Finding and Motivating Employees
Retired U.S. Army General Stanley McChrystal, tells Kris Frieswick, senior editor, Inc.
that we are all afraid of different things at different times. Read how he conquered his
biggest fear -- failing -- as told to Frieswick in this special interview in Inc.
Accountability - The Missing Link!
ac·count·abil·i·ty: the quality or state of being accountable; especially : an obligation or willingness to accept responsibility or to account for one's actions.
You have your budget complete; it’s loaded into your software; you have your key performance indicators set and your goal boards are lined and ready to go. Now what? Success in reaching your goals will be very short lived without holding your team accountable to all the tasks at hand. For many owners and managers, the toughest part of managing the business is holding their team accountable to the processes and expectations that have been established. This business is hard enough as it is without having to fight our team as well!
Your team needs to realize that the processes you have put into place are not to make their job more difficult, rather to ensure their success and the success of the business. I mean they need to know that you’re not lying awake at night thinking of ways to make their lives miserable. From putting calls on the board, to technician paperwork, to reports that you ask accounting to produce; all work in tandem so you can stay on course and know where you are actual versus budget.
So, who is accountable for what and how does it all tie together? First a story that may sound familiar:
“This is a story of four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended that Everybody blamed Somebody when Nobody did what Anybody could have done.”
Everyone on your team, whether they are employees or services that are outsourced, need to have set expectations that are measurable and evaluated for effectiveness regularly and linked to consequences. Let’s take them as a sequence of events in a contracting business.
- Putting calls on the board:
o Who is responsible: Marketing, CSRs and techs generating leads
o Accountable for: Response rates, call to close ratios, leads set per opportunity
- Production on calls:
o Who is responsible: Installers, maintenance techs, service techs, salespeople
o Accountable for: Warranty call backs, average tickets, service agreements, close rates, accessory and IAQ sales
- Documenting the call:
o Who is responsible: administrative staff and accounting staff
o Accountable for: Replenishing supplies and paperwork, accurately entering data from the calls, invoice close out, reporting numbers accurately and promptly
- Quality Control:
o Who is responsible: CSRs, Service/Install Managers and General Managers
o Accountable for: Follow-up happy calls and drive bys documenting customer satisfaction and concerns, reputation management
o Who is responsible: Accounting, accounts receivable/payable
o Accountable for: cash reports and P&Ls promptly & accurately, budget versus actual on key performance indicators, revenue and expenses
All these segments of a contractor’s business work together like cogs in a gearwheel so things run smoothly and accurately. Everyone on your team should be very clear on their expectations, how they are being measured, and how important their role is in supporting the other segments of the business.
What is accountability daily really worth? Consistent, unwavering productivity you don't need to micro-manage...PRICELESS!
Set up your demo today to have all these tools at info@TheProfitJourney.com. Special Thanks to Steve Mores for this article.
I am always amazed when an owner says to me their employees are always on coarse for greatness or they are going down in flames. They are really good or really bad. They are inconsistent.
My friend this is a sign of an owner that wants to be hands off and feels the need to come in and save the day! Like it or not the relationship we have with an employee is more than the relationship between a parent and a child. See there is money involved here and human nature kicks in when the employer is too quiet. There must be something bad going to happen. So they give you a reason to pay attention to them. Does this sound familiar? That's right the child that 2wants the parents attention throws a temper tantrum to get your attention! Too funny right?
So how did you resolve the temper tantrum with your child?
Did you say something like "Well mister you can just go to your room and when you want to discuss this you can come out." Admit it! You did too!
So why don't you have a system that does exactly that? Alerts you when to give praise and alert you to give "Time Out".
It sounds something like this...
"WOW! Where did John go? based on these numbers your value to the company has fallen below your pay grade. Is there something going on that you want to share?
Haven't you now said you are paying attention? Haven't you also said you care about his take home pay? At that point if it is personal a day off with pay might be really appreciated and if business related you can resolve the issue or step up training. Investing in an employee, measuring and praise works...just like with our kids.
Do you have the tools to measure productivity and performance? Well you have come to the right place. We can take care of that!
It is called Firefighting. We need to install the sprinkler systems before the flame take the whole facility!