Entries Tagged 'Human Resources' ↓

I didn’t realize what a black hole training is. It’s becoming more challenging for me as we add people. The repetitiveness drains me. And I wonder, how can I impart knowledge I don’t have?

The transition, from being at the center of everything to training others to take over, is a 180 degree turn. People don’t make transitions that big on their own. However, unless the owner makes the change from doer to manager, the business will eventually stall. Read on, and consider getting help.

It is essential that employees and managers build skills in order to grow the company. The owner, as head of the organization, has to lead the way. Taking a page from sports, it’s worth noting that not every coach is an expert player. The best coaches, however, are outstanding at getting their players and team to build skill and capacity to perform.

First employees have to learn the job. Then they have to learn how to do the job better than it’s ever been done before. Why? Because as employees improve skills, the company profits from increased efficiency and ability to perform.

Most privately held businesses start out with the owner as expert at, and doer of, just about everything. Everyone pitches in to help. Everyone looks to the owner for direction and advice about how to do their jobs.

As the company grows, tasks become more specialized. People concentrate in areas matched to their skills and ability. Experts are trained, or brought in, to add scope. For example, a bookkeeper takes over accounting tasks. A new sales person brings on more business. A production manager oversees operations.

The business owner, former doer of just about everything, steps back, lets people take over. The owner’s focus shifts to managing and orchestrating. The owner gets all of the moving parts of the company to work together smoothly, while insuring that the company is adding profitable clients, products and services year in and year out.

No longer is the owner the expert at how tasks are done within the company. Individuals working for the owner become the experts. And their ability to contribute is limited by what they know, what they experience, and by the amount they can handle – just as used to be the case for the owner.

The owner now has four key human resource development tasks to deal with. Identify when individuals are maxed out. Help individuals figure out what they need to learn next. Prioritize the list of tasks that need to be learned. Line up money for learning.

As owner, you might assess an individual’s ability to learn by saying, “Let’s practice together. You teach me what you know. Show me what you’re learning.” Instead of competing to be “best”, the owner becomes a coach, holds people accountable for growing, guides progress, lets employees have the “win”, builds employees’ confidence.

If certain tasks have to be taught over and over again, assign people as skill experts, to be the go-to people when employees need to master specific jobs. Often the skilled go-to people are not the people managers – as teaching tasks is much different from managing people. However, the experts’ contribution to the whole of the company is just as great, and they should be recognized as just as important as people managers.

You, as owner have to get freed up to plan out how the company will grow. You step back and observe what parts of the business are working well, what parts need help, and what parts will need help in the future. Then you build an overall plan, and budget to insure all parts of the organization are improving at the pace needed to hit short and long term goals profitably. You oversee the plan’s roll out, and make adjustments along the way. Not sure how to do that? Get someone to teach you, before you become an obstacle to your business’ progress!

Looking for a good book? The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results by Calhoun W. Wick, Roy V. H. Pollock, Andy Jefferson.

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This year’s vacation was better than expected. Given how some of my peers are doing, I’m just glad I could afford to get some time off. But I still had to take calls while I was away, and handle problems that the office could have taken care of. What should I do, so that next year I can truly be away.

Expecting the business to run without you is always a good goal. It means that at least some of the time you’re no longer the tent pole, with the business sitting squarely on your shoulders. As a result, the business is stronger, safer, and more valuable.

Taking a vacation is a good way to test the readiness of the business to run without you. And it’s a good first step towards preparing the business to be saleable – even if that might be years down the road. Think of it this way. Who wants to pay you money for a business that can’t run without you. Instead, test the readiness of the business to operate without you, by getting away to do something else, as you recharge your batteries in the process.

Now that you’re back from vacation it’s time to take stock of how things went. What calls did you take? What was on your desk when you got back? What should’ve happened but didn’t while you were away? What are your goals for your next vacation?

Start by making a list of everything that you handled while away, as well as things that waited for your return. Focus here, as you start to prepare for your next vacation and even more independence from the business. Decide who should handle items next time, and lay out a training program for them to take over. Try not to hold back anything.

Here are some questions you can ask, to get your freedom-from-the-business plan started. What calls and issues were referred to me, and why? Who else could have taken the calls? What additional information would they have needed to handle the calls? What decision making authority needs to be delegated in order to deal with those calls? Is there someone who needs training to be my backup in one or more areas? What is the training plan to get people up to speed?

Check what’s on your desk. Everything from opening mail, to writing checks, placing orders, confirming client proposals, approving payroll, and doing reviews, may be waiting for you to check back in. Ask yourself, what’s it doing on my desk?

