People often ask me how important is business planning. I think we can all agree that it takes time away from the day in and day out of your business operations. However, what if I told you that when done properly it can make the difference in how well you can fulfill on your business and financial objectives for the year and that it’s worth that time investment?
In this video I’m going to share with you how to plan and prepare for your meeting, what to cover during the meeting, including some key questions to ask yourself and your team, and how to capture the promises and requests that are made with a by when, so that you can keep tracking your progress against your goals.
Hi, this is Jody Ann Johnson with ActionCOACH Team Sage, where we help small business owners to grow their companies, free up their time, make more money and get to a place of choice where they can take advantage of the opportunities that come their way.
In this first section I want to talk with you about preparing for your planning. It may seem like when you sit down that’s when you do the prep for the planning, but actually when you come into the planning meeting already prepared with the information and resources that are going to be needed to be effective, you actually allow for the planning to happen as opposed to devolving into conversations and going searching for this site and the other thing to get the information that’s needed to plan. So I’m going to share with you a couple of questions that I’d like for you to be considering and then we’ll go through items that you clearly would need, like your profit and loss compared to last year, last quarter or last month, whatever is relevant in your business. Here’s a couple of questions. What are the workplace challenges that you’re currently facing today? It might be a productivity issue, it might be a team issue. What are the challenges that you’re currently facing in the workplace today? The next one is: what are some of the objectives that you had either from the beginning of the year (if you’re in midcourse correction) or from last year, that actually didn’t get fulfilled? Why they didn’t get fulfilled? And then, what is your most successful initiative? How do you know that it’s the most successful initiative?
The next one is in the area of client acquisition business development. How many new accounts got brought in? What were the value of those accounts? How many additional transactions have you done with existing clients? Have you lost any clients? Are there any clients that you haven’t heard from or done business with in the last six months? And if so, what can be done about that? That might be a brainstorming session, but you want to bring the information about the number of clients, new clients, existing clients, the work that they’ve done with you and anybody who hasn’t interacted with you in the last six months. Who are your raving fans and how can you actually build on those raving fans and get additional referrals, which as everyone knows is the easiest way to build your business with the least amount of dollar investment? What’s made the greatest impact in your business? Either somebody who came in, like a who event, or what event that has had the greatest impact in your business, what can you do to build on that? What are some of the areas where you’ve looked at what’s working, not working or not working as well as you like, and seen something that’s actually failed? What criteria are you going to use to determine is this something that needs more time, or is this something that no matter how much time, is only going to have limited success? Or is this just a dismal failure and we need to stop it right now, and stop investing good time and money after bad? What are some of the aspects of the business that can be simplified? Where can you bring process improvement into the business, so that you can gain efficiencies in the business? Last but not least, what are some of the tired, worn out, old time strategies that you’ve been clinging to because they were right in the past, but may be totally and completely insufficient for the disruption that’s happening in every industry today that need to be retired? What are the things that we need to stop doing in our business so that we can reallocate resources to things that will actually move the business forward? Sometimes we just really hang onto what worked in the past. For instance, clinging to a program that was written 10 years ago that may not be relevant in the workplace today, or in your market today, or in the economy today. We keep trying to promote something that is actually outdated because we invested so much time in the development of that program. It’s a very good example. Or taking a look at where perhaps you put in, something like a relationship with your insurance broker, but you haven’t done an insurance audit in the last five or six years. Things have changed enormously in the industry of insurance and it’s probably time to go in and take a look at – is my insurance relevant for where my business is today? These are things that people tend to put in place and then totally forget. So there are strategies or programs that we’ve clung to because either they’re easy or we’ve invested a lot of time, but they may not be relevant anymore. Those are some of the questions that you can be asking yourself. Of course if you’re looking at your client list and what are new accounts and how much more business you’ve done with existing accounts and such, you’ll be looking at your contact management system, your database, your profit and loss, your balance sheet. And because we’re committed that people get to the place of choice in their business, meaning that within the next five to seven years they could sell their business or open another location, or be a passive income for them, we’ll want to know what is the value of this business at least on an annual basis and semi-annual basis. So we’re looking at that balance sheet, the statement of cash flows, our cash position and our profit and loss to see how well we’re doing, and all of that should be handy, so that when you sit down to do your planning you’re totally prepared for the kinds of questions that will come up.
