28 April 2016
Your business is like a garden; you can either grow flowers or you can grow weeds. Selecting the right people to join your team is the key to your business success. The one characteristic that all great business owners have is the courage to make decisions and not making a decision is always worse than making a wrong decision, especially in regards to staffing.
If you have decided to start your own business and live and breathe it every day, then you must decide the type of leader you would like to be. If you can find people who, at the very least, like what your business does, then it’s your responsibility to treat, encourage and motivate them to complete their best work at all times – not because they are afraid that you might ask them to leave, but because they want to contribute to making the business better.
So, ultimately it starts with YOU.
Some people are followers and others are leaders, if you have registered your company with Companies House and have invested your time and money to start something from scratch then you are a leader, however, the question is…do you want to be a good leader?
If you do, then focus on leading as if growing a garden; the ground needs to be cultivated and nurtured, the seeds need sunshine and water to grow. Your attitude can bring light in or it can shut it out. Your acknowledgment and praise will do more than demanding and stamping orders. You set the temperature of the way your team perform and how fast they grow.
The importance of selecting the correct people is evident. Below, we list seven things that will help you in selecting the employees who are right for your business.
- Pick the right person – picking the wrong person for a key task is a major reason for failure. You should focus on individual characteristics and key interests. Once these are known, you should then match their traits with the most suitable task. This will ensure the employee is as motivated as possible to complete the job to the best of their ability, and in a timely manner.
- Match the requirements of the job to the abilities of the person – be sure that the person you have delegated the task to is actually capable of doing the job. Delegating tasks to someone who is not able will slow processes and de-motivate the employee completing the task.
- Delegate effectively to the right person – this frees you to focus on more tasks of higher value. The more of your essential tasks that you can teach and delegate to others, the greater the time you will have to do the things that only you can do.
- Delegate smaller tasks to newer staff to build their confidence and competence.
- Delegate the entire job – providing an employee with full responsibility for a task is a major performance motivator. The more often you assign responsibilities to the right people, the more competent they become and the more valued they feel.
- Delegate clear outcomes – make your employees measurable. If you can’t measure it, you can’t manage it. Explain what is to be done, how you think it should be done, and the reasons for doing this job in the first place. You will then be able to measure your employee’s performance based on these metrics.
- Delegate with participation and discussion – invite questions and be open to suggestions. There is a direct relationship between how much people feel they are allowed to contribute ideas and opinions to how much they are committed to completing the project. In the words of Brian Tracy; you need to delegate in such a way that people walk away feeling: This is my job; I own it.