Success with mavericks and risk takers

Creating the right attitude is critical to building a successful environment. Getting your employees to work with you and join in the search for better ideas, new methodology and higher profitability will transform your company from passive individualists to smart change agents and action takers.

You need “risk takers”. You need “Mavericks”. Identify each employee in that category and empower them to go out and get the job done. So what if they break the rules sometimes? As long as they don’t break the law, violate core corporate values, or embarrass the company, “Turn Them Loose.” You have everything to gain and nothing to lose. Employees will see this as a demonstration of confidence and empowerment. The word will travel fast. Promote that concept. Send everyone a monthly memo praising individuality that results in improvements.

Title your memo, “OFF the CUFF” because it is informal and honest feedback from the top. Reward and recognize risk takers. Congratulate the change agents. Then align both management and employees behind the new vision. Support this new environment by sharing the new vision, departmental goals, and strategic initiatives. Publish the minutes of each executive meeting held. Do not keep anything to yourself that are not personal matters. Be proud and announce the fact that there will no longer be secrets kept secret behind the doors of executive staff.

Educate

Educate your managers and supervisors for their new role in this new environment. Do not tolerate disappointment or deviation from the attitude or your new structure. Teach them to be coaches, mentors, and givers of direction. Educate line employees to let them know they are part of the plan, part of the new way. Teach them new skills for self-management, planning, team building, goal setting, risk-taking, conflict resolution, and negotiation. Show them you care. All of that is part of structuring an environment.

Create a mental image of what the company is; where do you want to go and how are you going to get there. This is the vision of the company. It does not reflect the personal idiosyncrasies of the CEO. It has a broad base of support and acceptance by employees.

Micromanagement demotivates mavericks and risk takers

The easiest way to suppress discretionary energy, energy that is given willingly no matter what the cost, is a style of micromanagement that scrutinizes every decision an employee makes. You can kill the spirit of him. Destroy trust. If any of your employees joke about you being a micromanager, back off. Where there is smoke there is often fire. Micromanaging can make you feel like you’re in control, but in reality you’re only hurting yourself and the company. It only limits an employee’s ability to be innovative and creative. This can cost the company thousands of dollars because it is the creativity and innovation of your employees that maximizes the profitability of your company.

Micromanagement is a symptom

Micromanagement is often just a symptom of ineffective planning, too much compassion, and an inability to judge performance and build the strength of the bank. Developing a strategic plan for your company is a very effective way to address any or all of these challenges. I often tell my clients that the most valuable part of a strategic plan is the development process itself. Running a company with an innovative mindset often encourages micromanagement and prevents employees from developing their skills and maximizing their potential. One of the many warning signs is a high turnover rate. The reason is simple; Good employees simply won’t tolerate micromanagement and will leave to find employment that challenges them and helps them grow.

It’s all about Leadership

Simply put, effective leaders don’t micromanage. In fact, they shudder at the thought of it. Because? Because they recognize that one of their main responsibilities is the development of future leaders for the organization. You simply cannot develop future leaders by micromanaging.

Consistency and equity

To create the right attitude and structure an environment conducive to survival, growth, and success, you must treat employees the way you would like to be treated. Must be a defender of the opening. You must be sensitive to their needs. You need to understand the initial impact and healing that needs to take place in the organization as a result of contingency planning/restructuring.

A cosmic truth states that you must give before you receive. Imposing new rules, stipulations, threats, and unreasonable demands does not promote unity or trust. It is destructive to the type of attitude required to be successful. Employee consideration and input are absolutely essential in structuring a new environment. You need the support, trust and respect of employees. But, you must give before you receive. As a leader, you must know when to lead and when to listen before acting. Empowering employees allows them to use their own initiative, their own creativity, and discover things that you would never imagine they could achieve.