Do you have a playbook for your business?
Just like a great sports team, your people need the know "the plays" for your company. You should have standard operating procedures for your company that detail the way business is done in your company. This provides structure, accountability, and consistency; all of which equal solid r.o.i.
A playbook does not mean you eliminate creativity or better ways of doing things; but it does make sure you have an agreed upon set ways of conducting business.
Would a sports team be the champions without everyone knowing the playbook and plays to win the game? No.
Your business is no different. You need a playbook.
Monday, November 20, 2006
Thursday, November 16, 2006
PEOPLE PEOPLE PEOPLE
By far the most important factor in succeeding in today's business environment is people. Those companies with the best people win. Its that simple. But why does this constantly get ingnored?
It starts with hiring process. Most companies hire when they need someone and then are in a position of weakness. The best people are not looking for jobs; they already are in a good jobs and most are happy. The best companies are recruiting and looking for good candidacy everyday. Its a culture of finding good talent that separates good hiring practices. Once you find good talent, a good interview process is critical. Candidates should go through several interviews before being hired.
Once hired, then a training program is needed. Training should be both initial and on-going. How much time does your company invest on initial and on-going training? Do you have a detailed training process? If not, why? After initial training, there should be an structure on-going training program that develops talent and the next generation of leadership.
As part of on-going training, employees should be ranked to determine who is performing and who is not performing. I use A B C. A people are the best performers and the company must have a plan to retain them. They are superstars that drive the company. B are good, solid performers and must have a plan to move them into A. C are under-performers that must be terminated.
The company must reward performers (A).
Some quotes on people:
It starts with hiring process. Most companies hire when they need someone and then are in a position of weakness. The best people are not looking for jobs; they already are in a good jobs and most are happy. The best companies are recruiting and looking for good candidacy everyday. Its a culture of finding good talent that separates good hiring practices. Once you find good talent, a good interview process is critical. Candidates should go through several interviews before being hired.
Once hired, then a training program is needed. Training should be both initial and on-going. How much time does your company invest on initial and on-going training? Do you have a detailed training process? If not, why? After initial training, there should be an structure on-going training program that develops talent and the next generation of leadership.
As part of on-going training, employees should be ranked to determine who is performing and who is not performing. I use A B C. A people are the best performers and the company must have a plan to retain them. They are superstars that drive the company. B are good, solid performers and must have a plan to move them into A. C are under-performers that must be terminated.
The company must reward performers (A).
Some quotes on people:
- Your staff is a direct reflection of you
- Having the right people is 99% of success
- Everyone says they want "good" people but don't have a list of skills, traits, and backgrounds they are looking for
There is nothing more important than working on and with your people. Do your priorities match this?
CJT
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