Fast-forward 12 months.  The year is winding down and you’re reflecting on 2012.  The presidential election recently concluded and you are wondering if the new knuckleheads in Washington will continue to spin wheels and create even more chaos and uncertainty than the previous ones.   Who knows?

How quickly the year has flown.  You’re company has done OK, but there are several important objectives, including several important personal ones, that you just didn’t have time to achieve.  And you were SO busy.  You may even be exhausted.  You’re thinking to yourself, NEXT year will be different.  But will it?

During the last several months, I’ve visited with over one hundred of the most successful business owners in Texas.  I interviewed them about their success.  These are the private business CEOs that consistently win performance awards for rapid revenue growth, profitability, leadership, best workplaces, superior entrepreneurship, etc.  You’ve probably read about many of them in your local business journal or the pages of Inc. or Forbes.

When surveyed, the vast majority of these outstanding company builders reported a RECORD year in 2011, despite a lackluster economy.  Interestingly, most also reported a much LOWER level of stress than last year and said that they spent a much LARGER percentage of time doing things that they really loved, all while increasing their company valuation.   More profit, more vacation, more peace of mind…

Will this be YOUR story next year?

All of these successful CEOs and Presidents have unique businesses.   So how did they do it?

Instead of blaming the economy and worrying about things outside of their control, each took proactive responsibility for the beliefs and activities they could control, leading to remarkable results and personal freedom. 

Following is a summary of five simple Choices – Each of these outstanding owners chose to make UnConditional Commitments prior to starting their year:

They Committed to start with the End in Mind.   They developed a clear, inspirational Personal Vision.  They then developed a clear vision for their business (including a Succession Plan or Exit Strategy) that aligned perfectly with their Personal Vision.

They Committed to allocate sufficient Time for Themselves.  No matter how many fires were burning.

They Committed to Eliminate Mediocrity and Entitlement Mentality.  They raised their expectations and then raised everyone else’s expectations.  They insisted that their company would have the right people on the right seats on the bus.  Then they held everyone accountable to the new higher standards.

They Committed to have enough Capital to operate their business and execute their plans.

They Committed to use their time in the MOST effective way and used Delegation was a critical element of highly leveraged successful leadership.   They committed to proactively use a process to focus their precious time and energy on the true priorities, executing the essential, non-negotiable components of an effective CEO Job Description, described below:

They planned using an effective, flexible Private Business Operational Planning Tool.

They recurrently and consistently analyzed & improved Operational Health.

They recurrently and consistently analyzed & improved Financial Health.

They recurrently and consistently analyzed & improved Executive and Communication Blindspots.

They recurrently and consistently analyzed & improved Stakeholder Satisfaction, the leading indicator of future results.

They recurrently and consistently met with a professionally facilitated Board of CEO Peers.

They recurrently and consistently met with an experienced Accountability Partner, to ensure effective execution on the commitments above.

If you think all of this is time consuming, think again.  These decisions are all massive time savers and stress removers.  Choosing to take responsibility for behaving like an effective business owner will help to generate improved results for your company and more freedom to spend time doing the things you love most.  

No magic, just choices. 

If you decide to model the Best of the Best business owners in Texas, but can use some help getting started, email me at joe@zthree.com and write FREEDOM in the subject line.    I’d love to hear from you.

Best Wishes for your Abundant Success and Prosperity in 2012.

Joe

This is the next article in our series covering the Employee Life Cycle;

• Recruitment and Selection
• Orientation and On-boarding
• Retention
• Performance Management
• Development
• Separation

You and your candidate decided to move past the dating phase and get married; now what? The last thing you want to have happen is to have your “spouse” show up the first day and not have their new home ready and waiting. Although orientation centers around and exists to help the individual employee, the Company ultimately reaps the benefits of this practice Consider the following benefits of a proper orientation: 

• Reduces costs associated with learning on the job
• Saves co-workers and supervisors time training the new employee, thus increasing production
• Increases morale and reduces turnover by showing the employee they are valued

According to the Institute of Management Development (IDC) employees not fully understanding their jobs cost an estimated $37 billion. So, here are a few must-haves to make sure the good feelings last:

• Plan the first week for them starting with any orientation materials as soon as you can on day one; this includes benefits, handbook, any forms needing signature, etc. If you offer benefits, send them to the candidate before the first day so they can bring any questions to the session. Make sure this phase is complete before moving on. Create a checklist for the first week items so you will not forget anything.

• Have workspace ready and waiting including computer, any other electronic items they need, work materials, etc. Cover any computer-related items up front like login and passwords and ensure their understanding of the area and equipment. Give them personal time to personalize their work area.
• Immediate supervisor and/or co-workers should take them to lunch the first day after these two items are taken care of. Introduce them to all peers, superiors and subordinates necessary.  If you have organizational charts, give them one.
• Day 2 in a new job can be very stressful if not done correctly. They arrive to work after being the center of attention the previous day feeing good about everything and it is very common to drop the ball here. Use the second and third day to arrange for them ahead of time meetings with key stakeholders, clients, peers, superiors, subordinates, etc. Resist the temptation to launch them into their work immediately. If manpower is available, assign a buddy to help them around the first week. They can help with all logistical questions and can be a huge influence acclimating the new person.
• Plan a follow-up one-on-one session on Friday (if they started on Monday) and do a head-check. Answer all their questions and ensure they still feel good about their decision to join you. Discuss their role in detail and make sure you are both on the same page. Follow up with their buddy to make sure all is going well.
• Follow-up with a 30-60-90 day review to ensure they are on the right track.

Most of you have heard the adage, “The definition of insanity is to keep on doing the same things over and over, but expecting different results.”

