The Employers' Association
  An E-newsletter for TEA Members
TopJune 1, 2017 Volume 37, Issue 8
In This Issue
Upcoming Programs
Be sure to register early to receive early bird pricing for these program.


 6 -  Wage & Salary
 9 -  CPR Recertification &
       First Aid
 9 -  Bloodborne Pathogens
13 - Coaching for Improved
14 - Managing Millennial
20 - Time Management

Click on the dates for more information or refer to our program schedule

The full schedule of our July - December 2017 programs will be up on our new website within a week!  Be sure to check it often and save your seats early!

If you are interested in a program not currently scheduled, email  Penny  to be added to our future registration list.
Summer Leadership Development Programs


Thurs., 7/13/17
8:30 a.m. - 4:00 p.m.

Course Goal
To provide participants information regarding their roles and responsibilities as a leader along with enhancing skills of setting expectations and delivering feedback.

Core Leadership Skills
Every other Thurs.,
7/20 - 8/31/17
8:30 a.m. - 4:00 p.m.

Series Goal
To provide participants the essential knowledge and skills in eight key areas needed for effective leadership.

Click on program titles for more details & registration!

Interested in these programs for a larger group?  We can bring them to your facility!  Contact Jason for an Onsite estimate.
HRG May Meeting

Identifying and Managing the Violent Employee, Contractor or Customer

Presenter: Dr. Ken Wolf, Ph.D. of Incident Management Team

June 15, 2017
Watermark Country Club
7:30 a.m. - 9:40 a.m.

More details and registration.
HRG / TEA Golf Outing


Wednesday, July 19, 2017
The Golf Club at Thornapple Pointe

Join us for networking, fundraising and golf! This is the primary event to support the HRG Chapter of SHRM and the SHRM Foundation, with participants that include HR professionals, coworkers, customers, clients and friends.  We look forward to seeing you there!

More details and registration

Sponsorship available
July 4th Holiday Survey

In order to better serve our members we re-visited the July 4th Holiday since it falls on a mid-week day.  View results here.

Thank you to the 144 member participants

Questions? Contact Marla at 616.698.1167.
President Dave Smith
From the President - A Symposium on Change
by David Smith, CEO & President

The Employers' Association recently held its Leadership and HR Conference / Annual Business Meeting.  Participants learned how to implement change while recognizing and maintaining the corporate values that help to define organizational success.  We would like to thank all of you who joined us this year and offer this summary to those unable to attend.  Give us a call if you'd like to learn more than can be stated in this article - we would love to help you manage change (rather than simply respond to it) as you strive to promote operational excellence within your organization.

In order to successfully NAVIGATE change we must recognize how people are "wired" to think, act and respond.  Jay Hawreluk, author of the book Unraveling the Mystery of People (which was given to all those joining us for the day) and developer of the AcuMax Index, provided a free personality profile to all in attendance then engaged participants by identifying and explaining their level of assertiveness, preferred communication style, ability to change and need for details when making decisions or taking action.  (The Employers' Association has established a partnership with Jay to provide the AcuMax Index to members as a recruitment, internal promotion or coaching tool at a discounted rate AND to offer significant cost reductions to organizations choosing to integrate the tool into their infrastructure.)  Those present learned why people resist change, how to create effective buy-in for change initiatives and how to best implement change within an organization comprised of individuals having a number of different personality strengths and styles.  Jay spoke to both the initiator of change and the participant in change recognizing four major "personality" channels - that of High/Low Dominance, External/Internal Communication Style, High/Low Pressure Orientation (willingness to change) and the Information Channel (attention to detail).  Understanding why we react the way we do AND recognizing how others might react differently helped participants learn to navigate through change by more effectively communicating expectations, defining performance needs, seeking input from others and acknowledging the importance of information.

