I am a binge watcher! Something I am not proud of and rarely like to admit. I just finished a series on Netflix that I’d like to share with you. It spoke to me in so many ways. “New Amsterdam”; it’s about a new medical director who breaks the rules to heal the system at America’s oldest public hospital, along with all the human drama in any work environment and life. This is not a show review. It’s about what it reminded me of and why I do what I do. With a doctorate in biological sciences, it was not a surprise to get engrossed in the show.

What was truly engaging to me was the leadership and management style of this director and his creative and innovative manner to solve basic problems. Max Goodwin’s (the main character) motto is “How can I help?”. Obviously, this is a statement and question that we all strive to live by and how we teach our children to be kind and empathetic. The context here is work environment and how to create a motivated, productive, and healthy workspace.

My philosophy throughout my corporate career as a technical manager, was to empower my staff to do the best they could and grow into the best version of themselves. Taking on a different role every few years, I not only had to leave a team behind that could function independently, but watching the individuals grow be it within their role or taking new and bigger positions in the company, was the primary satisfaction of my job. Delivering on results was of course a priority, but I very quickly figured out that clear expectations, empowerment, and support were foundational. Some things came naturally, and some were learned on the way, sometimes the hard way.

“Keep holding up the p— umbrella”, had become an inside joke with one of my direct reports. Striking a balance between shielding the team from external interference and ensuring transparency and involvement, is a leadership skill that relies on trust and support. Holding employees accountable while having their back requires putting oneself second and sometimes third. It’s like driving a Zamboni machine, someone told me once, to smooth out their path so they do their job. This means you cannot be needed for everyday things. You jump in and help of course, you put on your “scrubs”, but if you are a critical step within the everyday flow then you can neither shield nor support. If I were needed for basic things, then I knew I was failing.

Many years ago, working with one of the best managers I have ever had, I arranged to take a three-week sabbatical at a lab in one of our local Universities. The reasons were varied but simply, I was the only one in the team that had the time to do it. Despite the initial “sure go ahead find a way” from my manager, when I ironed out all the details and went for my final approval, he asked me how my group was going to run without me. My response was “If my group needs me daily then we have a bigger problem”. Suffice it to say I spent my three weeks away from the office and kept in communication with my managers in the evenings!

I became a business coach  to help business owners and CEOs do just that. Build an organization and a culture that is self-sufficient. An organization that is based on clarity, accountability, and growth. My clients soon realize this takes time, and quick solutions are not going to create the lasting outcome they want; to be able to step away and still have the business results they aim for.  They realize they are not only a bottle neck but that they are the primary cause of their frustrations. Employees cannot do the job you want them to if you haven’t created clarity in the what, the who and the how. You will not have the culture of ownership and accountability you crave for if you don’t define expectations of behaviors and standards of work. If their workplace is not a place where they live their values and grow, your employees will not give their utmost.

So, start asking around you, “How can I help?” You will be surprised as to what you might find out!

Vicky Gavrias, PhD

EMyth-Certified Business Coach