Look, I get it, you hired those people because you need specific tasks completed and specific benchmarks attained. You’re not here to make their dreams come true, and you’re certainly not their Disneyland. Fine. You’re right. No argument there. But you need to hear this: if that’s where you stop thinking when considering how to treat your employees, then you are missing out … and soon enough you might be missing them.
Think about it. You want your company, your department, whatever you’re in charge of to be the best, right? Then why leave talent untapped and ability on the table. Get it out in the light and see what sort of benefits it can bring. Get creative if you have to. Don’t worry about inside or outside the box. Forget the box. Just work with the people you have without being so married to the positions you have them in.
Two Leadership Styles
Now, before we go any further, we’re going to address the elephant in the room. Leadership style. Yes, there are multiple leadership styles. You have one. You probably have more than one, but you definitely have one that’s your sweet spot. See, while there are multiple leadership styles, they all boil down to one of two approaches. Either you rule like a dictator, everyone has their place and their point for being there, or you lead with your eyes open, understanding that your people are people first. Yes, they do a job, but they are much more than just that job.
What Works Best?
If you choose the former approach, you will get things done, but you will leave a lot on the table. Choose the latter, and your staff will have more freedom to blow your mind … and they may just blow the lid off any unnecessary limitations you or your program have imposed on your business.
Now, you need to understand if you choose the latter approach, you will still need some structure. Even creative people – especially creative people in a creative culture – need some checks and balances. There needs to be specific metrics, because, as you are already saying to yourself, there are still specific jobs to accomplish. The bottom line here is not to ignore what needs to be done. It’s to realize you don’t have to stop there.
Elie Hirschfeld is NY real estate developer.