In order to engage those expected to change, Kathy Glynn, Owner of Blue Sky Thinking LLC, provided an overview of Emotional Intelligence.  Participants learned what it is, how it is used (and could be abused) by leadership, how to assess and identify the emotional needs of those working for you and how to lead teams to achieve defined objectives while recognizing the emotional needs of those being led.  Kathy noted that teams function most effectively when all stakeholders are acknowledged, recognized, heard and made to feel a part of the solution (rather than a portion of the problem).  Rather than telling individuals what to do and how to do it, a leader recognizing and understanding Emotional Intelligence will ask leading questions that elicit input and suggestions from those being led so they can feel invested in the solution and will work hard to help implement the change.  Acknowledging emotional intelligence DOES NOT mean that we need to "make the other person feel good and right all the time" but it MAY mean that we should not always strive to be right or feel most responsible for change ourselves.  Recognizing the needs of others and incorporating those needs into our thinking patterns will help us to be more effective at work (AND often happier within our personal lives).

In order to motivate others to change we must recognize that each individual will react to the same situation differently based on their temperament, experience, environment, upbringing and "station" in life.  Kevin Jurek, Owner of Organizational Improvement Solutions, helped participants learn about "change resilience" so they could become more adaptable to change.  Kevin noted that individuals receiving the news that their company would be shutting down (or moving, or expanding or ANY significant change event) will react differently based on their personal perspective.  An individual about to retire might welcome the news.  A skilled employee having easily transferrable skills (within an economic environment that requires his or her skill set) may see it as an opportunity to grow.  An individual having just joined the company having young children at home and a spouse that does not work might view the revelation as an insurmountable crisis.  Recognizing that our own perspectives are not necessarily the same as others AND knowing that in order to initiate change we must develop a plan which allows us to act (rather than to simply agonize and suffer) helps us to develop the Change-Resilience we need to respond to "IT" happening (whatever the unexpected and unappreciated "it" might be).    Major focus was given to unlocking our restrictive feelings, thoughts and beliefs, behaviors and personal consequences so that we might be able to better impact others.  Change happens regardless of what we try to say or do - how we react to change will define whether we "win more than we lose" or "lose more than we win" in life.

Change continued to be the focus during The Association's Annual Business Meeting with two new Board Members being introduced (Dr. Bill Pink, President of Grand Rapids Community College and Brenda Johnston, Executive Vice-President at United Bank of Michigan) and one long-time Director retiring (Art Johnson, President of United Bank of Michigan).  Chair Herb Herbruck (Herbruck's Poultry Ranch) conducted the meeting, providing an overview of the Board's fiduciary and member-advocacy role before reviewing some of The Association's accomplishments during 2016.  President Smith (whose book, Pathways and Passages to Leadership was given to all participants by the Board) was called upon to provide an overview of The Association's Financial Performance (positive for the past 6 years) and then talk about new initiatives, responses to change and succession planning during the coming years.  Following the business portion of our meeting, Kevin Jurek provided a keynote presentation about recognizing the core values that create business success and what can be done to maintain the Corporate Culture that attracted and retained employees, customers and other stakeholders during times of transition, succession and organizational change.

We would like to thank the members that participated in the day's activities and hope you left better equipped to manage change than when you came.  For the rest of our membership, all is not lost!  We are developing two courses (to be offered in the fall) expanding upon the materials presented during our conference focused on successfully implementing change within today's ever-changing environment.  Give Jason a call to learn more about our upcoming classes OR feel free to contact me should you wish to learn more about what you missed!

Visit our BLOG ( Dave's Deliberations) to view  recent posts.
Welcome New Members

The new members listed below represent employers within the West Michigan area who have joined the ranks of those committed to strong, positive employee/employer relations. It is a pleasure to welcome these new members into our family.

*Grand Rapids Symphony Society
*Inglass USA
*Lane Automotive
Newly Released National Survey

2017 National Executive Compensation Survey Report

This 42st Annual National Executive Compensation Survey provides you with vital data for paying your executive team that would otherwise be unobtainable. 47 top-level positions included and participation from 1464 organizations along with data for 9,868 executives contributed.

Purchase your copy here.