The second area is actually in the planning meeting. It’s critical that you have an agenda that has been sent out to the people who are going to be involved in that planning in advance. That way, everybody knows what the agenda is, everybody has the resources they need to have intelligent conversations and you’ve got a way of tracking how much time is going to be invested in each one of these things. The recommendations, believe it or not, is that you save money for the end rather than the beginning of the conversation, unless you’re doing really well and you have a surplus of sales and cash – it can sometimes squash the strategic planning process. So having an agenda, making sure that everyone is clear and has all of the resources that they need. If you need certain people to be leading aspects of that conversation, then you’ll want to let them know in advance so that they can prepare. It’s my opinion that you involve people from every level of the organization in your planning process.
The latest research has shown that with the Internet and with connectivity, the things that want to emerge in your industry and emerge in your company come from the bottom up as opposed to the top down hierarchy way that we’ve seen in the past. So people that are actually doing the doing in your business can sometimes have the very best ideas of innovation. These are frontline with your clients and customers, with the products and services that you offer, and your best ideas could very well come from those people, through each level of the organization that they’re all involved in that. And that you bring people in that will not only agree with you and your position about the business, but will also challenge that from their perspective.
The last area is capturing requests, promises and by whens. By when is probably my favorite question. Well, maybe not my favorite, but close to one of my favorites, only because it moves things forward. When people have a by when, they know that this is the time that I have in order to be able to get this thing done. So what’s great about quarterly planning is that people know – ok, I’ve got 90 days, 13 weeks in which I have to produce X Y and Z. Or if there’s a timeline involved, they know that they’ve got to do this in order for things to move forward in somebody else’s department. So the requests, the who are there made by (because that person is responsible for managing the requests that they’ve made) and the promises that are made by people and by when those things can be expected. So all of that gets captured in a document that is shared with the rest of the company so that people know these were the discussions that happened, these were the outcomes that we’ve come up with, the promises requests and by when.
And once all of that is in place and the next planning session is established, then we can keep referencing the planning that we’ve done to make sure that we’re on track, stay focused and are able to allocate and reallocate resources of time, team and money as needed to reach your business and financial objectives, and ultimately have a happy thriving business.
Thank you for watching my video, and if you got value from it please like and subscribe to my channel.
Welcome. In today’s episode of business success with Doug Barra, I am going to give you one of the keys to making sure that your business is successful.
This is understanding your finances and making sure that you know how to keep your business afloat.
So if you’d like to understand business finances in a way that will help you make sure that you get the most out of your business, this is the video for you!
On today’s video I am going to explain what it is that you really truly need to know about finances for your business. What are those things that make such a freakin difference that it could actually have you be completely underwater if you don’t understand them?
Well, one of those things that’s most important is that you understand the way you do your pricing. Because, so often I talk to business owners that just don’t understand their finances. They don’t understand how they have to make sure that they are making more from what they sell than what it cost them.
Now this may seem crazy to you! You might be going, “Of course I know that I must make more than what I’m paying for it. That just doesn’t make sense.”
But the truth of the matter is that very often business owners don’t understand properly how to calculate those figures and how to be able to actually know that their business is being profitable, all the time.
One of the things you have to do is, you have to know all of your products and services! Every single one of them! How is that working for me? How am I making money off of this product and what are all the costs associated with this product?
Now, OK, I know I said all the costs associated with the product and you may be thinking “well, every moment of time in my business is a cost”.
We have to look at those costs that are truly associated with it. And so, when I say a cost associated with the product, or service, or selling the product, or service, it’s something that, if you didn’t sell that product or service, then you wouldn’t be paying that cost. But, if you did sell it, then you would be paying it. All right?
So think about it like this: The easiest way, of course, is, if you sell a product and you have to purchase that product, before you sell it, like you’re buying wholesale and selling it retail, then, of course, the cost of that product is a cost of goods for you. That’s a cost of the sale.
