does the
employee want to get out of
their job.
In most cases, it’s they have certain skills and want to be
able to exercise them? And
have you provided the environment where they can exercise
their skills and they are noticed
for exercising their skills and
given the appropriate accolades
when they are?
Showing respect means
appreciation for what other
diverse talents exist within
your company, whether they
are large or small — for example, we appreciate our receptionist because she does such a
good job at making that first
impression. When people call,
they like talking to that individual and want to know if the rest of the firm is like that person. We respect that just as
much as the talented designer
who wins awards for us.
Q. How do you set an
example of respect for
employees to follow?
It’s not just us saying, ‘Do as
we say, but do as we do.’ Over
the years, we’ve been able to do
that, and therefore, it doesn’t
necessarily have to be communicated in words all the time. …
‘Have you ever seen such and
such act this way or act in a
negative way?’
When you have to answer,
‘No, I haven’t seen the head of
this division act a certain way,’
then that example is one you
should be following. The same
way with me. … I can’t expect
others to behave a certain way
or handle themselves in a certain way if I myself am contrary
to those standards.
It’s a matter of personality.
There are plenty of leaders who
are outgoing and can contribute
to how comfortable their people
are. In my case, and maybe
other cases, where we’re not
necessarily outgoing, it’s important to self-assess what you’re
comfortable doing. The importance is to understand each person’s strengths that can be capitalized on and used as an example of what you hope will show
your employees and clients that
you are dedicated to serving
them.
If anything, you’re trying to
respect them, and they, in turn,
will respect you back. If you
are not respectful to your people, they will not recognize you
as someone who is caring or
has concern about their well-being.
HOW TO REACH: Moody•Nolan Inc., (614) 461-4664 or www.moodynolan.com
