Editor’s note: This article, reprinted with permission, originally appeared in the winter 2003 edition of the FBI-LEEDA INSIGHTER magazine.

Whether the head of the organization or the newest hire, those who truly do not take their workplace concerns home at the end of the day are few and far between. Our families are absolutely affected by organization leadership actions and expectations.

The impact of workplace leadership on our families

The impact of workplace leadership on the families of our employees is a topic that is way overdue for truly serious inclusion in our leadership priorities. One needs to look no further than the closest mirror for a reminder of the enormous influence that workplace supervision and management have on the families of our employees. We can all remember times when the unnecessary problematic actions of a superior were emotionally draining to the point where concerns over workplace issues interfered with our family activities or relationships! How many of your days off, weekends or even family vacations were emotionally dampened because you were worrying about things at work instead of fully enjoying the presence of your loved ones? Philosophically, factoring family considerations into our leadership actions is something that every employee’s family appreciates!

When employees go home unhappy at the end of the day, it must not be because they were poorly supervised or treated unfairly.

The emotional health of our employees

It is critical to reinforce in the minds of all our supervisors and managers the clear correlation between workplace leadership and factors such as physical and emotional wellness, absenteeism, productivity, attrition and other related factors. We cannot wave a magic wand and make all troubles go away, and a goal of making everyone happy and content is neither reasonable nor attainable, but a goal of creating and maintaining a positive workplace environment is completely appropriate and should be a key expectation of all supervisors and managers. There will always be situations where, for a variety of reasons, people do not have good days. Unique actions by some supervisors, such as giving someone bad news on Fridays or chastising an employee and telling him or her to go home and think about it over the weekend, are inappropriate and counterproductive. When employees go home unhappy at the end of the day, it must not be because they were poorly supervised or treated unfairly.

Creating and maintaining a positive organizational culture

Like most other things, leadership starts at the top. Whether providing goods or services, organizations exist for the purpose of delivering their product and certainly do not exist for the benefit of the workforce. That said, a positive and productive workforce is a major factor in workplace effectiveness and must be an organizational expectation. Equally as important, every supervisor should be passionate in wanting for all employees what he or she wants for himself or herself; being able to go home at the end of the workday and focus mental energy on the family and not workplace concerns.

Leadership courage

Effective leaders must have the courage and inclination to look supervisors and managers in the eye and be absolutely candid about concerns and expectations, as well as follow through to ensure that the expectations are met. While certainly being cordial, go beyond “hints and suggestions” in conveying your expectations in unmistakable terms. In the absence of a comfort level that your message has gotten through, provide a personalized written prescription of the actions you expect to be exhibited and those to be avoided. Be assured that the workforce will appreciate your actions! 

Realistically, the most common factors in interpersonal deficiencies are training and experience. All of us have in the past and will in the future have the opportunity for additional growth. Be mindful that many of us have served with some very fine people who, with the best of intentions, sometimes exercised problematic behaviors, believing that they were applying appropriate leadership skills. Solid leadership training must be continually provided and reinforced, even more so with the occasionally “old school” supervisor who may be resistant to newer approaches. 

Leadership starts and is sustained at the top

An essential ingredient in achieving a consistently positive environment throughout the organization is the continuous insistence and expectations of the head of the organization. From statements to personal behaviors and everything in between, the head of the organization must ensure that the family factor exists and that all supervisors and managers practice solid leadership.

Leadership and organizational environmental factors are perishable and will only be maintained if given constant and serious attention at all levels. The best leaders are those who know the names of all their employee’s family members; the very best leaders know the names of their cats and dogs! 

The ultimate test for a positive organizational culture

Is there any nook or cranny anywhere in the organization that you oversee where, because of the supervisory or organizational climate, you would prefer that a loved one of yours not work there? If so, show courage to do something about it.

Specific resource: “Dealing with Chronically Problematic Supervisors & Managers” can be a particularly valuable resource for addressing unique supervisory challenges. This booklet can be downloaded at no charge from KeithBushey.com (tinyurl.com/mr2ym963).