Have your team work with you

Find­ing the right peo­ple can al­ways be a chal­lenge, how­ever as lead­ers we must be able to cre­ate the cul­ture in the busi­ness and have the abil­ity to set up an en­vi­ron­ment that is con­ducive to high per­for­mance writes Pe­tar Lack­ovic.

Business First - - TEAM BUILDING -

You’ve prob­a­bly heard that to grow a suc­cess­ful busi­ness it’s all about find­ing the right peo­ple and then be­ing able to ef­fec­tively drive the peo­ple. The chal­lenge we face now is that the peo­ple we are em­ploy­ing are chang­ing.

It used to be: go to school, grad­u­ate, go to univer­sity, grad­u­ate, go to a job in­ter­view, get a job, start at the bot­tom, do whatyou’re told and work your way up.

Once upon a time we would have a team that we would ex­pect to want to work for the com­pany, as that’s what was al­ways ex­pected. Ex­pe­ri­ence now shows us that this is no longer the case.

The fol­low­ing five keys high­light how lead­ers can mo­ti­vate their em­ploy­ees and have their team work with them, rather than for them. 1 Vi­sion What I am NOT go­ing to do is tell you how to write a vi­sion or what should be in the vi­sion and why you should have a vi­sion. More im­por­tantly, to have a team that works with you, it’s not just about the vi­sion of the busi­ness or com­pany but where does your team fit into the vi­sion.

I al­ways ask my­self, “Have I given my team a vi­sion to get out of bed to­day and have I com­mu­ni­cated this ef­fec­tively to them?”

When your team has com­plete clar­ity in the vi­sion and what the com­pany stands for and where they are on this path, it cre­ates own­er­ship in the brand.

One of the big­gest mis­takes I hear and see regularly is that vi­sion is com­mu­ni­cated dur­ing staff in­duc­tion and then that is it.

We must regularly be re­cap­ping the vi­sion and the WHY be­hind the busi­ness and where your team fits into this vi­sion. 2 Vi­tal signs Most busi­nesses will have Key Per­for­mance In­di­ca­tors (KPIs) that they utilise to track and mea­sure data and there­fore the suc­cess of their team.

I sug­gest you look at this data as your vi­tal signs. Like a doc­tor will regularly mon­i­tor your vi­tal signs, your heart rate and your blood pres­sure, we too should be look­ing at our KPIs as vi­tal signs.

If you can con­stantly show your team that the vi­tal signs are telling us they suc­ceeded be­cause of XYZ rea­son, they will then em­brace these and take reg­u­lar ac­tion to keep achiev­ing the suc­cess you just praised them on.

This is also one of the most ef­fec­tive ways to repli­cate on­go­ing suc­cess. Does your team have the right vi­tal signs in place to know when they are do­ing a great job? 3 In­volve­ment There are many thoughts be­hind how much in­for­ma­tion you should share with your team.

Some say it should be on a need to know ba­sis and oth­ers say open all the books up and have com­plete trans­parency in all ar­eas.

Pe­tar Lack­ovic is CEO with The En­tourage.

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