However, what often people don’t think about there is, if you’re going to sell using credit cards, or you have a ACH set up with your bank, or something like that, the cost of that ACH, or processing through that credit card is actually a cost of doing business for you. You only pay that if you make a sale.
Also, if you have a salesperson, then that salesperson is going to be a cost of goods if they’re getting a commission. The commission for that sale is a cost of goods.
Now, this is not what your accountant is going to tell you. Because your accountant is going to tell you that the cost of goods are only the cost of the product themselves, and if you’re a consulting firm, or you have professional services, or personal services, your accountant will usually tell you “you don’t have costs of goods”. That’s not exactly true.
Anything for us, as an entrepreneur you have to understand, that anything you would pay, only if you make a sale, is a cost of goods, and especially if its related to the actual price. But, in any case, its a cost of goods if you have to pay it in order to sell that product.
I’ll give you a good example of why this sometimes gets in the way for people. Think about this for a moment. Let’s say that you’re a professional services person and you have a couple of people that work with you. So you are actually going out and getting people to come and purchase services from you and then you’re paying someone to provide those services. For that your accountant is going to say that the payroll for that person to do that service is not a cost of goods.
Now, I look at it this way if I’m going to pay that person, no matter what, then they’re not a cost of goods.
But, if I’m only going to pay that person, or I’m going to pay them a commission, based on that service, then they are a cost of goods and I need to actually think of them that way – as a cost of goods.
And, I have to take into account that cost when I’m talking about how much to charge for those services or, how much I can actually discount those services.
Because, if I’m going to do discounting – I don’t recommend it. Okay just so you know I don’t recommend discounting. That’s one of the ways we get into trouble – but, if you were going to, you have to understand all the costs.
Because, let’s say that I’m selling someone’s services right and I’m marking them up and I’m marking up their services by 20 percent. So, whatever they’re charging I’m going to add 20 percent to that. If we do the numbers here then let’s say they are charging 100 dollars, then I’m going to add 20 percent, that’s 20 dollars. So I am going to make it 120 dollars to sell their services, right?
Now, if somebody comes to me and says something like, “I think you should discount your services for customers that are a certain kind of customer – let’s say for mothers, I don’t know. So I’m going to discount services for mothers. OK.
And then you say well how much should I discount those services. Well I’m marking them up by 20 percent. So let’s discount them by 15 percent. At least I’m still making five percent.
OK, well, let’s think about that for a second. So 15 percent of a hundred and twenty dollars is what. OK so 10 percent would be 15 dollars. Another 5 percent would be seven and a half dollars. So now I am taking off wait a minute…
Let me think about that again. OK so it’s hundred and twenty twenty dollars. So I’m taking off 10 percent that’s 12 dollars and then 5 percent, that’s six dollars, so that’s 18 dollars.
I’m taking off eighteen dollars, but I only marked it up 20 dollars. Now I will be making two dollars. That didn’t quite work out the way I thought it should. That’s not a 5 percent increase, that would be five dollars!
The reason is because we’re using two different numbers that don’t quite work well together.
All right. You can’t do a discount based on my markup. I have to do my discount based on my margin and margin is different. Margin is, what percentage of what I’m selling it for am I keeping.
And, twenty dollars out of 120 is NOT 20 percent, therefore the problem exists.
All right. So thank you for listening.
Please make sure that you understand how to do your finances properly so that you can be successful.
This is Doug Barra – your business success is my business.
Musician Peabo Bryson once said, “I like that sense of we’re all on the same page and trying to get the job done.” That is a feeling that most members of your teams, including yourself, desire.
Is your team on the same page? This is a question that every team leader should be asking themselves every day. When even one member of the team gets off track, it can slow down everyone else. Getting everyone on the same page, quickly, is an essential lesson on how to build a team that can get the job done.
Getting Everyone on the Same Page Faster
How can you bring your team together and get them moving forward in the quickest manner possible? Here are three rules to get you started:
Be transparent. Many companies tend to compartmentalize information. It is often not done consciously, but it tends to develop over time. This is counterproductive when it comes to building a team. People need to know how their role contributes to the larger picture. It is essential to keep communications open. Frank, open discussions contribute to making the best decisions. Transparency can improve employee morale and focus.
