Do You Work for Your Employees?

I began my first management job at the age of twenty-five as the General Manager of a waning boutique hotel. I was younger than 95% of the 40 employees under my supervision and I was petrified. Not only was I responsible for creating and implementing a strategy to turn a profit, I was responsible for the livelihood of this workforce, some of which had worked at the property for thirty-plus years. To say that I was doubtful in my aptitudes and experience to prosper was an understatement.

Twenty years and several management jobs later, I have had the experience of my mistakes and successes. There is at least one thing I did right during my time at that now thriving hotel. My attitude and actions exhibited to my employees that it was I, who worked for them. My first week, and consistently after, I met with each staff member to learn from them, find out their challenges, talk about their needs, and show them that I truly cared. I worked alongside the housekeeping staff, took shifts with the hospitality team, and listened intently to the wealth of knowledge offered to me by the long-time maintenance manager. It was these acts that earned the respect of the team, not initially given to a young and unexperienced leader.

Don’t get me wrong, I have made plenty of mistakes managing people over the last 20 years. The key to maximizing on those? Admitting when you are wrong, and learning from the blunders and from the achievements. Below are a few tips I can share with you.

• Your employees need to know that you have their back and that you care about their development. It is your job to learn their unique strengths and aspirations, to guide them in a positive direction.
• Employees are individuals. Find out what is needed to make each of them feel appreciated. This may be one-on-one chats, a personal thank-you note, or more flexibility in their work scope and schedule.
• Check in regularly and be sincere. Keep the lines of communication open and transparent. Ensure you are balanced with both positive affirmation and developmental feedback.
• Be vulnerable. As an employee, I have encountered many stoic managers, but it is those who can be vulnerable that I have the most respect for. These leaders are not afraid to expose their weaknesses, nor change for the betterment of their staff and company. Showing vulnerability can be a strength in your leadership style.

Lastly, ask your employees how you can help them. “How can I be a better manager for you?” You may be surprised at their response, and they will appreciate your willingness to grow and learn as a manager. When your work environment has this type of positive work practices, it will impact the climate of your team and improve work engagement and performance.