There are three steps managers and staff can take toward a more efficient, more productive organization. .
1. Identify and focus on your biggest priorities.
Too often employees find themselves spending time on work that isn’t core to the success of the business. As the Pareto principle states: 80% of the value comes from 20% of the work. The key here is for your business to identify the few objectives that drive Continue reading »
1. Tip #1. Schedule with what I call a “soft” Friday. I tend to stack up my jobs and routes early in the week, leaving Thursday, and especially Friday softer work days(fewer work orders). I also know in the back of my mind that I have Saturday to make up any missed work if needed. This way if things go well during the week, all my employees show up and complete their routes, the weather cooperates, and everything runs smoothly I have one of 2 situations.
2. Another tip, is to schedule interior or non rain/snow sensitive work on the days that your weather man is forecasting rain/snow. Rarely do I remove all my jobs and routes from the schedule. Even if the weather is supposed to be poor, I still always try to get something done. Maybe route work or pressure washing, anything that is easy to re-schedule is worth trying to complete on a bad weather day.
3. The last tip, is that the accuracy of the 10 day forecast diminishes the further out you look. In other words your weather forecast tends to be very accurate for the next 48 hours. Anything past 48 hours the accuracy of the prediction reduces dramatically.
Falling victim to the weather forecast is easy to do. Putting blame on the weather, weather man, or your customers is not the answer to effectively managing a seasonal business. We need to take responsibility for our actions and make the changes necessary in our organizations to help us manage the scheduling of our crews around the ever-changing forecast of mother nature. We do this by focusing on the things that we can change(reliable employees, and equipment) and relaxing about the things that we can do nothing about. Worrying is like a rocking chair, it keeps you busy but it doesn’t get you anywhere.
Is your seasonal business dependent on the weather forecast?
What tips do you use in order to help you manage this unpredictable factor?
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There are three types of communication questions:
In considering these three types of questions, always consciously see how many closed-ended questions can be converted to open-ended questions by using : What, Why, When, Where, Who, How. However, a word of caution using the “Why” question. It tends to be to directive and usually puts the other person involved on the defense. Essentially it is hard to use a “Why” question and not sound like you are accusing someone of something.
Below you will see a few examples of specific questions that help to keep you in control.
To learn more about powerful words and phrases that keep you in control click here.
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Below you will see the 4 steps to your personal wheel of fortune. Let these 4 steps give you a clear vision on how your company is supposed to function and how your company will be the tool to help you reach your goals.
Below you will see a list of words or phrases that “WE” use at my SERVICE business to help communicate. Read it, print it out, post them in your office, and use them. They work.
How many of these are you already using? Do you have anymore that use in your business or in your daily life? If so, please share below in the comments section. Help everyone learn to communicate better in their lives.
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In Part 1 we learned about DISC profiles and how using personality profiles can help to measure a candidate’s qualities before they are hired. I discussed how I use DISC and VAK to help make the right match of person and position.
Today I would like to discuss the last 2 most common errors that occur. They are inadequate training/evaluation, and a lack of leadership. Now, let’s take a look at those issues in greater detail.
2. The problem could be that your training, measuring, and evaluation process is inadequate.
When was the last time you revised your orientation process? Your company handbook? The initial process for training a new hire? What KPI’s (key performance indicators) are they held accountable for? How often do they receive feedback? Who mentors the new employees and for how long? I recommend that all employees participate in the regular team meeting (what do you mean “I don’t have one”) and are asked at each one: What can we do to help you succeed in your job? A few years ago, I heard of a “training method” referred to as “Leave alone, zap”. This means that the new hire is, in effect, turned loose to figure things out and then “zapped” when they make a mistake. This, or any similar approach, basically sets someone up to fail. As expensive as staff turnover is (time, repeated re-training, lost productivity, etc), it is certainly worth investing in refining the process so that we do a better job and “start over” less often.
