So many people get into management for the wrong reasons. With so many people wanting a position of power for the wrong reason, abuse and inefficiencies develop. Power does funny things to a manager. Images of Ken Lay, Napoleon, and Stalin come to mind. They had a position, and after time, they became aware of what they could get away with and no one would stop them. I know  others have discussed this, but it bears reminding everyone that if one does not pay attention to their actions, they can quickly go down the same path.  I have attached an interesting video to this blog to illustrate how easy it is to let power and control go to ones head. While the statistics attached at the end of the video may be correct, I have not verified those stats. This video illustrates an experiement conducted to show how easy power can go to ones head!

I ask you, if you are a leader, if you ask for something that should be asked for, would your team do it? If so, you may be a strong candidate in becoming a corrupt leader. I believe it is much simpler than most recognize.

Power & Corruption

• Undercapitalization
• Location Selection
• Operational Costs
• Management Experience
• Lack of good intel
• Poor Marketing/Promotion

First, and to me one of the biggest reasons, is undercapitalization. Most companies start with an unrealistic number in mind what it will take to start, market, and grow the business. Once started, cash is used on things the owners never imagined (think general liability insurance – who planned for that??).  This starts with a solid business plan. When a solid business plan is in place, the business has a much greater chance of success than those who do not. A business plan does not have to be long and lengthy, but it does have to be good. It has to include all the important aspects of starting the business (including general liability insurance, marketing, etc.).

Second, many business owners do not select the best location for their business. I have seen too many times business owners select a location that is “a great deal…much cheaper than next to that Publix or Wal-Mart” only to find that the location next to the big anchor (while cost more) returned a much larger revenue share. Included in this is the failure to use a good commercial realtor who can provide solid data which supports the need of the business. Remember, cheaper is not always better.

Third, many business owners do not review operational costs on a regular basis. And most do not ever consider comparing those costs to that of their competition or the industry they compete in. While it may cost some money, the answers most likely provide significant insight and likely will return more than the investment (many times up to 30 times the costs)!

Fourth, most start ups are started with out solid management training. Whether the owner has 1 employee or 15 employees, some level of management is required. This is critical to the owner who wants the company to grow. If you are a business owner with less than a few years of management experience (and I’m talking about managing less than 20 people), you probably should take some management course or work with an individual learning management techniques. Trust me, it will be well worth the money.

Fifth, without good information about your industry and your competition, you will be shooting in the dark. Knowing about the technical tasks within an industry is not enough. It takes a strong strategic approach — knowing where the industry is going and what areas are holes in the direction the industry is going helps to solidify your company.

Last, talking earlier about a strong business plan includes a strong marketing plan. Analyzing where you should and actually are spending your marketing dollar is critical to strategically approaching your marketing dollars. Marketing is about getting your name out in an effective way. Learning to get your name out effectively, whether through word of mouth, networking, chambers, direct mail, or radio and tv advertising is critical to your success. Hire someone to do this for you…it will be money well spent.

The morale of the story: Surround your self with talent (whether in the employee world, the 1099 world, or the vendor world). The strength of the talent surrounding you will be the ladder that gets you where you want to go or the coffin that puts you in the ground.  You decide!

• Seniors  (1920-1945)
• Boomers  (1946-1964)
• Generation X  (1965-1980)
• Generation Y  (1981-2000)

With each generation, what’s the difference in the answers for each question below?

What motivates your colleagues the most?

Seniors have an allegiance to management. Their mentality is “You tell me what to do and I’m not going to question it–even if I disagree with it.” They work hard and hope it gets noticed. It’s important to them that people who come in after them know what they’ve contributed.

Baby Boomers enjoy being in positions of authority. They’re trusting and loyal to people who report to them, and tend to be very matter-of-fact.

Generation X’ers look for a lot of positive feedback and do not like to be micromanaged. If they do not feel appreciated at a job, they have no problem moving on to the next one. They’re trying to get into management positions to increase their salaries–they would uproot their family and go to China if it meant an opportunity for advancement.

