Use ideas. I always take (an idea) in, and I try to incorporate it the best that I can, even though I don’t think it’s a good idea, and try to figure out how I can make it a part of what we are doing some way. So, I can respect and care about the fact that they brought me something new. You have to respect the person for the fact that they really thought it was important to bring you something.
People care that you care, and once you show them that you care, they feel proud of the fact that they did care enough to bring a new idea to the company. Then, you can even mention it along the way at the staff meeting that, ‘Carol brought in an idea today, and we are trying to work with it.’ Just try to respect the person for the fact that they brought something to you.
Don’t handle managers’ issues. If your senior managers are good people, then that should rarely happen. It’s when people come to me to discuss that, I try to listen to what they are saying and then I say, ‘This is something really you need to talk (about) with your direct report.’ So, I probably will follow up to talk with the direct report to relay the conversation and just make sure that gets managed by whomever they directly report to.
Very good senior managers understand the value the employee brings to the table. If that employee really brings everything to the table, I think they will understand that they just missed it and should accept it in the right vein and move on.
Wait for employees to adjust. If somebody is dishonest, I like them to leave right away. If somebody is trying to find their way into the culture, I think you need to work with them, give them time and give them an opportunity to become a part of it because a lot of people have not come from a creative entrepreneurship background, and coming in is a new experience. Sometimes they have tremendous talent that’s just never been shown before, and you give them the opportunity and, all of a sudden, you have a wonderful employee there who is part of your culture.
It’s the leader that has to speak to it at all times because otherwise the managers don’t feel reinforced to begin with because everyone has their fires to put out every day. So, I reinforce that with managers, and then I reinforce it with staff meetings at least once a month.
Check your ego. For me, as a leader, I have always said, ‘Don’t ever look to respect me because of my title or the fact that I have anything to do with your paycheck. Respect me because of what I bring to the table.’ Our future is based on our creativity and it’s all up to us. We have what it takes. We don’t have any debt, we’ve got plenty of cash, and we have a great future in our company. What our success will depend upon is our ability to be creative and execute.
How to reach: Sharps Compliance Corp., (713) 432-0300 or www.sharpsinc.com