NFIB

Inspiring Creativity and Self-Sufficiency in Employees
03/ 28/ 2002

George S. Patton, the famous United States World War II general, once said: "Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity."

This is one of the cardinal rules for managers and owners of small businesses who wish to develop self-sufficient employees. Because owners may have established their businesses themselves and are familiar with every aspect, they often have a tendency to prescribe exactly how things should be done. This can limit and ultimately reduce the creativity and effectiveness of employees. Jeffrey Moses discusses the idea in today's Workshop.

A small business runs on orderliness. Systems that are in place make everyday operations smooth and efficient. But when new projects are planned and begun, managers should be wary of prescribing exactly how employees should accomplish the stated goals. Instead, employees should be given leeway to come up with their own creative ideas. Managers should step back, reviewing instead of directing and contributing instead of controlling.

Previous Workshops have mentioned the necessity for allowing employees to achieve their full potential. Only then does an employee feel truly satisfied and worthwhile in his or her profession. By setting goals, then letting employees work out the step-by-step details of achieving the goals, managers facilitate this full development of employee potential. Nothing is better for the long-term growth and stability of a small business than to have a number of such employees.

This of course does not mean that managers should avoid periodically reviewing and commenting on the progress of projects. At the start of projects, schedules should be set, with predetermined stages of completion. These stages are the perfect point for managers to make their reviews and to work with the employees involved in the project to make any necessary adjustments.

A manager would never feel confident simply stating end goals and then letting employees "have at it" unless the employees are experienced and trusted. In this sense, management involves an ongoing commitment to helping employees gain the skills and confidence that enable them to work on their own. Every manager wants to locate people who can handle projects with little guidance but in reality, such employees are developed, not simply hired and put to work. The development of employees of this caliber usually involves letting them plan the steps toward achievement of stated goals, then strategically reviewing the project as it progresses.

General Patton, in the chaos and intensity of World War II, probably had minimal time to train and work with his officers. With the pressures of war, he likely had no choice but to set objectives and let others figure out how to achieve them. From his comment at the beginning of this Workshop, this method seemed to work -- even in something as monumentally important as a World War. It's quite likely you'll often be surprised--and gratified--by the results of your experienced employees when left to their own devices.

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