Step Three - Develop Leaders - Build a Better Workforce

THE STONE GROUP
1981 MEMORIAL DRIVE
Suite #223
CHICOPEE, MA 01020

Michael J. Stone
phone(413) 726-9095
toll free: (866)615-6698 Mike@BuildaBetterWorkforce.com

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Step Three - Develop Leaders

It has been said, "Employees don't quit companies they quit managers." Everyone has said, or knows someone who has said, "The job/company is great. It's my manager I can't stand." Feel free to correct me, but didn't you say those exact words the day before you told your spouse you wanted to start your own business?
Without top leaders your efforts towards BBWF will not last. Top performers have little tolerance for poor leaders. Eventually they will leave you for "better opportunities."
Developing leaders is critical to the success of a better workforce. Despite this fact, it's not always easy. Often times the very characteristics you search for are mistaken for counterproductive behaviors for a BBWF world. Assertive and confident are easily confused with aggression and arrogance. You want someone that gets results, but harmonious results are much more profitable.
Your leaders must demonstrate an understanding of your brand message. The deeper your brand message is ingrained into the hearts and minds of your leaders, the more consistent the leadership message (and the more leverage you create for yourself). Your ability to demonstrate a consistent leadership message that coincides with your brand message can have a direct impact on your productivity, morale, and bottom line.
When evaluating leadership, perception is reality. A leader's intentions are completely irrelevant to results. How followers perceive the leaders actions is the only thing that matters. What makes this particularly challenging is the fact that most employees are fearful of openly discussing their true perceptions with their managers.
Perception doesn't have to be negative for it to be counter-productive. For example, you may have a manager that has been with you for a long time. He knows his "stuff" as well as anyone in the industry. He is engaged, and loves his work.
A common occurrence might go something like this: Your super experienced, engaged manager notices the two newest recruits. Feeling an urge to share, he spends an hour explaining all the ins and outs of the job, the company, and the industry. He uses every acronym known to mankind. Walking away he can be seen patting himself on the back thinking what a great communicator and leader he is. Meanwhile the recruits are sitting there thinking that guy sure is impressive. "If only I knew what the heck he was talking about?"
According to Profiles International, Inc., the recognized world leader in employment evaluation and human resource management assessment tools,4 there are eight Universal Management Core Competencies that need to be addressed when evaluating leaders. They are Communication; Leadership; Adaptability; Relationship Building; Task Management; Development of Others; Personal Development; and Production. Within these core competencies there are 18 unique skill sets. These 18 skill sets are distributed fairly evenly between the core competencies. Leadership and Communication each have three skill sets, while Relationships; Task Management; Production; Development of Others; Personal Development; and Adaptability have two skill sets each.
A leader's effectiveness in these areas relates to two separate factors. The first is dependant on the leaders awareness of these tasks, and his/her confidence and attention to each. The second factor goes back to how employees perceive the leaders attention to and execution of each task.
As a leader of leaders you must be able to identify the "KSS" tasks for your leaders. What tasks should your leaders Keep Doing, Stop Doing, and Start Doing? This is not as difficult as it would seem. There are several 360 management assessments available that address this concern. You can find out more about the Profiles Checkpoint 360 at www.buildabetterworkforce.com.
When you develop great leaders you create greater leverage, and ultimately greater wealth for yourself. If your business is built with top performers, and developed leaders committed to your brand message, you will begin to feel some freedom. You can delegate with confidence, and look for new opportunities to grow your business. Or, if you prefer, employ the Joe Torre/Phil Jackson strategy: make lots of money; get out of the way; and prepare your speech for the Hall of Fame induction ceremony.
Recently I was on a conference call with Michael Port, the author of Book Yourself Solid, and founder of "The Think Big Revolution" and I was incredibly fortunate to listen to Michael interview Timothy Ferriss, author of The Four-Hour Workweek. Before I tell you what Michael and Timothy talked about, I want to recommend that you place a bookmark right on this spot, go directly to my website follow the recommended reading links and order both books right now (www.buildabetterworkforce.com).
Timothy talked about strategies to create leverage. I want to share one strategy you can initiate today. Not only will it create leverage, but it will also develop leaders throughout your entire organization.
Empower your employees to make good sound business decisions for themselves. Develop a solution-spending limit for each level of employee. I suggest you base it loosely on what you pay each employee's manager or supervisor for an hours work. For example, If you pay your first-level manager $20/hr, empower anyone that reports to him/her to resolve any issue they can for under $20, so long as the solution doesn't interfere with your overall brand message. If they can't come up with a solution for less than $20 then, and only then should they involve their manager. Continue this model until you only hear about major victories, or real emergencies.
The effects of this strategy go much deeper than simple time management. If done correctly, you will never again be interrupted for trivial "emergencies." This also creates an ongoing leadership dialogue between managers, and employees. You, and your leaders will be given countless teaching moments to re-iterate good judgment, and brand consistency. You will also get measurable results in all of the leadership core competencies for each level of leadership. Employees are on a leadership track from the first day you hire them.
Timothy also suggests you develop step-by-step approaches to many of the most common problems your business faces. These processes take some of up front time and energy to develop, but the rewards in personal leverage and leadership development are well worth the initial investment. As always, be sure your solutions are in line with your branding message, allow for employee empowerment, and only involve you as a last resort.
This also provides an opportunity for you to demonstrate your business philosophy and brand message to your employees and customers on a consistent basis. Every one in your organization can handle common situations consistently, regardless of how many employees or locations you have. Your business will run more smoothly, and your customer experience will improve.
These first three steps require you to share more of who you are. For some small business owners, this is not easy to do. This fear, which is all it is, presents your biggest obstacle to creating leverage. Your income, wealth and fulfillment can only grow to the extent that you are ready and willing to share your vision and philosophy. If you fail to open your self to others, your income will always be dependant on how hard you work. In other words, you will never have leverage.