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5 Ways to Bad Leadership

They are easy to do and implement – leaders have been doing it over and over again to successfully brand themselves a bad leader within days of assuming a new position.  If you would like to duplicate this success for yourself – follow these simple instructions.

grumpy 320x212 5 Ways to Bad Leadership

They will listen, you’re the boss.  Tell people what to do without explanation or reason. People are not interested in understanding the big picture and cannot comprehend what running a business is all about. Just give orders.

Ignore previous strategies. This is your show now, ignore what worked or didn’t work in the past. Create a strategy based on what you know to be right.

Make immediate changes. Don’t talk to colleagues, employees or clients – just make the changes. You know best.

Don’t keep your word. When you have made a decision it is ok to change your mind and not tell anyone. It doesn’t matter that you have received new information, the people around you just have to understand.

Don’t appreciate. The people who work in the company just need to do their job. There is no need to say “thank you” or “good job”, after all their paycheck should be enough.

The sad reality is that these five ways are repeated over and over again, every day. Doesn’t matter if it is a small business or a large enterprise. At times it is done out of fear of failure, trying to make an immediate mark on the business or general lack of awareness of what they are doing.

Don’t fall victim to these methods, actually do the exact opposite.

Listen. Ask questions of the people around you. Ask about the business, the clients, what works for them, what doesn’t and listen. You can learn about what your next steps may be as well as the best way to manage those who report to you.

Explain. When you make a decision or decide on a strategy, talk about it. Let everyone understand what you are trying to achieve, how it will be achieved and what their role is in the process.  People want to know the direction of the company and why. If you are up for it, let them ask questions and give you feedback.

Positive Changes. After you have listened to the people around you, you will have some ideas of how to make positive changes. Be smart when you make the changes – Are they really needed? Will it have a positive impact? If someone else gave you the idea, make sure you give them the credit.

Trust. No leader can be effective without trust. It’s key, if your people don’t trust you – they will not listen, they will not follow and they will not care about the business. How to build trust? Listen, keep your word, be honest, be truthful and take an interest in each person.

Appreciation. Let employees know how their contributes to the organization, give them purpose and say “thank you”. When a job is done well, tell them. A quick “thank you” and “I appreciate the work you did today” will go a long way in fostering loyalty.

Don’t fall victim to bad leadership, take steps now to improve.

What are your tips for being a better leader? Share by writing them in the comments below.

HR Basic: Coaching

When you think of coaching – what image comes to mind? Is it the sports coach who is giving you direction from the sidelines? Is it a person who spend one-on-one time with to improve – either personally or professionally? Maybe it’s the career coach who helped you find a job? Or the business coach who helped you increase your business?

 HR Basic: Coaching

All of these are great examples of coaches. An educated guess would say that you have probably experiences several coaches during your life so far. Knowing this – would you consider yourself a coach?

As a business owner, manager, director, supervisor – you need to be a coach. I would go so far to say that it is a basic requirement if you have people working for you. This statement can make some people cringe because they have images of scheduled one-on-one time with each employee to have a discussion of the week or month. While something this formal can work, the suggestion here is to be more informal.

Let’s give coaching a broader definition: all aspects of one-on-one communication with your employee, subordinate, peer, associate or whatever term you use. Therefore this would include training, development, performance expectations, on-the-spot and long-term. Before your head starts spinning out of control let me explain.

Think of coaching as a step beyond communication. Most communication can be one way – me giving directions to you. If you open it up to be more two-way communication, incorporating the above is a lot easier.

Imagine if you took time to have employees come up with their own solutions instead of giving them the answers? Imagine an employee coming up to you and telling you about how they want to learn more? Imagine not having to do formal performance reviews because everyone is already aware of what’s working and what’s not? Imagine a conversation about long-term goals without a requirement to have one?

Doesn’t that sound great! That is what being a coach to your employees is all about. You passing along your knowledge, expectations, and teaching in a manner that appears natural and easy.

This usually leads to the next question – HOW?

Start with on-the-spot coaching. This is using everyday questions to coach. The next time one of your employees comes to you and asks a question – don’t answer. Instead as them what they think? What do they want to do? How would they resolve it? Ask them to explain their thought process and make corrections as needed.

