As the founder of Dallas Maids, I’ve learned something the hard way: most problems inside a growing company don’t start with laziness, bad intentions, or poor work ethic. They start with misunderstanding.
As managers, it’s easy to assume that if something didn’t go right, someone didn’t care enough or didn’t try hard enough. In reality, that’s rarely the case. More often, the issue is that someone didn’t have what they needed; the right tools, the right information, or the confidence that they’d be heard if they spoke up. That’s where empathy comes in.
And to be clear: empathy is not a personality trait. It’s a management skill.
This Post is for Management, Including Myself
This isn’t about calling anyone out. It’s about calling ourselves up. As leaders, our job isn’t just to get results. Our job is to remove obstacles so our team can get results. When we miss that, frustration builds quietly, on both sides.
We’ve seen this in moments where communication broke down, supplies weren’t where they needed to be, instructions weren’t fully clear, or someone felt dismissed instead of supported. None of that comes from bad intent. It comes from pressure, speed, and assumptions.
Empathy Doesn’t Replace Accountability, It Improves It
There’s a myth that empathy makes management weaker. In reality, empathy makes management more effective. Much more! Empathy doesn’t mean lowering expectations. It means understanding what’s standing in the way of meeting them. And simple shift makes a big difference:
Instead of starting with:
“Why didn’t this get done?”
We start with:
“Did you have everything you needed to get this done?”
That one question changes the entire tone of the conversation.
Also, a quick tip for management when dealing with staff, use the word “What”, and not “Why”. Asking “What caused this not to get done?” invites an explanation and focuses on the situation. You’ve probably heard me phrase my questions like this. Asking “Why didn’t this get done?” can unintentionally suggest that the problem is the employee, not the circumstances.
Using “what” lowers defenses, keeps the conversation constructive, and helps you actually understand what went wrong so it can be fixed.
What We Expect from Managers Moving Forward
Empathy at Dallas Maids is not optional, and it’s not abstract. It shows up in daily actions. When an issue comes up, the order matters:
- Listen first
- Acknowledge what you heard
- Ask what’s needed to do the job well
- Resolve or escalate quickly
No defensiveness. No lectures before understanding.
Managers should use simple, consistent language that keeps communication open. Phrases like:
- “Thank you for telling me.”
- “That makes sense.”
- “Let’s make sure you have what you need.”
- “I’ll take care of this.”
These aren’t just polite, they’re effective.
Being Heard is Not a Courtesy, It’s a Standard
One of our core expectations is that our staff (and customers) feels heard. Not occasionally. Consistently. And we’ve laid out what that means here: https://dallasmaids.com/customer-service/#heard
Being heard doesn’t mean agreeing with everything. It means acknowledging concerns and addressing them with respect and urgency. Action speaks volumes!
For example, if a cleaner needs something that’s pertinent to their job, getting it becomes a priority. Missing tools, supplies, or information create unnecessary stress and lead to preventable issues. When someone tells us they need something to do their job well, the response should be “I’ll get this you for now.” (This means keeping the stock room fully supplied) Removing those obstacles is part of our responsibility as leaders.
Why This Matters to Who We Are as a Company
This approach isn’t new. It’s rooted in what we already believe as an organization. Our values are clear here: https://dallasmaids.com/our-beliefs/
If we say we believe in dignity, respect, and doing the right thing, then those beliefs have to show up in how we manage, especially when things are stressful or inconvenient.
Final Thought for Managers
You don’t need to be perfect. You don’t need to have all the answers. But you do need to be present, supportive, and willing to ask better questions.
Empathy doesn’t slow us down. It reduces friction, improves performance, and builds trust which is why it’s not soft at all. It’s a skill. And it’s one we’re continously choosing to improve. With empathy, employees don’t just feel better, they perform better. And that’s good for everyone.
All my best,
~ Greg
Note to Management
I’m wrote this post and sharing this Manager checklist because I want to make sure you have the tools you need to succeed as managers. This isn’t about criticism or micromanaging. It’s about giving you clear guidance that makes conversations easier, reduces stress, and helps you support the team more effectively. When our staff feels supported, treated with dignity, and has what they need to do their jobs well, everything runs smoother for everyone, including us.
My goal is simple: help you lead with confidence, avoid unnecessary friction, and set you up for success. When you succeed as managers, the entire company succeeds. Not only with our staff, but also with our customers. So, please review our Customer Service page and especially, Our Core Beliefs.
Thank you! I appreciate the hard work you put in every day.
Manager Checklist
Use this checklist every day. This is the job.
Before addressing any issue
☐ Listen without interrupting
☐ Acknowledge what the employee says
☐ Ask what happened, not why
“What caused this not to get done?”
“What got in the way today?”
When a cleaner needs something
☐ Ask: “Do you have everything you need to do your job?”
☐ If the item is pertinent to their job, treat it as urgent
☐ Get it as soon as possible, preferably same day
☐ If you can’t fix it immediately, communicate the plan and timing
Missing tools = delayed performance.
This is not optional or something to “get to later.”
During the conversation
☐ Use calm, neutral language
☐ Avoid assumptions
☐ Focus on the situation, not the person
Phrases to use:
- “Thank you for telling me.”
- “That makes sense.”
- “Let me make sure you have what you need.”
- “I’ll take care of this.”
After the issue
☐ Confirm the solution was implemented
☐ Follow up with the employee
☐ Ask: “Did this fix the issue?”
If the problem repeats, look at systems, not attitude.