Understanding the Individual Nature of Your Employees Will Make You a More Successful Laundry Owner
It is generally accepted that there are – give or take – approximately 30,000 self-service laundries operating within the United States. Therefore, it’s likely safe to conclude that there are about 100,000 or so individuals employed under the job category of laundromat “attendant.”
Certainly, not all of these attendants are the same. They can be unique in a number of ways, including (but not limited to) such individual differences as age, gender, cultural background, ethnicity, work experience, personal values and language skills.
I’ve noticed that laundry owners traditionally have tended to view and treat their attendants in essentially a similar manner. Unfortunately, doing so is a mistake in today’s America, which has changed dramatically in the last decade in terms of diversity.
Personally, I think the age and background of an owner often plays a significant role in terms of how he or she manages and views employees. I hypothesize that many “older” owners often have a more rigid mindset than younger laundry operators; so, if you happen to fall into the “older” category, it’s wise to think deeply about your managerial approach. Does it coincide with today’s style?
It’s my view that, as self-service laundry owners, it’s wise to seriously consider the above mentioned differences in people when managing your attendants in order to enhance their motivation and respect for you and the customers. It’s just good business to do so.
With that said, let’s consider some practical examples:
Age Differences: People of different ages react differently to the workplace, as well as to their immediate supervisor. Older employees might be more prone to expect and accept strong micro-managing direction from the store owner, while younger people might interpret such a management style as disrespecting their ability, decision-making skills or intelligence – and, thus, react accordingly.
Gender Differences: In today’s workplace, women demand – and most certainly deserve – job equality and to be treated the same as men. Doing otherwise is a huge mistake. Taking liberties with the title of the classic John Gray book “Men Are From Mars, Women Are From Venus,” the late great comedian George Carlin countered, “Men are from Earth, women are from Earth – deal with it.”
Ethnic and Cultural Background: Within each ethnic group are beliefs, values, norms and practices that are learned and shared. On the other hand, the term “cultural background” refers to sets of beliefs and is reflective of a way of life. The more you consider and understand the characteristics of your employees’ ethnic and cultural backgrounds, the better these attendants are likely to become at their jobs.
Work Experience: It’s likely that your attendants have worked elsewhere prior to being hired by you – and they bring those experiences with them. Therefore, it’s important that, while interviewing them, you encourage them to tell you as much as possible about their prior work environment and how they were treated and managed. This knowledge will enable you to understand their sensitivities and nature – as well as perhaps why they no longer work for their previous employer.
Personal Values: All people have values that determine how they view the world and how they conduct their lives. And, if your policies and practices happen to conflict with those of your attendants, problems will arise. For example, younger people today view their jobs in far different ways than older workers – as a result, they must be managed accordingly, as a function of generational differences. Older individuals may consider it a privilege to have a job, while some younger people may take their employment for granted.
Language Skills: Often, with cultural diversity come varying language skills. Some attendants speak more than one language, and their primary language may not be English. As a result, when talking with your attendants, it’s important that you all are on the “same page” when it comes to language and how what you are saying is interpreted by your employees. In past columns, I’ve mentioned that language is actually controlled by the receiver, not the sender. So, to avoid needless misinterpretations, be careful with the phrases you use with attendants who may have a different background than you.
Managing employees working in today’s self-service laundries can be a challenging experience for the reasons mentioned above. Never in the course of history have we seen such diversity in our population. Therefore, it’s fair – and entirely accurate – to say that one size no longer fits all… not even remotely. As the popular proverb teaches us, “Everyone is kneaded out of the same dough, but not baked in the same oven.”
As a laundry owner, intellectual flexibility and curiosity are the keys. Make yourself knowledgeable about all of your employees in terms of the numerous diversity variables I have outlined. Go to the internet or visit your local library – and research the subject.
To be successful in today’s laundry business, it not only helps to attend to your store, but also to equally attend to your attendants.
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