| There are plenty of things to keep in mind when | | | | have to be defined by where they work. Rather, |
| you run a business. However, at the forefront | | | | they should be allowed a little more freedom and |
| should be how you hire your employees and then | | | | flexibility. However, many bosses are reluctant to |
| how you treat those employees after you've | | | | let up on the whole 9-5 workday theory because |
| hired them. Many business owners fail to take into | | | | they are afraid that their employees will take |
| consideration the fact that if it weren't for their | | | | advantage of them. While it is reasonable to think |
| employees, they wouldn't have much of a | | | | this way at times, you sometimes have to branch |
| business to begin with. While you want to keep | | | | out and test things out for yourself. At a larger |
| your employees happy, you also want to make | | | | company, it can sometimes be difficult to know |
| sure that you're not crossing that thin, invisible line | | | | the individual habits of each employee to know |
| where soon before you know it, you've given | | | | whether or not they are trustworthy individuals. |
| them too much and they are taking advantage of | | | | However, if you are managing a small group of |
| it. | | | | people, then it is much easier to see who has and |
| Many business owners tend to have Type A | | | | has not proven themselves to be a reliable |
| personalities where they want everything done | | | | member of the team. |
| yesterday and what an employee does gets | | | | The other thing that people in supervisor positions |
| scrutinized severely. In once situation, I know of | | | | need to be aware of is micromanaging. Nothing |
| someone who was hired to do a particular job | | | | turns people off more than being micromanaged. |
| and had two supervisors pulling him in different | | | | From checking in too frequently "just to see how |
| directions. The one supervisor wanted everything | | | | things are going" to wanting constant updates to |
| done with meticulous detail but then handed him a | | | | the hour of what work was completed, |
| huge list of tasks to complete for the day. The | | | | micromanaging not only drains company morale, |
| list of things couldn't get completed unless he | | | | but it kills employee motivation to want to do any |
| chose to rush through them. Upon telling his | | | | better. It is also one of the leading causes for high |
| supervisor these concerns, the supervisor didn't | | | | turnover rates at certain jobs-especially those |
| care what he had to say. No doubt, this person's | | | | that don't pay as well. After all, who would want |
| desire to work for the one supervisor | | | | to go to work knowing that once they get there, |
| deteriorated quickly soon after. | | | | every little thing that they do will be scrutinized |
| When you run a business, there is a saying that | | | | ten times over? It's draining. By working together |
| the happier your employers are, the better job | | | | with employees, managers can help overcome |
| they will do. And it's true! Just look at the folks | | | | this desire to micromanage. We need to work |
| who work for Google. There are all sorts of | | | | together as employees and employers to |
| perks as well as incredible flexibility that come | | | | communicate more effectively and trust one |
| with working for such a company. People shouldn't | | | | another. |