Coaching Businesses to Success News Update

Today, I want to tweak your thinking!

You see when things are all going well, it's really easy to miss things. Some parts of your business seem to be running smoothly, yet it's something that your senses are missing.

We all have areas of our business that need particular attention, so that's what we do. We take time to smooth things in places where the going is tougher.

And it's right to do so, as long, of course, that the rough times have an end in sight - but that's another piece!

Today I want you to take a moment or two to consider those parts of your business you've been paying less attention to, because all is going well. And make the effort to spend some time there.

Use the time to listen to the great people there who are doing a great job and show them that you care and that you notice.

While you are freed to spend more time in the tricky areas, remember that you have to do a little maintenance as well where everything is going well.

And sometimes it's all to easy to leave those be, for the very reason that they are doing OK.

After all, you wouldn't want those little fires to start spring up in those very areas that you thought were safe now, would you?

May 14, 2007 12:44 - Is It Really Gone?

Last week, I mentioned that you might be spending time on those tricky areas that, well, need more attention and not to miss those other areas that never seem to.

And I hinted that although it's right to do this, it's also important to make sure that you get down to resolving those areas where you seem to need to spend more time, rather than it become a bad habit and them drag on.

If you are needing to spend a disproportionate amount of time ANYWHERE in your business, take a moment to analyse what it would take for that problem to go away, permanently. And what that would do for you and your team as a whole.

Not to mention business outputs too.

Fixing problems once and for all is a hugely valuable exercise. Lingering ones are time and energy sapping and are more an indication of you and your management behaviours, more than anything else.

Take time this week to analyse where these weak spots are and WHY and you will then be able to shift your actions to make them go away.

Pretty well every problem is solvable in this way -once and for all.

May 20, 2007 21:51 - Making a Deposit

It's an old saying, "You reap what you sow". In whatever context it is true. Being in charge of a team comes with consequences that you can manage consciously, or you can suck out the benefits, without making the investments.

You see, as a manager, team leader, supervisor or even the biggest CEO in the land, you have discretion in how you respond to circumstances that are thrown at you, often unexpectedly.

Of course you can respond to the letter of the rules you've made for your people. And it's important that you do - after all, what would they be if they weren't important enough to make a rule'. How would your business cope if you were to break the rules by which you run things?

So, it's a tricky thing, discretion, and one that only you can manage effectively. To make the most of this important asset that you hold, it's best to be firm and fair - together.

Where your people need clear guidlines on how to behave and do their job, it's always best to be upfront with them and with expectations. Taking the time out to spend time with your people and clearly document what you want from them, as soon as you can, gives them clarity and the ability to do their job well.

When it comes to areas where you have flexibility, you can then offer support. You can bend some rules and you will know which they are from your position of authority, as long as you are consistent and equal across all your people.

Things like family issues or medical problems. Typically areas of your people's lives where they get very emotional and need someone who not only provides their employment, but also a safe haven of support. As long as your time is not regularly taken up by someone who finds you too helpful, it's a good thing to provide a certain level of support.

Being reasonable and helpful, treating people as you would wish to be treated yourself in similar circumstances build trust and confidence in you in your role.

And whilst it would be wrong to manipulate this investment you make unfairly, in real terms your people will repay the modest consideration you have made for them, many times over.

May 27, 2007 21:14 - "The Art of Motivation"

Nucor Corp., a steelmaker in North Carolina, has a workforce of 11,300 nonunion employees that are renowned for their levels of engagement and their dynamic approach to work. The company's performance has led to 2005 sales of $12.7 billion, up from $4.6 billion in 2000.

The company shipped more steel last year than any other company in the world. Their success stems from their unique culture which has a flattened hierarchy and emphasizes empowering front-line workers.

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