Employees and Human Resources

Many businesses stay small because the owners are afraid to let their employees take over important tasks, for fear they’ll make a costly mistake. Let’s face it: the owner is a control freak!

Here’s a basic rule for growing your business:

The more you can let go, the more you can grow.

• If you’re stuck being a worker or an administrator, you can’t be a good manager.

• If you’re stuck being a day-to-day manager, you can’t be a good strategic executive.

You’ve got to bring in top-quality people to handle every one of these tasks you hold on to and need to hand off, or you’re stuck doing them yourself. That holds you back, and limits your growth and profitability.

Many owners have a very hard time seeing this. They can see getting a bookkeeper or admin assistant, or hiring more producers, but they hold back from hiring a director of operations or a director of marketing. This keeps them small, and consigns them to low profit and low wealth build up. Then they complain about how hard they work and how little they have to show for it.

Hire good people, show them how to do what you need done, give them goals and targets, then let them do the job you hired them for, give review and feedback as needed. If they don’t do it, let them go, but that means you didn’t do a good job of hiring them in the first place.

For you to have good people so that you can let go, that means you have to learn to select good people–or get help from somebody who can help you choose and bring on board good people.

CEOs of rapidly growing companies are leaders of a growth team.

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Q. Can you stop a former employee from poaching your current clients?  Question on Quora.

A. Probably not.

The bigger question is, from now on, how do you get your clients to identify with your company rather than with a particular employee. Do clients work only with one of your staffers, or do they draw on the team?

Some clients can be drawn away by the promise of lower fees, but a client who leaves solely on price may not be a very good client anyway.

This is a good time to ask your clients how you could serve them better.
Give them a call; put in some face time. If they’re already grumbling about
you, then they’re ripe to be picked off by a competitor, including your ex. In
that sense, this event could be an important wake up call for you.

Sometimes clients come back after a time, because the newly independent guy cannot provide the level of service they are used to. Keep in touch.

And finally, sometimes you’ve just got to let it be. After all, how many of us started our businesses with a few customers from our former employer? It’s the chain of business continuity. Look at it as a form of giving back.

Then go out and beat this guy in the marketplace with your superior service!

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12 Steps to Introduce Change to Your Employees

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To make change happen in your workplace, you have to deal with resistance to change.

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How NOT to introduce change to your employees

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The 12 worst ways to introduce change to your organization

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How to Create Jobs

April 30, 2012

Start your own business! (My response to a question on EIUhow to tackle unemployment–so widespread among young people in many parts of the world. Perhaps it’s my American bias, but I think that encouraging entrepreneurship is a big part of the answer. The worst policy is to create government jobs or government-funded jobs. Unleash and […]

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Can you stop a former staffer from poaching your clients?

April 3, 2012

How do you get your clients to identify with your company rather than with a particular employee?

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The Business Owner’s Greatest Fear

December 19, 2011

My response to article by Jeff Haden Two partners joined one of our business owner groups a while back. Their big issue was how to get rid of this one problem manager. They were afraid to fire her. Every month they’d come to the meeting, and the other business owners would ask, “Did you fire […]

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Business Growth Myth #3. “I can’t find and keep good people”

November 26, 2011

If you fail to get needed help, if you opt to go it alone, if you have people who only follow orders and take no initiative, this guarantees you remain a small operation.

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Cost of training when cash is tight

November 15, 2011

Are training costs an essential part of your budget? Do you allocate funds to training programs even if your revenues are lower than expected? Linked In question by Eric Saint-Guillain I advise owners of small growing businesses. When their business is small, money is tight, there’s no budget for training. So one of three things […]

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The Power of a Strong #2

August 8, 2011

I’m now getting a glimpse of what I can do in my business if I’m not in charge of day to day operations.

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