Feed Lot

SEP-OCT 2018

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

Issue link: https://feedlotmagazine.epubxp.com/i/1019360

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Page 21 of 47

22 FEED•LOT September/October 2018 not allow their employees to try to work around them and go directly to you. This will undo all efforts to establish that manager as the authority with that employee. If an employee comes directly to you rather than speaking directly with their manager, you should ask that employee several questions. Some questions would include, "What did your manager suggest you do?" or "Did you ask your manager about this?" or "Why are you coming to me instead of talking directly with your manager?" Once you've gotten the answers to these basic questions you can then get in touch with their man- ager, while you are talking with this employee, and determine what should be done. These questions and this strate- gy help the employee understand that their manager is the person that they need to be going to for these issues and if they come to you you're going to go directly back to their manager any time they come to you. Many feedlot owners and man- agers have found that when they utilize these strategies and continu- ally work to establish and enhance the level of authority of their key people, they are free to spend much more time on the major issues of their business such as long-term planning, marketing, working with customers, sourcing inputs and the other activities with significant financial impact. Don Tyler is founder of Tyler & Associ- ates Management Coaching. For assis- tance with this and other challenging employee management issues contact him at dhtyler@frontiernet.net or by calling 765-490-0353. FL N ew and younger employees sometimes struggle to understand the importance of accountability and how their position fits into the company's objectives. If your organization has clear levels of authority that are well-defined and fully established, your entire staff will know who is in charge of each area and to whom they are personally accountable. Additionally, employees often don't fully understand how having clear accountability and authority is to their advantage, how it helps the quality of the decisions that are made in the operation and its effect on overall efficiency and measurable results. Some situations where it would be beneficial to reinforce the level of authority each person has would include when a new family member joins the operation in a management role, when a new manager has been hired from outside the organiza- tion, when an employee has been promoted from within the system, or other times when there is a need for clarity on who is ultimately accountable for each area. It might also be helpful when there are sev- eral new people in the operation that have been added in different areas, several people within the organization have been reassigned, or at the beginning of the year when you are making adjustments to the organizational structure. Simple Strategies Here are some techniques to help your supervisors and manag- ers establish their level of authority with their direct reports. • During the hiring process by including them in interviews and final selection. • Updating your job descriptions and have these new managers present the updates to each em- ployee individually. • Anytime that you are revising standard operating procedures. • During disciplinary actions and terminations. • Having them lead staff meetings with you present, which shows that you are deferring to their au- thority in this area and have trust in their ability and management. • They should be accountable for the safety training in their depart- ment and all safety initiatives. • When new employees are hired they should lead that employee's orientation and training. • They should do performance evaluations and develop the performance improvement plans for their direct reports. • Anytime there are staff meetings, be sure to have your managers present information relevant to their department while you are there to show all employees that you see them as a person with authority. These simple strategies help your managers and supervisors gain confidence in their ability to lead and helps build trust through- out the organization. The more you show your confidence in them, the more their employees will show the same confidence in them as the manager of their area. While implementing and rein- forcing these authority-establishing strategies it is very important to MANAGEMENT BY DON TYLER ESTABLISHING MANAGEMENT AUTHORITY

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