Involve the team. Ideally, planning should come from the bottom-up instead of top down. If you walk into a meeting with a pre-set plan, the team is already off page. Management should provide goals and define projects. Team members should have the freedom of designing their own path to completing an assigned task. A team leader should coordinate to make sure everything gets done, but not micro-manage the way it’s done.
Give the team what they need to succeed. This starts with providing everyone with the tools they need. A central planning tool will allow you and your team to track assignments and ensure nothing falls through the cracks. A central calendar will help everyone know about meetings and progress points. Everything that is assigned should be in writing for everyone to see. All documentation should be in one location so there is no delays or confusion. Social tools like chat or screen sharing can also help.
These rules will help you bring your team work together going forward. However, for long-term success, you need to know how to build a team culture that brings you
I think we can all agree that the focus in the last few years has been on attracting, retaining and engaging top talent. All of which have been extraordinarily challenging. But what if I told you that there was a better way for you to be prepared for winning in those three areas, attracting, retaining and engaging top talent? In this video, I’m going to share with you three of my ideas on how you can win in each of those three areas.
Hi, this is Jody Ann Johnson from ActionCOACH Team Sage, where I help business owners to be more profitable and have more free time. Before I start, please subscribe to my channel and be sure to leave a comment, I’d love to interact with you on that.
During the recession, business owners were completely focused on how to be more efficient in their businesses, how to use technology so that they could create profitability, and they were very focused on their business models. In the last few years, all the sudden they’re going like, OK wait a second, we have a good business model, we have the technology, but where’s the talent? And the challenge has been in attracting talent and retaining that talent. We’re down here in Miami, where the average length of time that someone stays in a job is three years, and engaging that talent, where seven out of ten are either actively sabotaging your business, or are at best neutral. So what can you as a business owner do about this?
When I speak to you about this concept of people’s strategy, as a shared in one of the other videos, my business owners that I typically work with are thinking: well, this is how much I think I should pay for this job. But they haven’t actually gone out and looked to see what are the national averages, how much experience, what educational level this person should have, what’s the low, mid and high range for that role. Just doing that alone is going to be an asset because when we go to create the annual plan for the business, we have to account for these salary increases, if you’re going to retain talent or what it’s going to take for us to be able to afford talent we need to bring on.
I like to think of it as building the case for that role. If the salary has to be (I’ll make up something) $50,000, based on your gross margin, what is that person actually need to produce or take off the plate of someone else in order for them to give a return on that role? Sometimes you hear people talk about 2 percent, 2.5 percent, 3 percent return on salary. It’s a good benchmark, but actually I like to see it even higher.
The other thing to keep in mind is that with the advent of technology and changes in business model, we have to be very, very clear on our strategy for growth and what is the training that’s going to be required for the people that we have on our team and the intellectual capital that they have, which is enormously valuable, and then make sure that they get that training. Most people complain that they haven’t had an investment in their training in development, even when they’re asked to do more.
So on either side of this, salary side or strategy side, in the middle is looking at what can we do with our people to make sure that they’re paid well, that they’re crystal clear on what they have to produce in order to cover their salaries and then the training that they need in order to continue to be an asset. When people feel that they’ve been invested in, they’re more likely to be engaged. And I can’t say it enough. If you’ve got people actively sabotaging, if they’re a bad apple in your team, just letting a bad apple go could improve the morale on your team and engage people even more. So think of it from a recruitment place: that we’ve planned in advance for this person, that we’re crystal clear on what we need them to do, what training they’re going to need and then are they clear on our strategy, so that they actually are an asset.
That’s it for this episode of Coffee with Jody. Please leave a comment if you’ve had a good experience with either recruitment, with training with your team and how that’s going. What you’ve done and done well, so that others can learn from you, and if you’ve had a negative experience with that, then please also leave a comment . I’m happy to interact with you on how we can resolve those challenges for you and your business.
