Buddy-Buddy with your Employees…No Way!
August 6th, 2010
The last few months we have seen a lot of issues with employers having difficulty dealing with employees and getting them to produce for them. This may be an interesting concept to some of you out there but the reality is that an employee is hired to produce something not to clock-in and take up space. There are many reasons that this happens in a company, especially one with less than 25 employees, and one of the main reasons is that an employee’s agenda is never the same as the owners, especially as small business owner.
Many times we see an employee who is skilled at a job get promoted to a manager type position, not for their managerial skills but because they could do the job well. This new manager goes from being on a great front line worker to now a so-called manger. Many things could be improved with this scenario but one of the main issues we commonly see is that this new manager is now managing their old front line crew. It may not be such and issue for the crew but more for the dynamics of the approval/profitability mentality. The employer expects this front line worker to be able to take the worker mentality and switch it to a profitability mentality. Maybe the term manage does not mean as much as it should to the employer but the fact of the matter is that this scenario lends itself for approval from the other employees not profits.
This scenario can happen without an employee being moved up the ranks. We see it happen to the owner of the company as well…the one who should be concerned with profits and putting food on the table not seeking approval. As a manager you are not dealing with employees to get approval but to increase profits, period. This may sound harsh but the reality is that employees are employees and not your friends. Another way to keep the emotions out of the equation is to run your company by the numbers, assign statistics to each employee to see if they are actually producing something or just taking up space. Let us know whether you are seeking approval or seeking profits.
Crisis Leadership…Acting Under Pressure
July 6th, 2010
Leadership in a (Permanent) Crisis
From: Harvard Business Review by Ronald Heifetz, Alexander Grashow, and Marty Linsky
It would be profoundly reassuring to view the current economic crisis as simply another rough spell that we need to get through. Unfortunately, though, today’s mix of urgency, high stakes, and uncertainty will continue as the norm even after the recession ends. Economies cannot erect a firewall against intensifying global competition, energy constraints, climate change, and political instability. The immediate crisis—which we will get through, with the help of policy makers’ expert technical adjustments—merely sets the stage for a sustained or even permanent crisis of serious and unfamiliar challenges.
Consider the heart attack that strikes in the middle of the night. EMTs rush the victim to the hospital, where expert trauma and surgical teams—executing established procedures because there is little time for creative improvisation—stabilize the patient and then provide new vessels for the heart. The emergency has passed, but a high-stakes, if somewhat less urgent, set of challenges remains. Having recovered from the surgery, how does the patient prevent another attack? Having survived, how does he adapt to the uncertainties of a new reality in order to thrive? The crisis is far from over.
The task of leading during a sustained crisis—whether you are the CEO of a major corporation or a manager heading up an impromptu company initiative—is treacherous. Crisis leadership has two distinct phases. First is that emergency phase, when your task is to stabilize the situation and buy time. Second is the adaptive phase, when you tackle the underlying causes of the crisis and build the capacity to thrive in a new reality. The adaptive phase is especially tricky: People put enormous pressure on you to respond to their anxieties with authoritative certainty, even if doing so means overselling what you know and discounting what you don’t. As you ask them to make necessary but uncomfortable adaptive changes in their behavior or work, they may try to bring you down. People clamor for direction, while you are faced with a way forward that isn’t at all obvious. Twists and turns are the only certainty.
Yet you still have to lead.
This was a post from Harvard Business Review that really speaks to the importance of understanding what a leader goes through in a time of crisis and how important standards and values are to guide you through the storm.
How to Be a Better Manager
May 6th, 2010
It is time to make management a positive word. Employee’s love a great manager because it makes their job a more pleasant and inspiring part of their life. It is difficult to be a great manager. It is difficult to be a great manager. That was worth repeating to drive home the point that if you want to be your best you will need to commit to delivering your best.
Easier said then done. We can help with the following tips:
1. Lead by example. Yes you are the boss, but employee’s will not respect you just because you bark orders. Respect must be earned.
2. Commit to following through on your word. This may be as simple as telling an employee you will meet with them at a specific time or as involved as forming a new partnership. People want to do business and be around those that honor their word and deliver.
3. Manage your time. As a manager you will have specific deliverables that lead to the success of your company or how you are measured and there are two helpful hints for making your work load more manageable: 1. Delegate – get staff and others around you-working for you 2. Do not over commit your time – you do not have unlimited time in your day so understand and know your capacity and do not be afraid to say “no I can not take on that task at this time”.
4. Remove emotion from your decision-making. Get statistical performance measures in place to evaluate how your employee’s are doing. Be careful here because it may be your fault as a manager if your employee’s are not doing well with their performance. Coaching may be required and should be exhausted before termination.
5. Have fun. Enjoy what you do and bring a positive attitude. You will be amazed at how others will feed off that.
There is no secret method to being a great manager, but the 5 things mentioned above are very effective. Be create and put your employee’s ahead of yourself and it will pay dividends.
Hiding behind your desk is never the answer!
January 6th, 2010
We are big fans of social media and blogging, but the most important aspect of our business is getting out to meet new people. No matter how many twitter followers or fans you have it does not replace getting out to meet people in person. All technology tools are great for facilitating meetings in person, but never a substitute.
We had the pleasure of meeting Jamie from the Red Cross today at our favorite coffee shop to discuss how we can work and network together. The conversation would not have got very far if it was done over the phone because when building a business relationship it is critical to do in person. Think about sales and your sales team! They sell best in person. The phone or email is meant to acquire a meeting and the meeting is meant to acquire a relationship. It is very easy to say no to someone through an email, it is more difficult to say “no” on a phone call, and even more challenging in person.
Our meeting with the Red Cross was excellent. We talked about their brand and how disconnected it is with our youth and younger adults and that directly contributes to the decrease in fund-raising. This is one of the most well-recognized brands in the world and that does not translate into a local level means of support or understanding. Time to jolt the brand in our communities. We found out more in one hour meeting with the executive director than 5 hours on the phone. And we walked away with referrals which is the ultimate test of competence and service.
Sitting behind the desk and computer is a safe place, but more business gets done when you take your energy and ability to develop relationships out to customers or potentials! Get out and build your network.