Delegation needs trust
You hired someone to do a job. So let them do it! Let them make a mistake so they can learn from it!
Your job is to support them when they ask for support. Not to monitor them constantly.
If you feel you have to watch someone constantly, one of you isn’t right for the company.
Give space, not solitude
Don’t get in people’s way and don’t micromanage. But make sure you don’t go too far and make them feel alone and unsupported!
Colleagues should know you’re available to help without suffocating them.
Good people want good managers
Great people don’t stay great for long if they see managers ignore poor behaviour.
Gripes go up, not down
Colleagues should feel that they can go to their boss for help. No excuses!
Everyone is different
Not everyone thinks like you. Be prepared to manage people in different ways so it’s important to understand the personalities of the team.
Know what they want
Don’t make people think you don’t care about them. Understand what your colleagues want in life – personally and professionally. Be there to help – if they want help.
Training is worth it
“What if we train people and they leave? What if we don’t and they stay?”
Employees are usually the highest cost in a company. Invest in them now they’re here!
It is alarming how few companies have a decent training budget.
Small cog?
Your colleagues will really benefit from knowing what impact their day-job has on the company.
Make sure everyone knows how they fit into the long-term plan! (if you have one – if you don’t, then you should get on that!)
Long-term plans for all
I am a huge advocate for working towards a “destination” (company long-term plan again!).
Whilst your company will have a “destination”, what about your colleagues? What do they ultimately want out of their career and how can you help them get there?
Don’t force them to make one, but if they express an interest, support them.