Page 34 - Flathead Beacon // 12.16.15

MERRY
BUSINESS IS PERSONAL MARK RIFFEY
CHRISTMAS
IS YOUR BUSINESS
and Happy Holidays!
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N2016 READY?
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Downtown Kalispell
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DECEMBER 16, 2015 // FLATHEADBEACON.COM
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EW YEAR PLANNING FOR YOUR business is often a mechanical process involving adding X per-
cent to various budgets and reducing others or leaving them the same. While nancial planning is important, be sure to invest some time at a deeper level so that next year isn’t simply a repeat of this year with a di erent calendar.
Even if this year has been your best year to date, there’s always room for improvement. In fact, the year after your best year often requires even more focused e ort to maintain your cur- rent pace. On the other hand, if this year wasn’t so great or was “simply OK,” then these discussions will be in context to turn things around.
Here are some questions to consider for your New Year planning.
Strength Training and Leverage
Who isn’t getting the training they need? What parts of the company would likely produce improved performance after receiving additional training to leverage their strengths? What sort of training is required? For whom? This review should involve everyone in every department, from the owner to the new- est employee.
While training can go a long way toward dealing with strengths that need reinforcement, the real solution is often found by delegating certain work to other people. Fighting someone’s weaknesses is usually a waste of time, talent and money. Can they be overcome? Perhaps. Is it worth it? It depends on experience and whether or not the questioned work is the person’s real gift.
You might be tempted to think, “They run the cash register. How is that a gift?” The register isn’t the point. The peo- ple at your register, at your reception- ist desk, on your support lines, taking inbound calls – they’re the people who make the rst impression at your com- pany. They’re great at public-facing work, or they aren’t. Some will grow into it. Some never will, but may excel at other things. In the meantime, every new pros- pect and client interacts with these folks. Wouldn’t you prefer they interacted with someone who rocks that register, recep-
tionist desk, or inbound call?
Ever had a great experience at a hard-
ware store cash register? Ever had a bad one? Ever called in or met a receptionist who was a company’s best asset or worst
rst impression? How are these things going at your place?
Assess Leadership
Over the last year, you can probably name the high and low points from a lead- ership perspective. This includes own- ers, managers and team members. Last week I talked about the comfort you feel when you know someone has your back. A good bit of this is driven by leadership and example setting.
For every leader on your team, con- sider what would help them grow as a leader in the coming year. What can you do to help? What about everyone else? Have you and your managers taken the time to identify sta ers who show poten- tial as leaders? What process will be used to do that? If you’re a team member and you want to lead, two things: Continue leading by example and be sure to let your manager know that you want help becoming a better leader. Assuming they can read your mind isn’t a great plan for your future.
Communication
As with leadership, you can probably identify the highs and lows of communi- cation over the last year, both with your clienteleandyourteam.What’syourplan to learn from them, train based on what you learned, reproduce the wins and address the less than ideal?
Is there anyone on your team who needs communications training? Do you cringe when you read emails from some people? Does anyone on your team struggle to get their point across ver- bally? What can you do as an owner to help them? If you’re the one having dif- culty communicating, who can you ask for help/suggestions? Again, don’t assume anyone will come to your rescue. Take initiative. The ability to communi- cate e ectively is a big di erentiator for you and your company.
New Year Planning and Individual Goals
All of the things we’ve discussed above relate to individual goals. Either you want to improve or you want your direct reports to improve, or both. What have you done to communicate the company’s goals for the coming year? What about your departments? What about your per- sonal ones?
It’s time to have these conversations.
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SEASON
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Want to learn more about Mark or ask him to write about a strategic, operations or marketing problem? Email him at mri ey@ atheadbeacon.com.