Questions? Contact Marla at 616.698.1167.
New TEA Website Reminders
  • One login - this is your personal login (username = your email address.  If you do not know your password, click "forgot password" to have it reset).
    • Login can be done from the top of our homepage, or when prompted.
    • To view your personal TEA account page, click on your name at the top of the website.
  • TEA Company Administrators only - your login will give you access to your company account page to make edits, view history of paid invoices, or pay open invoices/membership dues with credit card.  Please do not share your login information.
  • All Member Contacts (with login/TEA account) can access their account page, register for events and purchase any products, however, only the designated person from your organization can view survey reports.  Your login will also give you access to "members only" content pages, such as our Partnership listing, Member companies, archived newsletters etc...
Please visit our new website,, and view the resources available to you.  Contact us at 616.698.1167 if you have any questions.
Ten Important Items to Watch in Human Resources
by Ron Scott, SPHR, Director of Member Engagement

There is an assumption that the forms and information we used yesterday are OK to use today - but, if nothing else, the only thing constant in Human Resources is change (to federal, state and local guidelines). It is imperative that we stay abreast of the changes in our discipline if we are to contribute to the success and growth of our organizations.

The role of the Human Resources Professional is to communicate Management expectations to employees, represent the policies and practices of the organization and advocate for the needs and wants of employees to organizational leadership.  In order to accomplish these responsibilities, HR must pay attention to Ten Critical Items:
  1. Recruiting Practices: It is important that the company clearly define each job opening and the requirements (essential functions) required to perform them. If we want to "get the right person on the bus" each applicant must fully understand job requirements of the job, corporate culture and organizational expectations. We want to have the right people applying for the right job - and wanting to perform within the organization that exists.
  2. Applications for Employment:  Does your application ask the information needed for the company to assess the experience and education of the candidate? Is your application updated to reflect current legislation about potentially discriminatory inquiries or non-relevant criminal history questions?
  3. Follow Company Practices and Policies Consistently:  Do you ensure that everyone is given the policies and practices and have signed a letter of acceptance of these practices (do they "accept" the policies OR do they sign that they "have accepted them and understand them")?
  4. Document, Document:  It is important the Human Resources document acceptance of policies, attendance at mandatory training and conversations about performance of employees.  It is important that all performance reviews are signed.  If a person refused to sign, note that with your initials. DO NOT collect and document only "negative" information - rather note both good and bad performance so as not to be accused of discriminating or "singling-out" an individual.
  5. Compensation Classifications:  It is NOT OK to classify all employees as Exempt from overtime.  It is imperative that each position is tested for wage and hour classification and the documentation that determined it is kept on file.
  6. FMLA:  It is important that the employee and the organization have a clear understanding of their role in Family Medical Leave Act. The organization needs to clearly communicate the expectations of employees if they need to use FMLA before, during or after using any vacation and/or PTO time AND to tell employees when such leave begins.  Employees need to notify their employer that time away is being requested as FMLA eligible rather than assuming it is or hoping the employer will treat it "correctly."
  7. Safety:  It is necessary that all new employees become aware of the safety programs in place and that they be given the instructions in case of an emergency.  Make sure you have a signed letter of acceptance (and understanding) of these policies.
  8. Drug Testing:  Make sure all employees know the drug testing policies and procedures.  Have a sign-off of acceptance of these policies.  Giving an employee the opportunity to "self-report" can often position an employer to "treat and assist" those seeking improvement while addressing those that refuse to acknowledge an issue and put others in danger.
  9. Job transfer or Promotion:  Make sure employees know the process for job transfer and/or promotion.  Describe the intent of the policies as they relate to family and friends.  Designing a referral program for all employees can help lead good employees to your organization but you must make sure that such policies do not create a discriminatory environment.
  10. Recognition:  Design recognition programs that all employees can benefit from and that are not discriminatory.  Recognition of a good job is valued and sometimes rewarded monetarily.  It is helpful to have these plans designed ahead of time - and that employees know how awards are determined and what must be done to receive such recognition.
The list above is not exhaustive, but a reminder of the important role Human Resources can have in helping to develop, communicate and maintain the practices that keep an organization running smoothly. 
TEA offers a Human Resources Certification series (watch for schedule on our website soonthat covers these topics  and many more - and provides study training for HRCI's PHR and SPHR Certification.  Check out our website ( ) for more information or contact Jason Reep ( ) to learn about how we can help your career grow as you help your organization become more successful!

