I’ve learned something on the road of being a business owner and leadership executive. As we all know in business there are two roles in an organization for an owner, the role where an owner works on the business, developing the systems and processes, fostering relationships, creating sales, and building the company as he/she sees fit. Then there is role where the owner needs to work in the business. He/she is integrally involved on the operations side, being in the field, delegating to the crews, seeing projects come to fruition or seeing the big lots cleared of snow….’keeping an eye on things’ and being the ‘go to person’. With all of the above; the mind-set of the owner often becomes somewhat, it works for me, sales continue to be made, inquires keep coming in, employees seem loyal and the employees know what to do on a day-to-day basis. So; there seems to be no reason to change the situation as it works. That’s all fine for the ‘content’ business owner who feels safe with where he/she is at.
Then there is the entrepreneurial business owner, or simply the business owner above who has now realized that the status quo is not enough. They realized that that have the ideas, energy and infrastructure in place to do more. He/she is innovative, progressive, forward thinking and energy charged. They have done everything above and realize that they want more. They want to ‘transform’ the organization from where it has been to where it should be. They now have the ‘Mind-Set’ it’s time to navigate the company to the next level. They know It’s a big step. It’s the realization for the owner that it is really now the time to work more on the business then in the business. It is the time to realize real meaning of the words company culture, organizational structure, delegation, accountability and ‘TEAM’. (Together Everyone Achieves More) These words have real meaning in an organization that is moving forward and an owner must be committed to the process of moving the organization ahead with this mind-set.
Onward to transitional leadership and moving the company ahead.
Transformational leaders tend to be visible to the staff. They work among the employees moving the staff forward with inspirational words and actions. One of the lasting effects of this kind of management style is that the employees begin to develop a stronger sense of confidence in the company. Managers are seen as the company representatives, and when the company representatives are overtly upbeat about the company’s future, then the subordinates begin to accept that as motivation. Rather than questioning company methods, employees work harder to help achieve company results. Employees that become inspired by transformational leaders find themselves wanting the company to succeed. With a transformational manager pushing hard on the staff, the staff begins to believe in the success of the company and starts to take company success personally. This elicits a stronger sense of commitment from the staff that will have a direct positive effect on productivity and efficiency. Employees want to see the success that they hear about through transformational leaders, and that causes the staff to dedicate more of its time and effort to insuring company success. Transformational leaders often inspire employees by explaining how an employee can improve his/her performance through greater education. As a visionary leader, the transformational manager helps employees to envision career success through further education and training. When employees see positive results from training and education, they will become even more dedicated to developing their own careers as outlined by the transformational leader. One of the elements of being a transformational leader is delegating responsibility to subordinates to assist in their career development. Transformational leaders believe that employees benefit through additional responsibility, as employees take on greater responsibility, they become company leaders themselves. Transformational leadership tends to perpetuate itself by getting the staff involved in important decisions and showing confidence in the employees’ ability to make the right choices. This creates an ongoing managerial talent pool to choose from and allows the company to grow.
While transitional leadership is part of the change management process in growing an organization. The foundation is both its people and its clients. Where many companies fail in this journey is the lack of understanding of the process and what it takes to be successful. If your look at the landscape-snow industry you can clearly see that the companies that have grown in both revenue and market share, regionally or nationally have done so be implementing these strategies. The companies have only done so with a half-hearted mind-set are actually like a juniper in shade, they might always exist, but they will probably never really thrive.
Looking for a good book on the subject, suggested reading;
- The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It Paperback – by Michael E. Gerber