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As Seen in Multi-Unit Franchisee - The Emotional Toll Of The DOL Ruling

As Seen in Multi-Unit Franchisee - The Emotional Toll Of The DOL Ruling

Changes to the DOL rules may stir up concerns of employee turnover, especially in an environment where it is difficult to find good committed people. Learn how to motivate and retain employees that are affected by the new ruling on overtime pay.

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Case Study – Right People Drive Performance

Industry: Franchise

Company Overview: First generation, multi-unit franchise business, two partners with locations in multiple states and a diversity of brands

Challenge: First generation business owners, needing to recruit and retain key employees to build leadership bench strength. The owners have always simply hired to fill positions and were experiencing continual turnover, which was not only costing money, but also preventing the company from growing due to lack of leadership in key roles.

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How to Improve Teamwork and Increase Productivity

Organizational productivity is dependent upon teamwork, which I describe as two or more people working together for a common goal. “Team” can be expressed or implied, conscious or unconscious, but regardless, organizational productivity depends upon the effectiveness of interdependent, collaborative effort.

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What's The Purpose Of Your Success?

Succession is dependent upon success. Therefore, mediocrity is not a succession option. In order for you to have confidence your successors can survive the predictable distractions, issues and problems associated with the transfer of ownership and management control your business must perform above benchmark to assure that there is adequate margin for a dip in productivity.

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How To Leverage Your People To Build Sustainable Business Value

In order to build long-term sustainable value in your business, you must understand that the business is all about the people. People generally want work with a purpose, to feel like they are a part of something bigger than themselves, and that their work matters. As a business owner, you need to understand that you are leading a group of volunteers. Your employees could go somewhere else to work. What will endear them to you and the company is when you provide them with a clear and compelling sense of purpose. When there is a clear purpose that drives you and your organization, it will put you in a position to determine which of your people are in alignment with that purpose and which ones aren’t.    

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Pursuit of Perfection: The Game That Can’t Be Won

Some people are obsessed with perfection. Recently, a Board of Directors asked that we conduct a 360 Evaluation of the Chief Executive Officer of their organization. When asked if there were any specific performance concerns, the response was “Not really, we think that Mary Beth is an exceptional leader, organizes well, thinks strategically, and has the full confidence and support of the Board. We just have some concerns that we’re not doing all we can to help her develop, and a 360 will help us identify areas that are deficient.”

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How to Handle Underperforming Family Member Employees

Family members are attracted to the family business for a number of reasons. Most of my clients are thrilled to have their offspring involved in their businesses and many have high aspirations for their children. The truth is, family members can represent a profound asset especially if they enter the business with humility, adequate training, and meaningful prior work experience. These individuals tend to be a delight to have around and are relatively easy to manage. Conversely, entitlement, arrogance and a less-than-stellar work ethic can be problematic. So what happens when a family member does not carry his or her weight?

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Bulk Up and Charge Up - How Vacation Can Reveal Your Business' Bench Strength

I recently wrote an article about managing one’s business as if it were always for sale. One of the key points was getting management proficient at running the business successfully in the owner’s absence. But what about management’s absence?

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Feedback – The Breakfast of Champions (and High Performing Cultures)

Feedback is a peculiar animal.  While many of us tell others we want it, we often abuse the messenger brave enough to give it.  Or, if feedback is delivered by a “system”, we look for faults in the way the system was designed to deflect the message and save or rescue ourselves from embarrassment that usually comes with looking foolish.  

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How to Create a Culture of Excellence – Is Your Environment Appealing?

I have a car dealer client in Colorado with a showroom that is out of this world. It’s a well-appointed living room environment complete with plenty of workstations, wireless internet, salt water aquarium, fireplace, and a well-rounded playlist on their music system – and the music’s loud. I routinely arrive earlier than my scheduled meeting with the client because it’s a very comfortable and engaging place to work.

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The SOAKWU Epidemic and It's Great Threat to Succession Success

Recently a client – Steve – expressed great concern about complacency.  “I think it’s creeping into the organization and the family; and I’m not sure I know what to do about it.  Our numbers still look good, but we seem to have lost the ‘fire in the belly’ that drove us for so many years.”  When I asked him to be more specific, he talked about “cruise control” management; “no one is as good as we are and we’ve paid our dues attitudes”; and entitlement episodes among immediate family members.

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Successor Development and Talent Management: What Makes It So Hard?

Companies like to say that people are their greatest asset.  If that’s really true, why are so many organizations unprepared for facing the challenges associated with recruiting, selecting, and retaining the right people in the right seats?  

According to one COO I interviewed recently, “Talent management puts you under strain because it stops you from doing what you are rewarded for.”  This COO’s sentiment, one that I find many executives agree with, is one of the major obstacles to developing talent, family or otherwise: people simply don’t believe that’s what they’re paid to do.

Whether your business is privately held or publicly held, talent management and successor development in your organization probably share a common financial thread.  In both cases, development is expensed rather than capitalized.  Now you might be asking, “What difference does that make?”  Keep reading.