Paid Time Off - What to Do - How to Do It!
by Maggie McPhee, SHRM-CP, PHR, Director of  Information Services

The age old question about vacation, PTO, sick time and unpaid time off came up again at a recent HR Round Table - the topic being how many have different schedules for vacation (or PTO) for office/management versus production/staff?  There was much discussion about the many different ways to administer time off - some of the variables that were identified included:
  • Anniversary Date vs. Calendar or Fiscal year eligibility
  • Accrual vs. lump sum administration
  • Exempt vs. Non-Exempt (Salaried vs. Hourly) Differences
  • Paid vs. unpaid personal/sick time programs
  • Waiting period vs. Immediate eligibility
  • Separate vacation time and sick/personal time vs. PTO schedule
  • Earned (the previous year) vs. Earn as you Go (Prorated during the year time off is provided) - is time off earned through service or granted as a benefit
IF employees are granted vacation upon hire or provided with time off at the beginning of the year in which they will use it, is a procedure in place to get it back should all time (yet to be earned) be used before the end of the year should the employee quit?  Further discussion focused on the pay out of unused time off (is it a "use it or lose it" proposition), is it given to exiting employees (or have they been informed that it is a benefit and not provided upon termination), or are "voluntary quits" treated differently than "involuntary" terminations (or lay-offs).  Much conversation produced many different ideas, processes and thoughts.

In Michigan, vacation and other time off is considered a benefit and, as such, unused time off does not have to be paid out upon the termination of employment IF an employer clearly states that position within its employee handbook or policies.  (If no clear statement is made to employees regarding this practice, employees are able to seek unused earned time off when they leave.)  As a general rule, many West Michigan employers take the position that if an employee provides the requested notice period he or she will typically receive payment for their unused time in their final paycheck.  If, however, they either do not provide the requested notice or lose their employment due to poor performance they forfeit any payout.  (You should remember that an employee offering a two week notice does not obligate the employer to accept it - which could cause administrative problems in terms of pay-out of unused time off should you say "no" to advanced notice OR should the employee's performance diminish after you have accepted the notice.)  In terms of temporary lay-off, most companies "freeze" vacation time to be used upon the employee's return to work.  If the lay-off is considered to be "permanent" due to a job elimination and the employee clearly understands they will not be recalled to employment, most companies that compensate employees for unused time off will pay them at the time of separation (along with any severance or other considerations given to minimize the risk of legal action the employee might wish to take).

There are some that feel employees should have to "earn" time off benefits before they can use them (you work for me and then I will give you time off) and others that grant time off as soon as employment begins (particularly if an employee has a vacation pre-planned before hiring in).  In that vacation is a benefit it is probably one of the "bargaining chips" most likely to be used (particularly for higher-level positions) to convince an employee to join the organization.  One must, however, make sure that any flexibility or individual application of a policy is not based on discriminatory criteria.

Have you looked at your time off schedule lately?  Do you know if it is competitive with how much time others are providing (and in how timely a manner it is given)?  Our "emerging" workforce is not hesitant to ask for time off during an interview - and companies that successfully attract and retain a diverse workforce often "front-load" their vacation even if the trade-off is a higher compensation package.  We have seen that such changes also improve employee engagement and morale of existing workers (whom may not have been as free to ask for more time off).

A commonly asked question is whether or not a company should go from separate vacation and sick/personal time to just one PTO bank.  In reviewing handbooks, one of the hardest policies to update is a PTO policy when the administration is different for different reasons (e.g. vacation requires minimum of two day notice, but sick does not.)  If you are going to administer "types" of time off differently, it is far easier to keep them separate.

