When most people start a new job, they get the standard
induction speech about their role, what is expected of them and so on. However,
when I give my new staff the usual “Welcome to your new job” speech, I first
let them know what I think of them.
It’s a simple message—“You’re here because I believe you can
do the job, otherwise I wouldn’t have hired you. I trust you to make this role successful.”
In all the companies which I have helped to develop across
different countries, I have discovered one undeniable truth. In most cases, the
people employed by those companies knew what they had to do in their roles to
make those roles successful.
They knew that—if everyone worked at making their part of
the business a success—then the entire company would be successful.
A
Word on trusting the team: they know what they need to do to be successful
A few years ago I was asked to work with an overseas company
in order to raise the service delivery levels of their teams. The last thing
the staff in the overseas offices needed was for some Smart Alec “expert” to
tell them, “This is how we did it in Head Office”.
So, instead of telling
them, I asked them how they could
make the service they delivered a “Wow” experience for their customers.
Then, over several weeks and many workshops, the staff
developed the service delivery standards that were to change the way they were
perceived in the market.
Ironically, these service standards were almost identical to
those introduced by the parent company. However, the overseas team hadn’t been
told what those standards were. They had come up with their own benchmarks all
by themselves. Simply asking the people who actually did the job for their
ideas on improving the way the company did business, resulted in major changes
to customer service delivery standards and great business success.
It was a matter of trusting
the staff to have the answers. After all, they wanted to be successful
personally and took pride in working in their jobs for the company. These staff
members were just like the majority of people the Billion Dollar Leader will
encounter.
Don’t the people you place in your team have what it takes
to make success an everyday word?
So why is it that so many managers feel it necessary to
micro‑manage the people they have employed and then try to do the job those
very people were hired to do?
Trust!
A Billion Dollar Leader trusts their people while a manager
manages their staff.
If you can’t trust the people in your team to do the job
they were employed to do, then you shouldn’t have hired them in the first
place!
All Success
Colin
Do
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