If you are looking to increase your organization’s performance in a positive way, you might choose to shift your culture to include characteristics from both Results and Caring.
Here are some excerpts from the main article, describing both types and how they can be combined:
Results is characterized by achievement and winning. Work environments are outcome-oriented and merit-based places where people aspire to achieve top performance. Employees are united by a drive for capability and success; leaders emphasize goal accomplishment
Caring focuses on relationships and mutual trust. Work environments are warm, collaborative, and welcoming places where people help and support one another. Employees are united by loyalty; leaders emphasize sincerity, teamwork, and positive relationships.
It is common to find organizations with cultures that emphasize both results and caring, but this combination can be confusing to employees.
Are they expected to optimize individual goals and strive for outcomes at all costs, or should they work as a team and emphasize collaboration and shared success?
The nature of the work itself, the business strategy, or the design of the organization may make it difficult for employees to be equally results focused and caring.
Each of the 8 culture types can be effective if properly aligned with strategy and leadership behaviors.
For a small or mid-size organization, much of the direction is set by one or two owners, and based on their personality and core values.
Clarity around the strategy, core values and then the what and how of expected results is imperative for any organization to function at it’s best. That is why many business planning frameworks, such as the One Page Strategic Plan and Entrepreneurs’ Operating System start with Mission, Vision and Values before even defining Strategy.
As Peter Drucker is credited for saying “Culture eats Strategy for breakfast…”
Determining the cause of a performance issue can be like being a detective– here is a list of 11 major reasons employees “don’t do the job” with possible solutions.
1. They don’t know what to do 2. They think they are doing it Solution: I read many job descriptions—hundreds per year from dozens of organizations—rarely do they clarify for me the specific job activities and key results areas, much less how the job will be measured. It is difficult to hold someone accountable to results when the manager has not made it crystal clear what those results should be and what s/he has to do to get those results. Otherwise employees just take their best guess and do what seems to be the most urgent.
3. They think something else is more important Solution: A great survey report showed that employees only agree with managers on 1 out of 3 priorities! Frequent coaching and follow up makes sure that what a person is working on is the highest priority for the job and department. An employee does the best she can reading the tea leaves to guess what her manager thinks is priority. Don’t make them guess… also, remember employees often don’t have the broader view or much information outside of their own activities (and yes, the more they do the better decisions they will make.)
4. They don’t know how to do it Solution: Work with employee to identify skill or competency to enhance with training, create a training plan with a timeline and hold employee accountable to stick to the plan (even if it means reminding her manager to schedule the time or resources).
5. They are uncomfortable doing it Solution: Sometimes a little training can increase someone’s confidence and they become “comfortable” with the task and then perform it regularly. More likely this is a symptom of job fit—someone’s personality traits or competencies are not aligned with those required to excel in the job. A classic example is “asking for the sale”— a person who is cooperative (lower assertive) can be trained for years on sales techniques and given scripts, but he is always uncomfortable closing. For job fit, the remedy is to change the job duties to ones that correspond with the person’s strengths and attributes.
6. They lack the competency needed to do it
Solution: Depending on the type of competency, the person may benefit from more training and development. However, many competencies are a function of personality traits that are ingrained and difficult to change even with extensive training. For example, “planning and organizing” is a set of traits and habits that your employee may not have and will be challenged to overcome in a role that requires tracking and pacing their work on month-long project. In many cases, the solution is finding a better job fit for the incumbent’s competencies.
Source: Feedback/ Recognition
7. They can do it but don’t want to 8. They are rewarded for not doing it 9. They are not rewarded when they do it
Solution: This is fundamental psychology. People do what is measured and recognized and rewarded. If they are not rewarded (or worse, “punished”) for doing something, most people stop doing it. Sales people don’t like to do paperwork—but they also don’t want to be reminded that they were late 9 of the last 10 weeks—this is powerful feedback.
Often the signals sent by managers are unintended. Do you reward your poor performers by giving extra work to others that you can depend on? Do you remember to praise and even publicly recognize the team that worked last weekend to finish up a project?
10. They don’t know why they should do it
Solution: Some people will blindly follow rules, but most want to know the “why” behind something that they are asked to do. It they believe a task or process is x (insert label here: low importance, arbitrary, a waste of time, or just plain stupid), no amount of training will effect a change in behavior. You might get begrudging compliance but that is about it. To get commitment, you have to explain the “why” to change the belief. (Until they believe his IS important, worth my time, etc.)
11. They think their way is better.
Solution: Read the solution above… plus this often happens when you ask someone who is good/ comfortable with the “old way” and now you have a “new way.” And in the beginning, the old way is better since an employee is more comfortable and competent in the old way. A big part of culture change and process change is to overcome the belief that the old way is better.