There are many factors that should be considered when thinking about implementing or updating a time off policy.  If you have questions about yours - or would like your handbook reviewed to be sure time off policies are consistent - contact Maggie at or 616.698.1167.  We are here to help you effectively lead your talent (and can help you manage their time).
Exciting Training & Development Updates
by Jason Reep , SPHR, Director of Learning & Inclusion  

The focus of our Leadership/HR Conference & Annual Meeting was on change.  We have heard through our surveys and ongoing contacts that change is a reality for all of our members.  The change can be slight and occur over time or the change can be abrupt and disruptive BUT it always results in our having to deal with something different in our lives.  It may be initiating new processes, introducing new leaders, business mergers, or any number of other activities.  During these times of change, it is important to find techniques to work through the change in a way that fits the culture and achieves the desired results - which is why TEA is introducing two new programs on change later this year.

Change is constant and can be uncomfortable for some.  Employees may be at a loss for what to do during the change process.  People need the skills to manage their own reactions to change so they can develop the ability to help others manage their individual responses.  "Make Change Work" is a half-day program we are developing that provides essential knowledge and skills needed by leaders to positively manage change in the participants' own lives while equipping them to help others do the same.  TEA has worked with many organizations having employees (sometimes "key" employees) who get "stuck" during change.  This can become disruptive and potentially toxic to the environment - a huge detractor to the creation of a new culture or the modification of existing processes.  Helping employees manage their responses to change (and to know the effects on themselves and others) is essential for change to be successful.

At times leaders can get so focused on helping others appropriately respond to the change process that they may forget the mechanics of leading during change.  "Leading Through Times of Change" is a half-day program that equips participants with the tools required to effectively lead teams through the constant wave of change that all organizations face.  The focus of this program is to help participants understand their roles and responsibilities to various stakeholders and to address common pitfalls that occur during the change process.  Lack of appropriate communication during the process is one of the main reasons organizations struggle through change.  When TEA conducts Employee Engagement Surveys, communication and leadership engagement are frequently cited as issues that are most detrimental to successfully advancing the change process.

TEA members often ask if there is a training program available that will help improve an employee's attitude and to help them see the positives of their situation (whether on a daily basis OR during times of uncertainty and change).  While there is no quick fix, TEA has conducted many employee coaching sessions and engaged in executive coaching and mentoring - finding the root cause of a challenge or concern rather than treating the apparent symptom.  This happens only when the employee is actively involved and engaged in the process and either part of or willing to accept the outcomes.  For those who are willing to take an honest look at what might be blocking them from seeing that the light at the end of the tunnel IS NOT a train rushing towards them we are introducing a new full-day program, "Personal Accountability and the QBQ!"  This program will provide participants with the tools to eliminate complaining, victim-thinking, procrastination, and blame while increasing accountability, ownership, and responsibility at work.  This is accomplished by learning to ask the proper questions (QBQ) when things are not going the "right."  Organizations that have implemented this program use it to make personal accountability a core value in their workplace.  Through a combination of presentations, video exercises, and group discussions, this new program will provide participants language to talk about workplace accountability in a new way so that change can become an anticipated (rather than a dreaded) part of our lives.

Leaders are responsible for the "attitudes" and work of the individuals they supervise as well as the work of various teams they manage.  TEA provides a number of team building  programs that can be useful to help teams work better together.  We also provide a number of leadership programs that are geared to helping a leader become effective with all those they work with (through feedback, coaching, goal setting, etc.).   "Leading a Team, 'Like a Boss'" is a new half-day program that will provide leaders with practical tools to evaluate a team's structure and apply an appropriate strategy to align individual team member expectations with the team's and organization's goals.  It provides participants with information and techniques to effectively lead various types of teams.  Teams may be virtual, spread out across an organization (or the world) or comprised of people who are very similar or very diverse - the skills needed to lead teams may be different than the skills used in one-to-one interactions BUT they must be identified, learned and applied in order to achieve results.

If you need help identifying, addressing, implementing or following-through with change, give us a call OR look into these new programs in the near future on our website,  We are here to help you promote operational excellence and achieve your personal goals while accomplishing your organization's objectives.  Contact Jason at 616.698.1167 or - he will be happy to help YOU transition through change!

