Grate: “I think you are always going to have a variety of personalities and work styles within any business and being able to balance those individuals is not always easy. Getting to know your staff is important, and learning how each individual deals with motivation, conflict and criticism, is key. Overall, I would say my management style is consistent, and communication is the biggest factor in managing any staff. My door is always open for those who need to talk to me, and I have open communication with my staff when issues arise as well as when success is warranted. I make sure my expectations are clear, and if I feel they have not met expectations, I decide if a group meeting, individual meeting or a simple memo is needed to address the situation. Again, knowing your staff and how they like to be communicated with best is important. If your message gets lost in transit because you don’t know how your staff comprehends information best, then there will always be communication breakdowns and barriers.”
Harton: “I have a core structure that
everyone and everything has to tie into, but I do allow for differences in how to get the actual work done. While I make suggestions and give a reason why something should be handled or done a certain way, it is important for them to learn and grow as they try what works. Supporting them through their mistakes as well as their successes builds trust and confidence for them.
“Te core structure is an anchor, but letting the development be a bit organic allows for individual gifts and abilities to come out. It is important for the staff to be accountable to me and their supervisors, but they also should have the training and ability to stand on their own to the degree needed for their position. Always ask, ‘Does this benefit or accomplish a positive outcome?’ Follow this when making a decision, and not so much the individual personality or agenda.”
Shaffer: “Privately yes, I vary my management style, but publicly I do not. I try to have both formal and informal
conversations with every employee as much as I can. During the private moments, you can cater to individual personalities, but in a public setting, the standard is the standard.”
Vaughan: “We do; we look for that when we hire our ‘manager-on-duty’ positions. Te more the supervisor can understand personalities and cater to all styles and ages, the more rewarding the atmosphere is for supervisors and employees. All of this is within reason, and understand that we have a facility to run. For example, if we have a scheduling program we implement, we expect all employees to utilize this investment. We flex on the learning curve and process.”
Carlson: “As much as I would like to
treat everyone the same, I just don’t see that happening. Even though everyone basically does the same job, staff can’t be treated the same. Tey are all different people so that means they all take direction, opportunity and discipline differently. I must find ways to communicate to each
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Phone: 519-235-4585 | Fax: 519-235-0744 | Email:
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