RSS “Dear Boss” Letter: Follow-up Edition

Thus far in my short blogging career, no post has received more comments than my “Dear Boss” hypothetical letter. Therefore, in this installment I thought it would be nice to offer a theoretical response. If you have not already, take a moment to read the initial blog-article that prompted this week’s post. I look forward to your comments! 

 Dear teammate:

 Yes, I refer to you as a teammate because that is how I see you. While I may be your boss, I think of you as my teammate rather than my subordinate. To me, a healthy team dynamic stems from shared respect, not a hierarchical mentality. Yes, my responsibilities may require that I supervise your performance, but let’s face it; we need each other in order to be successful. True?

From your letter, it appears as if I have been less than attentive to your professional needs, possibly not being as accessible to coach and mentor you as you would like me to be. For that, please accept my sincere apology. My intent is to provide you with a strong organizational culture that offers access to equally talented people so that you can learn new skills. As my teammate, I want you to own the success of our organization in the same way that I do. Take the initiative to learn from all of your teammates and eagerly share what you know with them. I will be there to support you when I can, but I have surrounded you with all of this talent for a reason – so that you learn from each other.

My expectation is that you communicate to me when I’m not being a good teammate, as I do with you. I recognize that at times I may question the outcome of a particular project you have completed, or felt it necessary to intercede where you think I shouldn’t. Please understand that I’m only trying to create the best possible outcome for our organization in the minds of our various constituents. For our organization to maintain long-term viability, each of us must learn mutual trust and respect. We must communicate, collaborate and expect only the best from one another. It’s possible that the perspective I bring is flawed in your eyes. I suggest that you learn from it and move on as quickly as you can. That’s exactly what I intend to do.

 Lastly, I understand that you have perceived my mood lately as being negative. To tell you the truth, these economic times have been a very large burden on me. I continue to struggle with how best to lead our organization. Many of our team members have stepped-up and learned new skills that will significantly improve our organization going forward. However, a number of teammates still see their jobs the way they always did, which has a stifling effect on our growth and productivity.  For us to be successful in the future, we must create new efficiencies in the present. This is a burden that I carry, and one that I hope all of my teammates will share with me.

In order for us to find individual success, our organization as a whole must be successful. When one of us wins, we all have an opportunity to win. As my teammate, please remember this important pledge – If you arrive at work each day eager to learn and continually look for ways to be better tomorrow than you are today; I promise to be the type of leader you expect me to be: engaged, motivated and inspired to lead.

The “Boss”

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Home About Archive Mitch HagstromMitch Hagstrom
Executive Vice President
Chief Banking Officer
Pacific Continental Bank

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