Working In A Family Owned Business Can Be A Challenge

Q

uestion For The Gman:    I am the new director of sales for a 95 employee manufacturing firm that is family owned.  The patriarch still runs the business with three of his children as department heads.  When the sales team brings new ideas to the table, the other department heads will not commit or respond in a timely manner or sometimes no response at all with ANY type of commitment.  What suggestion do you have for overcoming this? 

A

nswer From The Gman:  I must tell you that my experience in working with family owned and operated businesses have presented the identical problem time and time again, so you are not in a club by yourself.  However in most cases, you can overcome the problem IF the owner, patriarch/matriarch if truly ready for change and has confidence in you.  The commitment MUST come from the top and be passed down through empowerment.

What typically happens is the “kids” are accustomed to waiting for mommy or daddy to tell them it IS okay to make decisions on their own.  This scenario is ALSO commonplace when you have a senior tenured employee who is accustom to always going to the boss for answers and/or validation.

But the real problem lies with you not getting the person at the top to agree in advance that you have the authority to act in accordance with your defined authority and/or agreement upon being hired.  That acknowledgment of authority must be conveyed to the “kids” and once that is done, you should act within your scope without further interference.  If they choose not to contribute ideas then they should be allowed to voice complaints.  

We are all creatures of habit and change comes with truckloads of trepidation and anxiety.  Your owner must have the confidence in you and must convey that confidence level to the balance of the staff.

Or in the alternative, after time proven decisions have been effective, they give you a carte blanche and you can roll right on through with the roadblock the kids are putting up. But in reality, by-passing the kids can easily be the kiss of death for your career within that organization.  Getting the kids on your side as well as you on theirs is paramount to developing a successful team environment.  After all, you said you ARE sales, so make your case like any other presentation and sell the concept and you will make it happen!

My guess is you are about to ask the question, “HOW DO I make that happen?”

1.     Meet with the boss and explain the situation without being condescending

2.     Ask the boss how he/she would suggest “you” handle this

3.     Ask if he/she feels there is something they can do for or with the kids to better define your role and authority within the organization

4.     Confirm what he or she would like to see you get accomplished and in what time period

5.     Validate his/her confidence in you and your decision making process

6.     Validate that you have the authority to act

7.     Get a verbal commitment from the boss

8.     Follow that meeting up with a writing confirmation and understanding, again without being condescending.

9.     Meet with the kids one on one or as a group and explain the roadblocks and how you view this as an impediment to achieving mutual goals

10.  Ask them if they see it the same way

11.  Ask if they understand your concerns

12.  Ask them what they suggest you can do as a team to work more effectively

13.  Validate their confidence level in you

14.  Validate that you are acting within your authority

15.  Do not be condescending, argumentative or overbearing

16.  Follow up conversation with confirmation in writing.

17.  Get a commitment from them verbally and follow it up your understanding in writing.

If you have followed my newsletters or attended one of my seminars you will remember that according to “Gman” the definition of a commitment is an agreement to do something…..anything…but an agreement just the same!

What you should hope to accomplish is the opportunity to gather a barrel full of information that can help you plan, execute and/or include them so that they feel warm and cozy as well.  The goal is to uncover why they choose to put up a wall when no wall is needed.  Then develop a plan you can all live with and work it to the max.  This issue is huge and all scenarios can’t possibly be covered in a few short paragraphs, but I certainly hope this helps.

As always, please accept my wish for a tremendous week.  If I can ever be of assistance to you or your organization, please call or write and I will respond immediately!  Your suggestions and questions for future newsletters are always welcome.

Regards,

George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.
Grinnell, IA 50112

Can you coach a manager into becoming a leader?

In the real business world, I have not only practiced what I preach in these newsletters about this subject, but there has been a lot of research conducted about what makes up managers and leaders. Some of the more interesting findings reveal that the strongest differences are in the conceptions a person holds, more so than the technical or analytical skills. 

The manager embraces process, mediation and accommodation, attachment to groups, stability, execution, and resolving problems quickly. The leader embraces ideas, attachment to individuals, tolerates ambiguity, sets new directions, is willing to allow problems to become clear before driving to a solution, and has passion. 

I have always contended that leaders can be found throughout an organization, not just at the top. This is why organizations are drastically rethinking "leadership development" programs aimed at identifying "promising" managers and grooming them for the executive suite. The issue is more complex than can be addressed here but an important point is that leaders can't be made if their natural inclinations are not there. A good friend of mine told me recently that a leader MUST have a “leadership core” attribute.  And I think he is right.