3. The Leader doesn’t know what he/she is doing, so neither does the Team.
In order to have great followers, there has to be a great leader. No team will ever out-perform its leadership. Are you the kind of leader that a great employee would want to follow? Are you running the kind of business that a great employee would want to work for? I can assure you, the team watches everything you do and dissects everything you say. Start with your communication—do you communicate clearly and regularly? Are you consistent in your statements and behavior? Do you do what you say you will do? Also, if you “waffle” or delay making decisions, you are viewed as weak and indecisive. If you have the courage, survey the Team about their views of you as the Leader and be willing to “sharpen your saw” to make some changes. Change your outlook, change your results!
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Some rights reserved by Jiheffe
Do you think you can’t get great employees? Can’t get them to do what you need? Can’t get them to stay? Start by taking a look in the mirror. Before you blame your Team, remember that old adage: “You get the employees you deserve.” The most common errors that occur are hiring the wrong person, inadequate training/evaluation, and finally, a lack of leadership. Now, let’s take a look at those issues in greater detail.
1. You’re hiring the wrong person or putting them in the wrong place.
Using personality profiles can help to measure a candidate’s qualities before they are hired. I use DISC and VAK to help make the right match of person and position.
The DISC profile measures a person’s natural (away from work) and adapted (at work) behavioral tendencies. The profile takes about 10 minutes and yields some very useful tips on individual strengths, opportunities for improvement, and keys to motivating.
The VAK (stands for visual, auditory, and kinesthetic) measures communication modalities. In addition, examine the hiring process and the questions that are being asked. What do you need to change based on the lessons you’ve learned in the past? Ask questions that uncover values and look for alignment with your company’s values. I have found that a “bad employee” is rarely due to the lack of job competence—it’s more often a failure to mesh with organizational values. You must hire character because that can’t be taught. An employee with a great “values match” will still underperform if you assign them to the wrong job. Go back through your job descriptions and modify for what the business needs, then hire the person that fits that description. Chaos results when you change the job to match the skill set of the newest hire.
Below you will see the definitions of each of the 4 types of personalities within the DISC profile system. As you read through them think about anyone you may know that fits into each profile. Then write their name next to the particular profile. Then ask yourself, are they are performing the correct tasks for their personality?
“D” Style(Direct):
Adventuresome
Competitive
Daring
Decisive
Direct
Innovative
Persistent
Problem Solver
Results-Orientated
“I” Style(Inspiring):
Charming
Confident
Convincing
Enthusiastic
Inspiring
Optimistic
Persuasive
Popular
Sociable
Precise
Team Player
“S” Style(Steady):
Amiable
Friendly
Good Listener
Patient
Self-starter
Relaxed
Sincere
Stable
Steady
“C” Style(Consistent)
Accurate
Analytical
Conscientious
Diplomatic
Trusting
Fact-Finder
High Standards
Mature
Patient
Do you want to learn more about using DISC profiles? I use them in all my businesses and love teaching other business owners how to use them. To apply to our coaching program. Click here.
Watch for our follow-up article “Are you hiring the wrong people?” Part 2. Where we will be discussing inadequate training/evaluation, and finally, a lack of leadership. These are the final 2 common errors that business owners make when building their teams.
One of the common reasons Business Owners have so many “employee headaches” is a result of not setting clear expectations.
Setting clear expectations is one of the most important skills any leader needs to learn. Whether your leading a large cleaning company or you are the leader of your church group. Setting clear expectations is critical to maintaining relationships with team members. This is sometimes easier said than done. If you consider yourself a natural leader you are most likely full of great ideas. Sound familiar? The key is building a team around you that can help you to implement those ideas.
1. Document all your ideas. Get them out of your head and on paper.
2. Organize those ideas into a plan, job description, or proposal.
3. Communicate your expectations clearly step by step using the plan as your guide.
4. Trust that your employee can perform the tasks required.
5. Verify that those tasks were completed accurately and in a timely manner.
6. Hold them accountable for the results every step of the way.
Do you have a crazy story about a past employee? Feel free to vent your frustrations here by commenting below. I know it sounds weird, but I would love to hear them.