Generation Y’ers enjoy autonomy to have a social life during work hours.

When it comes to collaborating, what are your teammates’ work styles?

Seniors like to take on a mentor role in the workplace. They don’t like to rock the boat and they’re not particularly interested in socializing at work. They’re not going to tell you if they’re struggling because they don’t want you to think they’re incompetent.

Boomers are tolerant. They tend to be self-starters and they try to be fair–to treat everyone consistently. They will voice their needs in the workplace.

Generation X’ers are self-sufficient. They like to feel respected and want to be acknowledged for their work.

Generation Y’ers like to work at their own pace. They enjoy computer based projects. They like to feel like part of the team, rather than being told what to do.

Who is more likely to leave the company to start a new business?

Seniors are at an age where often they don’t want to go into debt to start a business. Members of this generation who are entrepreneurs have probably been doing it for a while.

Boomers, because of issues like retirement, money, and health care may have to start a new company to reinvent themselves.

With Generation X’ers, the middle to younger end of this generation is very open to entrepreneurial ventures and wants to feel like they’ll be paid for the work their doing.

Generationg Y’ers, however, think very highly of themselves. They have a sense of entitlement. If they’re not getting what they want at a company, they will go out and start their own businesses.

While all of the above is interesting, you do have to remember that the descriptions above are based on the average individual within each age group. Because of this, you need to approach each age group slightly differently. Determine if the description above rings true for some of team members and use tactics which speak their thoughts to keep them motivated. Need help? Give us a call!

Source:  How well do you understand your colleagues? (2010, Summer/Fall). Walden Alumni Magazine 5(2). pp. 54-55.

Using Resources

There are so many things that you can outsource as a business owner to make you successful. Think of it as a tool to make you more successful. Did you know you can outsource your incoming calls? Your management style? Your planning? Sounds crazy right? With the right questions, you can find the company that’s right for you and your company to insure your success.

Tips For Every Small Business Owner

One thing to keep in mind, all business owners are entrepreneurs, managers, and doers. If you are good at one of these, you’re probably not as good at the others. The key is to find what you’re good at and get the right people involved to get those things accomplished that you are not. While it sounds simple, it can be a little difficult at first. Here are a couple of tips:

1. Find what you’re good at. If you like to manage the team, then do that. If you just like to do the technical stuff that is required in the job, do that, but before you put head into the ground doing that, find the right helpers get the rest done.
2. Identify what you need help with. Know what things you hate doing and what things that you just don’t get done.
3. Review your contact sphere to identify who is good at those items that you are not likely to do.
4. Agree on a budget that makes sense for you and them.
5. Hire them.
6. Figure out how to fill the holes that are not filled by your sphere. If there is a task you don’t like that a close contact can’t do, find someone who can.
7. Lost? Call Hedgehog Consulting. We have contacts in every field. We’ll help you get connected.

Don’t think in terms of taking your hands off the wheel, think in terms of managed delegation. Follow up on those doing those tasks by insisting on weekly or bi-weekly reports or phone calls to discuss. Don’t take their expertise for granted. Rely on them and push them to get results.

Again, strengthen your strengths and mitigate your weaknesses.

Success doesn’t mean avoiding failure. All of us fail. As we travel, we all hit potholes, take wrong turns, or forget to check the radiator The only person who avoids failure altogether is the person who never leaves his or her driveway. So the real issue is not whether you’re going to fail. It’s whether you’re going to fail successfully (by profiting from your failure). As Nelson Boswell observed, “The difference between greatness and mediocrity is often how an individual views mistakes.” If you want to continue on the success journey, you need to learn to fail forward.

