How effective leaders build strong bonds and get better results
I was looking out my office window, watching early fall leaves dance in little whirlwinds in my yard, when I saw Russ T. Blade’s reflection pop up behind me in the glass. Rusty, as regular readers know, is the miniature, imaginary produce manager who appears occasionally to talk shop.
Rusty: Sorry, I didn’t mean to startle you. I also love seeing the change of seasons out there.
Me: Yeah. It’s a good time of year, seasonally. The produce aisle reflects fall’s bounty. New crop … everything: apples, pears, potatoes, onions, so much more — and more to come.
Rusty: I liked to coach my crew with each season. For the new clerks, certainly, but it doesn’t hurt to remind even the seasoned people on my crew what items are on the horizon.
Me: Of course, a good manager doesn’t stop with product knowledge. I’ve been blessed to have some good — and I mean exceptionally top-notch — mentors in this crazy produce game who left a profound impression on how to manage people. After all, without experienced people in an organization, nothing else seems to go right.
Rusty: I’ve learned the same through the years, too. I have decades of management under my belt. I’ve found that once trained, my crew can be trusted completely, even when I’m not here. They know what is expected and deliver, many times beyond expectations.
Me: That’s what I’ve always aspired toward. As both an employee as well as when I’ve been relied upon as a resource for produce managers and their crews. I wanted to ensure that no matter who reports to me, or who I answer to up the chain of command, we build a bond of sorts. In other words, as an employee I tried to convey that you can count on me being in the right place, doing my job to the best of my ability, with minimal supervision. Absolute trust.
Related: More insight from Armand Lobato
Rusty: And what about the other end of the spectrum?
Me: Most employees want to do a good job. I expect complete reciprocation. That is, as a manager I would give an employee as much as possible; meaning that if they prefer certain shifts or days off, or other specific working conditions or pay increases, if it’s in my power to provide it, I do. All I ask in return is an honest day’s work.
Rusty: I like that. I try to do the same. I bet I know how that works for each of us.
Me: It usually works out well, right? I remember overhearing some produce clerks on my first crew one day, surprised that I took this approach of offering whatever I could do for them. It caught them off guard.
Rusty: That’s because too many managers think only a two-fisted, my-way-or-the-highway approach works best.
Me: Kind of like the 1903 Jack London classic adventure novel, “Call of the Wild.” The law of the club and fang on the sled dogs may have worked to some degree, but it’s not nearly as effective as the dog’s complete effort and devotion towards a kind, empathic master. It doesn’t mean a manager rolls over and capitulates to every whim. Rather, an exceptional leader insists upon wholesome discipline, high standards, along with genuine consideration.
Rusty: I’ve heard a related line: If you want to keep this dog under the porch, you should at least pet me once in a while. Ha! But seriously, employees don’t ask for much: good work conditions, decent pay, appreciated and treated as a part of the team.
Me: Communication is key. I once heard a story told by Dwight Eisenhower, a World War II U.S. general who later became president. He demonstrated how good leadership was like a piece of string he placed on his desk. He said if he pushed the string around, there wasn’t much he could do with it, no matter how hard he tried. However, if he pulled the string, it would follow him everywhere.
Rusty: A few scattered leadership thoughts here, all right. One thing’s for sure – strong leadership produces the best results. We never forget our most effective teachers and later our most admired leaders, however few they numbered.
Me: It isn’t easy, but we should all strive to be among the few, the best.
Armand Lobato works for the Idaho Potato Commission. His 40 years of experience in the produce business span a range of foodservice and retail positions.
