The success of a remodeling firm — or any business — requires teamwork, which is why there are three teamwork-related editorial pieces in this issue. Every team needs a leader or manager, and I believe I manage the Qualified Remodeler editorial team pretty well. Like everyone, I have my weaknesses, but today I am sharing some of the well-received elements of my management style with you, with hopes you can apply them to your team if you’re not already doing so.
Let people do their jobs. No one likes a micromanager, so don’t micromanage your team. Instead, train your staff and let them do what they’re paid to do. Share with staff how you would accomplish a specific task, but also understand there is more than one way to get a job done, and your way might not be the best option for someone else.
Maintain steady communication. Find a way to have conversations with each person on your staff on a regular basis. Schedule meetings if that’s what it takes to make it happen. Whether it’s once a day or once a month — do it. Before some meetings I’ve thought I wouldn’t have anything to discuss because I had talked with the person the day before, but something always comes up. If nothing comes up, ask questions. Is everything going well? Are they having problems with others on the staff? Are you providing enough support and direction for him or her? Are you making yourself available as often as needed? Does the person have any questions for you?
Keep an open door but closed lips. Let staff know they can always come to you with problems or questions, or when in need of advice. Literally, don’t keep your door closed if you can avoid it. If you promise confidentiality, don’t violate the trust your staff places in you or they’ll never trust you again.
Support professional development. Part of my job is to help my staff develop as professionals, even though it might mean they’ll leave one day to advance their careers. I’ve had bosses help me grow and watch me leave, so why wouldn’t I help those I work with in the same way? It’s the right thing to do.
Encourage opinions that differ from yours. I remind those that work with me to challenge my opinions when they disagree with me. This approach supports healthy discussion and debate, and introduces perspectives other than mine. More often than not, this process results in a decision better than the one I would have made on my own.
Care about the person, not just the employee. Understand that people have lives outside of work, and sometimes personal issues creep into their jobs. Occasionally, a dentist appointment or other personal phone call must be made during work hours, and that’s OK. Of course, you can’t allow employees to take advantage of the flexibility you provide, so if problems arise because of the personal issues, address them.
Do you have effective management tips to share? Do so on our Facebook page or in our LinkedIn group.