Keeping your distance

One of the great things about owning a machine shop in America is the opportunity to take your best shot and, hopefully, create a thriving business—large or small.

Machine shops tend to start small and many owners are satisfied to remain that way, enjoying the close relationships. Others grow into larger operations, but regardless of size, it’s wise for owners and managers to keep some distance from employees’ personal lives.

This may sound contradictory, because most owners and managers consider it important to show employees they care about them and their families. I’ve met plenty of shop owners who feel compelled to manage their companies with a caring heart, and my own personality is similar. Unfortunately, caring can go too far. Getting overly involved will not only be distracting, but can open a real can of worms that is difficult to put the lid back on. Why? Once employees recognize this good nature, some will take advantage of it and you’ll find yourself dealing with more personal situations than you bargained for.

I’ve learned this the hard way, with employees requesting loans, unearned paid time off and even the expectation to employ friends and family members who “just need a chance.” These scenarios can place managers and owners in an awkward situation, for once a precedent has been set, the requests become more frequent, in spite of your good intentions.

Some employees value their privacy and keep their personal life to themselves, while others tend to be needy. Life creates problems that are legitimate and worthy of sympathy, but many are not. Probably the less you know, the better.

An effective tactic is to keep your distance and not encourage too many casual conversations. This can be difficult in a small machine shop where you know everyone. At our company, our family owns the business and employs my two younger brothers, along with more than 40 other employees. When personal matters confront an employee, company management can’t always fix them nor should it be expected to. Unfortunately, listening too much and acting on it creates an expectation that management will always do that.

Shop owners and managers are tasked with the important responsibility of running an operation that’s in the business of producing goods and turning a profit. It may sound heartless, but keeping things professional will make owning and managing a shop easier. If circumstances are such that you feel compelled to assist, do so with a good heart. But be prepared for other employees to expect the same treatment.

It’s a positive human quality to care about employees, but maintaining a certain distance doesn’t mean you’re an uncaring boss. Rather, it means you are fulfilling your primary role as shop owner or manager. After all, a profitable, efficient shop is the ultimate measure of success. CTE

About the Author: Keith Jennings, president of Crow Corp., Tomball, Texas, a family-owned company focusing on machining, metal fabrication and metal stamping. E-mail: kjennings@jwr.com.