I was asked today for my opinion about a situation where a “professional service provider” made a comment to one of their company’s supporting IT members, saying, “This is a ________________’s office, and I’m a __________________, so you support me.”   The question posed to me was, “In an organization with specific professional service providers (i.e. doctors, lawyers, teachers, etc.) are the service providers more “important” than the supporting staff members?

This question brings up many aspects of organizational dynamics and we can take it in many directions. First, understand that organizational dynamics vary depending on the specific organization and its purpose, mission, vision, values, goals, etc.  So we’re going to focus on organizations which provide professional services.  In organizations with specific professional service providers, Doctors, Lawyers, Accountants, Engineers, Teachers, Architects, Consultants, Dentists, Therapists, Financial Advisors, IT professionals, Psychologists, Real Estate Agents, and more, all usually rely on supporting staff members to help make their organization run smoothly and effectively.  Some of these staff members may actually be experts or “internal service providers” in their own right providing services to support the “professional service provider” of the organization.  As an example, a large law firm may have IT professionals who are “internal service providers” to the attorneys who assist in the legal matters for their clientele.

How Should Leaders Treat the Different Classifications of Employees?

What organizational leaders and professional service provider employees need to realize is both professional service providers and supporting staff members each play critical roles, and their importance is not necessarily comparable.  Service providers often deliver the core services (medical treatment, legal advice, psychological therapy, etc.), but supporting staff members enable them to do their jobs effectively.  Some of these tasks may include scheduling appointments, managing calendars, organizing meetings, client/patient intake, billing clients, generating invoices, managing financial transactions, entering data into systems, databases, or records, handling payroll, or maintaining the physical environment, such as cleaning, ordering supplies, or managing equipment.  So many tasks that the professional service provider may not even be aware of. 

Because of this, treating both service providers and support staff with equal importance within an organization can lead to several benefits and is a practice that promotes a healthy work environment. Following are some specific areas and reasons why organizations should consider treating professional service providers and support staff with equal importance:

Teamwork and Collaboration: Recognizing the value of both service providers and support staff encourages collaboration and teamwork. Frequently in professional service organizations the service provider only handles a specific part (the actual service), whereas the support staff are the ones who handle all other aspects. Therefore, effective collaboration often leads to better outcomes for the organization and its clients or customers.

Morale and Motivation: When support staff are valued and respected, they tend to have higher morale and motivation. This, in turn, can have a positive impact on the overall organizational culture and productivity.

Retention and Recruitment: Treating all employees equally can help with both retaining current talent and attracting new talent. It sends a message that the organization values the contributions of all its members.

Improved Customer Service: Support staff often interact with customers or clients and can play a crucial role in delivering quality customer service. Valuing their contributions can lead to better customer experiences.

Innovation/Insights: Professional service organizations that have a more inclusive environment foster innovation. Support staff usually have unique insights and ideas that can contribute to the organization's growth and improvement in efficiency and effectiveness.

Efficiency: Support staff who handle some of the mundane, routine or other ancillary functions enable the service providers to focus on their core responsibilities. Treating both groups equally ensures that support staff are motivated to perform their roles efficiently, which benefits the organization as a whole and increases the motivation, satisfaction and performance of the support staff.

Legal and Ethical Considerations: In some jurisdictions, there are legal and ethical obligations to treat all employees fairly and equally. Discrimination can lead to legal liabilities and damage an organization's reputation. Especially in a professional organization with an elected official where transparency is even more critical.

Respect and Dignity: Treating all employees equally is a matter of respect, value and dignity. It reflects the organization's commitment to treating all employees with fairness and equity.  

Personal Growth: Building positive relationships with support staff can lead to personal growth for service providers. It fosters empathy, communication skills, and a better understanding of the organization as a whole.

Long-Term Success: All of these factors create the organizational culture.  A culture of fairness and equality where all employees are treated with value and respect tends to lead to long-term success.  This is due to it creating a positive work environment where employees are more likely to remain committed to the organization's vision, mission, values and goals.

Putting It All Together

Treating people with equal importance doesn't necessarily mean identical treatment. Distinct roles within an organization may require different forms of recognition and support. What's crucial is that all employees are recognized for their contributions and are treated with VALUE and RESPECT.  Leaders and professional service providers who value and respect support staff equally, not only create a better working relationship which is beneficial for the organization but also supportive for the professional growth and well-being of service providers. It creates a work environment where everyone can thrive and contribute in their own capacity to the organization's success.

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently is the Business/HR Manager for a District Attorney’s office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.