Do lunch
Another way Lehne keeps up with the details of her company while not getting in the way of her managers is by taking employees to lunch.
This allows formal and informal discussions to occur and also sets the precedent that you want strong communication in your organization. You can also use this opportunity to show them the appreciation you have for the work they are doing.
“Since the ultimate success of any company depends in large part on the hard work, ingenuity, productivity, enthusiasm, loyalty and teamwork of its valued staff, little things like taking them out to lunch, recognizing them for their years of service and extra special performance is very important — not only to the employees but also to our bottom line,” she says. “When employees feel like they are appreciated, their productivity increases. When they believe their opinion counts and are encouraged to participate in the management process, employees tend to offer all sorts of ideas to make things operate more efficiently and effectively.”
Lehne tries to take groups out to lunch about once a week. Of the 60 employees working in the main office, Lehne will rotate groups of three to eight people to make sure she stays in touch with all employees. Do the lunches in groups to avoid awkwardness with an employee who might be a little nervous talking to the boss.
Don’t make the lunches mandatory, and don’t come in with a set agenda. If something in particular needs to be addressed, have a meeting in the office.
“A lot of it is on a casual basis,” she says. “Sometimes we talk about things in the office … but a lot of that I try to keep on a personal level just to make them more comfortable.”
In addition, mix up groups from time to time to build some cross communication between departments.
“We are always trying to build teamwork within our company,” she says. “We have our separate departments, but you are always wanting everybody to work as a team.”
Delegation is never easy, but just remember that nobody is perfect and be proud once you’ve taken the first step and actually delegated.
“I would encourage every CEO to delegate and make those who have been given the authority responsible for the performance,” she says. “The CEO must set the direction and mission statement; from there, management’s responsibility is to see that the goals and objectives are carried out.”
How to reach: Sun Coast Resources Inc., (713) 844-9600 or www.suncoastresources.com
