I read a great quote by Clare Balding the other day about Pep Guardiola. She wrote, “He (Pep) is the manager not just of a team of players but also of backroom staff whom he always values, praises and thanks. He is a leader who makes them all believe the impossible is possible.”
It just got me thinking about how bosses and managers treat their ‘backroom’ team. One of my pet hates over the years is hearing a manager giving someone a task and apologise for it. How does that person then feel? How can they take pride in their job and feel any sort of fulfilment? I’ve seen it in managers who want to be liked or are worried about a possible reaction, “I’m really sorry to have to ask you to do this…’’
Now I’m not suggesting they do a Tarzan swing and ‘big-up’ a simple or repetitive job but rather to explain to people how their role fits in to the bigger picture. You may think cleaning toilets isn’t much of a job. Okay now imagine you work in an office and they’re not cleaned! I know many people who judge an eatery not just by its food and service but also by its toilets. Have you ever come back from the loo and raved about it or returned to your table vowing never to return to the restaurant?
We had a US vice president at McDonald’s who would always make the toilets his first port of call when checking out a restaurant. Not for a call of nature but to make sure they were so clean that he could eat his burger off the toilet floor. (I wonder if he ever did?)
People want to feel that they belong, that they’re valued, that they are part of the business and that they make a difference to its success. I heard a story recently where a school had called a meeting about its future but had just invited teachers to it. Not the facilities people or the grounds team, those people without whom the teaching couldn’t happen. How to quickly make people feel they don’t count!
On the other hand, I know someone who made a point of working late a few times a week to catch the cleaners coming in so she could learn their names, thank them in person and explain the difference they made to the working environment and the business’s success. Yes, these people were employed by an Agency, but she felt they were still part of the team. She would also insist on clear desks and work areas every night explaining that it made it easier for the cleaners and to get her team members to appreciate their work.
An old boss of mine used to love telling the tale of the man he used to pass regularly on his way to work pushing his dustcart round London streets. He was so impressed that this guy was always smiling, acknowledging people as he passed. His cart was decorated and the pride he took in his work oozed from his pores. Imagine if the person giving him that task had been apologetic rather than explaining that the first impression people get of a city is its clean streets.
So going back to Guardiola, I imagine that when he has a team meeting which is about the future, rather than next week’s tactics, he invites the whole team. And what is so great about it is that the extremes in that team would be hard to replicate in most SME’s; famous multi-millionaires and the person who cuts the grass being inspired by the boss about the future of the club.
Do one thing: make time to ask your team members individually how they think their role impacts the business. If they don’t know, then there’s your chance.
Thanks for reading. Have a great week.
’You can dream, create, draw and come up with the best ideas in the world, but you need people to help you turn your dreams into reality.’
As business owners, we rightly focus a heck of a lot of attention on our external customers and what we can do to give them a great experience. We can often forget that our people are our customers too, and without them, we can’t provide a great service, or grow a successful business.
We want our team to be full of ‘go-to’ people, leaders and high performers. We want them to support us in our vision, to be loyal to the business, to work hard for us; but what do they want in return?
If you had to choose one thing that has the most positive impact on your team what would it be? ‘Communication?’ ‘Involvement?’ ‘Trust?’ What would you be looking for if you were in their shoes?
Below is a list of the top 20 answers to the question, ‘What makes you feel valued at work?’
Take 5 minutes now to think about how your team would rate your ‘delivery’ in each of these areas, and rate yourself from 1-5 (1=unsatisfactory, 2=needs improvement, 3=satisfactory, 4=good, 5=excellent)
How did you do?
Are there a few there that might get rated ‘needs improvement’ or ‘unsatisfactory’? How would you say that affects your people’s performance or your reputation as an employer?
If you’re unhappy with the results, there is no better time to act than now, because as Walt Disney said,
‘You can dream, create, draw and come up with the best ideas in the world, but you need people to help you turn your dreams into reality.’
Value your people, turn YOUR dreams into reality.
Do one thing: We've created a questionnaire for your team members ready to use and a ‘How to' guide of how to use it (please download below).
If you do use it we'd welcome any feedback about how it went and any improvements we can make.
If you feel on a roll our Business Efficiency Test will give you further insight into how each of the key systems in your business is operating - including your customer experience system - and will give you strategies for improving them in a pdf report. Take the test now, to see how you measure up.
