This solution is much more than a few How-To steps. This requires systematizing the business on a platform that automates the routine and allows people to use intelligence to do the job or run the business. What are essentials?
This is Chapter 3 in our series on Workforce Development. Chapter 1 covered “What Makes People People” – understanding motivation. In Chapter 2 “New Models of Compensation or Pay4Performance” – understanding how to design smart compensation that drives performance. This article focuses on how to Select and Onboard the Best People.
Because you are a small business – hire people who are achievement driven, who have your drive to get things done. Second expand how you see the company and make it a force in the local community. One or two small projects you can showcase is essential to grab the attention of the 20-30 population. Last – look for attitude, not skills. You can train skills, attitude is a long term project. Hire people that will appreciate what they learn. If you can’t keep them, and you won’t keep the good ones – they will become competitors, establish a reputation for growing great landscapers. One last thought – where are you on employee ownership? What if you had a reputation for giving great employees a piece of the action. Might the good ones stay?
Stop Doing Their Work Who Owns the Monkey? The following article is not traditional time management. That stuff is good and works but doesn’t address the core problem – if you are doing the wrong things, doing it well is not smart and doesn’t fit our theme about Growing Managers. I was exposed to the work of […]
Once you start developing your own talent, there are rules for leading and managing people. The following sums up my experience leading people, plus growing several companies.