Unsuccessful People vs. Successful People

Unsuccessful people are often so afraid of failure and rejection that they spend their whole lives avoiding risks or decisions that could lead to failure. They don’t realize that success is based on their ability to fail and continue trying. When you have the right attitude, failure is neither fatal nor final. In fact, it can be a springboard to success. Leadership expert Warren Bennis interviewed seventy of the nation’s top performers in various fields and found that none of them viewed their mistakes as failures. When talking about them, they referred to their failure as “learning experiences,” “tuition paid,” “detours,” and “opportunities for growth.”

Successful people don’t let failure go to their heads. Instead of dwelling on the negative consequences of failure, thinking of what might have been and how things haven’t worked out, they focus on the rewards of success: learning from their mistakes and thinking about how they can improve themselves and their situations.

Source: Maxell, J. C. (2007). The Maxwell Daily Reader. Nashville, TN: Thomas Nelson. p. 49.

Every “game” has its own set of rules and its own definition of what it means to win. Some teams measure their success in points scored; others in profits Still others may look at the number of people they serve. But no matter what the game is, it has to know where it stands. It has to look at itself in light of the scoreboard. Why? Because the game is constantly changing. You see, the game plan tells you what you want to happen. But the scoreboard tells you what is happening.

If you lead the team, you have primary responsibility for checking the scoreboard and communicating  the team’s situation to its members. That doesn’t necessarily mean you have to do it all by yourself. But you do need to make sure that team members  continually evaluate, adjust, and make decisions as quickly as possible. That’s the key to winning.

Do you have a system to make sure that happens? Or do you generally rely on your intuition? Using intuition is fine–as long as you have some fail-safe backups to make sure you don’t let the team down.

Evaluate how consistently and effectively you consult your scoreboard. If you’re not doing it as well as you should, then create a system that helps you do it or empowers the leaders on your team to share the responsibility.

If you need help creating a scoreboard, feel free to contact us at Hedgehog Consulting. We have the tools to help you measure what’s important.

Most business owners know where they want to go. Most business owners have an idea how to obtain their goals (especially short-term goals). BUT most don’t have a road map to acquiring their long-term goals and objectives strategically — let alone develop a strategic plan. I thought it would be important share some steps in creating a long-term strategic plan. There are so many schools of thought out there that this may not be the way for you; however, a plan is better than no plan!

Key Elements of the Strategic Planning Process

1. External Assessment
2. Internal Assessment
3. Source of Priority Strategic Issues
4. Mission Contents
5. Source of Strategic Objectives and Programs
6. The Strategic Pyramid
7. Strategy Statement Content
8. Strategic Program Content
9. Strategic Accountability/Reviews

In a Nutshell

First it begins with an external assessment. How are your customers viewing you/your company? What are the economic factors

Source: iamwahid

 that affect your business? How do your competitors affect your business? What effect does technology have on your business? Next, you should turn your attention to the internal factors of success or failure. These first two items are kind of like a SWOT analysis. Here you look at culture, structure, current practices, systems in place, quality, service, and more. Next take the information learned and create a true SWOT analysis where you list your Strengths, Weaknesses, Opportunities, and Threats. From this you should begin to see priority issues you need to pursue. Next is the creation of a vision, mission, and values statements. These are critical to communicating your goals. If you are a business with very few employees, this is still important. If you are business of one, and you plan not to grow, have fun chasing rainbows! This is still important for you! Next, we move to thinking about what changes in direction are required to create and define objectives. Assigning responsibilities are critical here.

Next, the strategic pyramid consists of top level strategies in identifying the financial position of the company. Are there portions of the business that must be grown? Are there portion that should just be held as they are? Are there portions of the company that should be milked because they are a cash cow? And, are there areas that should be eliminated? This applies for activities, products, and services within the company. Additionally, are there priorities and postures the company holds that should follow the same categorization? Finally, within this section, is there a competitive advantage – whether via cost, value, or differentiation? Next, what executable steps can be taken to begin to achieve the strategy? List those out and begin to create the strategic statement. The strategic statement includes what are the priorities and posture of the company? What are some external strategies we can employ? Internal strategies? Communication tactics internally?

