Creating the right attitude is critical to structuring 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 every 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. Word will travel fast. Promote that concept. Send a monthly memo to everyone 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 agents of change. 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 that is not personal matters. Be proud and announce the fact that there will no longer be any 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 transmitters of direction. Educate line employees to let them know that 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 that you care. All this is part of the structuring of an environment.

Create a mental image of what the company is; where you want to go and how you are 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 discourages mavericks and risk takers

The easiest way to suppress discretionary energy, the energy that is given voluntarily, no matter what the cost, is a micromanagement style that scrutinizes every decision an employee makes. You can kill the spirit of him. It destroys trust. If any of your employees joke about you being a micromanager, back off. Where there is smoke there is usually fire. Micromanaging can make you feel like you’re in control, but really 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 their employees that maximizes the profitability of their 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 business 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 business with an innovative mindset often encourages micromanagement and doesn’t allow employees to develop their skills and maximize 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 about Leadership

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

Coherence and fairness

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. He 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 kind 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 you act. Empowering employees allows them to use their own initiative, their own creativity and discover things that you would never imagine they could achieve.