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O P I N I O N
Taking care of your team Transparency, training, and feedback are all important, but so is remembering that people don’t live to work, they work to live.
I n recent TZL articles you’ve heard my thoughts about sharing the company’s financial results with everybody, building a dream team, how to purge underperforming project managers, and making the difficult decision to part with misaligned members of your leadership team. In this article, I would like to discuss what we’re doing to take care of our very valuable team members.
Will Schnier GUEST SPEAKER
Does BIG RED DOG do each of these things well? Hell no! Any member of our team can tell you that, and if you asked, I suspect that they would be very honest. But we do work every day on delivering on those promises and we regularly seek feedback from every level of our organization on how we’re doing in that regard. Transparency is paramount to how we operate our firm. From day one, we’ve maintained an open book and open office mindset. Following the “What does taking care of our team mean to us? It means transparency. It means feedback on how team members are doing in the form of regular formal and informal reviews.”
Purging underperformers at every level of the organization is critical to creating an admirable, well-run firm. It’s required. But so is what we do every day to help make our team members feel like their toil is not in vain. What does taking care of our team mean to us? It means transparency. It means feedback on how team members are doing in the form of regular formal and informal reviews. It means demonstrating that there is an executable plan in place for the company and for the individual. It means providing training opportunities where our team members can learn from each other and from our company leaders and clients. It means having a well-conceived menu of benefits. It means that there is upward mobility in responsibility and pay for proven performers. And it means making exceptions for exceptional team members or circumstances.
See WILL SCHNIER, page 10
THE ZWEIG LETTER November 13, 2017, ISSUE 1224
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