IF YOU ARE A LEADER HERE IS HOW TO LEAD
If you are the owner of a business and CEO and are the one that is running the day to day operations of the business, then lead with confidence, certainty and speed. You cannot be wimpy when you are running other executives and staff. Your executives cannot be wimpy when they are running their staff. Your communication has to be assertive and direct with intention of speed and getting it done and that they can do it.
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Intention is your ultimate weapon. This is the reason you give your executives and staff target numbers to go for weekly, monthly, quarterly and yearly. Sadly, without them staff just go on automatic after a while and robotically go through the motions of their post and lose their drive. If you are a leader, whether it be the owner, CEO, an executive, manager, department head or in-charge you create the focus and speed of which your area runs. Put the numbers that you want to reach, up somewhere, for all to see and make a big deal about them every week.
The faster and more efficient an area is run the more successful it will be as it creates a vacuum and pulls in more business. You may have wondered why the fast food restaurants stay in business, it’s because they operate on two natural laws: 1. the food is prepared the same way every time, so you know what you are going to get, and 2. it is delivered to you fast.
Be motivating by gaining knowledge and certainty on all aspects of business. As a leader you can never be in a position of: “I don’t know what’s going on” regarding your business or you will transfer that viewpoint, one way or another, to your staff and this is most unsettling to them. You have got to make it a game. People love games and games definitely raise the group morale.
The key action of an executive is to manage and run staff. Some business owners that are also an executive don’t want to manage staff and keep looking for staff that can manage themselves. This will be a roller coaster—up and down, type business. Staff always need some guidance to some degree just as you do. Managing could be as little as having a report line where each staff member, fills out a form of what they accomplished during the day. From my experience all staff produced more and morale was higher when the individual staff or in-charge had to fill out a daily report of their production. Most people don’t want to turn in a poor report. Having standards, metrics or graphs of production are paramount for the success of any department, division or organization and is a game changer for the expansion of a business. This is also an indicator of who you want on your team. Those that don’t want to have their production measured are the staff you don’t want on your team. Productive people often talk about how much they produced and in how much time as it is a game to them, so they enjoy producing at a high level. The day-to-day operations of a business are to be run fast and furious and is no place for piloting new things not grooved in and are momentum destroyers. So new things are tested off to the side with different people and only added to the day-to-day operations when thoroughly proven to work. This is as bad as putting a new person on post without any apprenticeship on tried and true successful actions.
As a leader you have to demand production and it can be made to be fun with rewards and bonuses for all staff when they hit goals set. My viewpoint as a business owner, is that there are no bad employees only bad managers.Good managers never have low producing staff on their team. When high production is insisted upon staff morale goes up.
As an executive one of the worst things you can do to your business is to keep and keep paying, low producing staff because they will affect the morale of yourself and the whole group as well as lower your income. As a leader you can’t mess around with this point. If a staff member is not producing adequately let them know immediately. If no change in a week let them go. Keep a good paper trail of your actions taken to try and help them produce but don’t keep them around when, despite all efforts no improvement is observed. If they are not producing and get paid it is very detrimental to them personally as well as your team players and your profit margin. Often a low profit margin business will be found to have people that, despite their efforts, are not producing anything of value for the business.
BUSINESS OWNER LEADERSHIP ACTIONS
- Goals set for 5, 10, 15, 20, 25 and 30 years and beyond
- Strategic planning for city, state, country and the planet
- Company Integrity and Laws of the industry
- Business Policies and procedures
- Knows in advance what way the industry trends are going
- Piloting additional profit centers and marketing actions
CEO, COO, EXECUTIVE ACTIONS
- Executing the Owner’s plans
- Establishing an organization to deliver the products or services
- Ensuring marketing and sales are successfully generating qualified leads and making sales
- Increasing production and finding more efficient ways of delivery
- Managing staff to ensure they get their products
- Getting rid of low producing staff fast
- Don’t just think about things, get them done
If you are in a leadership position lead your team. Help them produce more, get them trained so that their certainty and quality of products improve.
If you are the goal setter and not over the daily operation, you still have to put the future there for your execs and staff and if you are directly over staff as an exec then get them producing in the frame work of games never in a punishment drive fashion and you will have expansion and success.