Keeping distance when managing: People & Companies

One of the great things about operating a machine shop is the potential be successful and thrive whether the shop is small, medium or large. You certainly don’t have to be big to be profitable.

Usually, machine shops are small enterprises, where employees personally interface with owners and managers. Many are family-owned with employee relationships being more intimate than they might be at large companies. This presents a unique set of challenges for a machine shop manager, including how to maintain good relationships with employees, earn their respect and show concern for their well-being. At the same time, you can’t allow yourself to become too involved with their personal lives and must remain objective and manage from a safe distance. That balancing act between professional and personal can be difficult.

At our shop, there are more than 15 employees who have been with us for 10 or more years. They’re almost like extended family. Managing a smaller shop requires balancing these family-like relationships in a fair and unbiased manner. This is not an easy job. It’s important to show respect and even empathy for the personal difficulties of employees. However, establishing boundaries is important to ensure employee relationships remain appropriate and aboveboard.

As the previous owner and company manager before my tenure, my dad employed people he knew personally outside of work, or at least he tried to. He was an involved and pushy boss, but he was also generous and gave people a shot when others wouldn’t. This benefited the company at times, but not always.

One reason he was successful in dealing with employees and balancing his personal and professional relationships was his ability to compartmentalize situations, intently focusing only on the matter at hand. Even if it was a reprimand or otherwise unpleasant experience for the recipient, he could block out the personal aspect of the relationship and move on. He had the ability to handle it without causing distress. The employees still with us were willing to adapt to his personality and approach, and now they’re adapting to mine.