7 Things You Must Do To Gain Staff Commitment To The Success Of Your Small Medium Business

Author : Leon Noone

Introduction
Are you a small-medium business owner or manager passionately committed to the success of your business? Are you frustrated at times because you feel that your staff don’t share your commitment? Here’s the good news There are specific actions you can take to increase staff dedication and commitment to a more acceptable level

1 Expectation Tell them precisely what you expect of them, individually and collectively Make sure they’re absolutely clear about the key results you’re seeking: specific, measurable results the day to day, month to month, and annual results that mean that the business is successful To contribute fully, your staff must know exactly what’s expected of them

2 Involvement Involve them in working out how they can best achieve those results They do their jobs hour after hour; you don’t Recognize that they probably have the best ideas about organizing work to achieve good business results

3 Resources Provide all the resources and information they genuinely need to achieve the results you want If you want someone to turn out 10 widgets a day, you must provide a reliable machine with that capacity I’m not suggesting you simply give in to every complaint or suggestion Find out what information they need – in their terms, not yours – and provide it But don’t dump facts and figures on them because you think they’re important

4 Information Explain how the business works; how it makes profit; what causes loss; how the different activities relate and affect each other You might think they already know You might be surprised If you want them to own their roles, you have to provide something worth owning

5 Ownership Extend responsibility and accountability as far as you can Encourage the development of “whole jobs”, not just bits and pieces of the process Ensure support staff feel that their contribution is highly valued Give staff short term work outside their normal jobs to broaden their perspective Make sure they realise where their job “fits” in the overall scheme of things

6 Rewards Reward them when they achieve the results you want And reward both groups and individuals Rewards don’t have to be in cash They can range from profit share to chocolate bars But when “they” give you what you want, be willing to “share the spoils”

7 Freedom Throw out of every piece of paper with a heading such as job description, position description, statement of job responsibility or any document with a similar title As owner or manager you don’t confine your role to such a straitjacket If you want them to feel more sense of ownership, define their jobs in terms of the measurable performance you expect

Conclusion Nothing I’ve said is new but it’s true To put it bluntly, there are only two reasons that your staff will ever go way beyond the “call of duty” in their jobs: to please you or to meet the standards of professionalism they’ve set for themselves You can’t remake them to be another you You can help them see themselves as absolute professionals and perform accordingly

Leon Noone helps managers in small-medium business to improve on-job staff performance without training courses. Some say his ideas are too unconventional. Find out for yourself by reading his free Special Report ’49 Practical Tips For Better People Management In Small-Medium Business’. Simply visit http://www.leons7secrets.com and download your free copy now.

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