There might be nothing more important to a business’ success than strong management. When management struggles, the entire company pays a price no matter how large.
ManageSmarter.com offers an article with 10 excellent tips for leadership. Here’s a taste:
• Have a vision and communicate it. Make sure you clearly communicate your vision for the company. No one follows a leader who cannot communicate the way in which the company will succeed. The future of all your employees is tied closely to the success of your company. Make sure they believe in your company, what it stands for, and its products and services, and make sure they know that the hard work they are putting in now will payoff.
I have been stuck in companies where the compass is always spinning and no one can find true north. I didn’t stay long at the company since most tasks and accomplishments seemed almost pointless. All of us knew that any ground we gained (in sales) would be given back in the very near future.
• Don’t be too serious. Make the business environment fun at times. While being professional and taking things seriously is important, nothing can beat the effects of a company-wide midnight round of bowling after you reach an important milestone, a lunchtime pizza party once a month, or a spontaneous Nerf-dart duel.
Been there, done that. Work is serious enough so having the chance to deflate every once-in-awhile is a complete morale booster. Unfortunately, I worked for a manager who was a complete taskmaster. His view was that everyone should be working all the time and, worse yet, no salespeople should be seen having fun at the office. This was a young, vibrant technology company that had ping pong, darts and other games. No salespeople were allowed in the game area no matter what time of day it was. Nothing was spontaneous.
Finally, a point that keeps coming up no matter what the position:
• Listen. You have built a great team and are paying top dollar for it. Hold meetings with your management team at least every other week. Also have frequent informal ad hoc discussions with your partners, managers, and employees. Get their feedback, discuss the business and its strategy, and inquire every so often if there is anything that is frustrating them that you can help with. A few weeks ago I had a quick spur-of-the-moment meeting with the lead developer for iContact. After inquiring whether he had any job frustrations, it came out that he felt he was working in an environment in which he became distracted too often. We quickly devised a solution whereby he would work at home four hours a day until we could move into a larger office where the development team could work in a separate room, away from the distraction of the sales and support team. This small change has doubled the developer’s productivity.
I love the line – “…away from the distraction of the sales and support team.”