A key personality trait is openness to new experiences and some people are not. They will cling to the things they know how to do. As a manager you will need to support and coach these employees through the pain and fear that comes with change. Recognize that this is more deep seeded than just a training issue, but a consistent personality trait or a cognitive filter (belief) and be patient and supportive, and work through changing the belief, not just behavior.
As a client’s manager once stated, “if we have 100 people then we have 100 different personalities.” It’s your job as a manager to figure out what is the cause and the solution that works for all the unique individuals on your team.
When you started (or joined) your business, you did a lot of work yourself. As the business grew, you added staff to take care of the daily “work” yet you never seem able to get yourself out of everyday responsibilities.
Your days are busy but progress is slow, and you go home feeling like you didn’t accomplish anything. A 40-hour week seems like a luxury.
You would like more free time, but you are afraid to leave since problems surface and you “pay for it” when you come back.
You have a big list of ideas to improve your business, but these never seem to get started [much less finished].
The cycle repeats
You might even have hired someone new to take some of your workload, or started “delegating” some of your work to others.
But despite your best efforts and good intentions, your to-do list is long and your days are filled with endless calls, meetings, and requests that eat up your time.
Or someone recently quit, leaving you and the team hanging. Now you spend your precious time interviewing and training the new person (which you hate), and then catch up for the lost time.
Frustrating, isn’t it?
It’s an endless cycle. Every Monday you start out with big plans for the week, only to leave Friday with not much progress to show for all your hard work. Some days you feel so burnt out and overwhelmed, you think about exiting the business.
And deep down you know this can’t be the way to grow your business.
What could be the cause? Why are you doing so much in your business?
Because you don’t have the team you need to support you—a trusted, reliable team.
If you did, you would be comfortable letting them handle the daily activities.
You would be confident that they are doing a great job: growing sales, caring for your customers, making great decisions, while keep you updated on progress and achieving your ambitious business goals.
So let’s explore some possible reasons you don’t have a reliable team.
Reason 1: You are under-staffed
Sometimes you truly don’t have enough staff to cover the work to care for your current client base. People are spread thin and are just trying to keep their heads above the water. Obviously if everyone is handling a high workload, it’s hard for you to be confident everything is being done well.
Perhaps you just added a burst of new customers, or you have a seasonal bump in demand, or you are in the process of training a newbie. Teams under pressure, overworked, and stressed are notorious unreliable.
You may think hiring is the answer, but it isn’t always the best solution to start.
When you address the other reasons (below), this usually increase the effectiveness, capacity, and therefore the reliability of your current team.
Reason 2: You have low performers
You likely have at least one person who is not performing well.
It might be someone whose job changed but their skills didn’t keep up, or they are struggling with the workload or an aspect of the job, or they are slow in taking on new responsibility. They might have inconsistent output, working hard some weeks and slacking off others.
You tried feedback, coaching, or training with short-lived improvement.
When someone on the team has sub-par performance, of course you don’t feel you can rely on him or her.
Reason 3: You have people with attitude issues
Sometimes you have people who do an adequate job, but it comes at a price. They give you or co-workers a hard time, grumbling and complaining when you assign work or ask for a status update. They might be toxic to peers, openly difficult to their supervisor, or continually resist change.
Just like the low performers, Debbie Downer and Toxic Theo aren’t your go-to people either. They may do the work (if you are willing to put up with the negativity), but it’s a good possibility they may not do the work well.
When you avoid performance correcting conversations with low performers or those with attitude issues you are not building a reliable team.
What most managers do is “reward” unreliable people by taking work and giving it to a more competent high performer. A great solution? No, but you would rather give work to the reliable. So you are stuck in this “catch-22.”
Both these types of employees drag down the reliability of your team, lower your confidence that everything is under control. Because it isn’t under control.
Even more importantly, “unreliable co-workers” is a main reason top performers quit, so ignoring these issues can force out your reliable ones!
Reason 4: Your “open door” has a line of people asking for help
When you let people pop on by to run things by you, you are enabling “problem bringers” instead of developing “problem solvers.” “Hey boss, what do you want me to do about this? Mr Z called and wants to know what is happening with the new thing” These continual interruptions fill up your day, and distract your ability to focus on anything else.
Remember the biblical parable about “teach a man to fish, and he eats for a lifetime”? It’s the same for decision making. When you are the source of problem solving you also become responsible for the decision, and enables a co-dependence on your input and guidance.
If you can’t rely on your staff to make good decisions without you, you will be chained to the office, worry when you are not there and be called 10 times on your vacation.
