27 May What is your management style?
In these challenging times there is a tendency for owners and managers to ‘bring out the stick’ to drive improved performance and commitment from their staff. Neolithic managers that proclaim their staff “are lucky to have a job at all”, beware!
Employees’ may be fearful of losing their jobs and comply to increased demands, but many just ‘keep their heads down’, biding their time until the right opportunity comes along to leave if the ‘stick’ style is part of your business culture. This is no way to build and maintain a successful business.
We know that in times of adversity there comes great opportunity but how can you take advantage? How will you sustain and grow your business and team in today’s economic climate? How will you maintain a competitive edge?
Your most valuable business assets are your people. Are you looking after them? Are you proactively developing their skills, motivation and commitment? Will this valuable asset of knowledge, experience and loyalty wither and die as resources become more and more scarce and more is demanded without true recognition and reward, or will you develop and enhance your and their skills?
How do you communicate with your people? Are you clear and concise? Are objectives, responsibilities and parameters clearly defined and explained? Are you guilty of delegating more and more work without providing the right level of support and guidance, only to find the job wasn’t done to your requirements or the person you delegated to is de-motivated and uncommitted?
Do you delegate less and then take on more and more yourself, feeling burnt out and swamped?
“Why aren’t they driven and committed like me?” A thousand owner and managers cry!
Unless managers take responsibility to communicate clearly, provide encouragement and the correct level of support they will be managing a disenchanted and unproductive workforce.
Owner and managers need to look to their management style and review their business culture and processes to ensure commitment is high and procedures are not obstructive.
Joseph P. Kennedy said, “When the going gets tough, the tough get going”.
Ask yourself some tough questions and analyse the impact on your team:
- How do I communicate objectives, expectations and parameters?
- Are job descriptions clear and concise?
- How is information disseminated?
- What is rewarded?
- What is punished?
- How do I engender loyalty and commitment?
All of us want purpose, recognition and respect from our work. So, put that stick away and truly acknowledge how important and valuable your people are to you. Treat them well and they will help you build the veterinary practice of your dreams!
By Debbie Robinson