As I\u2019ve mentioned in my previous posts, Simpson Scarborough is a very small, tight-knit company. This means that even the employees at the lowest end of the totem pole (i.e. interns J) have access to the company\u2019s leadership. Personally, I have been in several meetings with the CEO and company partners. Because of this access and close relationship, employees at the company feel as though their personal contributions directly affect the direction of the company. This is not just a feeling; it\u2019s fact. The leadership of the company puts a lot of faith and trust in its employees, trusting in their competence and ability to build strong, professional relationships with clients. Not only is the company close professionally, they are also close outside of work. The leadership of the company is incredibly friendly with everyone else in the company, chatting about each other\u2019s\u2019 lives over food and drinks. While this kind of closeness could potentially be dangerous \u2013 there\u2019s a fine line between being friends with your employees and being too friendly with them and losing your sense of authority \u2013 I think the partners at Simpson Scarborough tread this precarious line expertly. They make the employees feel valued and involved in the inner-workings of the company, while still maintaining an air of authority. This combination of high professional expectations (due to the high amount of responsibility placed on each employee) and the friendliness of the partners serves as the perfect motivation for employees to do their best work.<\/p>\n
<\/p>\n
As the company gets bigger, I am interested to see how the leadership of the company changes. With more and more people being hired, it will get much harder to maintain these close relationships with employees. I imagine that contact with the leadership of the company will become scarcer. However, as long as there is some kind of consistent contact with the higher-ups in the company (like a weekly newsletter or email or the like), that close personal relationship, while weaker, will remain an important part of the structure of the company.<\/p>\n","protected":false},"excerpt":{"rendered":"
As I\u2019ve mentioned in my previous posts, Simpson Scarborough is a very small, tight-knit company. This means that even the<\/p>\n","protected":false},"author":3296,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"colormag_page_layout":"default_layout","footnotes":""},"categories":[76609],"tags":[],"class_list":["post-509","post","type-post","status-publish","format-standard","hentry","category-leaderfollower-relationships"],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/posts\/509","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/users\/3296"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/comments?post=509"}],"version-history":[{"count":0,"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/posts\/509\/revisions"}],"wp:attachment":[{"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/media?parent=509"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/categories?post=509"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.richmond.edu\/jepsoninternship\/wp-json\/wp\/v2\/tags?post=509"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}