Reason 5: Your process is broken
Sometimes it’s not the people who are unreliable, it’s the process itself that causes problems, delays and customer issues.
If there are 5 people who are involved in the process to convert a proposal to delivery of a new sale, there are at least 5 places where the handoff can be incomplete or inaccurate or dropped entirely.
Sometimes your people are doing their best struggling through the convoluted and flawed process. To improve the human-side of reliability, check the underlying system.
If your good performers sometimes have issues with reliability, it might make sense to look at the work flow for effectiveness and efficiency.
Reason 6: You resist delegating
Hey, I get it. You need to trust first before you delegate.
If you can’t be sure the work will be done timely and accurately, you keep control of that task yourself. Even if it is boring or you hate the task.
I find that owners I work with have two main reason they don’t delegate.
One reason is the “it’s easier to do it myself” syndrome. Yes, it will take 20 minutes to show someone once to do this 10 minute task, but remember it’s 10 minutes every week (=500 minutes a year, 8+ hours.) So consider your time investment choices carefully.
The other reason is that a prior delegation was a disaster or just a big pain. You had to chase the person down for an update, nag them to finish it, they did it wrong, or worst of all created a big problem. Painful conclusion: brings you back to reason one- it’s easier to do it myself.
If you want to build a reliable team, you must improve your skills in coaching and training to achieve a successful transfer of work that doesn’t belong on the to-do list for a CEO or manager.
Reason 7: Desired Results are not clear (or rewarded)
You may not realize it, but if you are like most business owners, you are not clear about desired results or clear about priorities.
Most decent employees try to figure out what “Done Right” looks like and to do their best with the resources and tools you give them. If you don’t measure or track any results, they may not know how they are doing. Absent of any data or feedback, most people assume that “no news is good news” and they are doing their job to meet your expectations.
So the “unreliable” don’t know it and don’t have any reason to change.
You also may not be rewarding the trusted reliable ones. Those that step up are given more work, those that duck and cover are given less work, and everyone gets a 3% raise and about the same year-end bonus.
Consider the messages you are sending with feedback, recognition and pay—is it rewarding reliability?
Reason 8: You can’t find good people to hire
Yes, I advise that you should improve your current team performance first.
But the lack of “good people” to hire is part of the reason you accept low performance or poor attitudes. You feel hostage because if you address the issues they might quit, and a mediocre person is better than no person.
You probably also dread the hiring process and rush to fill an open position. You take the “best” applicant, even if you worry they won’t work out.
If you settle for third-string players on your team and in your new hires, this is definitely a reason you don’t have a reliable team.
After you read this list, how many reasons do you have?
How many of these issues exist on your team?
If you have 3 or more, you likely don’t have a reliable who you trust to delegate work, run daily activities and work on projects to grow the business.
The Solution: Building Your Team Model
To build a reliable team, you need the Right People in the Right Jobs, Doing the Right Things
Next Step: Read the Guide
Would you like to learn the exact steps to go from stuck in the day-to-day to building a trusted reliable team?
Most small business owners wear many hats—service provider, marketer, salesperson, accountant, customer service, and for your team – trainer, project manager and coach.
But the more the business depends on you, the more you are limiting it’s potential .. you can’t do it all well.
In fact, only 8% of businesses grow to over $5 million in revenue.. something happens to most firms and they plateau around the $1-2 million mark.
Actually, not just one thing…
There are 7 main roadblocks to achieving your business potential— a lack of systems in 7 key areas.
If your firm lacks these 7 systems, it creates a bottleneck that flattens sales, prevents great customer experiences, and reduces profits.
Once you get the key elements right, you can grow smoothly and consistently, with a business on “auto-pilot.”
Remember Steven Covey’s habit “Begin with the end in mind”?
There are four main plans to guide your activities and decisions to create the business you desire:
Strategic plan: It is crucial to provide a roadmap to guide your major decisions.
Budget: An annual budget is a planning document, report card, and decision tool.
People Plan: This plan outlines your current and future people roles— and forecasts what additions and changes to roles are needed to support sales growth and new business lines.
It also outlines individual’s work with organization goals (see People and Process below).
Owners plan: Owners, just like every team member, should be in a role that maximizes their strengths. Many owners continue to be the CEO- the Center of Everything Officer. This creates a huge roadblock for growing the business as the owner becomes overworked and overwhelmed. An owner’s plan considers their current and future desired involvement, and outlines a plan to transition responsibilities to key people over time.
2. Sales plan
Most businesses have a reactive approach to sales—they do a bit of advertising or hire a sales person and then respond to the leads that come in.
