McKnight made that observation in 1924 when he was CEO of 3M. It was true then and even more true now.

Brian Carney and Isaac Getz cite this assertion in Freedom, Inc. in which they explain how to free employees and let them lead a business to much higher, productivity, and growth.

Carney and Getz share four “lessons” (i.e. steps) they’ve learned that, in my opinion, offer excellent advice to supervisors when their direct reports begin to return to work.

Step 1. “Stop telling and start listening. Then, remove all the symbols and practices that prevent your people from feeling intrinsically equal.

2. “Start openly and actively sharing your vision of the company so people will ‘own’ it. But don’t do this before Step 1 because people who are not treated as equals will leave you alone with your vision.

3. “Stop trying to motivate people. That’s right. Instead, build an environment that allows people to grow and self-direct — and let them motivate themselves. If they understand the vision from Step 2, they will take care of the rest if you let them.

4. “Stay alert. To keep your company free [celebrating initiative rather than demanding compliance], become culture keeper. In his role, as liberating leader Bob Davids says, ‘One drop of urine in the soup is too much — and you can’t get it out.’ The price of liberty is eternal vigilance”

My own advice to supervisors is to take full advantage of how grateful your people will be when back at work. Feed their enthusiasm…and be nourished by it.

FYI, here’s the best leadership advice I ever got, from Lao-tse in his Tao Te Ching:

“Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves.”