As a working mom at Envoy Global, Chief People Officer Kira Meinzer has a lot of empathy for parents on her team.
“Surprises and exhaustion often come with juggling work and children. I know the working parents on my team appreciate that I understand when family situations pop up unexpectedly,” she said.
As a bonus, that empathy is a two-way street, and her team offers her support in return when emergencies arise. “The whole team pitches in to help. That is the example I have tried setting from the very beginning,” she said. “Covid-19 has been extra tough on working families with young children. It’s important to be flexible to their needs.”
This is just one way Meinzer sees her people-first approach to leadership play out on a daily basis, which is why she sees it as one of the most important qualities a new manager should embody. In her view, managers need to humanize the workplace.
Great leaders know that employees are the most valuable asset to any organization. Rather than treating them like well-oiled machines from which to extract every ounce of effort, putting people first offers a holistic approach that recognizes each individual’s humanity.
“The moment a manager forgets that their reports are people before employees, they are doomed. Managers should care about employees’ lives beyond work and treat them like humans,” said Meinzer.
Built In Chicago sat down with Meinzer for more advice for managers looking to improve their leadership skills.
What can managers start doing right now to put people first?
Create psychological safety. Employees want to know it’s safe to make mistakes and their managers will be there to support them. We need to humanize the workplace. Many managers, and some organizations in general, think of the people that work there as employees first.
It’s important to communicate regularly. Implement one-on-one meetings and talk to staff regularly. Talk daily, but take time out every week or every few weeks to check in and connect. Managers should also make themselves available to answer questions and offer any approvals required so that their team can deliver.
Share the “why” behind what they do to help employees understand the bigger picture. Every piece of the puzzle is critical to ensuring company goals are achieved. This also helps employees feel needed, valued and important.
There need to be clear expectations for job requirements. Do all staff members have job descriptions that they understand? Do they know where their role in the organization starts and ends? Are the lanes clear? Clarity is very important.
Most importantly: Be a good human, be kind and show appreciation.
Be a good human, be kind and show appreciation.”
How would you describe your management style?
I’m direct, understanding and try to approach issues with an empathetic lens. Everyone on my team has different work styles and personal situations.
I have implemented measures so that results can be tracked and coupled with one-on-one check-ins. I’m able to pick up on any potential issues before they escalate. I like to think of myself as approachable and knowledgeable; I can step in and offer my own personal, professional examples regarding how to potentially approach a situation. I want my team to have fun and see the bigger picture so that we can understand the ripple effect of our work and how we are contributing to the organization’s overall goals. Sometimes we have to push to meet a deadline such as a recent systems and organizational control audit, but we find a way to make it fun and work as a team. I try to make it clear how much my team is appreciated and precisely what we achieved.
I also make sure I hire individuals who are knowledgeable and add to the culture versus just fitting in with it. It’s important to have different ideas, approaches and ways of thinking so we can all learn from each other.
How does an effective manager know when to stand back and when to take a more hands-on approach with direct reports?
It depends on whether the situation is business critical. Sometimes there is more breathing space for a team member to learn from an experience if it doesn’t work out. There are other moments when time is of the essence and the impact on the business is too great to allow room for error. In more critical situations, it’s important to step in and be direct and authoritative.
When someone is underperforming, it is important to truly understand what is causing the issues and take appropriate action. This would require more closely monitoring a staff member’s work and offering more regular feedback.
If the employee is doing work they have performed before, and they have shown mastery, I’m usually pretty hands off. The same is true when I know an employee hasn’t done the exact work but their previous experience will guide them. I typically leave it to them but make myself available to help and guide along the way.
