Articles tagged "Goals"
The new year is almost here and it’s time to think about what you hope to accomplish as a business owner or manager in the new year.
Take advantage of the natural feelings of excitement and anticipation for the new year. At this time of year, many people look to the new year as a way to “start fresh”, particularly if the current year wasn't as happy or productive as they would have liked. So give your employees something to look forward to.
Work with them to develop specific, measurable productivity or sales goals. Goals such as “Conduct a complete customer assessment to identify Tier 1, 2, 3 and 4 customers to maximize return” provide a clear focus for the staff.
Also, develop with them specific goals to improve communications between you and them. A basic goal to “Meet for 5 minutes each morning to highlight hot jobs, review the previous day’s production, plan for anticipated equipment/operational issues, and staff rotations” goes a long way to improving interaction and team spirit.
With your management staff, develop the broad-based plans for enhancing the business; i.e., expanding or narrowing product lines or markets, and improving internal organization and efficiencies. Review what your production numbers, sales figures and market share numbers were for 2013. Then, challenge them and yourself to do better in more intentional, strategic ways in 2014.
Take advantage of this time of year. Your staff is ready for a change. So excite and challenge them by developing with them plans for a more successful and productive new year.
Copyright MMXV Liz Weber, CMC, CSP - Weber Business Services, LLC.
If your organization is like most, the added pressures of employee vacation schedules can compound stretched-to-the-limit holiday work requirements. With some employees out of the office on vacation, some trying to cover the work of those who are on leave, and others trying to get caught up when they return, there’s a direct impact on the focus and efficiency of your organization. Because of this natural cycle that hits many companies every year, it’s critical that you regroup now with your team to re-focus everyone’s attention on where you're at and what you're working towards—the Vision.
Want to promptly reshape your employees into a “team” focus with a unified, strategic goal? Follow these five steps:
- Reiterate clearly what the organization’s vision of success is and what the organization’s current position is in attaining that vision
- Review with each department how critical their success in meeting their production and service goals is to the entire organization
- Review with each employee what each individual’s goals are and how they directly impact each team’s and the organization’s success
- Remind everyone in the organization, that the key to success is consistency in their focus on the organization’s vision of success
- Develop specific strategies (with due dates) for regaining the focus with everyone.
If people know specifically what they’re working towards and the specific strategy to achieve it, success is in sight. Now’s the time for success.
Copyright MMII Liz Weber, CMC, CSP - Weber Business Services, LLC.
We have a special guest on the blog today. Author, speaker, and social media leader Ted Coiné, Catalyst from Ted Coiné, has written a terrific article that we'd like to share with you.
By Ted Coiné
Want to suck the motivation out of your people? Move the goalposts on them. Change the rules mid-game enough times and I promise, even the most obstinately-positive of your employees will learn to give up.
Have you read Spencer Johnson’s bestselling classic, Who Moved My Cheese? It’s all about how individuals deal with change. I have to admit that when I read it several years ago, I was nonplussed. I thought at the time, “So what? Who doesn’t like change?” It’s taken me years to figure out what I was missing. Now, finally, I get it.
I was raised to lead. I haven’t always been in leadership positions, and when I have I’ve made an inordinate number of missteps and more than a few downright egregious mistakes to boot. But my internal dialogue, my self-image, has always been that of a leader. Leaders feel in control of their destiny, which I know can at times be self-deception, but that deception is often quite helpful in driving us through obstacles and toward eventual success.
But finally, I get it. I don’t like all change after all! For the most part, I like change that I impose on myself. It spices things up, keeps them interesting, and it’s a great way to stumble your way toward invention and eventual breakthrough success.
But leaders: in order to be good at what you do, you’ve got to put yourself in your people’s shoes. When you choose change for them, you’re in control – so of course you’re going to enjoy it, or you’ll change it again! But when followers – employees – have change imposed on them it’s an entirely different scenario. The locus of control is outside them. They’re helpless.
Need an example? Here’s one: you tell your staff what is expected of them. “Do this, and you’ll meet expectation. Exceed it by this much, and you’re a star.” Simple and every-day, isn’t it? So here’s how you sucker-punch them in the gut: change the rules mid-game, or (better still) after the game is over! Move the goalposts after they’ve already kicked the ball. “Oh yeah,” you say, “You’ve done great, but so has everyone else, so we’ve made it harder.”
Umm…. Hmm. How should any rational person react?