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Leadership Succession - Whom Do I Develop?

Not too long ago, I spoke to a fairly large gathering of people involved in Human Resources, Organizational Development, and Talent Management.  Some worked for privately held businesses, some worked for the publicly held sector, and some worked for the government sector.  Regardless of their affiliation, all had questions about what groups of people get the benefit of development dollars.

When this topic inevitably came up, I shared a story that goes back more than fifteen years.  My client and I were finishing the definition of the scope of the development project under negotiation.  Tom made it clear that he wanted family members involved, and then he added, “I don’t have to do everyone do I?”  To that I replied, “Of course not, Tom.  You just tell me whom you want to leave ineffective and non-productive; and we’ll skip right over them.”  Tom decided to include everyone.  

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Developing High Performance Culture - Forget About Accountbility, Build Commitment

“We desperately need a culture of accountability around here!    How can I make people more accountable around here (including, in some cases, my children, my parents, my spouse, my siblings)?” 

Well, you can use your power and emotionally or financially abuse people; but that may be what’s gotten you into a commitment bind in the first place.  If you rely mostly on organizational power and position to drive results, you will generally wind up with malicious compliance. 

Why?  When most people think about accountability, they usually picture heads rolling, feet held to the fire, nose to the grindstone, or any other metaphor that refers to people being punished or hurt in some way for not having performed at a high enough level (which is usually either ill-defined or undefined and, on occasion, unrealistic). 

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Want to Get Management More Involved In Developing Ideas? Try the Incubator Approach

When it comes to creativity, most of us have won the genetic lottery.  Trouble is, most of us get trapped in a “good enough” comfort zone, even when “good enough” isn’t.  It’s not that we don’t have the tools to grapple with business, family, and succession problems and challenges; it’s that we have chosen to use someone else’s best practices.  That can be a fatal flaw when it comes to succession planning.

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Effective Leadership - Hub and Spoke Eventually Chokes

Last year while reading the Orlando Business Journal I came across a one liner that read, “the sign of a good leader is when the business runs as smoothly when the leader is in the business as when he or she is out of the business.” As a succession planning professional dedicated to impacting lives and perpetuating family business legacies, this quote resonated with me. While it occurred to me that the title of this article sounds like a quote from Johnny Cochran, the hub and spoke approach to management and leadership impedes the business’ ability to operate smoothly when the business owner (the hub) is away from the business. And from a succession planning perspective, this can be devastating!

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Management and Performance - That "Oh So Enticing" Spirit of Healthy Internal Competition

On more than one occasion, a client has openly crowed about the “healthy competition” that goes on within the company.  You can hear their jaws drop when I respond “Gee, that’s too bad.”  You see, I don’t know that I’ve ever seen healthy internal competition; so, from my perspective, that concept is just as much an oxymoron as “family business”.  Perhaps Walt Kelly, who wrote the famous and well read comic strip “Pogo”, summed it up best in an often quoted frame:  “We have met the enemy, and he is us.”

Many successful business owners and leaders are competitive spirits, confident risk takers, creative and innovative people who believe that employee engagement in the business – family or otherwise – and personal respect are rewards that must be won.  As a result, they set up incentives, rewards, promotions and other forms of personal and professional advancement so that there can only be a few winners – possibly as few as one – and multiple losers.  All of this effort is made to honor the rationalized belief that “Healthy competition is good for us.”

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Management Synergy - How to Design Team Collaboration

Teams are a puzzle to me.  Individuals with unequal talent, different experiences and education, and sharing only a commitment to a common goal come together in ways that pull them together or push them apart.  The elements that make them succeed or fail have certain characteristics that repeat over time; and even replicating those that are successful is no guarantee of success the second time around.

There are, however, certain characteristics and patterns that consistently lead to successful outcomes and results. 

Here are some of the pieces that I consider most important in designing team collaboration.

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Not Every Collaborative Team Decision Has to Be Built on Consensus

One of the great myths of the late twentieth and early twenty-first centuries is that collaboration stems from consensus. 

The common approach to collaboration suggests that engagement is not possible unless people have an opportunity to participate in the decision making.  My experience as a Certified Succession Planner® leads me to believe something somewhat different. The behavioral assessments we use in helping select the right people for groups such as operational teams, family councils, and various types of boards suggest a great many people want to be involved in the decision making process without necessarily having the responsibility for actually making the decision.

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The Incentive Trap, Are You Caught In It?

Here’s something that may challenge your current thinking about incentives: Not all incentive programs motivate people towards better and higher levels of performance.  In fact, a good many of these programs have just the opposite effect. They can also serve as a source of motivation for the wrong people or a source of entitlement.

Basically, there are three types of motivation:  Fear (self-imposed or direct threats); Extrinsic (outside programs such as bonuses, special perks, etc.); and Intrinsic (internal drive for accomplishment).  While fear and extrinsic motivation may have some immediate impact on performance levels their impact is generally short-lived.

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