How To Maintain A Smooth-Running Company When Facing Tradegies
How To Maintain A Smooth-Running Company When Facing Tradegies
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 SmoothRunning Company When Facing Tradegies - To learn more about this author, visit Millard MacAdam's Website.
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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 SmoothRunning Company When Facing Tradegies - To learn more about this author, visit Millard MacAdam's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
As an independent film producer, his upstart film fund Aliquot Films is currently producing a films with Spike Lee and Abel Fererra (starring Ethan Hawke and Dennis Hopper.)
Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
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