If you’re the leader of a small business, you’re probably an exceptionally focused person. No doubt you’re keen to draw maximum value from your most expensive resource – your employees. After all, if you can get each individual to produce exceptional results, your employees will benefit from an environment that’s highly profitable and full of opportunities. It’s a win-win! Continue reading
In the early days of a start-up, you have to wear pretty much every hat possible. You have to develop your products, sell and support them, keep your accounts and other legal documentation up to date, and never take your eyes off cash flow. All of which, plus managing a few people, takes up lots of time and energy.
Marketing is one of those things that are a bit ethereal. It’s not concrete. It doesn’t deliver immediate results. It’s so intangible that it’s easy to push it to another day. Isn’t it?
You may want to reconsider doing that. Ignoring your marketing could be the biggest risk to your company’s survival. There’s still time to get started though, if you keep a few of these tips in mind.
The corporate retreat: a weekend of clay pigeon shooting, quad biking, and even chocolate making. It’s as popular as ever and large corporations embrace it, sending employees off on weird and wonderful experiences like duck-herding (yeah, I’m not sure either) for the weekend, in an effort to make them work more effectively on their return to the office.
But what about small businesses? While paintballing or an intense game of beach volleyball might not seem right for your team of three or four people, it doesn’t mean you still can’t reap in the benefits that come with holding a company event or retreat.
I’ve thought long and hard but I just can’t think of a large, successful company that does not implement performance management. Famously, Jack Welch, CEO of GE, was a huge advocate of it. The reason is probably fairly obvious. Performance management helps businesses achieve results. How so? By ensuring that all employees are performing at their best and pushing in the same direction.
So why don’t start-ups embrace performance management? Typically, there are a number of perceived barriers and questions small businesses have about how it’s done. How do you set up the process? Do you need an expensive system to manage it? Is it too much effort for the ROI (return on investment) in the end?