In this economy, here is one possible answer: many of the stars you’ve hired or developed won’t quit in disgust and rage born of helplessness. They’ll keep coming to work. But they’ll resent your company, and maybe they’ll resent you as their “leader.” They’ll stop trying. They’ll start looking around for better situations outside of your team, or your department, or maybe – if the rest of the company is no better – outside of your company altogether. You’ll find out that you lost them, but only when they’re ready.
And meanwhile, you’ve taken something great – an eager, winning attitude – and you’ve willfully poisoned it.
That is why people loathe and resist change. It isn’t about the change itself. It’s about the helplessness, the change imposed on them by un-empathetic leaders. Obtuse leaders. Leaders who, as I was, don’t get a big part of the equation of change.
Change rocks – when it’s fair. Just don’t move the goalposts after the ball’s been kicked. That is, if you’re serious about building a high-talent, intensely-motivated team.
Ted Coiné is one of the most influential business leaders on Twitter, with a following of over seventy thousand and growing rapidly. He is founder of the #leadbiz community on Twitter, a forum that attracts some of the top minds in business leadership and innovation. He is also an active member of #usguys, a marketing and Social Media community, and part of the leadership committee of #custserv, one of the most highly trafficked weekly chats on the medium.
It's odd how things happen sometimes. Unknown to one another, a good friend and a valued client each called me this week to say that they'd made the decision to sell one of their respective companies. Both businesses are successful. Both are solid cash-flow generators. Both are growing in growing industries. The owners, however, have too many other irons in the fire to comfortably continue to manage these ventures. And since the businesses are profitable, they are marketable and potential profit-makers for both sellers. Wonderful. Right?
The fly in the ointment is that each of their companies is dependent upon THEM — the owner — to function and that's not one bit wonderful. As things stand, those businesses may actually lose $$ value when it's time to display the For Sale sign. Why? The current owners just don't have systems in place to allow someone else to walk in the door and hit the ground running. Yes, the purchaser would get tangible assets (buildings, equipment, etc.), but they would not get a business poised to quickly generate cash and recoup the purchase price. And, duh, THAT is what most buyers of businesses want from their investment.
Put Systems in Place
After swallowing hard, they each asked me if they could quickly solve this dilemma and protect their respective business' value. I just had to be honest and tell them that there's no quick fix to their far-from-unique circumstance—but there is a solution. First, they must put systems in place that clue other people (i.e., primarily their staffs) to what the heck it is they're trying to accomplish. I then assigned each of them strategic planning homework: What role does the staff play in the plan? What needs to happen and by when? What values do they want their companies to exhibit?
Basic strategic planning is not only crucial for organizations planning a long life, it is essential for businesses that are being groomed for sale. A business with drive, value, direction, and energy is much more attractive and viable than one without. You gotta do your homework.
If you want to sell your business—if you want to hand the reins of leadership over to someone else—what are they actually getting? A building and equipment or a business?
Copyright MMIII Liz Weber, CMC, CSP - Weber Business Services, LLC.
Years ago, my mother gave each of my daughters a beautiful carved wooden box for Christmas. On the outside of each box, it simply stated: "The Secret of Success is.... " on the inside of the box was carved "Hard Work" My daughters weren't thrilled. They like many others were expecting some great secret to be revealed to them. But success isn't a mystery. It's an attitude and a journey.
I just returned from the National Speakers Association annual convention during which several very successful professional speakers were inducted into the Speakers Hall of Fame, received their Certified Speaking Professional (CSP) designations, or received various service awards. Without fail, those recipients who spoke expressed deep gratitude for being recognized but also humbly stated they had no special talents; they simply work hard. I know most of the award recipients and you know what? They spoke the truth. Yes they are each intelligent, but that's not why they have achieved what they have. Not one has mysterious skills, they have honed skills. They've worked hard to refine their skills, services, products, and business models. They have each made mistakes, but they've all pushed through them and have kept focused on improving. They each believe in continual growth and improvement. They have the right attitude - success isn't given; it's earned.
I always found it amusing that the "Life Sucks" bumper stickers are still appearing on the back bumpers of beat-up old junkers that chug down the interstate at 53 miles per hour. I have yet to see one on the back of a new Jaguar. Also, I have yet to meet someone whom I consider a "successful leader" project a "Life Sucks" attitude. Instead, they face challenges regularly. They expect them. They plan for them. They deal with them. Then, they move on.
The road to success is not a straight one with clear directions. There are a lot of twists, turns, detours, and washouts. Being able to target the destination, and then being willing to follow that course, navigate the detours, and take advantage of any shortcuts is how most successful people find success. They don't wait for someone else to lead them to their success. They cut their own path to success.
Copyright MMX Liz Weber, CMC, CSP - Weber Business Services, LLC.