1. Lack of pro­fes­sion­al­ism

South Florida Sun-Sentinel (Sunday) - - Success -

very boss wants to be trusted and obeyed. If em­ploy­ees are do­ing what you say and stay­ing loyal to your com­pany, you are very lucky. Many en­trepreneurs ex­pe­ri­ence tremen­dous dif­fi­culty in both depart­ments. So many things can un­der­mine author­ity, which ul­ti­mately pre­vents em­ploy­ees from per­form­ing to the best of their abil­i­ties.

You may ask: Why aren’t my em­ploy­ees go­ing the ex­tra mile? Why don’t they lis­ten to me when I say some­thing is ur­gent? The most log­i­cal rea­son is that, whether you in­tended to do so or not, you have given your em­ploy­ees a rea­son not to trust you or take your words se­ri­ously.

Here are three com­monly over­looked mis­takes that may be un­der­min­ing your author­ity.

Does your com­pany feel like a real com­pany? Em­ploy­ees have reg­u­lar pay­checks and ben­e­fits (health in­sur­ance, re­tire­ment plans, etc.) and do not ques­tion their se­cu­rity. But pay and ben­e­fits aren’t the only re­quire­ment for pro­fes­sion­al­ism. The com­pany must op­er­ate in a man­ner that sug­gests the boss and su­pe­ri­ors know ex­actly what needs to get done and why.

Work is not as­signed only to be for­got­ten shortly af­ter. Su­pe­ri­ors don’t say one thing this week and an­other the next. When some­one dis­agrees with a su­pe­rior, the su­pe­rior pro­vides a valid ex­pla­na­tion rather than sim­ply telling em­ploy­ees to do what they are told.

A lack of pro­fes­sion­al­ism makes em­ploy­ees un­cer­tain about the fu­ture. They get the im­pres­sion that their boss views them as ex­pend­able lack­eys who do not de­serve to be treated with re­spect. Teams should know their hard work is val­ued.

Em­ploy­ees might be will­ing to put up with un­pro­fes­sional ten­den­cies in a busi­ness’s early stages. But that doesn’t mean it can go on for­ever. So, rather than pre­tend­ing the prob­lem doesn’t

ex­ist, ac­knowl­edge such er­rors to em­ploy­ees and let them know you are work­ing on clear­ing them up.

2. Per­sonal trans­parency

The in­creas­ing trans­parency be­tween em­ploy­ers and em­ploy­ees is a bless­ing and a curse. It al­lows em­ploy­ees to get to know their bosses on a deeper level and con­nect as peo­ple. This can cre­ate prob­lems, how­ever.

You can’t blame lower-level em­ploy­ees for not mim­ick­ing your work ethic when they won’t reap the same re­wards. Even the most vis­i­bly dis­tressed bosses will have trou­ble gar­ner­ing sym­pa­thy if it’s widely known that he or she lives in a man­sion and jets off to ex­otic lo­cales ev­ery few months.

Many bosses try to avoid these out­comes by keep­ing their wealth a se­cret. But your em­ploy­ees know how well you’re do­ing. Ig­nor­ing the ele­phant in the room will only in­sult them. Don’t con­vince your­self that em­ploy­ees should be as mo­ti­vated as you when some of them have very lit­tle to show for their work.

Pro­vide room for them to move up the lad­der and dole out reg­u­lar raises and bonuses for stel­lar work.

3. Harsh­ness as a mo­ti­va­tional tool

Bosses who fol­low the old-school rule book like to be ex­tra harsh on their em­ploy­ees for the sake of mo­ti­va­tion. They might set un­re­al­is­tic goals, make sub­tle threats or throw ma­jor tantrums over mi­nor mis­takes.

But once em­ploy­ees dis­cover that there re­ally isn’t a valid rea­son for your be­hav­ior, they may dis­miss any fu­ture no­tions of ur­gency, frus­tra­tion or dis­ap­point­ment. They won’t be­lieve you when you in­form them of an im­mi­nent dan­ger to the com­pany’s sur­vival and will ig­nore you when you pitch a fit over their work out­put.

There are much more ef­fec­tive ways to in­crease em­ployee en­thu­si­asm and out­put, all of which em­pha­size hon­esty. In the past, em­ploy­ees might have been grate­ful at times to have been pushed so hard, re­gard­less of whether it was nec­es­sary or not.

But in 2018, this will only di­min­ish the trust em­ploy­ees have in you and cause them to won­der what else you’ve said to them that might not be 100 per­cent true. Be­ing hard on your em­ploy­ees when it’s not war­ranted will not achieve the same re­sults as in gen­er­a­tions past.

Adapt­ing to change means rec­og­niz­ing the new re­quire­ments for suc­cess. One of those new re­quire­ments in to­day’s busi­ness world is trust. If your em­ploy­ees aren’t work­ing as hard as you’d like them to, put your­self in their shoes. Is there any­thing you are do­ing that would give them a rea­son not to see a fu­ture un­der your helm?

Pri­or­i­tize strong lead­er­ship and you will never have to worry about not of­fer­ing more glam­orous perks again.

Jared Weitz is the founder & CEO of United Cap­i­tal Source Inc.

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