By Bernadette A. Sahm
My husband and I have more than 50 years collectively as “managers” and have witnessed all kinds of behaviors in the workplace from both management and employees. With Covid-19 still being so fresh, we see how this has left a lasting impact on both leadership and their workforce.
Much has changed since we entered the workforce more than 40 years ago. It used to be that if you held one or more career jobs that was the norm and those that garnered many jobs were looked at with a discerning eye. Why can’t “they” keep a job? Today it is not uncommon for very successful employees to hold numerous positions with varied companies in their career and it is often deemed both healthy for the employer and the employee.
There are all kinds of management styles from the micro-manager to the absent manager. Some managers like to be hands on, and control all their teams and some delegate to varied skilled staff members and others are absent.
In my career I have been very blessed with managers that were so positive that they promoted much productivity. These were the cheerleaders and the appreciative ones. When I was a Realtor, my manager was so positive and thought so highly of you that you never wanted to let her down. I was highly successful and as the youngest agent was consistently in the top 25% in productivity. Her replacement was the complete opposite and was critical, untrusting and a micro-manger. She never seemed happy, and our office production suffered as a result. She didn’t last long.
Later I went into nonprofit work and had the absolute best time working for the company President. He was a true visionary and a real character, with limitless energy and deep dedication to the mission. Almost immediately he tied me to the Leadership Development Team where I was 1 of 17 members. I was so energized, and I learned so much about nonprofit work and special needs education. The best part of the leadership team was taking in other ideas and contributions from colleagues that were engaged in everything from teaching, social work, psychiatrists, doctors, operations, finance, and development. The ability to share and to view our work and the company mission through other paradigms was priceless.
Some of the best conversations my husband and I share is our kinship in management style. We both believe that you hire the best people and then give them the necessary tools to do their job. In today’s market there is no room for micro-managers. Old school techniques are often viewed as abusive by the younger generation. They are hungry to succeed and want the support they need with guidance that comes from those who came before them with experience. My husband is a great manager because he is so level and even keeled, he is honest, and kind and mission driven. He knows how to last and how to get along with all kinds of people.
Skills can be taught, the ability to get along with co-workers that come from different skill sets and offer diverse abilities and talents are so valuable. Getting along in a positive and productive environment is stellar for any organization.
When it comes to my style, I like to promote people from within and give them the room to grow and the necessary tools for success. My greatest contributions to the workforce might not be my own gifts and talents as much as the young people who learned from me or interned for me and have gone on to do great things in their own careers.
Positivity promotes productivity … it really is that simple!
Bernadette Sahm began working as a teenager as a volunteer Candy Striper at a local Catholic Hospital and a Camp Counselor, later she became a real estate agent, shop owner and author before a long career in fund development for a few nonprofit organizations.
Bernadette A. Sahm 