Most people believe that if you continue to behave in the same way, you will continue to produce similar results.   20 years ago, this statement may have been true.  Today, it simply isn’t.  In today’s world of business, those who continue to do what they’ve always done will NOT maintain their position.  They will lose ground.  FAST. 

In 2012, Status Quo can land you six feet under.  There is simply too much innovation and rapid information flow to rest on your laurels.  If you snooze, you’ll lose.

With this in mind, I’ve got a few questions for you:

• In ten words or less, why would I choose to do business with you versus your competitors?

• If I asked your competition the same question, what would THEY say?

• In considering the two questions above, how are you feeling?

• Do you have specific plans for 2012 with regard to revenue, profit, market share, competitive positioning? 

• Do you have specific plans to improve your Work-life Balance or PERSONAL Satisfaction?

• If you are really looking for different or better results in 2012, will you unconditionally commit to do anything differently, starting today, to improve your business or your life, or are you going to keep on planning and behaving in the same way you always have and hoping for improved results?

• Are you the kind of person who typically keeps their personal commitments?

Winners know how to make, and keep, their commitments, and they love to associate with other Winners.  If you are committed to winning in 2012, are prepared to run with the best of the best, and would like to join the most successful business leaders in Texas, please contact me.  I’d love to hear from you.

We hope you will join us.

Many First (FIC) and Second in Commands (SIC) have become the least productive positions in the work force.

Yes, we are talking about the class of people that excelled in their
youth sports teams, school, extra curricular activities, and in early
business life.  These are the people that have always been successful
and incredibly productive.  However, today they are overwhelmed with
non-productive work and distractions that keep them from doing what they
do best – the things that bring great results to the organization.

First in Commands should have the Freedom To Grow.  What is keeping
them from this potential growth?  Fear of implementing new ideas because
the company is frustrated with change is one area.  How about Internal
problems with personnel and structure?  Poor performance in the company
could be keeping them up at night.  Oh, and repeated mistakes that cost
the company money is always a good distraction.

The distractions of business keep the FIC from being able to reach
his or her potential.  The frustrations and struggles make the FIC focus
internally and they are hindered in their ability to meet their
potential.

The Second in Command is similar but it is usually the FIC that
causes the problems.  A non-productive and “noise heavy” FIC will look
over the shoulder of the SIC.  They will get in the middle of
productivity in the organization because they have a compelling need to
know what is going on.  They will walk around the office and distract
people with questions and issues.  The SIC will spend the majority of
their time following the FIC to clean up the mess.   I have worked with
SIC’s that will tell you that they spend at least half of their time
following up, and dealing with issues caused by the FIC.

Now don’t get me wrong.  This is NOT a FIC problem.  It may seem that
way on the surface.  This is a SIC problem that is masking itself as
the FIC being a bad person.  The reality is found in how the SIC manages
the relationship with the FIC.  FICs are compelled to do things because
they don’t know what is going on or they are not getting their “up at
night” items managed.  When they feel like something is out of control,
they are compelled to check.  It is the SICs responsibility to make the
FIC feel safe enough to get back to doing what they do best.

When a SIC does what they should in keeping that FIC safe (and
eliminates the noise), the SIC will have the freedom to ACT and perform
in the organization.

Many SICs tell me, “My FIC needs to just trust me and let me do my
job.”  Well, the reality is that the SIC needs to upwardly communicate
and manage the business, and the FIC, in a way that keeps the FIC from
being anywhere near their job.

Picture this:

- FIC is focused and spending 80% of their time doing what they do
best.  They are working in their unique abilities and talents and are
bringing great results to the company.

- SIC is aware of all the FIC’s issues and concerns.  She is managing
the FICs perception of the business and communicating all the issues
proactively.  She now has hours of time to get focused on the things
that need to be managed.

This is a productive leadership team.  What a great example to the
rest of the organization.  This is the example we need in the work force
today!

Looking to connect with other First in Commands or Second in Commands?  Join the course here!

My last article talked about a number of elements comprising the Employee Life Cycle:

• Recruitment and Selection
• Orientation and On-boarding
• Retention
• Performance Management
• Development
• Separation

I would like to take a deeper look at the first element, Recruitment and Selection (more commonly called Talent Acquisition).  There are numerous questions to ask yourself before deciding the structure and process appropriate for your business. This includes but not limited to:

1. Do I hire an internal recruiter or outsource it?
2. If I hire one internally, are they an administrative recruiting coordinator, a more seasoned recruiter, or a manager?
3. Do I utilize a sourcer with my recruiter? ( Sourcers usually are responsible for working the job boards to generate resumes and generally work for an hourly fee)
4. If I outsource it, do I engage a firm on a contingency or retained status? Do they fill ALL my jobs or only the specialized or senior roles? How much do I pay them?
5. If I outsource, who internally will manage them?
6. What is my internal interview process and who will manage it?
7. Am I hiring to a successful position profile based on competencies, KSA’s, etc?
8. Is everyone responsible for interviewing trained on proper and legal techniques?
9. Am I doing background checks, reference checks, and drug testing (if appropriate)
10. Does the employment offer fit with my overall compensation philosophy, internal guidelines and policy?
11. Are we communicating the offer in writing using a weekly or monthly amount rather than annual?
12. Do I have an internal staffing process whereby internal candidates can apply for posted positions? If so, is a backfill strategy in place to accommodate internal movement?
13. Once a process is in place, do I have metrics in place like tracking cost per hire and time to fill?

The decisions you make depend on the number and complexity of your position openings, funding, headcount plan and organizational maturity.   Introducing these steps to any sized company will ensure a more cost-effective and efficient talent acquisition process.

Rick Fuelling

Fuelling Associates

http://fuellingassociates.com/