People Problems?
A Very Sensitive Issue; Will your people get you to your Vision? This is an important issue in every organization, regardless of size. But it is a matter of life and death for the competitive small business. Especially and crucially in hard times.
By definition, small businesses don't have many people. Still, they must perform almost every function that's performed by a big organization. Some small companies or agencies have a few very competent people - maybe even some outstanding experts - in some fields. But most have some functionaries that are only average, or worse, in performance. I've seen this often in family-owned and operated small business, and in non-profit agencies in small communities. I don't need to talk about why that's true, if you are one, you know it.
But when tough times have taken out weak competitors and left you with nothing but tough challenges, can your organization thrive with some "weak sisters?" Is it fair to keep paying them when others must extend themselves to the limit? Can you Come Back Better if you don't improve those weaknesses? Can you better use those resources in a more advantageous area?
Sometimes that last question is the most demanding. I suspect that tough times have caused you to cut back in some expenses. We often protect our people until we just can't avoid letting some go. Do we let the good ones go and keep some who are not great contributors? The very best organizations, those who Come Back Best, look to the future and don't protect their weaknesses. In the long run, they provide more employment and more job satisfaction than the protectors.
This judgment is one of the most important tasks for a leader. Your criterion should be: Who will contribute to your prosperity - your ability to get good customers and make good decisions and excel in the new markets?
Sure, there are ways to "cushion the blow." Their effect may depend on your personal relationships, or on the situation in their lives. But your responsibility is to make your organization strong, to make it Come Back Better! That's what counts! If you have trouble with this issue, bring in an outside coach to help with it.
I wrote this section because in 50 years this has been one of the most common reasons for small business leaders to talk to me. I now it's one of the toughest problems they face. It's one of the toughest I've had to face, too. It's really tough when I'm coaching clients that are my friends. It's a problem that is.
By definition, small businesses don't have many people. Still, they must perform almost every function that's performed by a big organization. Some small companies or agencies have a few very competent people - maybe even some outstanding experts - in some fields. But most have some functionaries that are only average, or worse, in performance. I've seen this often in family-owned and operated small business, and in non-profit agencies in small communities. I don't need to talk about why that's true, if you are one, you know it.
But when tough times have taken out weak competitors and left you with nothing but tough challenges, can your organization thrive with some "weak sisters?" Is it fair to keep paying them when others must extend themselves to the limit? Can you Come Back Better if you don't improve those weaknesses? Can you better use those resources in a more advantageous area?
Sometimes that last question is the most demanding. I suspect that tough times have caused you to cut back in some expenses. We often protect our people until we just can't avoid letting some go. Do we let the good ones go and keep some who are not great contributors? The very best organizations, those who Come Back Best, look to the future and don't protect their weaknesses. In the long run, they provide more employment and more job satisfaction than the protectors.
This judgment is one of the most important tasks for a leader. Your criterion should be: Who will contribute to your prosperity - your ability to get good customers and make good decisions and excel in the new markets?
Sure, there are ways to "cushion the blow." Their effect may depend on your personal relationships, or on the situation in their lives. But your responsibility is to make your organization strong, to make it Come Back Better! That's what counts! If you have trouble with this issue, bring in an outside coach to help with it.
I wrote this section because in 50 years this has been one of the most common reasons for small business leaders to talk to me. I now it's one of the toughest problems they face. It's one of the toughest I've had to face, too. It's really tough when I'm coaching clients that are my friends. It's a problem that is.
Posted by Robert M. Parker at 3/25/2011 10:05 AM 
Categories: Empower people, Question Process, SWOT Analysis
Categories: Empower people, Question Process, SWOT Analysis
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