What’s the differentiator between good companies and great companies? Businesses are spinning up everyday and many of them are enduring success while others fold within the first few years. Some research suggest that nearly 50% of business startups will not make it past five years and 75% of business will close within ten years. What’s the make it or break it for a company? There are many schools of thought on how to run a business. I could put together a group of ten business consultants and a variety of opinions would formulate on how a business can endure success. In my short career, I’ve determined one of the most important pieces of a great business is putting your people first. Read the Post Being “Profit” Focused Verse “People” Focused
Tag: Company Culture
I was driving home the other day contemplating a challenge a friend of mine was having in her current organization. She works for a small company of about fifty employees and was hired onto a management team of about eight people. She’s the only millennial on the management team and immediately experienced challenges fitting in with her managerial coworkers. She’s considered leaving multiple times to join organizations with a younger demographic just so she would “fit in” better but has continued to stick it out. The question is… why is she experiencing so many challenges? Is it her fault? Read the Post Managing Millennials: Help me now…
The dynamics of the workforce is one of the most interesting places in today’s society. Corporations are filled with individuals of all types of races, religious beliefs, political standpoints, and personal circumstances. However, each day we put all these people together to accomplish a common in goal. Sure there are challenges, but ultimately successful companies embrace the differences to be successful.
Consider the dynamics of the three generations that control our workforce. The baby boomers on the verge of retirement, generation x who currently controls the majority of executive positions in the business community, and Millennials, a group of individuals completely different from the previous two generations starting to become executives and the majority of today’s workforce. Corporations spend millions trying to develop their workforce to be as productive as possible. If you ask any CEO, Millennials have been challenging with the characteristics of being narcissistic, entitled and the belief that they’re God’s great gift to society. Now marketers are looking at today’s teenager, the next big spending power and researchers are realizing, generation z is much different than Millennials. Read the Post Did Millennials put the weight of the world on the next generation?
An age-old challenge for leaders within all organizations is the ability to govern employee performance. Even more difficult is confronting employees who haven’t met the standards of the organization. This is where the personalities of managers come into play. Some avoid confrontation by walking around the subject and reiterating the importance of hitting goals. This might not only reference hard goals but soft goals as well. Soft goals relate to the individual’s behavior in the workplace like helpfulness, attitude, and being a team player. Other managers are strict and straight forward on how they approach employees who are not meeting their goals. It’s essential for managers to be able to adapt to different employee personalities and find balance in their approach.
Recently, I had a manager who introduced a concept of how an employee can self-evaluate their performance in an organization. Immediately, it made sense and I thought it was worth sharing. Anyone in business will immediately understand this concept but even for non-business minded individuals, the concept is so easy to understand, you can easily adopt it into your own organization. Read the Post How to Govern Employee Performance
I’ve always found our military to be one of the most interesting case studies when considering organizational architecture and success. The military goes against 95% of concepts I tend to accept as the future of organizational structures. However, there’s one aspect of the military I think goes beyond any organizational structure, which leads to complete success. The notion that a man or women would do anything for the human being they’re serving alongside is a concept of servant leadership, many organizations can’t even begin to grasp.
Trust. In America, we are victims to the love of sports. According to Gallup, 63% of Americans consider themselves a sports fan and if you ask any individual during a playoff (of any sport), the percentage increases. We love the story especially when it involves an underdog. You don’t even have to like that particular sport. I’m not a fan of basketball, hockey or horseracing but yet I found myself watching parts of all three this past weekend. One component of sports is the level of trust we give to sports franchises. When the New England Patriots got caught cheating, every Patriots fan claimed their innocence without hearing the facts. We trust sports teams like we trust our own family members and depending on your family, maybe more. Read the Post Organizational Trust: Moving Beyond the Job
Power is one of the hardest things to overcome. I know because in my own professional development I’ve struggled with the need to have power. Over the last few years as my mentality of leadership and management has changed, so has my desire for power. However, our human nature still desires power. It’s the reason why people of power lie, cheat, and steal, so they can maintain being on top. It’s one of the instrumental challenges we face as leaders of any size organization. You probably still have managers within your organization that struggle with their need to come across as powerful and uses tactics to show their power within the organization.
Don’t get me wrong. An individual’s confidence and ability to speak their mind is completely different than being on a complete power trip. We want leaders within an organization to be outspoken and take stances on subjects opposed to sitting quietly and allowing things to just happen. It’s how we interact with your fellow co-workers and your employees that determine what kind of leader you are and whether or not you’re a power-hungry individual looking to show your wrath in order to look powerful. Read the Post Understanding the Paradigm Shift in Organizational Structures
Bob Nelson once said, “An employee’s motivation is a direct result of the sum of interactions with his or her manager.” I use to consider management as an ultimate goal of success. In fact, I believe a majority of individuals strive to either 1) be in management or 2) own their own business where they are in charge of decisions, people, and policy. However, the more I consider what a manager is, the more I realize, that’s not what I want to be.
In my current full-time role, I am a manager. In fact, my title says, “Client Experience Manager.” I have a direct impact on decisions, people, and policy. This week, I had an opportunity to spend a considerable amount of time with an employee discussing corporate culture and the challenges we face as an organization. Many of these organizational challenges are common among companies our size, and all of these challenges can be overcome with proper direction. It wasn’t the discussion about the culture that affected me the most. It was the conversation itself and how this employee entrusted me with information that’s valuable to the success of the organization. She trusted me. She trusted how I would use the information and how it can be used for the betterment of our organization. Why is this important? Read the Post Leader of Excellence, Manager of Failure