Sara Charlesworth, Berkshire Growth Hub Business Adviser
I’m lucky enough to spend my days listening to small business leaders talk about the challenges of building happy business team collaboration—from recruitment to retention and everything in between.
A common one is hassles with staff. Can’t find the ‘right’ people; can’t keep people turning up; can’t keep them at all.
Often, a business owner wants to replicate themselves. Anything less, and they feel they can’t achieve what they want to – being able to get on with growing the business, away from delivery.
In his book ‘Traction – Get a Grip on your Business’, writer Gino Wickman says it’s all about getting the ‘right people in the right seats’.
Know your values
Start with the understanding that the ‘right’ people are the ones who share your company’s core values and thrive in your culture. Now here’s a thing – you have to understand and be able to state what those values are. Can you articulate those?
Next step is to take time over job descriptions. And to understand the strengths and skills of each individual you already have on the team.
What worked for me
My first business was in software distribution, I started the firm in my twenties and later sold. When I took on my first few employees, it hadn’t been long since I worked for someone else. So I was able to simply model what I felt my employer did right. I’m not ashamed to say, I based my job descriptions and person specifications on the format my previous employers had used. I just changed the content to reflect how I saw each role.
Every member of the team had a six-month appraisal, during which we revisited their job description and amended it. This way, they felt visible. They felt that all of their work, including the inevitable extra tasks, were being seen and appreciated. And when they moved on or went on maternity leave, I had an up-to-date job description I could use to recruit.
The people you have
How do you feel about your team? Is everyone in the right seat? Are they feeling appreciated, challenged? Are you helping them to grow?
In the book ‘Traction’, there are 3 steps to ensure your people are growth-ready:
- Create structure. I’ve found an article to help with this here.
- Explain and expect accountability
- Enable autonomy
Autonomy is hard for owner leaders. But did you know that autonomy is one of the essential elements in building true employee engagement? An article in Employment Magazine provides 6 Ways to Encourage Autonomy With Your Employees (entrepreneur.com)
Managing performance
Perhaps performance management a barrier to growth? I see this in some small businesses. The owner knows it, too. But ‘having the difficult conversation’ is being avoided more than someone with a new persistent dry cough.
For years I’ve seen the results of fledgling companies recruiting poorly, I call it panic-hiring. The probation period passes, and there is great hope of improvement.
Leaders can then be terrified of falling foul of HR legislation, or at the very least face a moral dilemma – and the business suffers.
Don’t get me wrong, I’m not suggesting you start firing half your team.
But what can you do, when you realise that despite careful recruitment, structure, accountability and easing off the reins, things still aren’t going well?
Having a process can lead to more comfortable conversations
‘Traction’ suggests a ‘Three-Strike Rule’.
Whilst the title doesn’t sit well with me, the process is exactly what I followed in my company, based on my discussions with ACAS. ACAS is an organisation that many don’t realise can advise businesses as well as employees. Acas | Making working life better for everyone in Britain
The following is an abbreviated version of the process. Seek advice from an HR professional or from ACAS.
- Discuss the issues and your expectations with the team member, and give them 30 days to improve. I would add in here, ask them why they think there are issues. Listen carefully.
- If you don’t see improvement, discuss their performance, giving another 30 days.
- In the unlikely event that you still don’t see improvement, it’s time to begin the termination process.
You may never need the second and third steps.
If you would like some help with leadership or recruitment, contact your Growth Hub who can talk things through and help you find an HR professional or appropriate coach if you’d like one.
If you find these articles interesting or you would like advice on any of the discussion points, set up a profile on our website or contact me directly on LinkedIn. Explore our Masterclasses, including The Art of Leadership, on our Events page.
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