There’s no substitute for being in the same place as your employees. And that’s a good thing. Part of the joy of going to work is that you get to spend your day with people you respect, and we hope, enjoy being around. And while there are some good reasons to have people on your team who work remotely, you have to address the very real gap that’s present because they aren’t. As long as you start there, there are many things you can do—best practices and powerful tools—to close it.
Is your blog getting you down? Do you wonder whether it’s worth all the effort, whether people are really getting something from it, whether you’re “doing it right”? Maybe you think you’re not a writer, or you simply feel like you don’t have the time to write with all the other demands of your small business.
It's probably easier to see now, but you didn't start your business just to make money. You did it to feel something - independence, a kind of freedom and control over your life, to be able to do it your way. And you "re-earn" that freedom with every headache and heartache that comes with being a business owner. But while there are certain things only an owner can feel - good and bad - there's a version of that freedom that each and every one of your employees wants for themselves. And you have more power than you know to give it to them.
Topics: Managing Employees
We spent $500 billion globally on advertising in 2013. Every year we're spending more money, to interrupt more people, more often, with messages they don't care about and don't pay attention to. We've come to believe that the way to succeed is to have an advantage—by being different or better, more visible, or just plain louder.
As a business owner, do you also think of yourself as a coach? Embracing this part of your role - to help your people grow while your company does - is more important than ever before. Because even if they don't always say so, everyone on your team wants the same thing: to feel that their work mattered today, to you and to them.
Topics: Managing Employees
With the launch of Evoke 2014, we're shifting gears today to honor business coaches - those in our network and others from around the world. As an EMyth follower, you understand the value of coaching and mentoring, but sometimes it can be hard to describe what these incredible people really do, who they 'are' in the life of a business owner. If you're a coach or advisor or looking to become one, I hope you'll join me Thursday for this free webinar on growing your practice. For now, let's start with a few ideas about the 'stuff' that great coaches are made of:
Control. It's the holy grail for business owners. But what if you have to give it up in order to get it? Or, maybe more specifically, what if there's a certain kind of control you have to give up in order to get the kind you're really looking for? The answer starts with a counterintuitive idea: the problem isn't that you have too little control of your business, it's that you have too much.
It's a well-worn idiom: If you fail to plan, you plan to fail. Easy enough to say, but rarely easy to do when day-to-day operations jam-pack your schedule. You understand the importance of setting aside time to plan for business growth, but may struggle to actually make time for big-picture planning.
Have you ever considered that one of your primary roles as the owner of the business is lead storyteller? That beyond what you know and what you can do, there's a more essential role that only you can fill? We're at the point in the Grow in 2014 process where it's time to stretch yourself in a different way.
Today we're going to add another element to the process - three questions you can ask as you delegate each component of your plan, to make sure that it's fully 'owned' by someone in the business. To recap, in Step 3 your goal was to put the high level components of your plan into a sequence - from the 'deepest' issues you found (leadership, brand, and so on) down to the most tactical (customer experience, marketing systems, etc). While there are a lot of places for your plan to deteriorate throughout the year, if you don't invest enough time in getting your people aligned with it, it simply will not work.