I think we can all agree that salary conversations with candidates and employees can be intimidating and worrisome for all business owners. What if I promise you that there’s a better way to go into those conversations, being really prepared for just exactly what to expect and what you can offer? In this video I’m going to share with you three considerations and resources, so that you go in armed to have a great outcome in conversations with candidates and employees when salary comes up.
Hi, this is Jody Ann Johnson of ActionCOACH Team Sage in Miami, where I help business owners to be more profitable and to have more free time. Before I start, please subscribe to my channel and make sure to leave a comment. I would love to interact with you!
So I know that right now you’re looking for talent, because everybody in business is looking for talent. And the biggest concern that I hear business owners share with me is where am I going to find them, and then how am I going to pay for them when I do? I want you to know that the candidates that are applying for your positions are online looking at what should I ask for in my salary and how will I know whether or not the person is offering me a good enough salary. So they’re using online tools: they are using glassdoor dot com, salary dot com, payscale dot com, and they’re putting in this information so when they walk in to meet with you, they have a pretty clear idea of what they want to make.
On the other hand, most of the business owners that I work with go into that and they have the conversation from “this is what I think I can pay, this is what I’ve paid in the past”, and they’re unclear about just exactly how prepared that person is when they walk in the door. I want you to know something. You may have a bookkeeper who comes in and wants fifty thousand dollars, which will be at the high end of a bookkeeper in the Miami area anyway. And if you know that, you could say: “I will actually pay forty thousand, and here are some of the benefits that you can count on”, that they would be interested in, because sixty seven percent of millennials will take less in pay if they’re going to have certain job opportunities, growth opportunities and perks. So the more prepared you are for the salary conversation, the better it’s going to be for you, and the more likely you are to be able to get that talent.
So let me share with you a couple of the sites that you can go to. As I said, payscale dot com, glassdoor dot com, salaries dot com, apple one dot com, in which I met two of the people who were in the branch down here in Miami, and they’ve got tremendous tools on their website for you to be able to see just exactly whether or not you should offer that person more money to stay if they got offered another job by somebody who’s giving them more money, including how much you should be able to pay these people for their roles and experience.
But there’s a whole bunch of other ones, so keep in mind that you have these resources, the same as they do, and that you can identify perks that actually don’t increase your workman’s comp, don’t increase your taxes that you pay, but are benefits that you can give to people that are very meaningful to them.
One last thing: when you’re recruiting, make sure that you talk about the career pathway that you have within your organization, and the exact criteria for advancement, so that they know that growth opportunities are present in your company.
So that’s it for this episode of coffee with Jody. I would love to hear from people who have had great salary conversations with candidates or with their team members. And I’d also like to hear from people who have had some not so great conversations with candidates and their team members when it comes to salary. Have a wonderful day!
Hi, this is Jody Ann Johnson with ActionCOACH business coaching in Miami. And here’s another episode of Coffee with Jody. In this video, I’m going to share with you about the impact of underperforming employees and the why, how and what you can do about it.
So first of all, let me tell you a story. We had a big crisis time crunch for production that needed to get done, and the team was rallying around it. One of the employees who we hired about six months ago was just kind of slowly going through the motions, while everyone else was up to speed. The manager was absolutely frustrated and annoyed as he could possibly be. So we’re looking out why is this employee, who when we first hired was great, bright and actually overeducated (which may be the starting place), wasn’t really right for the role. He had no experience in what it was he was hired for, but he was good natured and we thought we give them a try.
When you look at this situation, how does it go from six months ago being great, to now being somebody who’s just going through the motions? As I mentioned, he was overqualified for the job and although we can go into all kinds of things with him, like, do you really want to do better, and do you want to get promoted, and do you want to do something else in this business, the last thing you should do is underperform. But we can’t make a difference with him directly.
