InTents April/May 2022 - 44

business | management
Developing the team
Employee behavior refl ects your management style.
by Jason Bader
E
Employee training is harder than ever.
Staffi ng shortages have forced many
companies to hire employees they
would not previously have considered
suffi ciently qualifi ed for a position. This
often results in managers being faced
with the challenge of facilitating the
development of personnel with different
levels of skill and experience, as well as
the risk that employees will later take their
training and experience elsewhere.
very business owner I have ever
worked with has always wanted to
surround themselves with better people.
Having a solid team of highly skilled individuals
with differing strengths will ultimately
make running the business easier.
It's really satisfying when you don't have
to look over every aspect of the operation.
This conidence in the team allows
for creative vision and strategic planning.
But in order to be granted this freedom
to create, we must irst clear the hurdle
of employee development. The challenge
is this: How do we manage the personnel
development of an organization whose
members have differing levels of experience,
aptitude and motivation?
Start with the leader's attitude toward
employee development. I have met many
managers who have an innate fear of training
their employees. They don't want to enhance
their employees' skills to the point
that they will seek employment elsewhere.
This type of manager wants to retain employees
through control and coercion. I see
them more as sheep herders than anything
else. They are certainly not developers.
I was always taught that the responsibility
of a manager, or a good leader, is
to prepare employees for the challenges
ahead. Developing their skills, whether
directly related to the business or not, is
just part of the deal. Sure, this approach
requires a little more work, but the caliber
of employees is ultimately so much better.
They thrive while working on your team
and appreciate your efforts.
44 intents april-may 2022
In the 1960s, Douglas McGregor of the
Massachusetts Institute of Technology
(MIT) spent a great deal of time studying
motivation and leadership. While
exploring how supervisors viewed their
employees, he came up with the Theory
X and Theory Y styles of management. A
Theory X manager inherently believes
that employees are not to be trusted and
will avoid work if not monitored or incentivized.
The Theory Y manager believes
that employees have interest in their
work and can be self-directed, seeking out
new challenges to better themselves and
the company.
What McGregor found is that employee
behavior and motivation mirrored the
type of manager they worked for. The employee
under the Theory X manager became
less productive and required more
supervision, while the employee under
the Theory Y manager became more selfdirected.
Essentially, a large part of developing
the skills of your employees comes
back to what type of leader you are.
Assuming that we are all striving to be
more of a Theory Y leader, one of the core
tenets in getting employees interested in
their own development is getting them
to see the big picture. I believe that sharing
inancials is one of the best ways to
make people feel like they are part of the
organization. Why should they try to get
better if they don't know where they are
now? Many employees don't even know
the structure of the company. Taking this
one step further, some of your newer

InTents April/May 2022

Table of Contents for the Digital Edition of InTents April/May 2022

InTents April/May 2022 - Cover1
InTents April/May 2022 - Cover2
InTents April/May 2022 - 1
InTents April/May 2022 - 2
InTents April/May 2022 - 3
InTents April/May 2022 - 4
InTents April/May 2022 - 5
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InTents April/May 2022 - Cover3
InTents April/May 2022 - Cover4
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