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Empowering employees to do their jobs is one of the quickest and most drastic ways you can change your firm. It is also one of the most difficult things for some owners to do because it means ending the cycle of micromanagement.
Micromanagement kills productivity and the morale of your employees. If you feel that you have to micromanage an employee, you either have trust or control issues. Trusting an employee boils down to the belief that the employee can complete their job accurately and efficiently without your intervention. If you do not trust that an employee can do this, you must either learn to trust through effective management-style communication with the employee or you must find another employee.
If the issue is control – whether it is over the business as a whole or over single employees – you must learn to let go or accept the fact that the growth of your firm is going to be significantly impacted. If you cannot avoid micromanaging because you want to be able to control every aspect of the work leaving your office, you would be better suited to getting rid of all of your employees and running a one-person business.
Empowering employees to do their jobs helps the managers free up more time to be productive and increases employee morale by giving the employees more of a sense of responsibility in their work. As employees are trusted to complete their job accurately and efficiently, they feel more responsibility for their own work-product and there is more buy-in from the employee in the operations of the firm. You can double down on this buy-in by including all of your team members in strategy discussions and encouraging them to participate in growing the business in any way they can. Once good employees feel trusted and that their input is valued, they will invariably feel less like a commodity in a business, and more like a valuable member of a team that is all headed in the same direction. This comradery usually lights a fire under people to help them better their work and attitude, but keep in mind this might not extend to a personal friendship. You sign their paycheck so don’t be surprised if they don’t interact with you the way they might with other members of the staff – and don’t take it personally.
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Brian Luper, Partner, is an attorney licensed to practice law in California. Brian joined The Strategic Implementer in 2014. Brian graduated from the University of Tennessee in 2006 with a degree in Economics and after obtaining a JD from Southwestern Law School in Los Angeles in 2009, he went on to start his own law practice with two partners. Brian acted as managing partner of the firm, obtaining millions of dollars of recovery for his clients. He left the law firm life in 2014 to join The Strategic Implementer because his true passion is working with business owners and helping them achieve their goals and he wants to share that passion with other firms.