Who does your company depend on? You, obviously. Business owners will always have the best interest in their success. Your employees are the ones who need to make the right choices. Your employees are multipliers.
Although you have to be there for the company, it is a huge mistake to presume that you are the only one who will be. Consider every company you have owned, worked for, or bought from. It might have been at a book shop or dining establishment, or perhaps it was a specialist’s office where some employee, certainly not the owner, was so helpful, pleasant, and hardworking that it made you wish to do business again.
Employees become extensions of the business owner since they do the numerous tasks the business owner cannot. Good employees can make a business, bad ones can break it. However, many business owners forget that they can either help employees be their best or worst.
Help your employees to be their best and become heroes to your customers. Listen to your employees. Think about your own experience at your earliest jobs. You were treated as a noob who had absolutely nothing to offer.
Sure, when you are young, you are short on experience and common sense. But being entirely shut down is insulting and demoralizing. Not only that, however it is also silly for the business owners to ignore what employees have to say.
These are the individuals who are the face of the company to your customers. They are likewise the individuals who have the most experience in the strengths and weaknesses of the company in an ordinary way. If you do not get in the world of your employees by listening, you will not know what you need to do to take your company to its next level.
Let your employees make decisions. Not surprisingly, many business owners and managers have such a drive for success that they feel a desire to control as much of the operations as possible. When taken to an extreme, it develops into the irritation of micromanaging.
The mindset is not just off-putting but also eventually self-defeating. Nobody can be everywhere at all times, and a company loses customers and sales in an instant. Do not tell your employees to wait to get problems solved.
Let your employees do what is needed. That does not imply they can do whatever they want. By all means, set standards and guidelines, however after you do, get out of the way and let them make things better. In some cases an employee may go too far.
If that happens, just treat it as a learning opportunity and help the employee understand better what to do in future. There may be some unfavorable effects, however, most likely a lot fewer than what you will get today. The good your employees can do far outweighs the potential bad which you can monitor through routine accounting disciplines prior to it getting out of hand.
Give your employees a budget to make things right. Perhaps most companies may not have a $1,000 budget per customer, but, surely you can afford something. Trust your employees to utilize the budget sensibly. Maybe they will send flowers to a customer to congratulate on the birth of a child.
The bottom line of all this is to trust your employees. Provide them a chance to do well by customers, the company, and you. Understand that your employees do wish to see things do better. Individuals truly do wish to invest their working hours in an amazing environment.
So, allow them to create it. For many business owners, success is determined by profits. And profitability is achieved by boosting revenue and reducing expenses. However, simply focusing on those results is a mistake.
This mistake will produce meager impact to the bottom line. Because profitability cannot be forced. You cannot simply wave a magic wand. Results are not about putting no effort and hoping for revenues to increase, clients to get on board magically, and expenses to reduce on their own.
Rather, profitability is a by-product of having a dedicated and accountable team. A lot of managers develop monthly or quarterly revenue targets. Then work in reverse using scare strategies to make the team perform.
Do not be that manager under pressure to deliver results and force output. Distressed managers believe the course to higher efficiency lies in placing rigid structures in the process. They typically rely on forcing staff to only use particular tools, or penalizing them when they do not hit their revenue targets.
When people are failing, aggravating pressure will just make matters worse. Have more carrots, less sticks. You should develop trust and openness with the team. Staff accountability and engagement will rise when they feel seen and heard, encouraged and supported.
Your employees will then be more motivated and step up as reliable, accountable people. Staff must be dedicated to their tasks fueled by desire, not fear. One method to motivate staff is to provide positive feedback in who he is becoming, not what he has been doing.
Everybody desires appreciation when a job is well done. However, that recognition is temporary. Lasting motivation comes from observation that a staff is growing into a more reliable leader, innovative thinker, or evolving into greatness.
In order to be successful, business owners must understand the aspects that build a reliable team. Trust is the basic foundation and is the core of reliability. Trust also motivates staff engagement to align with company mission.
People show up more for others than they do for themselves. When staff know that their manager has their back, they are far more willing to participate and be completely engaged in whatever they are doing. Business owners planning to earn trust ought to think about how they interact with staff.
Keeping your door open does not mean anything to a staff who hesitates to speak freely. Develop an active culture of interaction, check in routinely, and actively welcome staff to communicate their ideas, obstacles, and victories instead of carrying out a passive open-door approach. Create purpose and balance so staff feel that they are contributing to a greater good other than themselves.
It does not need to be a mission to change the world. It just has to make them feel that they are part of a team that is dedicated to a goal. Find the sweet spot. Assign staff in roles that align with their strengths and constantly challenge them.
Drive your employees to be versed in things they do. If there is no challenge, staff will be bored with a sense of lacking in purpose, and that they are wasting their talents. Learn how they can achieve more. Challenge them just adequately to put their best foot forward.
However, excessive challenge will overwhelm your staff and trigger frustration and anxiety. As soon as trust has been attained and staff are performing in their peak, you will have to be clear on results, ones that are aligned with company and team goals. There has to be a team-wide visibility.
Everybody knows each other’s status and where each staff stands relative to the higher objective. Paint the big picture. Articulate the mission openly and clearly so that everyone understands exactly which piece they own.
What are the tasks that are essential to them individually and as a team? By being transparent about the mission, staff can then understand what is required to achieve results. To be successful, always begin with your employees.
Staff engagement is developed from ground up through strong trust between relationships. Your team is the drivers of your success. Develop trust and offer challenge to promote natural responsibility. Create the correct basic values in your company, and revenue targets can be easily and naturally achieved.