Seven questions every business should ask itself!

There may be plenty of comments in the Press that the recession is over, but are we in business actually feeling that? I doubt it!

Let’s be honest, being self employed or running a business is no cake walk, despite what others may think, and even in good times the stress is a challenge to manage. In difficult times, it’s easy to feel that the business owner is very much ‘on their own’. Wouldn’t it be great to feel supported by the workforce, or at least your senior staff?

Getting your business fighting fit means also taking a long, hard look at your organisation… and yourself. Sometimes staff cry out to take greater responsibility if only the boss would allow them some leeway. From vision to management style, take the 7 question test to help shed some light on some areas that may need attention:

1. Do I, as the boss, delegate enough?

1. I know enough about my business to delegate where appropriate. I ensure people can take ownership of projects and feel empowered and engaged, even if it sometimes means they have to learn from mistakes.
2. I struggle to let go of certain tasks, although it’s easier with those tasks I don’t rate so highly.
3. I never seem to have enough hours in the day. People look to me for leadership, so it is about coaching and helping them too, even if at times it can mean I get bogged down in menial issues.

2. Do I manage change effectively?

1. I accept that change is never easy and people can feel uncomfortable with it, so it is about letting people take ownership of that change.
2. If I tell people clearly what is going to happen and what is expected of them, they are more likely to accept change.
3. People want leadership from their managers and they trust me to do what is right for the business.

3. Am I accepting and receptive of new ideas?

1. I actively encourage staff to come up with new ideas to improve the business. Managers are assessed on their ability to put new ideas into action.
2. During board meetings I always encourage debate and discussion of new ideas.
3. New ideas are welcome, but what is important is to be able to see the bigger picture.

4. How do I solve problems?

1. By gathering evidence, listening to valued colleagues and the management team, looking at and costing out different solutions and then taking and executive decision.
2. I expect my team to discuss problems openly, review the best options and come back to me with solutions.
3. I know this business better than anyone. The buck stops with me.

5. How do I deal with stress in my business?

1. I understand some pressure can be good but people react to it differently and, if you don’t feel in control of your situation, it can tip over into stress. I encourage the discussion of workloads during appraisals.
2. We have formal stress management protocols and guidelines which all managers have access to.
3. Anyone who feels they are not coping can always speak to me or their line manager.

6. How do I connect with my staff?

1. Good management is about getting people to want to do what you want them to do. I need to ensure people are happy to put themselves forward and feel empowered to come up with ideas and make suggestions.
2. On a day to day level individuals manage themselves, with relevant information being cascaded upwards.
3. My workforce is a great bunch, very committed. We are a real team. I always stick my credit card behind the bar at the Christmas do.

7. What do my staff think about me?

1. My appraisal includes a 360 – degree element to it and we have a very flat, open management structure. I like to feel I am accessible and on the level at all times.
2. Our annual employee attitude survey includes feedback on the management team, which each year has been more positive, so I know we are doing things right.
3. The feedback I get is that I’m respected and thought of as fair. Sometimes tough decisions have to be made, and have conversations that some people will not like, but it’s important to be fair and never to get personal.

As business leaders and managers, we’re all somewhere in the above! Here are some views of your approach/style based upon your answers:

Answers:

Mostly ‘A’s:

You have a clear vision of where you are going and what is required of you as a leader and manager, and the personality and confidence to lead by consensus and example.

Mostly ‘B’s:

You’re going through the motions of good management but have a tendency to retreat into an overly bureaucratic style, with the risk in turn that it can lead to indecisiveness.

Mostly ‘C’s:

You lean towards a somewhat old fashioned, command and control approach to management. While this can have its place, particularly where time is short, a more outward, listening and consensual style might also bring dividends from building confidence and ownership in your staff.