![]() ![]() ![]() Providing opportunities for trial and error, whenever possible.Giving team members time and space to be creative without inserting my opinions.Despite being a small team of people, I am able to utilize a more agile, personalized, and flexible approach. My goal is to incorporate the best aspects of bottom-up management, while applying the insight of Coach Riley, which is to remain focused on the fact that I am here to serve my team. He said it is an honor and a great responsibility to serve the young people who will use this experience as part of their foundation as they go forth to serve their country and society. During 18 seasons as head coach, he has amassed numerous accolades, including the Atlantic Hockey Association (AHA) Coach of the Year three times – a hat trick! In the interview, Riley spoke about how much he enjoys being a part of the process to shape and develop players. I once listened to an interview with Brian Riley, the head coach of the Army Black Knights, a Division 1 college hockey team at the United States Military Academy, West Point. Realistically, there are just some employees with less experience than others, those who require more coaching, and those who are not interested in moving to the management level. I don’t fully subscribe to bottom-up management because it implies some people are at the bottom. ![]() If not implemented properly, those doing the day-to-day work may feel confused about where to go with questions, unsure of how to alter course when things aren’t going smoothly, or – especially if they are used to a more traditional hierarchy – feel that there is a lack of leadership within the organization. This bottom-up technique is not without drawbacks. There is a leadership style called “bottom-up management,” where employees at all levels of an organization provide input on the vision of the company and how to approach work on projects and goal setting. These ideas are funneled up to executive leadership and are used to determine the direction of the organization. Following this model allows plentiful opportunities for employees to provide feedback, be invested, and generally feel more engaged in their work environment. I’m referring to providing the necessary tools for my team members to work at maximum capacity, to be creative, and to feel free to explore options in a safe space. I’m not talking about jumping in the trenches and getting my hands dirty – although it’s important to do that as well. Although I am the head of our small group of skilled, dynamic, and competent staff members, my aim is not to administrate them, but instead to empower them to produce their best work. We’re all familiar with the old adage, “there is no ‘I’ in TEAM.” My philosophy is there is no “boss” in that word either. ![]()
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