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When owners identify and correct the "why" of stagnation, they grow and succeed. Otherwise they may simply stay where they are until they grow so tired the business is lost or they give up and quit. Are you at that decision point? I believe that most owners can succeed in growing their company to its next sales and profitability step. But, it may take some serious rethinking on their part to make it happen. Here's what I mean:
The longer the owner sits on a tread, the harder it gets to pick up the ladder, get people who will support the ladder while the owner climbs it, and reach and stay on the next tread. One reason is that the fall from the ladder becomes the focus, instead of the reasons the owner and employees were trying to climb it in the first place. How long have you have been on the tread leading to major expansion and growth? Maybe you have the products, the sales reps, the outlets. But, do you have the internal support people who will hold the ladder for you as you go up? No? Perhaps the reason you don't is fear. Fear comes from a variety of sources. Each individual is unique. My personal experience with others in similar circumstances shows some of the reasons.
If you are creating obstacles to your company's success, one of the first things you need to do is figure out why. Until you do, they will continue to rob you of the goals you outlined above. If you sincerely want your company to succeed, I believe that you and your company can be as successful as you want and will allow. Once you've made that decision, if you need help getting up the next riser, contact Rochelle Devereaux at Business Efficacy. The Listening Corner Over the past months I have made several Power Listening presentations to executive groups. A number of the issues raised during those sessions are pretty universal. So, I thought I'd share some with you, along with possible solutions, in the next several issues. Keep in mind that each individual is different. So you need to modify any solution to your personality and that of anyone with which you are dealing. If you have a situation you don't see here, or have a management question, please feel free to contact me at the address and phone on the masthead, or send an e-mail to rochelle@businessmasters.com. An individual feels he is not listened to because his idea is not implemented. It's just a bad idea. Sometimes it is difficult to tell an employee that their ideas are not usable. However, not telling them and also not implementing the idea definitely sends the message that they are not heard. Later on, when they do have a "good" idea, they won't come forward and everyone loses. There are a number of ways the scenario can play. One is that the person hearing the idea is busy judging the concept as it is presented. It is either "good" or "bad". That judgement creates a barrier between the speaker and the listener. If the decision is that the idea is "bad", no further action is taken and the employee feels slighted. Another is that, having carefully listened to the employee, the manager recognizes specific flaws in the idea, but isn't sure how to relate that and so says nothing. While it may take a little more time, engage the employee is a short dialogue. You may know that the idea won't work and why. Obviously, the employee does not, or hasn't taken the time to work through the details. Depending on the situation, there are a couple of possible alternatives to silence. Start by rephrasing the idea and thank them for raising the issue. That alone will let them know that you heard them. It also allows for any clarification of misunderstandings either in your interpretation or their delivery. Now the possible alternatives: 1. Ask how they believe it could be implemented, the costs and time frame. Point out your reservations. See if they have considered them. If so, how would the employee overcome them. If they have no workable solution, tell them that until there is one, the idea cannot be used. Get their agreement that there are problems associated with the idea. 2. Ask the employee how they arrived at the idea. It may be that the thought process started at a logical point, but got sidetracked. Simply understanding how they came to their conclusion will indicate if there are any points which can be used. It may also point up a problem area of which you were unaware. Using either approach not only lets the employee know they have been heard, it also teaches them the concerns and considerations that you have to evaluate before changes can be made. Over time, they may learn how to assess their ideas before they approach you. It also encourages a more open relationship with employees which may present potential problems to you before they become major crises. |