What we can do is look at what you as a business owner or manager can do about situations like this. So why? The first, as I said, hiring the wrong person for the wrong role. The second thing is, does he have clear expectations of the role? Have we made it crystal clear for him and given him the key performance indicators and targets? The next thing we can look at is do we have a meeting rhythm, where we can actually be assessing where things are and how he’s doing related to the other people on the team? So you start to see aside from the recruitment aspect. We also are looking at operations and what we as business owners have or don’t have in place in order to be telling somebody where they are in terms of our expectations, that we can go back and look at, what is the actual morale on the team? Is this guy being treated badly because he doesn’t really know what he’s doing and the rest of the people do and they’re kind of annoyed with him and all his questions? So that’s kind of a form of people bullying the newest kid on the block, rather than bringing him in and having him win. Additionally, what’s our onboarding and training program? Have we looked at what is it that this person needs to know and created an actual plan of action, and made sure that he caught that? Then, we can look at all this and say: OK, if we haven’t done any of those things, how can we possibly expect him to be able to perform? We can’t. It’s not fair.
If we put all of those things in and he still continues to underperform, then we’ve got to be prepared to take the action of letting him go, because during this crunch time the morale on the rest of the team was awful. They were so annoyed that they were having to carry more than their own weight, with his work that wasn’t getting done. And in the end, yes, the job got done, but it was so stressful.
So for you as an owner, first thing to look at is: even if we have a big strong immediate need, every time that we hire the wrong person into the wrong role, it will bite us on the ass, inevitably every time. Secondly, make sure that person has clear expectations of what they are supposed to do in that job, and how they’re going to be measured. Make sure that we have an onboarding process and a training process, and that we’ve indoctrinated them into the culture and made sure that they would have somebody who was going to be their champion and situate that they won.
So those are some things to consider outside of whether or not he should underperform or move like slow molasses or whatever, from our side it’s always a leadership issue. What can we provide to make the difference in an underperforming employee?
If you like this video, then like me on Facebook, share it, subscribe to the YouTube channel and let me know if you had situations like this and how you resolved them. Or if you’d like to ask me what my thoughts are about a particular incidence, be sure to e-mail me at firstname.lastname@example.org. Or call to make an appointment: 305-984-2414; this is my cell. The office number is 305-285-9264.
If you’re struggling to get everything done then this video is for you.
Hi, it’s Jody Johnson with ActionCOACH Team Sage and today I’m talking with you about the ability to get more done in your day.
Now, many times I’ll go in and I’ll speak with a business owner and they’ll tell me: you know what, I just don’t have the funds to hire an assistant. I can’t hire them right now.
Meanwhile, they’re drowning in a calendar schedule that they can’t possibly get done. Or, they’re working late and getting up early to try and get stuff done before they go into work in the business.
And, they are dropping the ball and missing key things in the business. And then people argue with me that they don’t have enough money to hire somebody to be an assistant for them.
What we say here at ActionCOACH is “Saving a Wage is Costing you a Fortune”.
Now, I’m not saying go and get a general manager to take everything off your plate. What I’m saying is that if you have an assistant who can take the low skill, low value to the business tasks off of your plate – the first of which should be bookkeeping; the second which should be anything administrative that doesn’t require your level of knowledge or your level of skill – actually frees you up to be able to go and do higher level work such as business development or being able to complete work and charge for it and so on.
So, the concept of having someone come in and having them be an asset so that you can free up your time is to get really clear on what are those low level tasks that you’ve been engaged in and be really honest with yourself.
I’m going to the bank. I’m entering things into the database, or into contact management system. I am writing up quotes. I am whatever it is that somebody else could do that, if you systemised it, would free you up so that you can do that work which only you can do.
For instance, I have an assistant that when I’m driving from here to there I can call and go through my emails with her and I say answer this person from me saying this or answer this person from you saying that, or delete that, or file this, or archive that, or whatever it is. And go through and in half an hour I can knock out something that would have normally kept me sitting at my desk trying to get to or perhaps never getting to.
That’s just a simple for instance. There are so many things that we engage in that suck up our time that can be done by having an assistant.
I will tell you that the first assistant I had, I actually did the numbers in it, had me be 35% more productive than I was before she came in and she easily covered her salary.
So, if you want to get more time in your day to do the High-Level work, go out, create a list of all those things that you’d want that person to take over – low skill, low value to the organization, or you just plain don’t like it – and then we go create a position for that and recruit for that with somebody who has the natural wiring and the interest in doing those things for you.
If you got value from this video: like it, share it, subscribe to it.