The third area to consider is a little less obvious. What should or could have happened, but didn’t, while you were away? What plans, development work, longer term commitments, etc. got put on hold pending your return?

Think about setting up teams to handle the bigger items. Balance out decision making by having a group of people be responsible. Insure that projects with more complex implementation needs don’t get hung up, by having 2 or 3 key players assigned to oversee progress.

Finally, think about your goals for your next vacation. Try to get away again in another quarter. Even if you stay home, stay away from the business. Let it run without you. Plan to take fewer, or no calls. Expect your desk to be clear when you get back. Seek to have projects and plans humming along, regardless of whether you’re around or absent.

Keep in mind that most businesses rely on their owners. And no matter how much owners complain about that, they also set it up that way. They like being important, central to decisions, in control of what’s going on. But if owners are to achieve a valuable end goal of having a sale-able business, they have to remove themselves. The next owner wants a business that can run itself. So build the business to run without you now and enjoy the time off!

Looking for a good book? Don’t Miss Your Life: Find More Joy and Fulfillment Now, by Joe Robinson.

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We’re finding that it’s really hard to change habits. We’re implementing some new ways of doing things, and our people seem to be really resistant. We have good employees, it just seems like they’re stuck in a rut. How do we get things moving?

This reader is right. Change is hard. People form habits, and then they stick with them. That’s both the bad news and the good news. Once you build a new set of habits, things will go much more smoothly.

Get people involved in the changes you’re hoping to implement. Make sure everyone understands what’s expected, and why. Training is essential until new habits are formed. Look at where things get stuck, and figure out why. Encourage people to talk about what’s going on, how it impacts them, and what they’d like to have happen. Be sure to allow time for practice, discussion and follow up.

Until people understand what you’re trying to accomplish, it will be hard for them to follow your lead. Take time to explain what’s going to happen and discuss the benefits of doing things the new way.

Recognize that for some people, the new way may seem more complicated, more time consuming, less friendly. They may very well be right so, encourage people to talk about their concerns. Don’t bury problems, get them out in the open.

Ask people to try, and be firm about your intention to implement the new way of doing things. Just because things seem difficult, don’t blink and allow people to go backwards. Keep up the training, discussion, follow up, and pressure to stick with it, until you’ve fully implemented the changes you want.

Set realistic goals that reflect the outcomes you want to achieve. Set interim progress measures to show that things are heading in the right direction. For example, if you’re trying to implement a CRM system, set an overall goal: everyone using the system 100% to log phone calls, emails, appointments and new contacts, within 90 days.

Interim progress measures might include training different departments over time, For example – train the sales department week 1, customer service people week 2, accounting staff week 3, field people week 4. Use of the system 50% of the time within a week of training. By week 5, people voluntarily opening and using the system 90% or better. Then check back in to find out who’s hitting the interim progress measures and who’s stuck.

Build a plan to get through the training, practice and follow up required. Make sure that people have enough time and guidance, so that they learn how to do things the new way correctly. Expect that productivity levels may dip as people focus on practicing new skills.

Just about every business has some seasonality to it. Pick a time to practice when the business isn’t running at full steam ahead. If necessary, bring in some temporary help to handle routine tasks, to free people up to go through training and practice.

Check on why some people are struggling. Chances are they aren’t getting to payoff quickly enough. In other words, for this group it’s simpler, easier, and more rewarding to stick with the old habits. Take people aside and find out what obstacles they’re dealing with. If possible, consider developing customized solutions to deal with their challenges. Whatever you do, don’t let up on insistence that change take place.

Look for people who are doing well with the new habits. Ask them what value they get from implementing changes. Ask them to share their positive experiences with others who are struggling.

Insist on change, with respect and support. Consider rewards as motivators. First department to get on board 100% gets treated to dinner. Once a department demonstrates mastery, they get a bonus. Consider what your people would find motivating, and be prepared to supply that as they work hard to achieve what you want.

Looking for a good book? The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation, by Linda Ackerman Anderson, Dean Anderson.

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Do you have any information on delegating work? What should or should not be delegated by a manager? I’m a student, and I’d like to know more about the subject of delegating.

Some managers struggle with delegation. They try to hang on to every task. They are unclear about what they want to accomplish. They pick the wrong people to delegate to. Some delegate too much, or too soon. Or they fail to acknowledge the people who are pitching in to make them look great. When it comes time for you to delegate, make sure you don’t get caught in any of those traps.

One person can’t do it all. The load has to get spread out. Delegating is about asking other people to carry part of the load, being responsible for completion, quality and reporting back on results.