One word of warning – the first time you do this, you will be catching people of guard. They will not know what to think and may need a few minutes to gather their thoughts. Be patient. They will get used to it. You will also need to make sure you don’t slip back into “I’ll just tell you what to do” mode, this will be a step backwards.

From there you can more onto long-term, training, development etc. All these conversations require tact and diplomacy. It’s ok to tell people you want to be more of a coach and ask them how you can do that.

Need guidance on how to be more of a coach? Contact us – we are more than happy to help you.

7 HR basics for Small Business

This post could easily be titled “Employees, Paperwork, Leadership…oh my!”. I’m sure it would be safe to say that when you decided to start your own business and venture into the world of an entrepreneur - there are many things you anticipated. You anticipated the long hours, tight budgets, having to do your own marketing, and making sales calls.  You also dreamed of how it would be to have flexibility, be the master of your schedule and reaping the rewards of your hard work. You have seen your company grow and now you find yourself hiring others to assist in the work load. Here is the good news/bad news.  The good news is that you have developed from a one person operation.

The bad news, these extra people have laws, expectations and dreams of their own that you need to manage.

To assist you on this path and to make the transition from entrepreneur to boss, here are 7 human resource basics to keep you on the road to success.

Legalities.  Having employees means having to follow both state and federal laws, the laws you have to follow vary by the number of employees you have and the state you live in.  You can visit the Department of Labor to learn which federal laws apply to you and through this site you can visit your state’s site. Regardless of size or state – you will have to do the following:

  • All employees must complete tax forms (general rule of thumb – if you are taking money out of someone’s paycheck you will need their signature on a piece of paper)
  • All employees must complete an I9 form (this is the one where an employee declares they are legally able to work in the USA). Go here to get the form and instructions.
  • I9′s must be kept separate from the employee file.

Benefits. Most people don’t realize this but a company does NOT have to provide benefits (yes, this will change for some in 2014 with healthcare reform). You must pay people at least minimum wage but benefits are currently not a requirement. However and this is big HOWEVER – if you do provide benefits there are rules on how they are provided and what has to be done when someone leaves.  For example: if you provide healthcare insurance you will have to abide by COBRA when someone leaves.  States also vary on this so check out your states Department of Labor site for details.

Recruitment. This is how you are going to find people to work for you. You must have a clear plan on the requirements you need, how you will determine if candidates possess the requirements, how you will interview and what you will offer.  For many business owners this can be a difficult task as there is a tendency to hire strictly based on personality or skill instead of a balance between the two.  Spend extra time on the process and don’t rush to hire the first person who walks in the door.

Listen. Having people work for you is a great sense of accomplishment and can be time consuming as well.  If you did your recruitment correctly the next step is to listen.  Listen to their concerns, ideas, thoughts, etc. You don’t have to agree with them but listening and giving your attention will go a long way in building a strong working relationship.

Open Communication. Let those who are around you know what you are up to. Share your plans, ideas, concerns, etc. as much as you are comfortable. Tell them about the new client you are going to see, discuss the new product/service you want to implement, and ask for their feedback. This will allow you to start building your credibility as a leader.

Coach. Your employees aren’t going to think the same way you do or view your business the same way. You need to coach each one on how they fit into the organization, on their position (training) and how to improve. Push the limits, set high expectations, and help them get there.

Departures. Some people will decide to leave or you will ask them to leave.  Treat each person with dignity as they depart and they will become a positive spokesperson for your business.  You never know who they are talking to – future employees, future clients or possibly future investors.

Don’t let your dreams get clouded because you aren’t following the basics. Having employees will help you grow your business your business beyond your expectations – enjoy it!

This is the first in a series of articles addressing the HR basics for small business. Need assistance in getting this done, email me at andrea@focushr.biz

They are just not that into you…

Listen here:  [audio http://focushr.files.wordpress.com/2010/08/they-are-just-not-that-into-you.mp3]

or your business. Think about your years of managing people.  I’m sure there have been times when you have noticed that no matter what you did, said, or wrote – your employee would just look at you with that “whatever” look on their face.  The situation didn’t matter,  it could be praise, a new project, a thank your or a correction. You got a big “nothing”, “nada”, “whatever” or “sure”. Maybe it wasn’t always this way or possible it has always been this way – but what does it mean?

They are just not that into you or the business. This is one of those unfortunate circumstances where they truly are there to collect a paycheck. The question becomes – is that ok?

