Small Business Owners: Improve ‘Profits’ by Managing and Monitoring People

Small Business Owners: Improve ‘Profits’ by Managing and Monitoring People

The manager’s job is to track, monitor, measure people, processes, and performance to make sure the work gets done.

How to be a role model for everyone to watch

Leadership is more than position in your company. A great leader leads by example and is considerate, appreciative, and interested in his or her employees. Be willing to share your experiences and failures because these are things your workers can relate to and learn from. Be open to learning new things and motivate your employees towards their own success.

  • Drive by example

  • Show commitment

  • Appeals to emotion

  • It communicates with all the senses.

  • Is well informed

  • Maintains integrity

  • Motivates

  • Empower others

  • Build relationships

  • Show confidence

  • Is enthusiastic

  • Is consistent

Develop Habits that the most successful supervisors practice, daily

Take one day at a time and set achievable goals for each day. If a project is large, break it down into manageable segments that you can complete on a daily basis. Effective completion of smaller tasks will lead to overall success.

  1. Think small, analyze things

  2. Define a specific and realistic goal

  3. Define a deadline

  4. Identify what will be produced

  5. Track your successes and failures

  6. Let others know your goal and your deadline

  7. Define a penalty if you fail

  8. Do whatever it takes to avoid distractions.

Avoid (5) things that can derail supervisors.

You have a busy schedule and multiple priorities, and if you’re not careful, you can get caught up in the details and forget about the big picture.

  1. Not having or understanding your strengths and weaknesses.

  2. Failing to set specific goals for the team, employees themselves, and individual employees

  3. Forgetting the company mission statement

  4. Don’t stay in your office all the time, ignoring relationship building.

  5. Not providing a benefit to your company (lack of productivity)

Find out what employees need and expect from you

  • View

  • Confidence

  • Inspiration

  • Compassion

  • Information

  • Empowerment

  • Integrity

  • Recognition

Employees want a leader who can share information and is confident in their skills.

  1. Someone who can get involved in the production of work.

  2. Avoid overloading your team with external priority work

  3. Someone who sees the big picture but understands the small details that move the team forward.

Learn to manage people and other valuable resources

  1. Understand your company’s business strategy

  2. Realization and analysis of the people you currently employ.

  3. Find out where people’s critical issues are

  4. Think of consequences and solutions to actions.

  5. Implement action plans and evaluate them

Delegate to empower employees

By delegating to others, you empower your employees with ownership of the task at hand. Delegation is a powerful tool that can be used to make your organization and its employees work efficiently on any project or crisis.

  • Determine what to delegate

  • Select employee carefully

  • Give clear instructions and ask for their understanding.

  • Cement commitment

  • Set milestones and checkpoints

  • Do not monitor or control employees … but monitor activities through reports

  • Follow up and evaluate the result

Give direction (not orders)

People will commit to goals if they can benefit or benefit from achieving them. Learn what drives your employees and use it to motivate them toward your vision and goals. Let them know how your goals can benefit them and the organization.

To win commitment:

  • Ask employees for their opinions and knowledge

  • Describe the benefits of meeting the objectives.

  • Know your area of ​​expertise thoroughly

  • Return favors

Employee ownership

How do you transfer responsibility and authority to employees? First, we have to realize that there are only (3) areas that supervisors can legally manage:

  • Performance: how does the employee do the job?

  • Behavior: how does the employee act at work?

  • Attendance: does the employee show up? On time?

To hold someone accountable, you must have a written standard to hold it up. Supervisors can discuss and can transfer responsibility and authority to employees in these (3) areas.

Get employees to join the change

Explain the change in the big picture / benefits

Address employee fears, potential job loss, role changes, process changes, honestly

  • Help others through the change

  • Empower your team leaders

  • Monitor the change

  • Make sure the change lasts

Get the necessary training or facilitators to get everyone to join in on the change.

Provide reassurance about positive changes and impact.

Dealing with difficult employees (addressing the problem of bad attitude / behavior)

  • Deal with attitudes and resistance through recognition.

    • Try to develop a positive relationship with the person

    • Recognize the employee when he does something well.

  • Always use specific, clear and direct language about misbehavior / attitude — don’t pedal the problem

  • Detail the details of the behavior.

    • Make sure feedback is provided in a timely manner

    • Deliver negative feedback objectively and unemotionally, avoiding emotionally charged statements

    • Invite the person to share their concerns

  • Collaborate on an action plan

    • Communicate the impact of the impact of employee behavior and how it is reflected in:

      • He or she

      • Your

      • The rest of the team

      • The organization

  • Get their commitment to doing the right thing and set a time limit

    • If not reassigned, rescind

  • Keep a list of attendance, behavior, and performance issues (ABP)

    • When discussing the problem with the employee … end by asking what they suggest to fix the problem

Set the tone of ‘authority’ on day one, week one when the team returns to the site. Review decorum, office policies and procedures, and the dress code. Repeat often! Then get together to set team goals, milestones, and rewards … Don’t be an idiot … have fun leading your teams in the rapidly changing digital world.

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