Britain is 3rd in the world for start-ups but only 13th for scale-ups!
It’s hard to escape the news at the moment about the lack of productivity in Britain and what that means for the economy going forward. I don’t know about you but when I start thinking on that sort of scale I get incredibly overwhelmed!
But what if we break it down; just imagine if each business in the UK, however small, did their bit. Imagine what that would look like. That’s what the challenge is. It’s not for ‘the country’ to do, it’s for each one of us in business to drive the improvement in productivity and growth, that collectively will make such a difference.
I was really fired up at the Great British Scale-up Conference in London this week. Can you believe that Britain is 3rd in the world for start-ups – there’s 600 million of them. But when it comes to scale-ups, we’re only 13th. What is it we’re doing wrong? Why are so many businesses staying in start-up mode?
Is it because they don’t have the people?
Is it because they don’t have the systems?
After all, scaling is all about these two things.
In last week’s blog I wrote about the importance of finding the right people, and not ‘settling’ for anyone who isn’t absolutely right for you. Once you have the right people, it’s all about keeping them.
How do you do that?
By inspiring them. That’s got to be the goal; don’t just engage them; inspire the life out of them.
Inspired people will stay with you, they’ll grow with your business. So involve them every day, be upfront about the challenges ahead and seek their opinion. If you want to improve the way you do things, ask the people doing them how, don’t always think you know best as the boss.
Communicate, communicate, communicate and then communicate some more. Make yours a business where people are falling over themselves to be a part of what you’ve got going. Give them a sense of emotional ownership so they want to stay. Give them the training and development they need, and then trust them to get on and do their job, take pride in how they do it, and feel that responsibility and ownership for their part in your business success.
Are you ready to do this?
I read an article recently that said two out of three people feel that they work for a ‘bad boss’. A bad boss doesn’t necessarily mean a bully or a lazybones. A bad boss can be lovely, but just not good at the job.
How many times have you come across people promoted to ‘manager’ because they were good at what they do? How many business owners, find themselves managing people as their business takes off? Of course some people are naturally gifted, and some may get training & support, but how many don’t?
Someone once coined the phrase ‘Accidental Manager’, and that’s exactly what these people are – flying by the seat of their pants, fire-fighting, feeling under-pressure, losing sleep over their daily people problems. The joy has gone. They’re now bogged down with people issues instead of doing what they love.
And what does that mean for the team? What does that mean for the business?
Chaos, inefficiency, confusion, and a group of people who would rather be anywhere but working in your business.
So what can you do?
Well, I know what I’m going to do… I’m going to run an online training session, aimed at giving these talented, but struggling managers, tools and strategies for overcoming their people problems, and moving their team from chaos to consistency. In fact that’s what I’ve called it!
If you are one of these accidental managers; if good people keep leaving your business, and you don’t know why; if your team don’t do what you say, or work to the standard you expect; if you’re drowning on your own, but the thought of employing people brings you out in a rash… then you’ll want to be there, to learn:
How to change your mindset around people management
The 3 things all employees want from their managers
The strategies McDonald’s use to get every task done ‘the right way’ every time
How to give feedback & why it’s important
The 3 essentials for building a high performing team
Don’t let the people management in your business chain you to start-up status forever. Break free and reap the rewards of building your very own high performing team.
Do one thing: Put 28th November at 12.30pm in your calendar now, and join me for this free training. It might just change your life. Follow this link to register…do it today…do it now.
Have you ever had someone leave your business after ten minutes?
Let’s take a look a few of the perils and pitfalls of people selection, and how to prevent them.
In the last few weeks, three new clients have had issues while recruiting that might have put other business owners off recruiting for life!
So, could any of these have been avoided? Maybe, maybe not, and if not, how do you overcome this sort of challenge?
The girl wanting more money
How to avoid
Be upfront. I’m a big believer in being upfront in interviews. As far as you possibly can, tell people what it’s like to work in your business, what the salary is going to be, perhaps why it’s set at that level. Maybe you’re a very small business just starting out. Maybe you have a set pay structure, just be clear and open about it, and manage their expectation.
Talk about the other benefits of working with you beyond their salary
If you take great pride in the training that you give every employee, and the development that you give them as people, that’s a great selling point. Your performance management system is too – people want to know what their job is, they want to get feedback on it, and they want to know that they’ll be rewarded when they do a good job.
Involve team members in your recruitment, and give them the opportunity to talk to your potential new recruits about how they’ve benefited from these systems.
Put yourself in their shoes. Think about what you would want if you were them. What would you want to hear that would make you feel more comfortable about the fact that, okay, maybe the salary isn’t quite at the level you wanted, or the level you’re coming from. Get them to feel the excitement of getting on board with your business, with somebody whose going somewhere, somebody who has got a big vision.
How to deal with it
You’ve heard the expression, ‘Don’t negotiate with terrorists.’ For me, this sort of person is an employment terrorist.
Because you’re hiring to your values, you’ll be saying, ‘Whoa! I’m not actually sure that you’re right for us. I’m not sure that our values are aligned. If our values aren’t aligned before you start, what’s it going to look like further down the line?’
If somebody’s prepared to hold you to ransom before they start working with you, what is going to happen in the future?
Keep that in mind.
Is it a massive short term pain finding someone else.absolutely! But better that, than the long term pain of having somebody on your team who believes that they have you over a barrel.
If somebody does this to you before you hire them, they’re doing you a favour because they’re saying, ‘I’m not right for your team.’ So thank them, and let them go.
The two day guy
How to avoid
The best way to avoid this happening, is to offer on job experience. It gives people the opportunity to see what they’re walking into; to experience the culture, what it feels like to be in your environment; the buzz, the good and bad, just the whole sensory blast of what it’s going to be like.
It also gives you and your potential employee a chance to check each other out and decide if you’re the right fit.
How to deal with it
In this example it was great that the guy said, ‘You know what? I’m really sorry. This just isn’t right for me,’ and to leave after two days, instead of three months. Again a case of short term pain, but much better for everyone long term.
The ten minute runner
How to avoid
Who really knows what happened in this case, maybe the girl realised before she walked in, that it wasn’t really what she wanted. Maybe the thoughts of flying solo were just too scary.
How to deal with it
This one possibly could have been avoided through really clear communication upfront. I recommend you do this with every new starter – be really clear about what’s going to happen on day one, in their first week; what their probation period looks like. Think about what you would want to know if it were you. There should be no surprises, or in this case, shocks; you’ve managed their expectations.
I am a big believer in hiring great people, and then helping them to fulfil their potential. It’s the foundation for building a high performing team, and when you have the right mindset around hiring, it will be a joyful experience.
Of course you’ll make mistakes, and there will be incidents like the above; don’t worry about them. They’re just part of building an A plus, high performing team. Remember though, never settle. If you’re building high performing team, never make do with anybody who isn’t A plus.
Good luck with your recruitment. Enjoy it, see it as a wonderful challenge, and start building that high performing team.
Do one thing: talk to your most recent recruits and ask what they found good and bad about their experience and their ideas for improvement.
Date For your diary: Tuesday 28th November 12.30 pm join Marianne to learn how to ‘Move your team from Chaos to Consistency’. It’s for you if you want to become a more effective people manager. If you want to build a high performing team that doesn’t need you around to work well.
E mail firstname.lastname@example.org to register your interest.
Marianne is the author of three books, and is currently working on her fourth, whilst regularly writing her blog, we hope you enjoy it :-)