A manager can delegate any task. It’s best to consider the skills and attributes required for success. For example, a task that takes an outgoing personality and experience talking to people, can be very different from a task that calls for detail management and working in a quiet, isolated setting. Match task and people attributes to increase the chance of success.

When preparing to delegate, have manager and recipient discuss how to tackle the assignment. Play it out verbally. See what knowledge gaps exist. Discuss where training might come into play.

Reach agreement on timing and what a successful outcome might look like. Vague timeframes can result in a comment later on, along the lines of, “I didn’t know you needed it by then!” Clear objectives can make it much easier for both parties to know how success will be measured.

In the beginning check on progress regularly. Periodically overview the entire process to observe how the task is being handled. Allow for innovation, so long as the outcome is at the desired standard.

If you’re the manager and things are progressing properly, back out of the way. No one wants someone constantly hanging over their shoulder telling them what to do. If you’re the recipient, ask for feedback along the way. Check that you’re on track, and then keep going.

Allow for mistakes and time to make corrections. Double or triple your estimate of the time and resources needed to complete a task. That allows for errors, without putting your schedule and budget out of whack.

Check if the recipient’s plate is overflowing. Delegation might add to a host of problems. Increased error rate, lack of cooperation, missed deadlines, incorrect shortcuts are all symptoms that the recipient isn’t ready to take on additional tasks.

As a recipient, consider how taking on additional tasks can increase your skills and visibility within the organization. Be ready, willing and able to help out. Execute in top notch form so you look like a superstar. Be aware that to continue taking on tasks, you may have to build your own delegation team and skills.

Make a list of all the tasks you do over a week. Highlight those that are repetitive, that could easily be taught to someone else. Look around for someone to train.

Be sure to share recognition with people who are getting things done on your behalf. It’s not fair to ask someone else to do your work and then take all the credit. More importantly, by sharing the cudos, you’ll encourage people to help you again next time.

If you find you work for a manager who doesn’t delegate, you have a couple options. Ask for a meeting to discuss your readiness to take on additional work. Ask for feedback on what might get in the way of receiving new assignments. Ask for assignment to another manager, who might have more experience at delegating and mentoring.

If you feel you’re overloaded with too many tasks, discuss what kind of help you might need, in order to relieve the stress you’re feeling. Look around to see if there’s anyone you can delegate to. Make suggestions on how to get through the workload in a different way.

Looking for a good book? The Busy Manager’s Guide to Delegation, by Richard A. Luecke, Perry McIntosh.

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Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. She can be reached by phone at 877-238-3535. Do you have a question for Andi?  Please send it to her, via e-mail at AskAndi@StrategyLeaders.com  or by mail to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Visit www.AskAndi.com for an entire library of Ask Andi articles.

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It’s always easy to point fingers. And lately I’ve seen a couple of my employees doing a lot of that. How do I get people to understand that it’s not about the blame, it’s about fixing the problem and learning from it?

You’re right to be concerned. Individuals tend to thrive in a world of achievement. Problems can arise when people see themselves as failures, or when others profit at their expense.  Keep in mind that fairness is crucial. Make it possible for each person or team, given their abilities and resources – to be recognized for their accomplishments.

Work with employees on setting common goals. Boost individual confidence through recognition. Encourage individuals and groups to take responsibility. Make sure that people understand that they’re all in it together.

Check your own ego at the door. Are you doing everything you can, as owner, to minimize unproductive individual rivalry. When people come to you with complaints, do you insist they try to work it out themselves? And if they can’t work it out on their own, do you get all parties in the room to discuss the problem? Do you point to leaders who develop competent groups of players as your role models, or are you more likely to recognize the individual stars?

Make sure you align people with common goals. Help everyone see that a “win” results from pulling together. For example, in sales, with individual goals, often teamwork can fall apart in the competition to be first. Set dual goals, for individual performance and for group success.

Make sure one group’s goals and rewards don’t come at the expense of a less successful individual or group. Set goals so that each group measures progress against an external measure, rather than benchmarking against each other. Make it possible for all to win, if they hit their goals.

It is important to hold people accountable, but in a way that they learn from the experience. Initially put the emphasis on learning, not penalties, when problems arise. Ask people to work together, to break down what happened, to document what they learned and what they will do differently next time.

Explain to people that it’s okay to make mistakes. In fact, it’s essential. If a individual or group isn’t encountering mistakes regularly, it probably isn’t exploring it’s full potential to learn and grow. The trick is to learn when mistakes happen and to avoid repetitive mistakes.

When you find people trying to assign blame, take a look at their confidence levels. Do they understand that it’s okay to make a mistake? Do they quickly accept the reality that a mistake has happened, and shift into gear trying to uncover the reasons for the breakdowns, so they can put corrective actions into place?

