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It is obvious that employers must invest in their employees to stay competitive in today's marketplace. This need is amplified if you wish to be known as an 'employer of choice'. Whether we like it or not, our books show that we do invest in employees, in the form of salaries, benefits, health care, job training, and programs. All of these investments add up to one thing: employees are expensive.

The big question is this: Are we reaping a return on our investment? Too often the answer is NO. We expect it, but often don't get it. This is a source of great stress to most business owners, who often invest more and more in hopes that more money will mean more motivation. Many times, the expected improvement just doesn't happen. In fact, we often find that we get requests for even more; an ever-growing attitude of entitlement. It's a vicious circle. The more they have, the more they want and expect. This little story illustrates what many companies can relate to:

A little boy was standing on the street corner with a big bag of jellybeans. A bear came up and asked if he could have one. The boy gave him a jellybean. The bear thought it was delicious, and asked for another. When he had finished that one, too, he asked for another, and another, until the jelly beans were all gone. And then, the bear ate the boy.

As in any good relationship, there needs to be a give and take, served on a platter of mutual respect and participation. We need to expect more from our employees, in turn giving them a greater sense of value. How do we do that? It can be a daunting task. My experience has told me that executives suffer from the 'Fear Factor' when it comes to facing their employees: they would rather 'eat bugs' than deal with them. When employees are left to manage themselves, however, profits drain off the bottom line, and a new and more critical set of problems are bred, sending performance and morale down the drain.

If you are one of the many who find that the art of dealing with employees is not at the top of your list of talents, try these three simple steps for a three-month period and see how they work:

1. Visit With All Employees. One day per week. You are 'The Company' to your employees. As their leader, you are perceived as one of the most important people in their work environment. Pick one day per week and stop by for a chat with each employee in the office. If you have offsite plants or facilities, schedule some time to visit your employees there, too. Schedule time to talk with everyone, even if it is only a simple hello. While you're visiting, try to learn a few new names each week. Sometimes you may hear more than you want to hear. Keep the focus on them. Ask how they are. If they voice a complaint or concern, show your interest. You need not have an answer or solution for them on the spot, but listen, and then follow up and investigate. Your employees will soon learn that you are approachable and interested in them. Employees want to know that 'the company' cares about them. The more time you spend getting to know your employees, the fewer problems you will hear, and the more smiles you will begin to see.
2. Schedule Individual Meetings. Once per month. Schedule a sit-down meeting with each of your direct reports. This meeting is not to review your agenda, but to listen to them. Do not allow anything (phone calls, checking e-mails) to distract you from the meeting. How are they doing? What has been going on, and is there anything that is of concern? Listen, listen, listen. When your employee's agenda is covered thoroughly, you may have some things you wish to discuss, encourage, or suggest, but keep the focus on them. Individual meetings give the employee a sense of support and encouragement.
3. Schedule Team Meetings. Once per month. Schedule a group meeting of your immediate team. Ask for each person to bring a report on his or her area to share. This keeps everyone informed. Encourage the team to voice suggestions and ideas to help one another and the company. You should serve as the facilitator most of the time. At each meeting, present a topic that requires input from everyone. Or, choose a subject that a team member presents. Team meetings develop a sense of cooperation and teamwork.

These three simple steps are the foundation for forming better relationships with those who work for you. Managing your employees is a learned skill that can provide great returns on investment. The most effective leaders and managers have a relationship built on mutual respect with their employees. They build their company on a solid foundation of cooperation and teamwork. As the relationships grow, your expectations of your employees will become comfortably greater. Seems simple? It's not, but like anything else that's important, if you become self-disciplined and proactive, and spend time with your employees, you'll reap great rewards.

	Top 10 Tips for an Undesirable Workplace
1	Don't listen to your employees-whose company is it, anyway?
2	Discredit and criticize employees. Keep them in line.
3	Don't tell anyone what you expect. They probably won't do it anyway.
4	Keep lousy employees; it's easier than trying to find new ones.
5	Don't tell employees anything. What do they need to know?
6	Don't encourage employees to have fun on the job. They're here to work.
7	Don't lead by example. Do what I say, not what I do.
8	Be suspicious of your employees. They're usually trying to get away with something.
9	Don't let your employees know that you value them. They'll start asking for more.
10	Ignore employee problems. They might go away.

Employees are not a pain at all UNLESS we allow them to be. If we manage with poor attitudes we will, undoubtedly, have an undesirable workplace. The prevailing philosophy and personality of the company starts with the top person, and trickles down through his/her managers.
We get exactly what we expect from our employees! So start expecting more. We need to address our employees and communicate with them honestly and openly, even if it is uncomfortable.

Employees feel no value when they're ignored. Most employees want to do well, but they are not mind readers. We need clear expectations for our people. Add your support and give them the ability to make mistakes, and they will grow.

A good relationship is built on mutual understanding. You give to them, and they will give to you. Employees are the horsepower that drive the company's bottom line. Invest in them with your time and appreciation, and they will become the best they can be.

Gail Denise is President of People Management Solutions. She has 30 years experience as a Successful Executive and Business Owner. Gail has served as Director of HR, Manufacturing, Executive Vice President in the service industry and COO of a mining/construction company. Gail can be reached at gdenise@cinci.rr.com