Launching your own business might have been your lifelong dream, but this is not a destination, in fact, your journey has just become. Besides daily business challenges like taxes, staff necessities or marketing strategies, another crucial aspect should also consider is improving your managements skills. If you want your small business to thrive, you need to know how to guide everyone toward success. Let’s look at these basic abilities that can help you become the perfect leader for your business. (more…)
Or maybe you’ve questioned your own abilities and wondered, “Are there things I should know but don’t?”
You’re not alone in that thought.
The truth of the matter is: entrepreneurs need many different business management skills, character traits, and habits to make them successful. But there are certain business management skills that seem to stand out as highly important—both in research and polls. (more…)
Small business leaders play a huge role in the development of their company’s employees. They have an impact on their development, actions and every day performance. So how they act with their employees is crucial. Here are the five most important traits every business leader should have: (more…)
Too often this means distributing routine tasks so we can focus on bigger projects. But that’s not delegating — that’s unloading busywork. Delegation should be strategic. If you’re not taking advantage of employees’ skills, perspectives, and interests, you’re missing opportunities to build your team and your business.
A 2013 survey reported 53% of business owners believe delegating would grow their business over 20% — yet less than 15% say they already assign everything they should. We know delegating helps our bottom line, but we’re stuck on how to do it well.
According to the book Lincoln on Leadership, Abraham Lincoln’s delegation strategy included three main concepts: persuade, support, encourage. Although much has changed since the 1860s (indoor plumbing for one!), his effective techniques serve as the following timeless lessons for us all.
1. Persuade Through Shared Vision.
William Seward, Secretary of State, believed Lincoln was “totally unqualified and incompetent.” Undeterred, Lincoln earned Seward’s respect. They visited troops, discussed strategies, and shared patriotic vision. Lincoln convinced Seward they shared values, and then fully tasked international diplomacy to demonstrate trust in Seward.
What are the defining characteristics of a successful entrepreneur? Passion, tenacity, and flexibility all make the list, for sure, but how about being a bit of a control freak? That probably figures somewhere in there too. And undoubtedly, the determination to constantly succeed can make it difficult for entrepreneurs to let go of the reins, even a little.
However, learning to loosen your grip marks a coming of age for any business owner; it’s an essential part of growing a business. It’s those who cling on to controlling every last operational detail that are often the ones holding their business back from reaching its full potential.
So why is it beneficial to detach yourself from your precious business venture? The main reason – and it may seem a little at odds with itself – is that while you may be a veritable business-building machine, part of becoming a truly great business leader is recognizing that you possess neither the time nor the expertise to do everything by yourself.
It might be an overstatement to say we learned everything we needed to know in kindergarten, but it’s not far from the truth either. We did pick up some valuable skills in that tender phase of life, like sharing our blocks and saying you’re sorry when someone’s feelings got hurt. Here in the adult world, some of these universal, yet oft-forgotten, truths can still improve our daily lives and those of our employees if we continue to practice them in the workplace.
Sharing sounds like childish, but it’s actually a complex concept. It requires an understanding of empathy and compassion, seeing the needs of others and responding accordingly. Stable leaders have a natural instinct for practicing these traits in the workplace, and when you show your team that you care, it harbors a sense of trust and stability that improves both morale and productivity.
One of the most important elements of a positive, synergistic and healthy workplace environment is trust. Trust forms the foundation for effective communication and interaction, and provides a solid platform for employee engagement, retention, successful customer experiences, and satisfaction.
Trust goes beyond being able to rely upon someone. It is about character, ability, confidence, strength, faith, and conviction. When trust exists in an organization or in a relationship, almost everything else is easier and more comfortable to achieve which is why it’s so critical to build and maintain trust.
Like organizational culture, I believe trust starts at the very top – since trusting and being trust “worthy” can only exist when top management sets the example, and then promulgates that example into every business unit and department. This means establishing and maintaining integrity and communicating your vision and values through word and deed and doing what is right.
How does a successful top-level manager or CEO motivate employees and encourage productivity, while navigating the often-treacherous organizational waters? How do they surpass lofty expectations and deliver impressive results with pitfalls lurking around every corner?
Vision Driven: Lessons Learned from the Small Business C-Suite by Mallary Tytel reveals the secrets behind winning executives’ strategies for taking charge effectively of small organizations, both for-profit and nonprofit businesses. In clear, easy-to-understand prose that’s loaded with real-life examples, Vision Driven shows experienced and newly minted managers alike the dos, don’ts and don’t-even-think-about-its to take their organization to the next level.
The following are excerpts from Vision Driven: Lessons Learned from the Small Business C-Suite by Mallary Tytel, ©2009, 2013.
From the Introduction:
Being a CEO—or even upper-level officer or manager – is often a larger-than-life position and filled with questions that aren’t answered in an MBA education. Every challenge has multiple solutions, each of which can be right and wrong in a given situation. Therefore it is the questions and context we must pay attention to, and more often than not, that is where the learning and results come from.
The American business landscape is littered with CEOs who, for one reason or another, showed the public, investors and their peers precisely the wrong way to run companies. At the time of their tenure, some of these former industry heads were first touted as business geniuses. Now they’ve become examples of how not to behave if you want to run your own business.
Jonathan Schwartz – Sun Microsystems
Founded in 1982 by three graduate students from Stanford University, Sun Microsystems grew to be a giant in computer hardware and services. Jonathan Schwartz was named CEO in 2006 by the founding CEO, and prior to that point, the company had grown aggressively and showed steady profits. Nearly every move Schwartz made ended poorly, acquisitions failed, the stock tanked, and thousands of employees had to be laid off. Ultimately, the company was sold to competitor Oracle.
Startups are powered by their people more than any claim to a reputation, an established corporate structure, or any other resource readily available to big corporation budgets. As such, they have to be very careful when it comes to their hiring guidelines. Below are four essential rules that startups should keep in mind when it comes to hiring if they want to avoid superfluous employees.
1. Identify from the start the positions that require people with more experience.
As a startup working on a budget, you won’t be able to hire dozens of people across the board, but you should have one or two team members with stellar credentials to bring to the table. Just assigning them whatever role is open isn’t wise though – you have to put them in roles that deserve their expertise.