Retain Your New Hires with These Onboarding Tips
by Rob Strate, SPHR, Director of HR Services

Congratulations! You hired the right person for the right job. Now all you have to do is make sure your new hire makes a smooth transition to valued employee. How hard can that be? Actually, this transformative process, called onboarding, is more difficult - and more important - than it may seem. According to recent statistics furnished by, 30% of external new hires leave within the first two years of employment. Other organizations, such as the Society for Human Resources Management, report that turnover during the first 18 months of employment can be as high as 50%. As more Millennials, who are known to change jobs frequently, enter the workforce, the trend toward shorter employee retention is likely to continue - making the onboarding process more critical than ever.

For those organizations looking to boost employee retention through more effective onboarding, here is a look at some successful and innovative tactics that have long-term results.

Get co-workers involved in the hiring process

Existing employees may see new hires as outsiders who pose potential threats to their own jobs. This can result in new employees feeling alienated and unwelcome, which is the last thing they should be feeling when starting a new job. A smart way to avoid this scenario is for managers to involve other employees in the hiring process.   This not only shows existing employees that management values their opinions and expertise - which in itself is important for boosting engagement and retention - it also helps current employees get better acquainted with candidates who, in the event they are hired, will receive a warmer welcome as new members of the existing team.

Set realistic expectations

New employees constitute a considerable investment for a company and most managers would hope to start seeing results from that investment sooner than later. These expectations, if voiced too early, can cause undue pressure on new employees, who are already pressuring themselves to start delivering right away.  A better strategy for managers is to relax expectations, letting new employees know that the first order of business is for them to listen to, observe and learn from existing employees. This tactic allows new hires to build relationships of trust with co-workers that will not only lead to better individual and team results, but higher employee retention rates.

Seek two-way feedback from the get-go

New employees welcome suggestions and feedback to help them do their jobs better. But unsolicited feedback can be viewed as being critical, which can put new hires on the defensive. A smart approach for managers is to ask new employees for permission to provide honest feedback regarding how they're doing, at the same time soliciting honest feedback from the employee as to how they feel that they-the managers-are doing.  This type of two-way feedback, along with helping new employees learn to be more effective sooner, also goes a long way in making new employees feel that they have a voice and that their ideas and opinions are valued and appreciated.

Be the example

When all is said and done, new employees need managers to show them that the traits and virtues the company preaches in the handbook are actually practiced in the workplace. In recognizing that management and co-workers are dedicated to abiding by the company's high standards, new employees will be much more motivated to model the same behavior.

Have HR take the lead

Implementing a successful onboarding process can be challenging for any organization, regardless of size. One of the key roles of HR is to help management recognize and effectively utilize onboarding strategies that will result in lasting results - and lead to greater employee retention.

Round Table / Networking Opportunities Expanded
by Jason Reep , SPHR, Director of Learning & Inclusion  

Leaders who have completed TEA's Core Leadership Skills series have asked how to keep learning important leadership skills.  We have continued to add other leadership programs to our curriculum such as "Situational Leadership II Concepts", "Work of Leaders", or "Workplace Inclusion for Leaders" and others.  We are also introducing a Leadership Round Table that will begin in August.  The quarterly Round Table meetings will provide an opportunity to network with peers while sharing with, and learning from, leaders in other organizations.  The topics covered in each round table are driven by the participants and best practices in leadership will be reinforced by TEA facilitators during each meeting.  Participants in this Round Table will:
  • Develop relationships with other leaders who face similar challenges
  • Hear creative solutions other leaders have used with employees
  • Be challenged by others to think and behave in new ways
  • Share personal (and organizational) successes with others who want to hear how good things are accomplished
The other round table that will be launching in August is an Inclusion & Diversity Round Table.  We have heard from our surveys, helpline calls, and consulting that many of our members would like to be more strategic about the inclusion and diversity work they are doing.  Many requests for TEA assistance regarding diversity and/or inclusion are reactionary (we have conflict among our generations, different ethnic groups, personality styles, etc.).  This round table will be focused on how to best understand and benefit from the diversity of the workforce, workplace, or marketplace regarding generational, personality, socio-economics, racial, geographical, abilities, or anything else.  It will provide an opportunity to network and discuss emerging business trends in Inclusion & Diversity as well as current areas of focus for the participants.  Participants drive the meetings based on their needs and interests and is a balance between strategic work and resolving new, or existing, challenges.  Participants in this new Networking Group will be able to:
  • Share with, and learn from, other organizations in multiple industries
  • Identify approaches that have been successful in generating the best ideas in West Michigan business
  • Build relationships with others who have interest in Inclusion & Diversity
  • Collaborate with others to address issues affecting many organizations
Please keep an eye out for an upcoming survey to determine the best days and times for each of these round tables.  If you have any questions regarding any of the TEA training programs or the two new round tables, please contact Jason Reep at or 616-698-1167.