Finally, the development of the strategic program: who is in charge of what? What objectives do each have? What steps are taken when? Financial costs associated with each step. What will be gained/lost financially? Who needs to coordinate with who? What must be leveraged (relationships and financially). The last step is creating accountability. Review quarterly or weekly the programs numbers, progress, individual performance.  Provide feedback as needed to insure each knows who’s on track and who is not. Reward those who achieve objectives on time in a timely manner.

It is a lot to think about, and much of what I listed above is written about in great length.  If you Google ‘mission statement,’ you’ll get over 38,000,000 results. Not all are valuable, but it gives you a glimpse of how much is written about each of these steps and topics. Don’t get discouraged. It’s not that complicated, and we can help! Hope you found this article useful. By the way, using a strategy works for your business, creating a new business, or getting a job at a different business. See this article by The Creative Underground to see what I mean.

Additional Source: Fogg, C. D. (1994). Team-based strategic planning: A complete guide to structuring, facilitating and implementing the process. AMACOM: New York.

Ask Your Employees

1. What would be the one thing that, if it changed in your current role, would make you consider moving on? [Note: Be aware, this might be freightening for a lot of employees with the unemployment rate being so high. You might consider asking: What would be the one thing that, if changed in your current role, would cause you to dislike your job?]
2. If you could make any changes about your job, what would they be?
3. If you could go back to any previous position and stay for an extended period of time, which one would it be and why?
4. If you suddenly became financially independent, what would you miss most about your job?
5. In the morning, does your job make you jump out of bed or hit the snooze button?
6. What makes for a great day?
7. What can we do to make your job more satisfying?
8. What can we do to support your career goals?
9. Do you get enough recognition? Which is your favorite? Which is your least favorite?
10. What can we do to keep you with us?

Hedgehog Consulting is here to help. If you have troubles asking these questions, or are afraid they won’t give you the honest feedback you need, we can do this for you. Contact us today at (561) 275-5522.

Based on the article located at: http://www.mrinetwork.com/cms/articles_companies/articles_companies.aspx?id=364 

Source: www.Dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html

If you were choosing team members for a business team in your organization, who would the best team players be? Assuming that people have the right technical skills for the work to be done, what other factors would you use to select your team members?

Teams need strong team players to perform well. But what defines such people? Read on.

Demonstrates reliability

You can count on a reliable team member who gets work done and does his fair share to work hard and meet commitments. He or she follows through on assignments. Consistency is key. You can count on him or her to deliver good performance all the time, not just some of the time.

Communicates constructively

Teams need people who speak up and express their thoughts and ideas clearly, directly, honestly, and with respect for others and for the work of the team. That’s what it means to communicate constructively. Such a team member does not shy away from making a point but makes it in the best way possible — in a positive, confident, and respectful manner.

Listens actively

Good listeners are essential for teams to function effectively. Teams need team players who can absorb, understand, and consider ideas and points of view from other people without debating and arguing every point. Such a team member also can receive criticism without reacting defensively. Most important, for effective communication

and problem solving, team members need the discipline to listen first and speak second so that meaningful dialogue results.

Functions as an active participant

Good team players are active participants. They come prepared for team meetings and listen and speak up in discussions. They’re fully engaged in the work of the team and do not sit passively on the sidelines.

Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments. Their whole approach is can-do: “What contribution can I make to help the team achieve success?”

Shares openly and willingly

Good team players share. They’re willing to share information, knowledge, and experience. They take the initiative to keep other team members informed.

Much of the communication within teams takes place informally. Beyond discussion at organized meetings, team members need to feel comfortable talking with one another and passing along important news and information day-to-day. Good team players are active in this informal sharing. They keep other team members in the loop with information and expertise that helps get the job done and prevents surprises.