The only one who can answer that question is you, here are a few things to ask yourself.

  • Are they proficient at their job?
  • Do they interact with clients?
  • Are they pleasant with clients/co-workers?
  • Is their position blocking someone else from being promoted?
  • Are they stopping you from being able to do more?

Take a look at your answers, if they are all “yes” you have some serious thinking to do.  The first three questions need a yes for you to even consider keeping them on-board – no answers here mean they are affecting your business in more ways than you are willing to admit. If the last two questions are yes, again you have some thinking to do.

So….now what? Well if you have come to the conclusion that you need to work this person out of your company – you need to determine what steps you need to take. Do you let them know? Do you start interviewing replacements? Do you start training someone internally to take over?

The answers will depend on your business, however if you are a small company hopefully every person who works for you has a back-up, even if its you. I prefer transparency, what that means in this situation is that you have an honest conversation with the employee about what you are seeing and experiencing. Ask them for their feedback, if it can be worked out – go for it. However I would do this with a time limit – must improve within the next 30 days, explain the consequences if they don’t and make sure they are willing to commit.

What if they don’t want to change? That makes your job easier, both of you can mutually agree to separate. A good way to do this is to offer to them to keep working and you will give them time off to interview. At the same time you will be placing an ad and interviewing candidates to fill the position. Also put a timeline on this to ensure your employee is putting forward their best effort to find work. This way both parties have lots to gain and little to lose. This is a great win-win situation for both of you.

It may seem awkward at first but you will find that it works out nicely. The timing should be so that you or someone else in your business is not working two positions at the same time. Employees who leave a company happy will be a great spokesperson for you where ever they go. Remember it really is a small world out there and you never know who they may run into.

This honest and amicable approach with net you good results not only with the employee who’s leaving but with the others in your business as well. You gain respect by treating others with respect.

3 tips to better hires

Listen here: [audio http://focushr.files.wordpress.com/2010/07/3-tips-to-better-hires.mp3]

I’m sure it comes as no surprise that one of the more frustrating aspects of having a business is finding and keeping good employees. Have you heard yourself say any of these:

  • “why can’t good employees just wear a sign, so I know who they are”
  • “I talk to a lot of people and still can’t seem to find the right person”
  • “You send me your resume and then you don’t return the call”
  • “Why would they make an appointment for an interview and then not show up”

and many many more.  You are frustrated by interviews since you have come to realize you are not in total control, candidates decide when and how to respond. Well, you are not alone. Maybe you have been holding onto a bad employee just to avoid the hiring thing.  Again, you are not alone.

Here are three tips that will help you along, make it easier, and allow you to hire better.

Know what you want

Now before you say “duh”, here’s what I mean.  Many people know in their heads know what they are looking for or say “I’ll know it when I see it”.  While this is great, it’s not enough.  Take a piece of paper, napkin, or note pad and jot down what skills they must have, what you would like them to have and what would be a bonus.  Also write down what kind of attitude you want from the person, for example - independent, quiet, outgoing, ambitious or steady eddy. You now have a set criteria by which to match all candidates.

Write a great ad

The days of newspaper ads are over, there is no need to cram all you want to say in a few lines and hope someone reads it.  If you like newspapers that’s ok, but use one that partners with an on-line job board to increase visibility.  Depending on the web-site you use you will be able to write an ad between 1000-3000 words.  That’s at least 2 times longer than this article – wow!  Tell people who you are and what the position is about, be specific! This will help people know if they should respond or not. While not an advocate for putting job descriptions as the ad – use the most important parts as the bullet points. Think about the person you wrote about above and tailor the ad for them.

Don’t compromise

You have your list of must have skills and the attitude you are looking for – don’t compromise just because they have that “nice” to have skill.  This is what gets people in trouble, almost as much as ignoring attitude all together. You need that balance. Also keep in mind that you can’t use a previous job title as a guide – different companies call positions differently, you have to review their skills. Along these lines don’t dismiss someone from another industry or field altogether – they may have compatible skills. For example you need a project person – what about someone who used to put together museum exhibits, they worked on deadlines, coordinated with others, etc.

Start practicing these and you will have better hires. It will help you exceed your own expectations.

Don’t let the interview process get in your way, stop you from dealing with a poor performer, or get that ideal employee.  They are out there and they sent you the resume. Learn to spot them!

Happy Recruiting!