Management vs. Leadership - Is There A Difference?
by David Smith , CEO & President  

Much has been written about the difference between Management and Leadership.  While MANAGEMENT was once the most effective way to accomplish defined objectives using time-tested processes and procedures (minimizing employee "free will" and thoughts), LEADERSHIP has become a better way to accomplish more than expected while managing talent and encouraging individual growth within an organization.  Though good management AND great leadership can both contribute to organizational success, would you rather be MANAGED or LED at work?  Consider the following before choosing to manage or lead while advancing change and accomplishing objectives:

Make sure all is done as has been done in the past to minimize the chance of failure
Always tell others what to do AND how to do it since "what was" and "what is" will always be best
Never waste time asking questions - telling and directing is much more effective and efficient
Avoid giving credit to others - they can share in the glory you receive for managing their actions
Give only enough information that your employees can work - more would only distract them
Expect others to do EXACTLY what you say without questioning or criticizing
Minimize employee turnover by treating all those working for you the same
Eliminate all possibility of failure by personally addressing and correcting each mistake
Never allow employees to learn from failing as it will diminish the respect others have for you
Telling is much more effective, efficient and productive than taking the time to SELL or SOLICIT ideas

Let others discuss assignments and suggest alternative ways of doing things
Expect employees to contribute to success rather than simply doing what they are told
Allow employees to learn from their mistakes rather than trying to eliminate experimentation
Discuss expected results then work with those doing the work to identify how best to accomplish them
Elevate the contributions of the team while minimizing the visibility of your personal contributions
Reward individual achievement and group results in a significant and meaningful way
Say what you mean and do what you say
Help others reach their goals as they work to accomplish defined organizational objectives
Include the voice and thoughts of many while developing the best single path for your team to take
Praise effort but reward accomplishment to foster and encourage growth

Managers can be effective as they direct and control the activities of those expected to work.  Leaders tend to build trust and maximize the contribution of others by paving the way.  Management can be done from behind, pushing others to the heights you need them to achieve.  Leadership must be done from the front, showing others how to achieve their aspirations as they choose to follow you by lifting you up ahead of them.  Managers can accomplish much by identifying and applying the efforts and abilities of others to accomplish specific assigned tasks.  Leaders allow others to apply their own ideas and abilities to accomplish objectives once they have been clearly communicated and defined.  Managers are often assertive, overbearing and unquestionably "right" in all they say and do, making sure they receive the credit for things that go right and defer the blame for things that go wrong.  Leaders are often persuasive, convincing and understanding, make more "right" decisions than "wrong," and could care less who receives the credit for a job well done.  Would not this be a much better world IF ONLY we could all lead by example rather than manage by dictate?

This newsletter is published at 5570 Executive Parkway SE, Grand Rapids, Michigan as a general information service to all members and offers data from many sources. It is not designed to render legal advice or opinion. Such advice may only be given when related to actual situations. Our staff can assist you in interpreting and applying this information to your needs.  For questions or replies to this newsletter, email .  
NOTE ABOUT SAFEUNSUBSCRIBE:  If your company is a TEA member and you unsubscribe, you will no longer receive ANY TEA e-communications.  If someone else should be receiving this information, please email and we will update our records.