Those SME Challenges: How we can start meeting them. (Part 2.)

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

Those SME Challenges: How we can start meeting them. (Part 1.)

 Let’s start at the beginning.

 If we seek high performance, low maintenance leaders, the first stage is really getting the right person in place whether we are promoting or recruiting for such positions.

... And, in a large percentage of cases, this is all too frequently where things begin to go wrong.

In the nascent stage of their businesses, many entrepreneurs bring in people they know and whose performance they trust. The only problem with this is the fact that the stock of such people is limited and insufficient to continue fuelling growth. But how many entrepreneurs learnt how to recruit/select effectively? In terms of promotion, they make the same mistake as many other companies, both large and small — giving the baton to the best performer, or the person with the greatest knowledge, or the one who has been with the organisation the longest. When it comes to recruitment, they rely on the same old “favourites” of skills, knowledge, qualifications and experience, added which is whether they seem O.K. and presented themselves well at interview. Based on this, they get handed the baton.

Now the crucial question. What percentage of the new incumbents drop that baton? It is certainly far higher than is helpful to staff morale, customer service, productivity, and attrition, let alone the sanity of the Owner/Manager.

I regularly find what companies look for, and what they actually need for high performance in the role, are poles apart.

Understandably, effective leaders are difficult to find but it does help if we know what we should really be seeking in candidates, whether they be internal or external. This strong focus is vital to enable more right choices.

What should HR and Business Leader be looking for?

Unfortunately, the CV is not likely to tell us much, even if there are statements about being a manager and responsible for so many people and whatever processes. I am not saying this is fabricated. It can be quite true but it does not in any way confirm they lead people forward and whose direct reports enjoy working with them towards great results. They merely had the title but not necessarily behaved as a leader.

The word “behaved” was purposely used and emphasised to illustrate a fact: a significant amount of a leader’s success relies upon behavioural strengths, contributing, in most cases, more than skills, knowledge, qualifications and experience.

What are the behaviours leadership demands?

Different kinds of role will require different mixes of strengths and, although the tools can assist us in setting these and measuring them in candidates, the very simplified and broad brush strokes of what we train interviewers to focus upon for leaders are as follows:

• A strong need to take charge, set direction, and face (non-technical) challenges. Sees the “big picture”, goal oriented and makes things happen.
• If a strategic approach is needed, then an analytical, thinker and planner.
• Who does not rush into things too quickly, taking a little time to reflect before acting. Can take a degree of pressure and deadlines.
• Decisive and independent, leaving detail to others and requires little supervision.

Then the “learnt” behaviours:

• Maturity and judgement.
• Stability and persistence.
• Attitudes and beliefs. (We are not judging a person’s beliefs, merely ensuring they will be comfortable adopting the values the company upholds.)
• Self-motivation. 

Finally: Aptitude and speed of thought.

The interview.

The interviews need to be pleasant, not a “grilling” of the candidates. Questioning must be in-depth — it is too tempting to accept the first answer given and also to assume what the interviewee means, as opposed to ensuring we establish what they do mean.

I am pleased to announce this article has also been published by EmployWise on their Blog:

http://www.employwise.com/hr-best-practices/287-sme-challenges-how-we-can-start-meeting-them-part-i.html