Let’s be honest: Building a business that doesn’t depend on you isn’t easy. It’s going to take lots of time, attention, and know-how. You’re going to be drawn into fighting fires you wish weren’t happening; you’re going to worry about having the right resources to create the right results; you’re going to have to make things happen that you don’t really know how to do. At times, you’re going to feel let down by the very people you depend on to free you.
Our recent post about systems should have your gears turning already, but for your business to truly thrive, the best-designed systems alone won’t suffice.
You need people. But not just any people: You need a high-performing team. The kind of team that makes your systems—and your business—really work.
“My employees know what to do, but if one thing goes wrong, they just stand around.”
“They can get the job done—but only in the slowest possible way. Why don’t they work harder?”
“No one does it as well as I do or cares as much as I do.”
This is the fourth installment in helping you fully develop and implement Org Charts and Position Agreements, which support a culture of ownership within your business. Click here for Part 1, Part 2, Part 3.
Fully implementing your Position Agreements is an endeavor that requires simple steps over time. It starts with your Organization Chart, and it ends with your employees doing their work as well or better than you ever could.
This is the third installment in helping you fully develop and implement Org Charts and Position Agreements, which support a culture of ownership within your business. Click here for Part 1 and Part 2.
If you followed my previous blogs—and you kept it simple—you should have a Position Agreement for each role in your business with a list of activities that both you and your employees understand and have signed off on.
This is the second installment in helping you fully develop and implement Org Charts and Position Agreements, which support a culture of ownership within your business. Click here for Part 1.
The three things people crave in a business are: Certainty, Unity and Stability.
- Certainty enters when people know what you expect them to do.
- Unity is established when you and your employees agree point-by-point.
- Stability begins when you write it down and refer back to the agreement.
Imagine what kind of workplace your business would be if your employees thought to themselves:
- "I’m excited about my work.”
- “This is a place where I can achieve my goals.”
- “I feel safe. It’s okay to make a mistake, and I will learn from it.”
- “I have some great ideas on how to improve things. I can’t wait to share them with my manager.”
I’m in the upstairs bathroom writing notes on my iPhone when it strikes me—the apparent irony of me sketching out notes for a blog post about work-life balance while in the middle of giving my daughters a bath. I left work hours ago but had hardly left my work behind me. And in that moment I felt so close to the many business owners that come to us seeking to improve the balance between their work and their personal lives. Creating work-life balance is a difficult task, but it’s also a rather poorly-defined term. What does that balance really look like? If “balance” means an equitable distribution of hours, is that what everyone really wants?
You call your team together to roll out your strategy for the coming quarter. Everyone gathers around and all eyes are on you. You’ve spent at least forty hours over the last two weeks planning, modeling, forecasting, all in anticipation of this day. OK, take a deep breath, and begin your presentation. Five minutes in you start to notice some people drifting off, getting lost in their own thoughts. You’re not being inspiring enough. Have to up the energy…
Now more than ever, money, technology and personnel are invested in the user and customer experience. In today’s world of instant reviews and feedback, businesses are sprinting to stay one step ahead of their customer to attract their target market, intuit their needs and attempt to exceed expectations.