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‘Nagging rights’ do good

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in Human Resources,Leaders & Managers,Workplace Communication

Consider giving your employees “nagging rights.”

Tom Goematt does. He’s president and CEO of a design and construction company whose customers include Harvard, MIT, The Cheesecake Factory, Hermes and Chanel.

To reinforce his belief in open meetings—which includes sharing the financials—Goematt’s employees can raise a problem with anyone in the company on anything that’s not in keeping with its values.

“Some project managers came to us and said that we weren’t treating our subcontractors fairly,” Goematt says. “Our core value was to treat subcontractors the same as employees. Nagging rights raised an important issue. It didn’t happen again.”

You may think your people feel comfortable bringing you problems. Or you may wonder. Either way, it can’t hurt to set this policy, announce it, honor it and see where it goes.

—Adapted from Speak Like a CEO, Suzanne Bates, McGraw-Hill.

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