As a business owner or key company leader, picture that you and one of your key staff members have just been in a serious auto accident. You both have major injuries. You are both going to be in the hospital at least a month. Both of you have your jaws wired shut so you can't use the phone.
Can you see your company running smoothly, easily and well while you both recover? Will your customers or clients be served while both of you are gone? If you've just experienced an anxiety attack over this possibility, the following problem-prevention tips are for you. The actions below, if put into practice, will reduce your stress, increase the stability and productivity of your company, and give you more restful vacation times.
HIRE WISELY - Too many managers hire bodies for particular jobs rather than people to help build a future. Your company is only as good as each individual staff member's contribution to its optimum functioning. Look for the four “C’s” of Proactive Hiring when you hire: Character, Competence, Commitment, and Community. Commitment is the motivation and willingness to diligently and consistently apply one’s high character and competencies in the work environment. Community is related to the desire to be an effective team player in skill and attitude. For every position, from receptionist to technician, hire only the best customer-satisfying managers and staff members you can recruit. Conversely, if you have current managers or staff members who are not performing well, consider whether they are a wise expenditure of your hard-earned money.
BUILD A TEAM RATHER THAN YOUR EGO - Too many leaders let their egos monopolize their interactions with their staff members. Stop the pattern. Instead, trust your staff members to do their jobs. Ensure that each staff member feels that they are a highly valuable member of your team. Let each staff member know they are an integral part of the company's end product or service to customers. Set the example for positive interaction at all times between team members, even when ideas or performance must be corrected or redirected.
REWARD WELL - When you get good staff members, reward them financially and emotionally. Be sure their pay is at least at market rate. Take time often to acknowledge each staff member's contribution verbally and with affirmative notes. The two big loyalty builders are two simple words, “Thank you!” followed by a statement of the specific action being appreciated.
BE HANDS ON - Know each staff member's job and how to do it. This not only gives you an automatic reserve staff member and trainer (yourself), but has an added bonus. If you show a staff member that you are willing to learn or have learned his/her job, you are communicating that you believe their work has value. Every staff member needs to know that whether they are emptying trash cans, setting the presses, or selling the large accounts, their work is worthwhile and valuable.
MAKE YOUR STAFF MEMBERS VERSATILE THROUGH CROSS TRAINING - In a small company, every staff member should know how to do at least two jobs, particularly on the technical and service sides. For critical tasks, at least three staff members should know how to do each job. Invest time in cross training and you will always have a “backup substitute” on your premises who can step in when needed.
DEVELOP AN ALL-STAFF OPERATIONS MANUAL - All people who serve as your temporary help deserve and need clear instructions for temporarily filling a position. To give them what they need to do excellent work for you, involve all of your staff members in the development of written guidelines and procedures for carrying out all of the functions and tasks they are responsible for in each of their positions. Develop a “group draft” and then edit it together for clarity. Have staff members use the operations manual to carry out key functions and tasks for positions other than their own. Have the persons who hold the position observe how the “backup substitute” is doing and ask them questions and coach them as they are doing it. Together people will be able to revise the first draft of your manual and help make it into a powerful tool for maintaining a smooth running organization even when illnesses, accidents, or relocation cause staff members to miss work or leave employment.
DELEGATE YOUR TASKS, BUT NOT ULTIMATE LEADERSHIP - As a manager and leader, what are the things you do best? Are you the idea person, the best salesperson in your company, the organizer? Find your best talents and then delegate all other tasks to your staff members. Train them appropriately to do their jobs, let them know you have confidence in their ability to perform well, and then let them do their jobs. Giving responsibilities to your staff members in a gentle kind way will build their confidence and competence. It will increase your staff members’ willingness to work and their pride in your company’s end result for customers. However, as the top leader you must make the final decisions and take full responsibility for them while continuing to focus on the fullest development possible of your people and the enhancement of their careers.
COMMUNICATE OPENLY, DIRECTLY AND CONGRUENTLY - You need to engage in strategic dialogue with your staff members, solicit their suggestions, and positively correct their mistakes by helping them get back on course. Conversely, you must create an atmosphere where staff members are willing and able to dialogue openly with you. The two best sources of information on how your company is doing and how to improve it are your staff members and your customers. Pay attention to both.
GIVE YOUR BEST ALWAYS AND ENCOURAGE THE SAME FROM YOUR STAFF MEMBERS - Pride in the company and its product or service always begins at the top. If you give a half effort or let a sloppily produced product go out the door to a client, you are sending a message to your staff members that you do not respect your clients or your work. Your staff members will adopt that view as well. If you set the example of giving the extra effort, pitching in when needed, caring about your fellow team members, working as a unit to be the best in your particular company, and taking care of the bottom line, your staff members worth having and keeping will follow suit.
ENCOURAGE INNOVATION AND CREATION - Give your staff members a stake in the future. Once a month, have a meeting where the staff members make suggestions on how to improve your product, service, efficiency, or bottom line. Give monetary rewards when the ideas produce increases to the bottom line. Give positive encouragement for the process.
HAVE A SECOND IN COMMAND - No commander goes into battle without a major who can take over if he is felled by a bullet. If you are the “commander” of your company you must act accordingly. Find someone you trust within your company who has the same goals, ideals, and a similar leadership and management style. Train him or her appropriately. Let others know he or she has your confidence and authority when you are gone. When that is done, leave on vacation and test the theory out. If you have implemented the above steps, your company will most likely run easily and well and you will have regained a more fully functional and integrated staff and a more healthy balance in your life.
How To Maintain A Smooth-Running Company When Facing Tradegies - To learn more about this author, visit Millard MacAdam's Website.
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