I also find that the nature of what a leader does is also changing. It used to be that a leader had authority and provided direction. Organizations have changed so that leaders may be identified throughout the organization. There are some who recognize Level 4 and 5 leadership traits in junior people, even without the authority normally associated with such leadership levels. Add in emotional intelligence as a prerequisite to leadership effectiveness and you begin to understand why leadership development curricula developed a decade or more ago are potentially dangerous when applied to today's organizations.

My conclusion is that the nature of leadership and how it is expressed throughout organizations has become quite complex. Unless you are experienced in personnel assessment, trained specifically in leadership coaching, and are keeping up with recent research, it is unwise to assume that because you are a business professional that you can "do" leadership coaching. If you do not have the experience or training in this arena, you should recues yourself from such a request which is not only ethical but also helpful to the organization if you convey the importance of getting leadership right the first time. 

As always, if I can ever be of any assistance to you or your organization, please call or write and I will respond immediately!  Have a tremendous week.

Regards,

George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.

Is Their Momentum In Your Business World?

Maintaining momentum is a key element to getting things done. It is critical to getting a contract signed, a process moving, a recommendation implemented, a new employee hired or a proposal approved.

 

In sales, management or customer service, more often than not, it is our responsibility to maintain momentum in our relationships with our clients, prospects, staff, professional associations, and community. Here are six keys to maintaining (or creating) momentum:

1. If you feel you are losing momentum act quickly! Don't let any more time pass without taking some action.
2. Use e-mails, phone, and just about any means of communication you can.
3. Recognize that the actual "driver" of momentum does not need not to be the primary subject of the communication; it can simply be an aside.
4. Be careful of driving too hard! If you are forced to push a project forward, push enough simply to get it back on track and then maintain the momentum. Pushing too hard could have the unintended effect of putting project at risk unnecessarily.
5. Provide a rationale for maintaining momentum. This could be an important upcoming deadline, potential lost savings, increasing competition, etc.
6. Always stay positive. Remember to continually emphasize the payoff of completing the project.

Losing momentum can be difficult to regain once it has been lost. Work on keeping it going—gently, clearly, purposefully. As always, please accept my wishes for a tremendous week.

P.S. Momentum = enthusiasm!

Regards,

George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.

YOUR CAREER - COMMITMENT OR CONTRIBUTION?

I’m reminded of an old story about a pig, a cow and a chicken.  It seems that the pig, the cow and the chicken were hanging around in the barnyard talking about the farmer.

They all agreed that he was a good farmer and a great care giver and they enjoyed living on his farm.  The cow suggested that they do something nice for the farmer to thank him.  The chicken spoke up and said, “hey I’ve got an idea, let’s make him breakfast…..fresh milk, eggs and bacon.”

Oh the cow got very excited and said, “I’ll give him a glass of the freshest milk ever.”  The chicken said, “I’ll lay for him 3 of the most perfect eggs ever.”  Then they both looked at the pig for his response.

“Sure that’s all easy for you.  All you have to do is make a contribution, but I will have to make a full blown commitment!”

Now I’m certainly not suggesting that we have to make a commitment to the level of the pig with regards to the bacon.  But ask yourself this question, “Do I give my career a full commitment, or do I just contribute?”  And if I just contribute, do I contribute just enough to get by or do I make a difference in my life and lives around me?”

The road to success at any level is replete with contributions and commitments.  We can turn this economy around if we ALL step up to the front line and make things happen.  Hiding under a rock mentality in this day and age is bad for you, bad for your company and bad for the economy.

I couldn’t help but be amazed at Warren Buffet and Donald Trump in different interviews they did on TV many months ago.  Both spoke of the gloom and doom scenario of our economy.  Then before the interviews were over, they stated that they were buying properties and business up left and right.  Trump even bragged that there was a property he had waited years for and now the owners were in a fire sale and he was right there to put out the fire and elevate their “pain.”

I’ve been preaching for months that these types of investors are the bench mark and the ones to watch.  But without hesitation they choose to deliver to us a message of despair while they are growing themselves and their organizations at break neck speed.  Take heed those of you under the rocks.  It might just be your rock they use as a stepping stone next.  Stand up and be counted in the winner’s column!

As always, please accept my wish for another great week.  If I can help, please call or write and I will respond immediately!

Regards,

George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.