- Tie each person’s work to the result (for the company, customer etc.) – Wouldn’t you like to know WHY you are doing something?
- Take each employees’ ideas into consideration – Simply asking can go a long way if you truly care about the answer.
- Don’t treat each employee the same – don’t we each have different goals and interests?
- Are you developing your employees? – a little investment into your employees can go a long way.
- Do you address poor performers? – one of the biggest issues we see if letting poor performers carry on. Everyone knows it and is less motivated. Why not just proactively address? Provide an opportunity and swiftly address if necessary.
Tag Archive: team
In our 14 years of consulting experience and almost 30 years of working experience, we have found that 80% of executives spend the majority of their time with the 20% of employees who do not achieve results. Unfortunately, this means they don’t have time to spend with the stars who achieve 80% of the results. Do you fall into this trap as well? As executives commented in our 2019 predictions document, talent is a hot topic in today’s tight labor market. If you aren’t paying attention to your stars, they will jump ship to someone who does pay attention.
People don’t leave companies. They leave bosses!
As an executive, stop to think about what questions you are asking. Do you ask your direct reports about their stars? Could you identify the future stars of your organization? Or are you just addressing issues as they arise? Key customer issues. Board questions. Performance problems. Etc. If so, undoubtedly, you are receiving information from stars or they could be working behind the scenes, invisible to you. We find that these stars can be easily overlooked because they might not like the spotlight or they are likely to be the person to bring up unpopular topics. Does your culture support these stars or encourage them to stay hidden?
Here are ways to find your stars:
- Pay attention to who your leaders go to in order to get information. There is always a star behind the scenes who has the information when you need it. It is likely this person could be several layers below you and so you’ll need to pay attention.
- Have you asked old-timers for information or ideas lately? Ask employees who have been around a while. If they feel overlooked, they aren’t going to offer ideas and information until asked. However, when valued, you just might be surprised with some amazing results. We have had countless numbers of clients with this sort of hidden gem! Typically there is at least one person like this in every organization.
- Look for someone who might be unpopular in meetings because they’ll bring up issues. Frequently, there is someone who is willing to speak up about issues who becomes unpopular because the rest of the team doesn’t understand or think the issue will occur. This person is also seen as delaying the process. Sometimes, these folks are just problem employees but often they can be your stars. Stars are willing to speak up about issues, and if you listen to them, they will save you from all sorts of problems. Of course, if it was only that easy! Typically these folks might not be the best communicators, so they aren’t seen as stars by their managers. You’ll have to look hard.
- Look for the influencers. Although not typically in a position of power, the masses will follow them because they trust their judgment. This isn’t obvious because leaders aren’t involved. Look for who employees go to with questions or look for who they will go to if issues occur.
- Ask each employee about his/her ideas and/or create small group discussions. Once you gain trust, you’ll rapidly identify your stars.
Since your stars are responsible for 80% of the results and are the go-to people for any project worth doing, there is a dramatic ROI in finding your stars and embracing them. It certainly seems worth the effort of checking in on a few employees each time you walk through the office. Don’t stop and talk with your favorites or those with which you have common interests. Instead, stop at the first desk that wouldn’t part be part of your routine. Be interested and listen. We’ll bet you learn compelling ideas rapidly. Let us know how it goes and what strategies you find the most successful in finding your stars! We are always interested in this vital topic.
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In today’s Amazon-impacted, data overloaded world, it is one BIG challenge to just “keep up”. How are you keeping up with the latest industry trends, noteworthy products, emerging technologies and more?
It would be easy to spend 40 hours a week just “keeping up”. Of course, I wouldn’t recommend that as your competition would be happy to speed on by. However, this idea got me thinking about how executives should “keep up”.
Time isn’t a resource. We cannot make more time. On the other hand, time is a matter of priority. When we answer, “I don’t have time for that,” it means we aren’t prioritizing that topic or that person. We cannot prioritize everyone and every topic including how to stay up-to-speed.
A few recommendations for executives to stay up-to-date on relevant information without taking “too much” time:
- Make it a priority for your team to stay up-to-date. If each of your team members is up-to-date on relevant information for his/her area, it will be half the battle. Ask for a bullet point summary of highlights.
- Talk with customers. One priority you cannot delegate is a certain amount of customer interaction and discussion on trending topics. How else will you steer the ship?
- Attend key industry conferences. Typically, there is a flagship industry event our clients attend. No matter how busy, make room in your schedule to attend, meet with customers and suppliers and find out what is trending.
- Focus some attention on your strategic differentiation. For example, a few clients are expert at sourcing. Thus, they better put some focus on this topic. Others are expert at manufacturing, e-commerce or a technical topic. Stay abreast of key trends.
- Skim industry articles & the Wall Street Journal. Staying current on key events and how they could impact your industry and your company is essential.
We get “too many” calls to help resolve problems associated with system upgrades and/or new system implementations.
How can some of these disasters be avoided upfront?
- Navigating ERP sharks – ERP software suppliers must be some of the most aggressive salespeople I’ve seen. Even when you are careful, they’ll likely focus more on the bells & whistles of their system rather than important details of key functionality needed to drive results.
- Standard functionality – Standard functionality is the downfall of ERP selection projects. In my experience, 20% of the time should be spent on standard functionality since core suppliers will have it. Reverse the order and spend 80% on unique functionality.
- Lopsided team – Although there will be some disciplines more interested than others in the selection project, if they decided for everyone, you shouldn’t be surprised if you end up with a great system in that particular area with the rest left to luck.
- Losing track of features – Although it seems obvious while sitting in the demo, it becomes amazingly difficult to figure out which feature went with which software a few days later. Note follow-up questions and compare notes immediately following the demo.
- Focusing solely on functionality – Don’t get lost in functionality and forget that the software supplier will be your business partner. They will make or break your success.
Interested in avoiding these pitfalls? Check out our ACE ERP proprietary process to avoid these pitfalls and achieve endgame results.
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Resiliency isn’t easy, If it were, every organization would have already perfected it. Yet, in today’s volatile, Amazon impacted, disruption-heavy environment, you must build resilience.
What is Resilience
Let’s start by talking about our meaning of resilience. In addition to having the ability to adjust and recover quickly to changing business conditions. A company must also have the capability to proactively think through the most likely disruptors and develop strategies to thrive amidst the chaos.
Are your employees resilient?
If a customer changes his mind, how does your team handle it? Do they see it as a challenge or a chore? Do they complain or start asking questions to understand what’s behind the change and whether it is likely to impact future orders? Do they communicate upstream and downstream so all parties are in the loop and aware of what is coming?
If a supplier runs into a capacity issue and is late to deliver, what do your employees do? Actually, let’s back up – do they know about the delay in advance? If so, has it been communicated? What approach is taken with the supplier in these circumstances? Do you know whether your demands are realistic or not? Or are you overloading your low cost supplier so you don’t get beat up for purchase price variances? Think about these questions and then go back to answering the resiliency question.
Learning from Failure
Here is another key question: What does your team do if they fail? Do they look for the person to blame? Does the leader blame the weakest link? Or does the leader blame “them” (next level management)? Or does the leader accept responsibility even if it isn’t his/her fault? No matter who is at fault, how does the team react? Do they jump on the situation and look for solutions? Will they be more likely or less likely to collaborate upstream or downstream to find answers or ideas to test? Perhaps most importantly, will they hide under a rock or spur into action?
Start by understanding your resiliency culture. Then, you can purposefully change it to focus on resiliency.