And, call me if you want to talk about how can I get productive and get the right assistant for me at 305.285.9264 extension 301.
Transcript: If you haven’t got a career pathway for your employees then this video is for you.
Hi. It’s Jody Johnson with ActionCOACH Team Sage.
Today I want to talk with you about employee engagement, career pathways and why it matters to the younger generations that you absolutely, positively have a clearly laid out career ladder and pathway for them.
The young millennials, and the generation after them, are very, very interested in learning and advancing their careers as quickly as they possibly can. They’re OK with working hard. Contrary to popular talk, they actually are OK with working hard as long as they know where that effort is going and take them in the long run. So, if you leave them wondering what’s the next step for me, then more than likely they’re going to learn whatever it is that they can learn and they’re gonna move on to the next career, to another job, to advance their career.
People want to know what’s next so that they can either go get the training they need to do that or any experience they need to do that. And, they want to stay with you as long you have a good culture and they’re clear that you’re passionate about them and their growth. But, if they don’t feel that, and they don’t see that and they don’t know what the next step is, then they’re already looking, very quickly, after they come to work with you.
So, as an owner, or as a business leader, really thinking through what is that matrix, that if they’ve got this skill set, and they have this skill set, that would actually qualify them for these tasks and this pay grade and then to the next level, and the next level, and the next level.
Not everybody wants to climb up to be the general manager of your organization in 10 years, or even in five years, or whatever they think, but many people do want to know what that next step is. And, then some people just want to become experts at the thing that they love to do and are most passionate about.
So one domain is climbing the ladder of responsibility in your organization. Another domain is actually what’s the expertise that’s required to be “The Expert” at this in your business. Both of them have to be created because there are people who are going to want one or the other of that.
I can tell you, years ago, when I was in the emergency department, and I was clear that I wanted to advance, I took my job description, looked at everything that they were evaluating me for at that, and then went and got that training, went and did those things. And then, I got the next level, and went and did those things and just started climbing, climbing, climbing till I reached the point where I no longer wanted to go further because that was going to be taking me away from the patient bedside and into management, with a lot of responsibility and zero autonomy.
So, I had reached where I wanted to go at the hospital and ultimately left there and started this business.
But, your team members really do need to know what do I need to do, and who do I need to be, in order to be able to advance in the organization. And, if you provide them with that, then you can hang on to them for good long while. Today that’s more important than ever because we have one of the lowest unemployment numbers in 20 years.
So retention is the name of the game, and that’s a key way that you can retain great talent.
If you got value from this video: like it; share it; subscribe.
If you would like to talk with me about creating a pathway for your team then call me 305.285.9264 extension 301 and I’ll be happy to have a strategy session with you about that.
If you have employees that seem to be stuck and their productivity is low, listen to this Coffee with Jody because this episode is for you.
Hi, this is Jody Johnson with ActionCOACH Team Sage.
Today we’re going to talk about what to do when your team is stuck and the productivity is low and you don’t know why.
Sometimes, when the team’s productivity is low and they just don’t seem like they’re motivated, or they’re able to move forward with something, and you don’t really know why, it’s because there’s something incomplete for them from the past.
Either something happened and they didn’t get to talk about it or they have a concern that is in the background that they haven’t actually been able to resolve. So what I like to do is go in and get to the heart of what’s blocking them ,what’s in the way.
Oftentimes I’ll use the above and below the line, which you probably heard me talk about on many occasions in the past in other videos. The concept of: OK who are you blaming or what are you blaming; what are you making excuses about or who are you making excuses about; and then where have you been in denial about the results. Below the line is all of the reasons why something isn’t moving forward the way that we are committed to it.
Then, the above the line of what we’re taking ownership, accountability, and responsibility. And that doesn’t necessarily produce the result but it does produce the condition in which results can happen.
OK let me give you an example of where this can happen in a business.
I had a client that was going and creating their annual plan and the team was just down. They were they were off. They were not the generally energetic and joyous team that I know them to be.
What that tells me is that they’re incomplete with something that happened in the past and it’s in the background as a concern or a consideration about how to move forward.
