Train people to grow
Before employees come into KHS&S, they are evaluated on everything from technical skills to attitude and confidence. Beyond the initial qualifiers, Suder relies heavily on training to get employees where they need to be.
“I think one of the greatest ways to motivate an employee is to actually train them well,” he says. “Give them the tools to do their job and then let them go do it. The satisfaction that comes from that is more than any attaboy you can give somebody.”
To start, Suder gives assignments commensurate with each employee’s experience and skill set. If employees succeed, he gives them more responsibilities and more challenging opportunities. But all the while, he looks for areas that can be improved, and he attacks those with additional training.
Training — much like empowerment — is a process. Along the way, it’s crucial to acknowledge an employee’s improvements as he or she gains your trust.
“It’s important that they know you believe in them,” Suder says. “If somebody knows that I trust them and I believe that they can do something, there’s a chance that they’ll even rise above where they think they can be.”
The most meaningful way to express your trust is by assigning increasingly difficult tasks. But don’t assume your pride swells in proportion with their tasks. Explain the magnitude of responsibility you’re placing on the employee and why you think they can do it.
“People need to know they have been entrusted with responsibilities that affect the bottom line and everyone’s livelihood,” he says. “Leaders that communicate trust by virtue of what they empower their people to do are far more successful than leaders who don’t.”
Another way to display your trust is to back off and let employe
es do their jobs.
“Don’t micromanage, as this conveys a subconscious lack of trust in your people.”
Suder says he has to bite his tongue when he’s tempted to micromanage, but he has taught himself that a leader doesn’t always have to be leading to be in charge.
“Sometimes leading is following,” he says, who displays a sign on his desk that reads, ‘Lead, follow or get out of the way.’ “Sometimes when you are participating in one of your groups, you let them lead and you follow. You try to coach and support so they can get to where they need to be.”
That was the case during Suder’s recent travels to Singapore, where KHS&S is setting up an office. The meetings there were clear-cut examples that Suder was not on his home turf, and he had to turn leadership over to the regional directors there.
“I’m there to show that I care by being present,” he says. “And afterward, I might give the individual a little bit of observation or suggestion. But in that particular case, I’m following. I’m not there to run his business; I’m not there to do his job. I’m there to support him in being successful at his.”
When you step out of that leader role, which is necessary when empowering employees, you adopt the traits of a coach instead. Instead of calling all the shots, you’re simply making minor adjustments to keep the company on track.
“I think it starts with trusting your systems and people, and then helping guide the outcome so that it is consistent with the vision and character of the company,” Suder says. “Coaching requires … asking pointed questions that would require your people to make sure they too are seeing the bigger picture the way I do.”
Suder draws the illustration of employees wearing bigger glasses as they move up through the organization. It’s his job to make sure their new lenses are in focus when they make decisions.