Often the owner is heavily involved in all or part of this process. It is typical for a busy owner to be slow to respond to inquiries and provide proposals, and leads can be lost quickly without a tracking system.
There are several roadblocks in such an informal process.
Not only are you losing new sales that you already proposed, but you are also not pursuing qualified ideal prospects to have a consistent flow of new sales opportunities. A third sales area often overlooked is repeat business from current or prior customers—most organizations don’t have a solid process to keep in touch and offer additional services.
If you want to find, attract and cultivate leads into new and repeat customers, the solution is to have a consistent optimized sales process plan that is semi-automated.
Define your process
We all have our own way of doing things.
While that is just fine in our personal lives, a business needs to ensure consistency and quality of the product and service we deliver to our customer.
This roadblock is the lack of three little letters: SOP—Standard Operating Procedures.
Maybe you consider this super-boring, but this is the foundation of growing and scaling your business with few fires and chaos, not more. If you throw gasoline (more sales) on a fire (inconsistent work) you have an explosion.
If you want to grow smoothly, you need SOP’s.
SOP: Two key elements to a streamlined and consistent process are 1) to identify key tasks and results in standard operating procedures – SOP, 2) continually refine those SOP and implement projects to improve your process and delight your customer.
Employee involvement: To best way to process improvement ideas is to actively involve your employees in the process—they are closest to the customer and are more likely to see ways to do things faster, better, and cheaper.
Business success is about delivering an exceptional customer experience– and systems allow you to do this easily as you grow.
Your standard operating procedures are enhanced further by creating job responsibility profiles with key performance indicators (KPI) for each employee.
When everyone is clear about their responsibility, how it supports business goals, and how they will be measured, they perform better and are more engaged with their work.
One optimal practice is to create a firm-wide dashboard of key metrics, and then “cascade” the goals and metrics to the specific people responsible. These “report cards” show when company and individual results are on target, allow for quick adjustment in areas that need attention, and ensure focus on the main items to achieve this year’s goals.
Fabulous Team A Players
Even with perfectly optimized systems and all the pretty dashboards with your key metrics, you won’t grow with a fabulous team of People, who work together to achieve business goals.
A Players: There is a simple measure to know if you have this—do you have 100% “A-players” in every role?
Virtual bench: When you have qualified candidates on a “virtual bench” (ready to hire as business grows), this allows you to plug in the team you need when you need it, rather than overwhelming your staff and disappointing customers as you reactively scramble to find more teammates.
What is your ikigai?
As the owner, you are both the key to your success AND your biggest roadblock. If you want your business to run without your daily involvement, you need to:
Build a trusted management team to optimize the business
Delegateto handle the daily operations (no meddling)
Hold them accountablevia the goals and dashboards tied to strategy
Focus your efforts on your genius—what you love to do, what provides the greatest long term value for the business
A lack of profits is a huge roadblock to your business success. Low cash flow causes you to make decisions out of scarcity— cheaper labor, old broken equipment, taking on low margin jobs, not investing in process improvement, and working yourself harder.
When you have the Right Plan, Process and People, the Profits start flowing (I call this the 5 P’s model).
This upward spiral of success finally provides you the security, freedom and funds to step out of the daily “running” of the business, and let you focus on your ideal role and ideal week (and ideal life).
About the author: Diana Southall is the creator of the People Plan. She helps owners who want to grow their small business but are too personally involved, and who want to learn how to “run a business” and build a trusted team to handle the day to day.
Last week I was speaking with a small business owner who told me “you aren’t telling me anything I don’t know… but HOW do I get my team working together to grow the business..
HOW do I get out of overwork and overwhelm?”
In a sentence, his firm lacks Accountability.
But what can/ should he do?
To quote an owner who has made this transition: “Knowing doesn’t make the difference.. it is Doing that matters.”
We talk about Accountability as if it is a “thing” that other companies have but we can’t seem to find, an elusive dream, a pink elephant.
Accountability is not something that is “done” to people but a contract between you (as coach) and your team member.
They know the Right Things to do, how and when to do them, what Right looks like, and agree to Get’r Done (said in your best Jeff Foxworthy voice).
It’s a process of being clear, getting people to commit, and then coaching with feedback, re-direction, praise, follow-up and sometimes tough love. It’s the proverbial “holding someone’s feet to the fire” or “inspecting what you expect.”
It’s also important that you have process to setup, agree to and expect Accountability.
The aforementioned owner thought his main problem was “finding better people”– yet a “better employee” will not be much more effective in a team who lacks accountability as a system.
Here are two quick videos from leaders on the accountability front to explain more: