Thursday, September 6, 2007
Recent research in business management demonstrates the over riding importance of positive work relationships in building a profitable company. Business schools which have historically focused on the task dimensions of leadership are beginning to get the message and are putting more emphasis on building interpersonal skills in future managers. This approach is coming to be known as "relationship-leadership."
The relationship-leadership approach to managing people differs from traditional management practices in many subtle ways. To demonstrate the difference, we will look at an alternative way of dealing with an employee's poor perform-ance.
Let's start with a story. Tom just joined the organization as a salesman. He comes to the organization with an out-standing track record in technical sales. However, his new company sells investment services to very wealthy people. Selling a service is quite different from selling a tangible product. As a result, he will have to develop some new sales skills. Tom is regarded as an exceptional sales talent, so both Tom and his boss are confident he will be successful.
Tami has been with the company several years, always performed well and is regarded as a talented, loyal employee. She was recently promoted into a highly technical position reporting to a manager who has been with the organization for only two months. Tami is looking to her boss for direction on what she should be doing but her new boss is still trying to figure out the "lay of the land."
After only four weeks, it is clear that both Tom and Tami are failing in their new jobs. If they don't quickly make dra-matic improvement, the Senior Vice President who their managers report to will insist that they be removed from their positions. Their managers are in a bind. It is a tight labor market; neither employee can easily be replaced.
If you were Tom's or Tami's manager, how would you handle these two situations? How would you drive home the message, "Your job is on the line; if you don't immediately improve your performance, I can't help you. You'll be his-tory."
Traditionally, improving performance involves observing an individual's performance and working on that employee to �fix' the behavior. The focus is on correcting weaknesses.
The traditional process for �fixing' behavior is:
1.Get the employee to acknowledge that the undesired behavior exists.
2.Create an understanding of the reason why such behavior is unacceptable.
3.Agree that it is the employee's responsibility to change the behavior.
This method seldom works because it is based upon coercion. No permanent, positive change ever happens when an employee feels threatened or forced to change. Fear never creates a positive leaning environment.
The relationship-leadership approach focuses on 1) the employees understanding of why they are not meeting expecta-tions, and 2) the manager and employee work together to remedy the problem. Some common reasons for an employee not performing are:
1.Not understanding what is expected and why (a communications issue).
2.Not having the necessary talent, cognitive ability, required educational tools, or Emotional Intelligence (square peg, round hole syndrome).
3.Not having the skills or knowledge required to meet the expectations (a training issue).
4.Not wanting to do the task as expected because: Values or interests different than those required by the job, or fear. Fear of failure, success, rejection or abandonment.
In the relationship-leadership approach, the manager and employee have a courageous conversation, an open discussion as to what is really going on. From this honesty and openness the right solution appears. Reconciliation as well as resolution occurs.
Our two examples above are real clients. In Tom's situation, he needed some help learning new sales skills but had been afraid to ask for help. He feared he would be labeled as "incompetent." In Tami's situation, she did not really understand what was expected of her. Her inexperienced boss recognized his limitations to guide her development in mastering the skills required for success in her new position. He got her the help she needed from another department. In the end, both became successful performers.
Not all situations work out so nicely. However, if the boss has invested the time and energy to get to know the employee as an individual, they can have an open and honest dialogue in which the "right" answer will appear. The traditional management approach focuses on the employee fixing a "weakness". The relationship-leadership approach looks below the surface to determine what is really going on and then builds on the employee's talents and strengths.
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Bill Shirley helps organizations "get the right people on the bus and in the right seats." Through his Relationship-Leadership coaching approach, leaders create an organization populated with enthusiastically engaged, highly productive employees. http://www.insearchofeagles.com
Are You A Natural Entrepreneur?
In recent years I’ve been speaking to business groups across the country and around the world about the concept of The Natural Entrepreneur. I’ve talked to executives at some of the largest corporations, members of trade associations, Chambers of Commerce, growing entrepreneurial companies, universities, churches – you name it.
I’m passionate about this subject because I believe that we are in the midst of an entrepreneurial revolution. There are more people starting businesses than ever before and it’s re-shaping society and culture. But you may ask, like many others, “Andre, what is a Natural Entrepreneur?”
We’ve heard it again and again. “That woman is a natural entrepreneur,” or “That man is a natural entrepreneur.” I’ve even heard, “Andre Taylor is a natural entrepreneur.” But what does that mean? Are we suggesting that this person has the ability to grow a business with little education or preparation? Are we suggesting that the person instinctively knows what moves to make, and those moves are destined for success?
My answer may surprise you. I do, in fact, believe that those ideas are included in the proper definition of The Natural Entrepreneur, but I think most business-builders and “would-be” business-builders do not really understand just how natural it is, can, and should be.
In my work I teach entrepreneurs how to identify and work with their natural instincts. I’ve identified seven. Here they are:
1. Survival – the desire to maintain your existence – to live.
2. Comfort – the desire to live with and experience ease.
3. Territory – the desire to have your own space.
4. Defense – the desire to protect what is yours.
5. Hunt – the desire to seek and capture rewards.
6. Build – the desire to create.
7. Love – the desire to give and receive affection.
I call these seven, your “guiding business instincts,” or sometimes your “success or prosperity instincts.” Looking at the list you’ll see that we all have every one of these instincts. You’re not missing one. However in some of us, one or two are more dominant. That’s where there is tremendous opportunity, if we can pinpoint the big one or two, and leverage these dominant instincts. These instincts may point to strong abilities in selling, marketing, operations, finance or other areas. Your dominant instincts may also help you understand how to do these functions in a unique way.
You see, entrepreneurs have built multi-million dollar enterprises, in fact, billion-dollar enterprises beating the drum with their dominant instinct. Think of people like Donald Trump, Martha Stewart, Sean Combs, and Mark Burnett. You can probably identify that Trump is a builder – literally and figuratively, and Mark Burnett is a survivor – literally and figuratively. You can probably pinpoint the dominant instincts of the others as well.
Here’s the key. Once you know your dominant natural instincts you are halfway to a successful company. Then you must learn to focus on building your talent into an exceptional skill and getting the right people around you to fulfill the other needs of the business. If you’re operating in the right place you can really have an extraordinary business that is both profitable and fulfilling.
So what is a Natural Entrepreneur?
A Natural Entrepreneur serves humanity and themselves engaging in a business reflecting their awareness and alignment with natural instincts, unique talents, and developed skills. You may ask, “How do I serve myself?” The answer is by understanding what’s best for you.
In my Lessons of The Natural Entrepreneur talks and training I emphasize these realities:
§ Your personal fulfillment in business is tied directly to your dominant natural instincts – or to put it another way – your “big” needs.
§ When you start a business, and as you grow your business, you must be crystal clear about what your dominant instincts or needs are.
§ The way you build your business – the choice of products, staff, systems, partners, and personal focus must reflect who you are, what you do best – and who you want to be. The founder or owner must be in the driver’s seat.
§ Your level of success or difficulty in growing your business will be directly tied to how well your business plan and execution is linked to your personal needs and your ability to lead a company from this foundation.
§ Most entrepreneurs, particularly those that struggle, have not come to grips with these issues.
As entrepreneurs we must know why we are doing what we do, at all times. I am advocating a new approach to business planning – one that incorporates these concepts so that entrepreneurs do not wake up one day frustrated and trapped by their business.
When I coach entrepreneurs I ask:
§ Is the momentum of your organization coming from the right place? That means the right priorities. Or, are you just trying to keep up – to keep everything going, and simply meet deadlines?
§ As the entrepreneur, are you doing the things that matter most to your business and that enable you to have the most impact?
§ Are you getting what you signed up for? Do you enjoy this? Are you making money? Are you satisfying customers? Do you want to keep doing this?
The goal of the entrepreneur is to create a company where his or her personal objectives, focus, and activities fit seamlessly inside the development of the organization. Top performing staff, excellent products, a well-oiled business process and profitability occur as a compliment to the entrepreneur’s proper integration with the business.
There’s so much more that I cover during my seminars and workshops, and in my complete system for entrepreneurs, 81 Lessons of The Natural Entrepreneur, but I hope you can see from this brief article that we all have the potential to build outstanding businesses. The fact is, we all have seven success instincts – built in at birth. That means, whatever our focus in business, we’re all Natural Entrepreneurs.
© Copyright 2006 – André Taylor – Taylor Insight Group, LLC. Go to www.andretaylor.com, and get Andre's free newsletter.
André Taylor is an entrepreneur, a highly paid consultant, and one of today’s most dynamic voices on business and personal success. He developed the business-building system, 81 Lessons of The Natural Entrepreneur and has authored a collection of audio and video programs. For more than 25 years, André has been involved in enterprise management and the discipline of personal and organizational development. Combining broad range experience in high-growth industries, and an uncommon understanding of the lessons of business and personal resilience, he provides extraordinary insight and commentary on the subjects of entrepreneurship, leadership, sales, marketing, innovation, and growth.
Top 4 Secrets to Acquiring Business Grants
Business grants could be one of the most important financial tools that nearly all businesses would need. They may not be the single most significant support businesses could have, but they can get definitely help you start the business right.
Business grants refer to a particular amount of money that is being granted by the government to a particular business. Some people may have thought of it as a “free financial support” from the government, but they are not. That is because there is an equivalent effort, time, and sweat entailed when requesting for grants.
Moreover, not all businesses can avail of business grants. Even if the government provides business grants to support businesses, certain qualifications are required prior to the approval of the business grants.
Primarily, your business should be a not-for-profit organization or it should include an expansion of a new knowledge or technology. If your business does not fall under these categories, you are not qualified for a business grant.
However, there are some instances that the government may award business grants if your business can prove that it can develop a new technology for economic advancement or if you can meet the requirements. You need to accomplish all the prerequisites at an agreed period to get the business grant. If in case you failed to meet the deadline, your request for a business grant will not be approved.
Secondly, your business should have a business plan. If you think you can qualify for business grants, you should consider having a business plan as well.
Getting the first stage of the application is just the start of your journey. You need to create a business plan in order to guarantee the government that you really intend to develop your business and help the economy. In this way, you can show them that your business aims to develop a knowledge that will boost the country’s economy.
What most unsuccessful businesses failed to realize is that business plans are extremely important when establishing a business. Statistical reports show that more than 85% of unsuccessful businesses do not have business plans.
The most common problem is that businesses only create business plans to reach their primary goal, that is, to increase their finances. What they do not know is that businesses need business plans to create an effective line of attack. Plus, these also serve as a gauge of the present achievement.
So if you want to obtain a business grant, you must create a business plan. In this way, the government can tell if you really have a strong marketing strategy and if you intend to boost the economy as much as you want to increase your finances.
Here are some guides on how to create a well written, technically and analytically superb business plan.
1. Keep It Short And Precise
Too much information may only bring more harm than good. When it comes to business plans, investors or the government itself would want a precise and brief explanation of your business strategy. Elaborating them more with extra words may only bore them.
Then again, do not create a business plan that lacks the essential information that the government needs in order to give you your business grant. Too little information will also put your business on the bad side.
The key point here is to provide the most important facts and state them in a straight and clear-cut manner.
2. Provide Proof
Statistical data and documentations do not just put credible facts on your business plan but can also facilitate your request for business grants. The government would most likely want to see solid information attested by mentioning the primary source of data or through citations or documentation.
It would be even better if you can provide graphical representation of all information in order to provide a more realistic and visual effect.
3. Keep It Complete
Never pass a business plan that lacks one of the important parts. See to it that you have all the necessary portions intact before submitting them. Your business plan should always have the proper “pagination,” contact information, and contents and cover page.
4. Keep It Real
If you are really aiming for a business grant, do not make it as an excuse to create falsified information. Keep in mind that the government or any other investor will eventually find it out.
Hence, it is best to be reasonable, sincere, realistic, and consistent with your data.
Indeed, business plans may not be the single most important tool to achieve business grants. However, having a well-written business plan can put you on top of the other businesses.
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