Leaders who are too involved in their
own company are kidding themselves, says Deni Tato. The president and CEO of Contract Interiors of
Cincinnati Inc. says the biggest problem
she hears from her peers is the inability
to step back and realize their way isn’t
always the right way to do something.
“I just think you bring a lot of confusion to the organization when you micro-manage,” she says. “So, step back and
make that list of, ‘What do I really
excel in? Where am I really needed?’”
Tato uses that philosophy to lead
her office furniture solutions company, which posted $11 million in
2006 revenue; she estimates 2007
revenue of about $15 million.
Smart Business spoke with
Tato about how to step back and
let employees do their work,
while still staying in contact with
them.
Q: What are the keys to being a
good leader?
The job of a leader is to recognize and nurture and inspire the
unlimited potential in people.
You have to have an infectious
passion about what it is you’re
doing. A leader needs to be able
to paint a picture that allows
employees to see the success
that comes from aligning the
strengths of each individual for
the greater good and to instill
in them the belief that we have
what it takes to succeed.
What works for me is to
always work from a position of abundance rather than scarcity. We try really
hard around here, and we preface things
in such a way that we are able to really
focus on strengths as opposed to eliminating weaknesses.
Q: How do you recognize employees?
I have 20 employees, and I know each
and every one of them very, very well. I
know what they deal with on a personal
basis is always a part of what they bring
here. So, really knowing them and valuing them as an individual, instead of my
accounts payable person, is huge.
I allow tons of flexibility. I really
believe in their ability to self-manage, to
get the work done, to know the right way
to get the work done. My way is nothing
more than my way of doing things. And I
allow them so much freedom.
We have to agree to a common goal or
a certain outcome; how they get there is
really up to them. I just recognize them
as a unique human being that has desires
and passions and issues that are unique
to them, and that we kind of work
around that and help them capitalize,
again, on their strengths and what is
working and, ‘How do we do this and get
you to the next step?’
Q: How do you know when to step in and
help an employee?
As the owner, I know I could have a lot
of control. But, again, I believe the best results for my company come from trusting in their ability to self-manage that
process. I really do work from the
30,000-foot perspective. I do work on the
business; I do not work in the business.
I leave that to the employees within
each department. I know because we
have constant conversations. That is
where my day is spent, not in big meetings; it’s completely open. We are a very
flat organization, but it’s in constant conversations and me asking questions. I
offer very little answers. I
think the answers need to
come from them. I just pose a
lot of questions.
If there are barriers that I can
remove in order for them to be
able to visualize it and see
what the right answer is, I do
that. But I really stay away
from dictating or saying this is
the right way because, I think, a
better result comes from them
finding it, and it usually is
because they know what they
do much more intimately than I
do.
Q: What advice would you give to
someone who is working too
much?
It’s an internal process. You
have to sit with yourself and say,
‘What is it about me that makes
me think I am so valuable to
everyone?’ I think people, if they
leave at 3 and they don’t think
their work is done or they think
something is going to go wrong,
that’s uncomfortable and not at all
healthy.
I think the work of the CEO really
needs to begin internally and get to
know yourself and say, ‘Why am I so
bothered by this? Why do I respond in
this way, and what is it about me?’ I
think when you really sit with those
thoughts and digest it and just kind of
accept that your way is not necessarily
the best way.
HOW TO REACH: Contract Interiors of Cincinnati Inc., (513)
641-3700 or www.contractint.com