Cooperates and pitches in to help

Cooperation is the act of working with others and acting together to accomplish a job. Effective team players work this way by second nature. Good team players, despite differences they may have with other team members concerning style and perspective, figure out ways to work together to solve problems and get work done. They respond to requests for assistance and take the initiative to offer help.

Exhibits flexibility

Teams often deal with changing conditions — and often create changes themselves. Good team players roll with the punches; they adapt to ever-changing situations. They don’t complain or get stressed out because something new is being tried or some new direction is being set.

In addition, a flexible team member can consider different points of views and compromise when needed. He or she doesn’t hold rigidly to a point of view and argue it to death, especially when the team needs to move forward to make a decision or get something done. Strong team players are firm in their thoughts yet open to what others have to offer — flexibility at its best.

Shows commitment to the team

Strong team players care about their work, the team, and the team’s work. They show up every day with this care and commitment up front. They want to give a good effort, and they want other team members to do the same.

Works as a problem-solver

Teams, of course, deal with problems. Sometimes, it appears, that’s the whole reason why a team is created — to address problems. Good team players are willing to deal with all kinds of problems in a solutions-oriented manner. They’re problem-solvers, not problem-dwellers, problem-blamers, or problem-avoiders. They don’t simply rehash a problem the way problem-dwellers do. They don’t look for others to fault, as the blamers do. And they don’t put off dealing with issues, the way avoiders do.

Team players get problems out in the open for discussion and then collaborate with others to find solutions and form action plans.

Treats others in a respectful and supportive manner

Team players treat fellow team members with courtesy and consideration — not just some of the time but consistently. In addition, they show understanding and the appropriate support of other team members to help get the job done. They don’t place conditions on when they’ll provide assistance, when they’ll choose to listen, and when they’ll share information. Good team players also have a sense of humor and know how to have fun (and all teams can use a bit of both), but they don’t have fun at someone else’s expense. Quite simply, effective team players deal with other people in a professional manner.

Team players who show commitment don’t come in any particular style or personality. They don’t need to be rah-rah, cheerleader types. In fact, they may even be soft-spoken, but they aren’t passive. They care about what the team is doing and they contribute to its success — without needing a push.

Team players with commitment look beyond their own piece of the work and care about the team’s overall work. In the end, their commitment is about winning — not in the sports sense of beating your opponent but about seeing the team succeed and knowing they have contributed to this success. Winning as a team is one of the great motivators of employee performance. Good team players have and show this motivation.

Source:  http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html

Most entrepreneurs don’t plan time away from their business because they are the business (or feel like they are the business). Surprising things happen when one steps back from their business – It might actually grow! Because many business owners don’t think in terms of how well their team will function without them. There is a slight insecurity inherent in each of us, it seems. Surprisingly, as I found out when I took a 10 day vacation to an area where cell coverage was sparse, my small restaurant team performed very well! The team knew what to do and they executed. The key is in the planning. Planning begins now. About 6 months before I left, I began to groom an individual to take over my store so I could take the well needed vacation. Couple of key steps to take to insure you and your team are ready for you to be absent from the business:

1. Look for tasks that only you do (as the business owner)
2. Ask yourself, is it critical that I do these tasks?
3. Identify who on the team can perform these tasks (can be an existing manager, might be someone else)
4. Make sure someone is in charge – Always leave someone in charge (do I need to repeat that? Many owners fail to do this even when they run to the bank)
5. Practice before you leave for a long time (vacation). Role play scenarios, situations, problems, and anything that might go wrong before leaving for vacation. Does your manager know where to go/what to do if someone is seriously hurt in the business? Besides the obvious 911, who do they need to call?

Between now and the time for vacation, ask a lot of questions of the team: “what would you do if…” type questions. Make it a game for yourself to ask that type of question once a day for 3 weeks. Lastly, every time a question or problem comes up, a good business owners should ask, “What would you do if you couldn’t get a hold of me like you just did?” Make them answer it. Make it a teachable moment!