React fast on the information you receive, but don’t overreact. It’s that delicate balance, but you’ve got to do it. I’ve seen people sit on information without making the appropriate changes, leverage it or praise people.
Employees who look to your for guidance, inspiration and leadership get frustrated when they give you real information and you’re too paralyzed to do anything about it.
‘Race to the conflict’ is one of the first management phrases I ever learned. When something bugged me, it was important to act on it right away and address it with the person, but never (NEVER – you email’ers) do it in writing.
It was always better to confront the matter in person. Employees respected me for handling situations this way; it built trust and meant nothing was left to fester. Also, addressing the matter in person allowed them to give their thoughts on the matter, too. Sometimes their perspective gave me a lot of additional information.
Strife causes confusion, and confusion comes when leaders don’t react fast to potential problems.