If you’ve ever been through a layoff, downsize, right size, or “moving in a different direction,” situation, you can feel like crewman number six. You were obviously expendable no matter how much you felt you weren’t. But why were you expendable? Why did the company no longer feel that they needed your experience and expertise?
So if you are hiring a sales staff, the expectation is that they will produce. They will sell your widgets. So now my question is, how do you hire a sales person? What do you look for? I’ve said in my previous blogs that we all have an internal bias when we hire people. We have a tendency to hire people who think like us. We like people who think like us. We get along with people who think like us. So, we hire sales people who would sell like us and who have the same characteristics as we do.
The first law of forensics is that every contact leaves a trace. Every contact, leaves a trace. Think about that for a moment. Every time you talk to someone, interact with someone, or touch someone’s life, you leave a trace. What does that mean to you as a business professional? It means that you leave a trace on everyone you come in contact with in the course of doing business.
All of us have worked on teams during our lives and during our careers. What about forming teams? Have you ever had to form a work team or leadership team in your company or organization? How did you do it?
It can be lonely at the top. If you’re a CEO/business owner, your employees bring their problems to you, but who helps you with your problems?
Since starting my business, I have come across many small business executives who would consider their companies to be on the right track. I have even helped some of them up to a point and I have had a few who decided that they didn’t need any help. But they all did!
Identifying the causes and warning signs, and managing the bad stress key. There are no advantages to having stressed-out employees. Undiagnosed stress causes 60% of all illness and disease. When you consider how much it costs to hire and train employees, all companies should be concerned about employee turnover, especially when it is due to stress.
Managing employees is an art. In my 30 years of working for large, mid-size, and small companies, I have had some of the worst managers imaginable. I have also had a few very good ones. Unfortunately, the bad ones outweighed the good ones. There are several books, articles, and papers that show you ways to be a good manager. Here are ten characteristics of a bad manager:
I love assessments. I have always been a data kind of guy — data that could be turned into information and information that could be used to resolve problems. Every one of my coaching engagements involves assessments of some kind. Why, you may ask? Because how do you know whether you’ve improved unless you have a baseline of where you are? Assessments give you that baseline. Assessments provide objective data pertaining to a situation, organization, team, or person. It’s the objectivity that’s important. We are all biased in one way or another and, in every situation, our biases affect our decisions and in my case, how I coach someone.
Congratulations! You’ve just been promoted to manager. Or, as a business owner, you have just promoted someone within your company to manager. With this promotion comes new responsibilities. The most important and most challenging of these new responsibilities is that you probably now have to manage people. Many people seem to think that managing/mentoring/coaching others is not that big a deal. Those people make very bad managers. Managing people takes time and effort; and if you want to be good at it, it takes knowledge, practice, and experience.