As a business owner you know that a high-performing team is essential for a successful business. But how do you start building a team from the group of individuals who currently work for you with all of their different personalities and egos? Any of these sound familiar?
Of course we’re all different - we all have different strengths and different experience, so what can you do, as the leader, to get all of these people to gel as a team?
Well, you can start by viewing individual personality traits in a positive way, and playing to strengths:
But if you’re serious about building a High Performing Team, then here are my top 10 tips:
‘The strength of the team is each individual member. The strength of each member is the team.’ - Phil Jackson
Do one thing: Take a close look at your team, and use our checklist to see how you fare.
And if you or a manager in your business could use some help then check out our MPL ‘Managers' Development Programme.’ Our structured 6-month online programme is aimed at developing the mindset and the skill set of business owners and their managers.
Details and testimonials here:
Thanks for reading.
Business owners, will you be keeping one eye on your e-mails on Christmas Day? According to recent research 1 in 5 of us will be. I can picture it now, a sneaky look at your phone secreted under your Christmas napkin and then all hell breaking loose when you’re spotted!
These stats make for interesting reading:
You could expect these figures for Christmas Day if they were coming from the hospitality industry, and of course retail returns with a bang again with Boxing Day sales, but these are across a wide range of SMEs. So what about other owners? Some will take the ‘down’ time to catch up on paperwork, some to think about the coming year and some may just want the excuse to escape from relatives.
For many though it’s the pressure of having to keep up with work. The ‘one man band’ may not have a choice. Larger businesses work over the festive period perhaps because the owners don’t trust their team and manager(s) to run things without them. It’s said to be the reason why so many businesses in the UK remain in ‘startup’ mode instead of scale-up.
So if you have a team but you still need to supervise and double check their every move, take a moment to think about ‘why?’ And then, what better time with the New Year approaching to think about what you’ll do to change things.
Michael Gerber says in the E-Myth,
“If your business depends on you, then you don’t own a business, you have a job, and it’s the worst job in the world, because you’re working for a lunatic!’’
He’s right, because quite often, as business owners, we are lunatics. We’re control freaks. We’re demanding. Demanding of ourselves. We insist on long hours and hard work, and really, that’s the technician, in us, the person who feels that they have to do everything.
Serious business owners and entrepreneurs can take time off whenever they want and their income still comes in. They have two fundamental things:
I’ll be taking a full two weeks off this festive season. I’m not saying this smugly, I’m saying it because it actually took me a while to get to this point.
To get to the point where I don’t feel guilty to get to the point where I can trust my team to do what needs to be done, where I have that level of trust. And to plan work so that I can also give my team a good break.
The trust that allowed me a totally switched off three weeks last Summer has come from having the strong systems in place that I need, having the team in place to get on and follow the systems, and achieve our goals. We business owners talk endlessly about how to engage and reward people and what better way than enabling them to get on unhindered by our daily meddling. Ask yourself how you would like to work for someone constantly looking over your shoulder and that’s how your team will feel. Simple, logical, repeatable systems, and a good team to run them, are the root to stress-free holidays, to long weekends off, to any weekend off, and to financial and time freedom.
Holidays, for me, are absolutely vital for continuing to do good work for my clients, continuing to come up with new ideas, or better ways of doing things. That all just comes out of resting my brain, stopping the relentless running and rushing around to see clients, or to develop and deliver programmes. It’s really, really important that you take that time to rest and relax, and you can only do that, as a business owner, if you have the systems in place, if you have the team in place.
I’d love you to think about that, if you recognise yourself here.
Simple, logical, repeatable systems, and a good team to run them.
Do one thing: Let this be your goal for 2019.
• you will not be working bank holidays
• you will not be working weekends
• you won’t be working 60 or 70+ hour weeks
Instead, you’ll be spending quality time with the people that you love, with your animals or whatever you love doing beyond your work.
Merry Christmas from all of the MPL team x
I want to share an interesting conversation I had recently with a control freak.
Business Owners come to us for help to escape the day-to-day operation of their business, but the truth is that so many find it hard to let go of their role, even the small tasks.
Some believe that they are the only ones that can do a certain task to their exacting standards, and we come across this so often that a huge part of our work is changing the mindset of the business owner to let them know that they can trust their team with the right systems in place. They can take a step back to work on growing their business, while it runs smoothly without them, or with only a little input from them.
