I manage a 100,000-square-foot cannabis growing facility. Here are 5 management tricks I learned about keeping employees motivated

No one should feel their thoughts don't matter, and people at every level deserve to be heard. It's critical to find a balance between maintaining production and being open to ideas from the people who make the actual work happen. When there's an issue, give teams examples of situations which must be addressed immediately and those which can wait. Set aside time to receive feedback from your staff. This creates an environment where the team understands they are part of implementing the process and part of continually improving it. Dedicating specific time to discuss ideas ensures workflow is not interrupted, and that teams remain engaged. Remember that information, both good and bad, is only useful if shared.

No one has our business completely figured out. There are no perfect facilities; therefore, we must not only encourage the process of continuous improvement, we must demand it. Honest conversation can be uncomfortable, and it's crucial to remind teams that we must critique the process, never the person, and that the common goal is continued growth. Passionate people will have opinions — and that's what you want to encourage. Someone might disagree with our choice to run our humidity below 55% during the flowering cycle. So we explain the reason we do so is to inhibit the potential growth of any type of mold or mildew. While their protocols might work in their personal garden, that's not an acceptable risk for a production facility which is being counted on to provide clean product to hundreds of thousands of people. The goals of the company must be thoroughly defined and conveyed. Only then can we begin the discussion about how to get there.

The people make the place. They fill the hallways with their energy. Make an effort to acknowledge all of the staff members and to introduce them to senior management when they visit. Those moments mean a lot to the people that put their passion into our products/services. Every company has a distinct culture. Direct the culture's narrative and work every day to actively define it. Invite your people to help shape their workplace. As a manager, you bridge the gap between investors, the leadership, and the staff. It's your responsibility to make decisions with the interest of the company in mind. If the company is successful, then you will be in a position to reward your staff. Issues will inevitably arise between upper management and those in the field doing the work. It's important to address negativity and conflict and mitigate the damage to the culture. It's equally as important to work with upper management so that they are aware of the impact their decisions can have on morale at every level and ultimately, their bottom line.

If you want the company's future to be green, start with the people who make it happen, plant by plant, every day.