AUTONOMY, THE KEY TO PEOPLE EXCELLENCE - Sarita Johan

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Introduction
Why are you in business? This is a question my mentor asked me years ago. My answer was to design the life I want, his answer was you are in business to attain clients and from there retain.  At every level of our business you deal with people, both internally and externally. 

In order to scale your Business your next step is to build your team and find the right people in the right seats.  Once you have established processes and structures you are now working towards this becoming a strong partnership where your people get to not only perform their roles but also to contribute and exceed in their performance. 

The key is to understand first what you need followed by understanding each individual's greatness and allowing them to operate from their strengths. As a business owner, entrepreneur or manager  you carry the responsibility to elevate your people. To achieve this you continue to Invest in your people. People can be the best marketing communication source and cheerleaders. On the flipside it can turn the opposite way and potentially bring havoc to your business. 

Quote:
CFO asks CEO: What happens if we invest in developing our people and then they leave?
CEO: What happens if we don’t and then they stay?

Show Objectives - The Why
The objective for today’s episode is to explore why it is important to be diligent when inviting new team members into your business. Every new employee brings about change, either positive and/or negative and a great deal depends on how we recruit, the thoroughness, how we onboard as well as what processes do we have in place to set the new team member up for success.

​It is a process that requires clarity and good execution as without it it can be a costly exercise and have a huge impact on the entire business, internally morale and externally affecting the customer experience. Why people stay is when they are engaged, connected and clear on where they are going. Why is this important? If your team is engaged and clear it is more likely they will support your vision and when required put in the extra mile. 

Key Issues - Owner’s Perspective

1. Are responsibilities clear? - position descriptions, standard operating procedures, 
2. are the lines of authority clear - position descriptions, standard operating procedures, 
3. does the individual have sufficient authority to perform their role without needing high organizational levels to intervene? 
4. if responsibility and authority are unequal - reduce responsibilities or increase authority

What You Need to Know - The What 

1. Why you are hiring the person, 
2. Is this a new role or existing role?
3. Do we have a clearly defined role spec and if so when was the last time it was reviewed/updated? 
4. Are the expectations clearly defined? 
5. In order to set up your team member for success we need a set of standard operating procedures available, if you do make sure they are recent and if not create them
6. The new team member must know the lines of authority, who are they reporting into etc
7. Does the role description allow the new team member to perform their role without levels to intervene?

What not to do…… 

1. Do not rush into hiring that champion you are looking for
2. Do not set and forget your role descriptions
3. Do not mind read or follow your perception that the new team members is doing well, invest the time at the beginning, regular updates, feedback check ins

What you need to do  - The How

1. Spend time in getting to know your team member well, be human
2. Keep your role description recent and relevant in other words it is a living document, so review regularly with team member (in particular if people are promoted or in transition)
3. Create and implement a good training and mentoring program 
4. Have as part of your SOP a  30-60-90 day review in place to allow feedback and measure progress
5. Ask what they want to achieve
6. Develop a pathway which includes personal and professional development

In a Gallup study it was found that 75% of people who voluntarily left their jobs did so because of their managers/bosses and not for the role itself. People dont quit jobs, they quit bosses. 

Shows
Previous: Episode 10 The Richness in Diversity
Next: Episode 11. Ready, Set, Grow, build your game plan

We are approaching the end of 2020, it is a perfect time to slow down to speed up. 

If you are committed to hit the ground running in 2021 and your aim is to get your team thriving I am offering my free Business Health check on-line tool. Book your time here 

If you have any questions or would like more info on how to Play your A-Game from the Inside Out? then see below links where you can find me. 
Website Email Linkedin  Instagram


Written by Sarita Johan

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