The second aspect of the Owner/Manager’s challenges is, in effect …
Empowering Managers’ Decision Making.
If we have selected the right kind of manager, then we must let them manage. After all, isn’t that why they were hired in the first place? They are there to make sure things are working (and improving) so the Owner can focus on the big picture — the direction of the company itself.
However, it is also true that managers cannot function in a vacuum, so it is important to ensure we clarify what the Key Results Areas (KRAs) are for their domain. These will most likely fall under a number of the following important elements: Budget, Controls, Quality, Revenues, Timeliness and Staff Satisfaction.
Temptations Must be Avoided!
What temptations?
First: telling them what their targets are.
This must be avoided. Far better if we ask them to assess where their area stands in each of the KRAs then highlight what they think needs attention.
Second: telling them how to go about achieving their targets.
Instead, we ask them to prioritise the list and build an action plan for each of the one or two most important ones.
Third: forcing them to undertake too many plans in an unreasonably short time.
This will likely lead to a “scattergun” approach where they are trying to keep too many plates spinning. Having to rush things all too often leads to mistakes and under-performance that in turn create frustration.
Of course targets and timeliness are important, so we cannot afford to be too lax. On the other hand, trying to work under unreasonable pressure — especially when combined with an uncaring and demanding Owner — will quickly turn the manager’s thinking to “do I really have to put up with this any more?”
… And attrition. (And they will take your best workers with them.)
Fourth: closely following their every step.
Yes, we do need to know how things are going. We must be made aware if things are not going well but there are ways of doing this is a positive and constructive manner that creates teamwork and commitment.
For example, we should encourage them to consider a way of monitoring how things are going so they get an early warning if it is not progressing the way they expected. This will enable a re-think of the strategy before it is too late.
You will notice the wording of that last paragraph. It is for their satisfaction that they are on-target.
Now if we add to this the question: “is there any support needed from me to help you succeed?” we will be indicating our willingness to be supportive as needed and that we are as committed to their results as they are.
Similarly, we can request a very brief monthly update on progress but on the understanding that, if things are not going as well as they want and they are lost for ideas, they can immediately seek a discussion with us to see if a solution can be found.
I am pleased to announce this article has also been published by EmployWise on their Blog: http://www.employwise.com/hr-best-practices/299-sme-challenges-how-we-can-start-meeting-them-part-2.html
