Ready for Action
Steps to Get Employees Working on the Same Page
by Richard Voreis
The topic of company top priorities is so important that I want to return to it again. In all kinds of companies, including subcontractors, architects, general contractors and building product manufacturers, I often find there are no annual company top priorities. The employees are making their own assumptions on what is important to the success of the company. That means no one is on the same page and employee accountability is lacking.
Does your company have annual top priorities? If not, do you think it would benefit from formally establishing them? I can tell you without qualification that they will improve the performance of your company in sales, profits, etc. Plus, they get everyone on the same page.
Accountability and Action Plans
Does your company hold employees accountable for its success by establishing action plans (objectives) that are specific, measurable and time-framed? If not, the owner or president is the only one responsible. I don’t think that’s any way to run a company. Everyone from the top to the bottom of the organization should be accountable for results. Likewise, employee action plans help support those top priorities.
I have two important questions for you to think about:
• Is employee accountability in your company a strength or a weakness?
• Are your employees empowered to do their jobs?
Superior performers want to be empowered to do their jobs and don’t want the boss looking over their shoulders. The poorer performers don’t want to be accountable and don’t want the boss looking over their shoulders, either. Employee empowerment without accountability can be a real problem. The most effective way to have both employee empowerment and employee accountability is to make sure your company has stated annual goals and employee objectives in support of them.
Think about these questions:
• Does your company establish annual goals that are communicated to all employees?
• Are there employee objectives that support those goals?
• Do you involve your management and staff in the process?
• Are your employee object-ives specific, measurable and
• Are objectives in writing and are they incorporated into the performance-appraisal process as well as into the compensation plans?
Give it some very serious thought.
Importance of Change
If the response to these questions was essentially “no,” your company needs to change. In my company’s role as a consultant, we continually obtain glass and glazing industry “best business practices” that we share with our clients. So, here’s another question— is knowing and benefitting from best practices in your industry important to your company?
I’d like to hear from you on these important initiatives in running a highly successful business. Do you have some questions for me? How can I help you?
Richard Voreis is the founder and CEO of Consulting Collaborative in Dallas.
His column appears bi-monthly. Email him at email@example.com
and read his blog on Thursdays at dollarsandsense.usglassmag.com.
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