This particular ‘control freak’ (and I use that phrase because I can - I was one too!) was telling me how he hates to delegate - doesn't trust his employees to do anything without some sort of supervision, because they cock things up, make mistakes, take longer to do the job than he would.
"I check EVERYTHING' he said, 'I don't want my customers to have anything but a perfect service'.
It's the perfect excuse for the control freak - “I’m not doing it for me, I'm doing it for my customers.”
Drives me nuts.
Here's the thing, for those of you who recognise that you may be borderline, if not full-blown freaks, you’re keeping yourself stuck in that rut we talked about recently.
Just like the bindweed in your garden - you know the one with the pretty flower that pretends its trying to make your garden look lovely, while its tentacles set about destroying it? You too are strangling the growth of your people and your business.
You've forgotten that someone let you make mistakes when you were learning, someone gave you room to grow and develop, someone recognised that mistakes are how we all learn. You've forgotten that all of the successful people you look up to have built their success on a bucketload of failures, and much bigger failures and mistakes than any of your people might make if you gave them their head.
You want to limit mistakes? Have systems. Set standards. Give your people proper training in how to use your systems to achieve those standards. Manage their performance. Reward good performance and re-train when it's not so good.
People want to learn and develop, they want to grow - it's much more of a motivator than money. Give them ownership of their job, help them to feel like they belong to something, that you're relying on them to help you build something that you can all be proud of.
I saw this quote on Facebook, and it is oh so true - 'A team is not a group of people who work together. A team is a group of people who trust one another.'
Trust your people and build a high performing team, that runs your high performing business.
Get control of your freak. Pull out the bindweed that's stifling your business.
Do one thing: Want to see where you’re at right now? Complete our Systems Scorecard to see where you’re at, right now, in your business.
I’m a big film fan and one of my favourite clips from ‘The Untouchables’ is Sean Connery chasing a baddie, then gasping ‘Enough of this running sh*t!’ And I’ve read a few articles recently denigrating business plans which put me in mind of that line. So I was intrigued to know why people held this view.
I found some common themes:
And I suppose that there’s the rub. It’s not business plans that are useless, it’s more a question of how good your planning process is. If your plan is just a wish list, too complicated, if it hasn’t involved the team and it’s merely been done to tick a box then I would wholeheartedly agree. But when used well, I believe it’s a powerful tool to give focus and energy to your business.
Planning is the platform on which your innovation and creativity can blossom and shine. And that’s just one of my top ten:
The benefits of Planning:
1. Helps you to spot opportunities
A consistent planning system, and planning calendar, forces you to step off the hamster wheel once in a while and get your head up. To go from being a hamster to being a meerkat, if you like. It gets you to review your progress to date – what’s worked well, what hasn’t, what lessons can be learned. It provides space and time to think – about what you want to happen, what might get in the way, how you can get round any obstacles. It opens you up to opportunities, that you might otherwise miss.
2. Brings individuals and teams together and breaks down silos
All too often, specialist teams, or individuals within a business, even a small one like yours, can get lost in their own little world, and not be able to see the value that others bring to the business, or the challenges others face to get things done.
Regular planning creates the opportunity to bring people together from different areas of the business to review the way work is done from the customer’s perspective and make plans based on what is best for the whole business.
3. Creates a safe environment for new and creative ideas
Meet ‘that’s not the way we do things round here’ – first cousin to, ‘we tried that before, and it didn’t work’
It’s this type of statement that will prevent the flow of ideas in your business, and even your best people will not put their creative heads above the parapet if they know they’ll be shot down in flames.
Your planning system offers a structured way to talk openly about the challenges facing your business, and ask for new and creative solutions to overcome them.
4. Gives everyone the chance to contribute
How motivating and exciting to be part of something that is growing and achieving success, thanks in part, to your contribution.
Involve your team in your planning, and you involve them in your Vision for the future – you give them the opportunity to create it.
How much more engaged do you think they will be? How much more ownership do you think they will take?
5. Exposes your blind spots
We all have them. We can all be blind to our own strengths and weaknesses, to our innate prejudices, to other people’s talents and the value they add; and often we need others to shine a light on our blind spots.
It’s the same in business – we all see things from our own view point, and benefit enormously from understanding how others see things. Planning gives us a framework for this.
6. Puts the customer first
Life planning puts you first. Business planning puts the customer first, and ensures that the focus is on what’s best for the customer, building trust and ensuring that everyone is focused on what really matters.
