I received this in an e-mail:
"Let's talk about the boss. I am held to standards of workmanship. We have uniform requirements, and we are held accountable for sales and callbacks. Why isn't the boss held accountable? He shows up when he wants and changes the policies anytime he feels like it.
"My boss expects me to get down on my knees to thank him for providing the job. He just doesn't get that we need each other!"
Interesting.
The very best shop owners understand the dynamic, interdependent relationship between employer and employee. They hold their employees highly accountable. They hold themselves accountable as well. They take the responsibilities of business owner very seriously.
How about you? If this e-mail came from one of your employees, how would you answer him?
Let's talk about the boss.
Dressed up but nowhere to go
For many small shop owners, the choice to stay small is a conscious one.
However, for many more, the inability to grow is a frustrating lack of knowledge, discipline and implementation. Typically, the small shop owner ineffectively manages his small staff. Should he happen to hire a hard-working, capable person, it's usually a matter of a few months, or perhaps a few years, before that terrific person leaves - to start a small shop of his own.
You see, there is nowhere to go in a small shop. There is no career path, no ladder to climb. There isn't a great game worth playing. There's no opportunity to create wealth or to leave a legacy.
When someone dons your uniform, is he or she all dressed up with nowhere to go?
If I were a betting person, I would bet $1,000 that the fellow who wrote me the letter above is a month or two from leaving his current employer. He will go to work for another employer, hoping to find a better game. Or he will go into business for himself, becoming a small (and more than likely, struggling) shop owner.
Raise your hand if you have voiced this statement in the last month "I just can't find good people to work here."
The better question is, "Why would good people come to work with you?"
Goals and ladders
Where are you going? Where will you be in three years? Business guru Michael Gerber asks this great question: "What will your business look like when it's done?"
Are you drawing a blank? These are the big questions. And if you don't know where you are going, why would anyone follow you?
Put your goals into story form - where you've been, where you are and where you are going. Share your story with those who honor you by coming to work with you. Let them know where you will be in three years, five years and 10 years. And help them see how they fit in.
Then, set up the ladders.
What's a ladder? It's the career path at your company. It's a representation of the opportunities available as you move toward your goals.
The organizational chart can act as a ladder. The organizational chart should be bigger than your company is right now. The currently empty positions, the new divisions and the planned satellite shops should be on the chart. This way, people can see where the company is headed - and what positions will be available.
You are going to need people to help you achieve your goals. Wouldn't it be wonderful if your goals helped others achieve their goals?
Otherwise, your employees are all dressed up with nowhere to go.[[In-content Ad]]
Ellen Rohr is an author and business consultant who offers systems for getting focused and organized, making money and having fun in business. Her latest book is "The Bare Bones Biz Plan." She can be reached at ellen@barebonesbiz.com.