Make sure people understand they’re responsible for each others’ success. When a problem arises, reward individuals and teams who go beyond their assigned duties to help others take corrective action.  Send a message loud and clear that if one team is struggling, everyone needs to pitch in and help that team to recover.

At the same time, look closely at those who are struggling. Are they taking responsibility? Are they clear they need help? Are they enlisting the support and assistance of others in seeking improvements? If they are, keep going. If not, it’s time for one-on-one conversations about their role in the problems that have to be dealt with. If there is anyone who is intent on subverting teamwork and cooperation, tell them to cut it out, or get them out of the company.

Set up programs that allow groups to “win”. Keep in mind that life isn’t fair, and it is possible that a less experienced individual or team is going to struggle. Make sure that individuals and teams that are demonstrating effort and making progress get a shot at being recognized. Consider mixing up teams, to balance strengths and experience, so that less experienced individuals learn from their peers and get a taste of success.

Looking for a good book? Extraordinary Groups: How Ordinary Teams Achieve Amazing Results, by Geoffrey M. Bellman and Kathleen D. Ryan.

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Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. She can be reached by phone at 877-238-3535. Do you have a question for Andi?  Please send it to her, via e-mail at AskAndi@StrategyLeaders.com  or by mail to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Visit www.AskAndi.com for an entire library of Ask Andi articles.

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We’re finally growing and looking forward again! I know the business needs to change as we grow. Now I fear that it’s the things we don’t know that are going to get us into trouble. How do I impart knowledge I don’t have, and anticipate needs in areas where I don’t have experience?

Keeping a business ahead of inflation means annual growth between 10% and 15%. That puts the business on track to double revenue every 5 – 8 years.

It’s up to the owner to infuse new knowledge in every area of the business, in order to sustain a steady growth track. As the company grows, problems become more complex. Challenges are different.  Businesses, just like people, all hit a Peter Principle – the business maxes out what it knows, and begins to stall unless the owner takes action.

Break the business down into disciplines: I call this the Six Sisters: Sales, Finance, Marketing, Operations, Human Resources and Leadership. Instead of having the entire business sit on the owners’ shoulders, spread the load. Look at the business in sections. Assign one person to be responsible for each area. Increase depth and breadth, as the team works to build the business.

Not sure how to help grow skill in each area of the business? There are four primary ways for a business to gain new knowledge. Each choice has positives and negatives.

Option 1: Ask people already in place to get their own education. Be aware that people who get an education on their own often move on to new jobs within a year or two of completing the education cycle. Be prepared to deal with the reality that the load of study diverts attention from work during the education cycle. Make sure your company can employ and reward the individual at a significantly higher level, once their education is completed, or be prepared to replace them when they’re ready to move on.

Option 2: Hire experienced personnel. New executives can bring new energy and knowledge, but may have trouble earning the trust and respect of their direct reports and peers. They may overlook the value of what’s already in place, and make wholesale changes that cause existing employees to lose focus. Do a careful assessment of what skills are needed for your company. Then do a lot of reference checking to be sure your candidates have experience successfully bringing the skills you need to the table in a new organization.

Option 3: Outside experts can provide limited cost proposals for specialty work that is not core to the company. Accounting and legal are 2 classic examples. Make sure your current providers have experience working with companies like yours that are 2 – 3 times your company’s size. This means they can guide you through challenges you’re about to face. If not, it may be time to focus on upgrading skills.

Option 4: Hire teachers to work with your organization. Use the training process to unify people around shared skill development. Be aware that any development process will include some disruption. Allow time and budget for experimenting as your team works on increasing results. You may find some people get left behind, be ready to deal with the fallout. Make sure that the teachers you hire are qualified to do what you need.

Ask you team of six managers to take an in-depth look at each of the six areas of the business. Make a list of development needs and prioritize from critical to nice-to-have. Lay out timing – don’t try to attack every area all at once. Decide which learning option is most appropriate for each area. Develop a company training plan, that the management team can use to stay on track.

As you go through this development process, your job, as owner, shifts. You go from working in the business, to planning and managing the future growth. You’re working on the business for a portion of each week. This is exactly where you need to be to insure the company’s longevity.

Looking for a good book? Family Education for Business-Owning Families, Strengthening Bonds by Learning Together by Amy. M. Schuman and John L. Ward.

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Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. She can be reached by phone at 877-238-3535. Do you have a question for Andi?  Please send it to her, via e-mail at AskAndi@StrategyLeaders.com or by mail to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Visit www.AskAndi.com for an entire library of Ask Andi articles.

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