So what I recommend to the owners is let’s look at what are you feeling, what are you thinking? Because, whatever it is that they’re concerned about, they’re getting it as a vibe, or a feeling, from you.
This particular business owner was able to say gosh you know what I felt like we really failed last year even though they were pretty much at the same even numbers, they felt like they had failed.
And the team was feeling like they failed them.
Now there’s no way in the world for me to be able to help them to create an annual plan and have them energized by it until we’re clear that that is complete for them. Then they can create.
When we try to create, as business owners, on top of something that’s incomplete it’s a mud pie. It’s murky. It’s like being in quicksand.
So the best way that I know of for team members, and owners, people in general, to get complete is to do that above and below the line exercise that you’ve heard me talk about before.
But just to reiterate quickly who or what have you been blaming, who or what have you been making excuses for, and what have you been in denial about.
And then actually looking from there, at everything, and then saying alright now what can I take ownership, accountability and responsibility for, that’s going to allow the condition in which I can move forward and create.
Unless that work gets done, everything that they do going forward has the energy of something that isn’t working.
So what do you do when the employees seem to be stuck?
You stop the action.
You get into a conversation.
You find out what their concerns and considerations are.
You get yourself clear.
You do an above and below the line exercise with them.
And then you take off and create.
If you got value from this video: like it, share it, subscribe to it and if you’d like to have a conversation with me about this in your workplace call me at 305-285-9264 ext. 301 and I’d be delighted to have a strategy session with you about it.
Hi this is Jody. Another episode of Coffee with Jody from ActionCOACH Team Sage and today I’m going to talk with you about the four quadrants of parent child adult and sociopath.
If you’re frustrated with your employees coming to you with every little complaint about their colleagues and co-workers this video is for you.
Today. I’m going to talk with you about restoring hHealthy employer/employee relationships.
Way back when, there was a book on transactional analysis, and it talked about low self-esteem on a scale to high self-esteem, and then low respect for others on a scale to high respect for others.
And in that lower quadrant, the low respect for self and the low respect for others is sociopathic. So we don’t want anybody like that on our team right.
But, when you have high respect for self and low respect for others that’s a critical parent type of role.
The opposite is low respect for self and higher respect for others which is more of a child’s position.
And when I go into businesses, I often see this parent/child dynamic where the business owner acts, inside of the title of a we’re a family like here, like a parent and then many times will say “Oh you just have to treat your employees like kids, you have to always be telling them what to do. Otherwise, they’re not going to get done what they need to get done.
That particular dynamic actually creates dependent employees who have to run to you as a business owner for every little thing and particularly when they’re not getting along with their co-workers.
It creates an environment where they hide when they’re not actually getting done what they need to get done and they hide mistakes because they’re in a parent/child dynamic where they’re avoiding you’re upset as an owner.
So what I like to do is, go up in the high respect for self and high respect for others quadrant. That’s where adult lives, where they respect themselves and they’re internally motivated to do the right thing as opposed to being afraid of getting in trouble with you.
And, you are relating to them as adults that are capable of solving whatever challenges are coming up in the workplace, whether it’s with their colleagues and co-workers or if it’s with something that they need to learn and that they don’t know yet.
So how do you do that? The best way is to ask a question because a question will always take someone out of their unconscious and into the adult part of the brain that wants to resolve something that’s unsolved yet.
The other thing that you can do, and I highly recommend, is when employees come to you complaining about something that happened with one of their co-workers is to say you know what, you’re both adults. You know what our core values are. I want you to go and solve it for yourselves and then come back and tell me how you’re going to do that.
Because the minute we go in to solve it we may solve it that day, but it’s not sustainable. If they solve it and they find a way to actually resolve their own differences, then they’re going to own that and you can keep building the adults and the environment and then you really have a team that’s an asset for you, as opposed to a bunch of like “feed me” little kids, which all of us business owners can’t stand.
So, that’s how you would go about it. Ask a question and punt back to them for them to solve it at the level of Team amongst themselves.
If you got value from this video today, like it, share it, subscribe.
And, call me if you’d like to have a conversation about how you can resolve this in your own work place at 305-285-9264 extension 301. I’d be delighted to chat with you about it.