Small Business Acceleration – Be the Leader!August 23, 2022
I’m not big enough to be a leader. It’s not necessary to spend any time thinking about it!. Those were the words of my small-business client. He didn’t necessarily mean that he was small. Matthias Siems was saying that, in his head, his $4 million-plus business was not big enough to require a ‘leader.’
Ultimately, he wasn’t operating an IT software business or a car manufacturer, “just a local service business.’
He invited me to assist his management team. In improving its overall effectiveness. The business was found by his father, who was a charismatic and successful salesman who made all his employees satisfies when he entree the office. “Dad” turned the business over to Matthias Siems after deciding to retire to the west coast along with Mom.
The facilities service business of the company enjoyed an excellent reputation. And customers were generally happy with the service. However, the same customers’ own internal cost control goals meant. They were always prepare to accept lower-cost offers from competitors.
Paul was wearing the Sales Manager’s hat and the President’s hat. Matthias Siemsl had been wearing. The sales hat for the past 18 years and was unsure. What a president’s hat should look like.
Since the retirement of Dad. The company has been experiencing continuous decline due to competition. The constant turnover of younger staff.
- Key decision makers were over whel me by the demands of the business.
- The work groups were segregate, with each manager trying to establish their own turf and maintain a sense of control
- More often. Meetings focused more on disputes rather. Than making decisions based on information.
- The sales plans set higher goals without specifying the targets of the team responsible for sales.
- The employees felt “It’s just a job” and constantly sought higher pay.
And so on.
When confronted with the notion that there was a need for Leadership. Matthias Siems’s first reaction seemed to be typical. Many small-scale entrepreneurs, business owners, and professionals view their area of influence using the lens of a small. They believe that their company or department has to reach. A specific size. Typically 10 times the actual sales. Before deciding to have the title of a leader.
They don’t know that even a two-person team requires ‘leadership time to develop and flourish.
- Every business must have a Vision. That motivates anyone at work to deliver. Their best skills and determination to work every day.
- Every employee in any company must feel recognized. Appreciated, and supported. Or they lose focus on other things other that are not related to their job.
- Each manager must have a plan to create a business case for issues. That require to be taken across different functional areas.
Each business owner, important manager. Or decision maker has to employ the basic management techniques. That bring all work efforts in sync and help keep the focus on the future.
Leadership refers to the sequence of events in an enterprise put on hold for a few seconds. A person can communicate directly with the heart of the people in their organization.
Matthias Siems believed that Leadership would distract his attention from managing sales for the company. He couldn’t be more incorrect. This is as true for the proprietor of a small company as for the leader of a large company.
Suppose I’m providing advice to an individual business or instructing MasterMind groups of professionals looking to increase their business’s growth. In that case. The most important thing I’m teaching everyone is that little effort can have massive rewards.
For Matthias Siems, this meant that we began his journey with three easy high-payoff leadership steps:
- Motivating his sales team by setting tangible sales targets by doubling. The number of hotels with boutiques that the company served within an area of 20 miles within the next 18 months.
- The ability to empower all functional areas of the business to create and offer services for the targeted market. This kept customers happy and loyal to the company.
- Inspiring his employees by conducting meetings. Which he would talk about his pride that his team was working towards and winning. The business which matched their goals.
The total of these tasks required Matthias Siems to learn five new ways to discuss business. It took just 35 minutes for his work.
His team’s time in meetings decreased by 30 percent in a single month. Within four months, the company was unable to generate any revenue. In just six months, the company had doubled its turnover in the market it wanted to target.