Once again, you have hit the nail on the head! As a leader, the one thing I always strived to do was be able to complete the same task(s) my associates had to do on a daily basis.
I also communicated to them that I would not ask them to ever do anything I would not do myself. Usually, I would handle the situation as to not put them in an awkward position if the actions taken were questioned at a later time.
The only thing I would not do is support a “rogue” decision. If they had a situation, came to me and had a discussion and came to the same conclusion, I would always stand behind them…I could only do that if I had knowledge of what was taking place.
I also strived to keep my associates doing what they did best.
For example, when I was in banking, and the tellers were short-handed, I would get cash and take transactions while my bankers were able to continue having conversations to provide solutions for clients. This allowed for those associates to focus on their every day roles, meet their production goals, which meant the branch would be one step closer to meeting its goal (my goal), our district’s goal, so on and so forth.
Once again, you have hit the nail on the head! As a leader, the one thing I always strived to do was be able to complete the same task(s) my associates had to do on a daily basis.
I also communicated to them that I would not ask them to ever do anything I would not do myself. Usually, I would handle the situation as to not put them in an awkward position if the actions taken were questioned at a later time.
The only thing I would not do is support a “rogue” decision. If they had a situation, came to me and had a discussion and came to the same conclusion, I would always stand behind them…I could only do that if I had knowledge of what was taking place.
I also strived to keep my associates doing what they did best.
For example, when I was in banking, and the tellers were short-handed, I would get cash and take transactions while my bankers were able to continue having conversations to provide solutions for clients. This allowed for those associates to focus on their every day roles, meet their production goals, which meant the branch would be one step closer to meeting its goal (my goal), our district’s goal, so on and so forth.