7. Keeps your products relevant
It’s your customers who decide whether your products are relevant to them or not, and it’s your planning system that will ensure that you check in with them - that you look for more innovative and effective ways to meet their needs and satisfy their wants.
8. Builds a stronger management team
Regular planning, focused on the business as a whole, brings the management team closer, and helps them to see the value – skills, experience and expertise – that they each bring. It’s also a great way of developing them, teaching them to focus on the end goal, and the strategies and tactics that will get you there.
9. Determines priorities
Your planning system is a key element in your continuous improvement cycle: plan – implement – review – plan. You start the exercise looking at what’s possible, and by the end it’s all about results.
You understand your long term goal and you’ve plotted your course to get there. Together you’ve agreed your priorities, you’ve decided on your 90 day goals, you have your action plan, you know your first step. It’s simple and it’s logical, and it’s all about getting the right things done.
10. Builds ownership and accountability
Any effective plan assigns the who as well as the what, where, how and when. It gives everyone ownership for their own little piece of the business – their role, their goal, their action plan.
Ownership and accountability are the key differentiators between a regular team, and a high performing team. Your plan will drive this.
Do one thing: Start planning this week for a successful 2019
Thanks for reading. Have a great week.
I’ve always loved team sports, whether I’m playing them or watching them. Watching them always incurs listening to the pundits and of course with the football season underway we’re awash with analysis. I have to admit that I do enjoy it; I love the insight and the banter. Sometimes, worryingly, I find myself joining in, particularly when I disagree. Anyway, moving swiftly on!
Something that resonated with me recently was the pundits’ view that a winning team needs a strong spine. The idea is that if you have a strong spine from goalkeeper, through centre back, centre midfield and up to your centre forward it will:
And it struck me that in business that strong spine is your process. Having a strong spine of simple, logical, repeatable systems and procedures that everyone in your team follows, allows the whole team to be creative, to stamp their personality on your operation, within a structure. It means that every team member knows what to do when problems arise, they trust in the system. It gives you that agility too to take advantage of sudden opportunities.
It’s about being able to do things on auto pilot because you know the system; you’ve been drilled in it, you know that your team mates know it too, so you trust that they will be where they should be when you need them. Great systems can give great results even when you haven’t got the top superstars.
Of course who you have in each position in your business is still important. You want to recruit to your Vision and Values, team players, people passionate about the customer experience. But it’s the systems that run your business, your people who run the systems. That’s how it should be in business, your systems so well entrenched that when you lose someone to holiday, sickness, maternity leave, your well-oiled machine just keeps on moving forward.
If you’re not into football analogies then think about what Pilates or Yoga does for your body. It gives you a strong core which gives you strength, balance and agility. Continuing to develop great systems in your business is like your weekly Pilates class. Both need you to commit the time and money to their development. The rewards are worth every second of the time you put in.
Do One Thing: Download this free chapter (below) from Marianne’s Amazon bestseller, ‘Simple Logical Repeatable’ to discover more.
Thanks for reading. Have a great week!
I’ve seen a number of posts recently about parents proudly and perhaps anxiously getting their kids to school for their first day. It’s that time again; new beginnings. For some their first day at a new school or college. For others their first day in a new role or a new job; maybe their first ever job?
Can you remember back to one of your first days? We’ve all had at least one.
So what was it like?
Were you over-awed, bored or just completely bewildered?
Did you take in every word that was said, or did you go home on a caffeine-high with a numb bum?
I’d love to think you had a great day and came away buzzing with drive and energy dying to tell your other half, mum or dad what a great day you had and how excited you were about the future.
That’s what you want for the individuals joining YOUR team, but is that what happens?
A new recruit’s First Day is your opportunity to make a great first impression. It’s your chance to get a new team member excited about their future with you, to understand what’s expected of them, and get a feel for what’s possible.
First impressions count, and that applies to your team members too. Usually the focus is on giving lots of information; we’ve all been there suffering the slow death by power-point. When what’s really important is to give heaps of inspiration.
Yes, there are some very basic things you have to get across to them - where the toilets are, the fire procedure, where everyone goes for lunch maybe, but keep these as brief and to the point as possible.
The things that are going to inspire them are:
Think about splitting your day into 3 short sections:
If you look at your content and think it’s way too much to take in, then cut it. You want to avoid overload and get most value from their time, and your own, and besides, you don’t have to tell them everything about your business on day one.
