In today’s Lean Start Up culture of small business, the major thought among many owners and operators is the need to output products and services at an optimal quality and high level of productivity that satisfies market demand. Naturally, the adherence to these principles increases the probability of the business to experience robust revenue and profit growth in addition to increasing market share. For the most part, these outcomes are desired highly by small business owners, but they also pose a considerable business risk in the form of employee mismanagement.
The labor component of any business easily can account for at least 30% of the total cost structure depending on the business model utilized (i.e. manufacturing, retail, service). Thus, management prioritizes its monitoring and oversight of this cost component to ensure proper balance and alignment with production output and ultimately market demand. In doing this, though, employees are often treated as components of a business’s production cycle instead of human beings. The tendency of management to treat and manage employees as objects rather than people can have a negative impact on the business both in the short and long-term.
Owners of small businesses can and should learn to “lead” and not manage their employees. Webster’s Dictionary Online defines management as “the act or process of deciding how to use something”. Since most small businesses consist of no more than 5 employees including the owner, there’s a close camaraderie among employees and owners that helps in making the production process more flexible and agile in regards to changes in market demand. The downside to this strength is that management fails to learn how to lead their staff. As a result, employees are not empowered to think in creative ways to enhance the business’s competitive advantage for the long-term. Instead, they are relegated to menial and automated tasks similar to a machine. We are not discounting or understating the value of an employee that performs menial and automated tasks, but it’s management’s responsibility to ensure that each and every employee’s ability is maximized for the business’s success.
Two key small business management tips for “leading” employees are:
Tip One: Reward and Recognize Employees Early and Often
The implementation of this first tip is easy and straightforward. The power of getting results with this tip is from a commitment to consistency. Small business owners should set up a personnel reward and recognition system that incentives their staff for taking calculated risk within their scope of work to think creatively in enhancing the long-term competitive advantage of the business. Examples include gift cards, certificates, novelty items, etc. The goal here is to reinforce behavior that adds value to the business and these come from leading them to think creatively of ways to do their jobs better and more efficiently.
Tip Two: Delegate Effectively
This second tip focuses on empowering your employees rather than micro managing them. Effective managers know that the line between empowerment and micro managing is slim, but with experience and foresight, managers can implement this tip with ease as well. Empowering employees is all about clearly communicating expectations and vesting authority in them to accomplish the desired goal. Delegating effectively holds amazing value for owners of small businesses because it’s a way for them to replicate themselves exponentially.
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