Employees Would Call Every Night ?

I Was Told My Employees Would Call Me Every Night.

They Didn’t. Here’s Why.

When I stepped into the role of Analytical Laboratory Supervisor, I was responsible for multiple teams operating around the clock.

The lab was a 24/7 operation, and as a new supervisor, I quickly realized that nights brought their own unique set of challenges: fewer resources, less oversight, and a lot more autonomy required from the team.

Before I even started, my predecessor gave me a warning. She told me bluntly:

“Good luck staying sane. The night shift will call you every single night.”

At least, that’s what happened to her.

I listened, but deep down I thought: “Nope. That’s not going to happen, not on my watch.”

Why? Because constant late-night calls would mean more than just a disrupted sleep schedule. It would signal something deeper: a lack of autonomy in my teams, unclear expectations, and a dependency on me for decisions they could (and should) handle themselves.

I wanted a different outcome, both for them and for me.

Why I Refused to Accept the Status Quo

There were several reasons why I was determined not to repeat my predecessor’s experience:

• I wanted my teams to feel supported. Leadership is about creating an environment where employees know they have backup, but also trust themselves to make the right calls.
• I needed sleep. I don’t sleep much as it is (5–6 hours per night), but I knew I couldn’t function as a leader if my phone rang at 2 AM every night.
• I didn’t want my wife kicking me under the blankets. Every time the phone rang, it disturbed both of us and I wasn’t willing to let my work ruin my family life.
• Most importantly: I wanted my teams to be autonomous. Night shifts are already hard. I didn’t want my employees to feel like they needed to call me for every small hiccup. I wanted them to have the tools, confidence, and clarity to make decisions on their own.

So instead of waiting to see what would happen, I decided to act preemptively.

Setting the Ground Rules

The first thing I did was meet with all members of my night-shift teams. I wanted to set expectations clearly and early.

I told them:

• If you call me, I will answer. No exceptions. I wanted them to know I wouldn’t ignore their calls.
• But before you call me, verify with every member of your team. Make sure the answer can’t be found internally before escalating it to me.
• Don’t call me for trivial things. I didn’t want late-night calls about misplaced items or questions they could solve themselves.
• Understand urgent vs. important. Urgent items needed immediate action. Important items could often wait until morning. Knowing the difference was critical.

I also clarified the information they needed to have before picking up the phone:

1. What exactly is the problem?
2. What have you already tried?
3. Why can’t this wait until the morning?
4. What solution are you proposing?

By forcing them to think through these four points, I wasn’t just reducing unnecessary calls, I was teaching them how to solve problems independently.

“You Don’t Want Us to Call”

One employee tested me. He said, half-jokingly: “So basically, you don’t want us to call you.”

I smiled and replied:

“You can call me—and I will always answer. But before you do, make sure it’s something that truly requires my attention and can’t wait until morning.”

That distinction was key. I wasn’t pushing them away.

I was showing them that I trusted them enough not to need me for every small decision.

And guess what?

They respected it.

Adding Team Leaders

Later in the year, I introduced team leaders on the night shifts. These were the only people authorized to call me directly.

This gave me two advantages:

1. Streamlined communication. Instead of 10 different employees potentially calling me, I had one point of contact per team.
2. Leadership development. Team leaders gained experience making tough calls and handling responsibility, preparing them for future management roles.

The Result

In the end? I received two phone calls in the entire year.

Not two calls a night. Not two calls a month. Two calls period.

My predecessor wasn’t wrong about the challenges of night-shift supervision. But she had accepted the situation as unchangeable. I refused to.

The Real Lesson

This story isn’t about me getting more sleep, though that was a nice bonus.

It’s about a leadership truth that applies everywhere, not just in labs or night shifts:

👉 When we don’t like a situation, we have a choice.

• We can complain and do nothing about it.
• Or we can decide to fix it and take action.

My predecessor chose to complain. I chose to act.

Complaining never changes anything. Change comes through action.

Practical Takeaways for Leaders

So, what can you take from this experience if you’re in a leadership role today?

1. Set clear expectations from day one. Don’t wait for problems to pile up. Lay out what you expect and how you’ll respond.
2. Teach your team autonomy. Ask them to come with the problem, what they tried, and their proposed solution. You’ll be amazed how often they already know the answer.
3. Clarify urgent vs. important. This simple distinction can drastically reduce unnecessary stress for both you and your team.
4. Empower point people. Whether you call them team leaders, coordinators, or shift leads, designating a responsible contact builds both trust and efficiency.
5. Choose action over complaints. Every frustrating situation is an opportunity. Will you accept it or change it?

Conclusion

Leadership isn’t about being available 24/7. It’s about creating an environment where your team doesn’t need you every second of the day or night.

When you empower people, set clear boundaries, and trust them to rise to the occasion, you not only reduce your own stress, you build a stronger, more capable team.

And the best part? You’ll sleep better, too.

Carl-Michael Tessier

PS: Over to you: Have you ever faced a situation where you had to set boundaries with your team to create autonomy? How did it turn out? Share in the comment section below so we can all progress together. 🙂

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