Your aim should be for that first day to reflect what you and your business are all about. I’m not talking a song and dance routine, but you want it to be full of high energy, passion and creativity, and as interactive as you can make it.
We’ve got a great little worksheet to help structure your new recruit’s first day, and to make it memorable for all the right reasons.
Do one thing: Download our free worksheet below
Thanks for reading. Have a great week!
In my business I often come across managers with one thing in common; they are flying by the seat of their pants! People who are ‘accidental managers’. You know, the great team member who is plucked from their team and given a management role or the talented business owner who finds themselves managing people as their business grows. They have little or no training or development and rely on what they’ve learned along the way from managers around them, good or bad. And if you need a great management role model, we can learn some really crucial lessons from Gareth, and his signature waistcoat.*
Lesson 1 - Nurture your Culture
Many clients say to me, ‘I really want to improve the culture of my business. I want to get it right.’ So what can we learn from Gareth? First of all, he had a really clear idea of what he wanted the culture of Team England to be. The thing with culture is that it starts with values; it starts with the values of the person at the top. Gareth clearly is a man who has strong opinions, strong values, a really clear idea of how he wants to operate. What I think he did brilliantly was choose people for his team who shared those values. I don't think it's any mistake that certain people were not brought into the England setup, people who maybe had massive egos, big superstar baggage or people for whom it was ‘all about them.’
Just look at the individuals within that team and how well he brought them together. Regardless of what team they came from, he managed to bring in those people who shared his values, who bought into the idea that ‘we are one team,' and he did a fantastic job of building that culture.
He talks about the England DNA. If you think about the last 20 plus years, the England DNA has been big egos; it's been superstars; its been cliques, it’s not been about pride in wearing the England shirt. Look how many people have pulled out of playing for England, have not seen it as a real privilege. They've seen it as a chore, and he, in a very short space of time, has been able to turn that around.
The fact that he'd raised a few of these guys from a very young age as manager of the England under-21s, proves there’s an awful lot to be said for growing your own talent - bring in the attitude and then develop the skill.
Obviously, with football you have to have natural talent, but attitude is so, so important. In a lot of situations it's not the superstars who win, it's the collective, it's the team. Look at Croatia - great example. Look at England - great example. We got all the way to the semi-finals, and Argentina with Lionel Messi went out. Portugal with Ronaldo went out. The collective, bringing together a great team, will always win, and Gareth Southgate as the manager was responsible for that.
So great first lesson, nurture the culture you want to build. Think about your values; it starts with values, then bringing in people who share those values.
Lesson 2 - Build Unity
Within the England setup, there was no us and them. There was no ‘the staff and the players’. That was really clear from what you saw on TV, how they were with the physios and the psychologist and with Gareth himself. Although a few of them did slip into calling him ‘Gaffer’ they mostly called him Gareth, which was just unheard of in the past. There was no us and them. Absolutely, they were one.
Gareth Southgate was great as a manager in sharing any praise. It was always, ‘We, the team,’ ‘We, the squad,’ ‘We, the entire group of staff and players.’ And taking responsibility for any blame, ‘Yeah, I'm responsible. I'm the manager.’ I absolutely loved that he was brilliant at sharing praise and shouldering blame.
He was also very good at supporting those who were having a hard time. Take Raheem Sterling, the England scapegoat; Gareth was great at protecting him and keeping his confidence high. Not just because he recognised that Raheem was so crucial to the team effort, but also just because this was in line with his values, that he would look after the team. He would keep that person feeling confident and part of the team.
So the second lesson is unity. Make your business one team.
Lesson three - Develop Relationships
As a manager, you need to build great relationships, and Gareth did just that with his competitors.
When you saw him going around at the end of each match they played, he seemed genuine in his congratulations to the other players, to the other staff, made a really big point of shaking hands with everybody. Perhaps that’s easy when you’ve won, but even in defeat, when it must have been absolutely killing him when they lost to Croatia, you saw him going around to every single member of their team and to the staff, hugging them, congratulating them.
Then going to his own team to just remind them how far they'd come and how well they’d done. Building relationships was really important, just as he did with the managers of the players he brought into the England squad. He didn't antagonise them in the old ‘club versus country’ way, but was just very firm, fair, and friendly with everybody that he had dealings with.
So the third lesson is about building relationships.