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5 simple tips for building trust in your team.
1. Trust and Verification.
If there is only one rule that you learn in management, it should be trust and verification. Our role as managers is to first trust our team and employees with the responsibilities that we delegate to them. The second part is to verify that they are doing what we asked them to do. A lot of managers today get this wrong. They feel that when they tell someone to do something their they’re job is done. Unfortunately this type of delegation is just setting your team up for failure. Anytime you have a “trust” issue in your organization look at your verification first. Most likely the hole in your system is here.
2. Choose your words carefully.
Example: “I know you can” instead of “You better or else”. As a manager, when you are having important conversations with your team, make sure you think through the conversation and choose your words carefully. I have a follow-up post coming soon on more examples of phrases to use to communicate your concerns about employee performance in a positive manner.
3.Start with small responsibility and build on it.
Be interested in the behavior you SEE and be less interested in what your team members say. This is very powerful. Everyday you are going to have team members tell you what you want to hear. Early on the relationship, make sure it is clear to them that you hear what they are saying. However, you are more concerned with what type of behavior you see on a regular basis.
4. Obsessively document their behavior.
This ties very close to #3. When talking about a employee’s behavior state the facts, there is nothing more powerful. When the issue happened, what the issue was in detail, what customer or employee it effected, ect… This works well for both positive and negative behavioral issues.
Build rapport. Praise them for positive behavior and hold them accountable for negative behavior. Do this face to face as much as possible. If you run a service business and your technicians are on the job the majority of the day, it can be difficult to get some face time with them. Make a point to schedule your office time around the time of day that they are going to be at the office. For me, it is either first thing in the morning or later on in the afternoon. These little “power conversations” go a long way in building rapport with my team.
Want more information on this subject? I highly recommend this book.
If you have any tips for building rapport with team members message me or comment below.
If you enjoyed this post, I would be grateful if you helped spread the word by emailing it to a friend or sharing it on LinkedIn, Twitter, or Facebook. Thank you!
I decided to do a review on this book because this book has helped me tremendously in my service business. There came a time when I had built a business that wasn’t performing. I had all the employee “issues” you could imagine. Even though you won’t find this book on any best sellers list, it is one of the reasons that I have the profitable business that I have today. I recommend it for the business owner who is better at being a visionary than a manager. It is for the owner that knows management is important, but finds the day-to-day task of management draining.
3 Important takeaways.
1. Make Accountability a real process.
Setting clear expectations is the first step in making accountability a real process. Tell people clearly what to do and how to do it. After the expectations have been clearly defined, then simply Trust your team and Verify that they are completing the tasks according to your expectations. If people know that someone is watching them, they tend to watch what they say and do a lot more carefully. Monitor, measure, and document performances every step of the way.
2. Rewarding positive behavior
Again set clear expectations for each team member and their personal goals. My employee conversations usually go something like this: When you want something, I’m going to help you find it. When you need something I’m going to help you EARN it. At the window brothers the only thing that is given is an opportunity, everything else is EARNED. Reward with lots of little 1-time bonuses. Stay away from long-term bonuses. Reward “spot bonuses” immediately. Tie rewards and consequences to employee performance.
3. More one on one’s.
Build rapport by praising them for positive behavior and hold them accountable for negative behavior. Do this face to face as much as possible. If you run a service business and your technicians are on the job the majority of the day, it can be difficult to get some face time with them. Make a point to schedule your office time around the time of day that they are going to be at the office. For me, it is either first thing in the morning or later on in the afternoon. These little “power conversations” go a long way in building rapport with my team.
Get in the habit of managing everyday. Make a habit of talking with supervisors and team leaders everyday and focus intensely on helping them play the role you need them to play. The best managers are people who learn proven techniques, practice those techniques diligently until they become skills, and continue practicing them until they become habits.
Read it, learn it, live it. Grab a copy today.
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