Beware Of Getting Too Friendly With Staff

One of the most commonly witnessed errors committed by most individuals in positions of leadership, especially volunteer leadership, is that they try to befriend the paid staff. Rather than viewing the relationship as strictly a business one, they often treat the staff as friends rather than employees. While a business owner rarely errs in such a manner, and generally prioritizes effective performance, etc., volunteer leaders often blur that line which should be distinct. While paid staff should always be treated with kindness and respect, a volunteer leader must remember that these individuals are employees hired to do a specific job or jobs. When the employee / friend line is blurred, it often creates a situation where staff members perform at far less than optimal levels, often being permitted to continue that way for many years. Since volunteer leaders only serve for finite terms, paid staff members generally are employed for considerably longer periods of times, and often have more insight and valuable information regarding an organization. While that complicates the situation, it is still necessary for a volunteer leader to maintain his or her objectivity.

1. For well over three decades, I have worked with and consulted to over a thousand individuals in positions of leadership. In far too many instances, an individual who enters into a leadership position, at least publicly, befriends the staff. While it is smart to be friendly, it not smart to befriend. Making matters even more crucial, it is often these same organization leaders that must make employment - related decisions regarding the staff. These decisions often include renewing a contract, pay levels, duties, responsibilities and expectations. Rarely have I witnessed a new leader sit down immediately upon his ascending to his position, and having real discussions with staff. Few new leaders fully realize what each staff member does, how much time each project takes, the degree of duplication, or even the actual level of talent. Leaders should contact sit - downs like they would an interview, in order to better understand how a particular employee fits in, is needed, and is utilized. Does an organization need the number of staff that it has, or does it need either more or less? What is the staff's morale, and how do they feel about the organization? How does staff interact with leadership?

2. Perhaps the most disturbing aspect that I have witnessed is the frequency that a member of leadership complains privately about a staff member or members, but then publicly continuously applauds their performance. While it is classy, appropriate, proper and the right thing to do, to compliment good work, and to motivate staff, leaders must understand that excessive public lauding (especially when it is excessive, untrue, exaggerated or uncalled for) generally creates a staff evaluation nightmare. How can a valuable critique be given when there has not been a discussion of performance, expectations, or areas of needed improvement at previous points? Organizations often find themselves backed into a corner, and often keep the wrong staff members, or overpay for them, because those in positions of leadership wanted to be the good guys or pals, and refused to handle this essential aspect of staff leadership and oversight.

Organizations utilize paid staff in order to let them either provide services or implement projects or programs. Just as in the for - profit business sector, effective leaders must treat staff as employees and indicate what they expect and how an individual must perform.