Lesson 4 - Inspire and Motivate
One of the common questions I get asked by people on our Management Development Programme is, ’What's the difference between a manager and leader?’
There'll be books written on how managers are the logistic experts, they just keep things ticking along. A big part of a management role is making sure that the attention to detail is there, that mistakes aren’t made and if they are, that they're learned from and so on.
But these days in any business, you have to be a leader as well. You have to inspire and motivate the team, and quiet as his media persona was, our Gareth was clearly a very inspiring and motivating guy. He didn't immediately crack the whip. When he first met with the squad, he took them into a room and shared his vision of what it was like to be an England player and how privileged they were to wear the three lions shirt.
That is something I find that a lot of managers and business owners miss. They miss sharing their vision. ‘Where is this all headed? Where are we all going together as a team and why?’ He inspired and motivated them so well.
He clearly showed them how much he believed in them, and as a result, they believed in themselves. Every interview there was no talk of, ‘Oh, well, crikey. If we get to the quarterfinals, we'll be lucky. We'll have overachieved.’ No. ‘We're going to win this. We're going to win this.’ That's what inspired the country. It's coming home. He got those players to believe that they could win it, that they really could win it.
He also treated them like adults. Sometimes, particularly new/young managers feel their role is to be the boss, to talk at people, to tell them what to do. When you have adults or adult conversations with people in your team, when you give them the training and development and support that they need, when you really believe in them and remember that you have a responsibility to help them to fulfil their potential, that's when you get your team to take ownership. That's when people start to step up and go, ‘All right. I'm responsible for this. This is my job.’ And you saw that right through the tournament with England. The team were taking ownership. The team were taking responsibility, and they were acting like adults.
Fourth lesson - look to inspire and motivate your team to build ownership and belief.
Lesson Five - Have fun!
It became obvious as the tournament progressed that the team were enjoying themselves. They had an enormous amount of fun, which was something, again, that Gareth Southgate encouraged. He wanted them to enjoy themselves.
We are lucky with what we do, a lot of us, and why not have fun doing it? Why not encourage our teams to have fun? People are at work for so many hours of the day, it's part of our responsibility as managers to help people enjoy it, not to dread coming into work and be managed by us.
Fifth lesson- create an enjoyable workplace. This goes back to culture and values as well.
Lesson 6 - Learn, learn, and then learn some more!
The final thing that I really wanted to bring up as a lesson from Gareth was his desire to learn, his desire to be the best possible manager he could be. Look how he went and studied other really successful people, both in sport and in industry. He really wanted to learn how the most successful teams operate, and he left no stone unturned. He will continue to learn. He'll have already learned lessons from this tournament. He'll already be preparing for the next because he wants to be the best he can be.
That's really what I want for each of you. I want you to be the best possible people managers that you can be. So think about the lessons from Gareth. Think about your values and your culture. Think about how you can create unity in your team. Think about the development and support that you're giving not to the team as a whole, not just to the stars, but to every single individual, however minor their role is in the team.
Think about the relationships you're building and how they will help you to be a better manager. Think about how much you're inspiring and motivating the team who work with you, and then think about how you're going to become a better manager, what you need to do, the skills you need to develop, where you can learn those lessons that you need to learn to keep improving, keep developing, and be the best manager that you can be.
*waistcoat optional ;)
Do two things: think about how you need to develop as a manager then think about the areas you need help.
We run a highly successful online Managers' Development Programme; the next is starting in August. To find out more, click here
‘I'm only two modules in, but I've already grown in confidence in leading my team and I'm no longer nervous around giving them constructive feedback. Thank you to Marianne for her wisdom and expertise!’ - Maddy Kelly, Boda Skins
‘Since starting this programme, my team’s productivity and progress is going up, consistently, month on month. And not just by a few percent! It’s significant. I’ve got my team into a really good position. Everybody knows what’s expected of them. Everyone is looking at their performance, and looking at their goals. I’ve shared my knowledge with other team leaders in the business, and they are starting to implement change in such a positive way throughout the whole company.
On a personal level, I’ve gained confidence, I’ve become more direct and clear with my expectations. I feel like a manager now, and I can also manage upwards to my boss effectively.’ - Ryn Moser - Chief Language Officer, Supertext
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.
Marianne is the author of three books, and is currently working on her fourth, whilst regularly writing her blog, we hope you enjoy it :-)