This our final article in the series of Growing Managers. We started with the Discipline of Management, covered Promoting Smart, and the last edition was running a Manager Nursery. We identified the difference between management and leadership, what attributes to look for when promoting, and how to develop from within instead of hiring from the outside. Now the question is – how do I measure performance?
Writing this series is finally going to allow me to share everything I learned about management over more than three decades consulting, and holding every imaginable executive position at both large and small companies, including in the landscape industry.
I left corporate consulting many years ago to focus on the engine of the American economy—the small business. The statistic that defined my decision was 90 percent of all new jobs were created by just 5 percent. These companies were very small—under 20 employees—and could overcome the odds to achieve exponential growth. I was hooked; it became my obsession.
One outcome from our research on fast job creation was the determination of four characteristics that separate the elite 5 percent from the herd. The following represents the data with an understanding that each organization pursued these four characteristics in ways unique to them.
The right person to place into a position of responsibility in your business is out there, but given the current challenges of the labor market, your ability to attract them is limited. The right person for a self-managed business needs to be grown internally.