The Future Is Not What It Used To Be …Are You Ready?1 Sep, 2015 By: Rich Sissen
It is hard to believe but the time of year is approaching where many of us are beginning to think about next year. Office imaging companies will be looking for help in sales. How many sales reps will be turned over in the next twelve months? We need to get some candidates in the funnel! A recent Harvard Study states that eighty percent of turnover is caused by selection errors.
For the most part, these individuals will not be (we hope) the core building blocks and future of your company.
Start Planning Now
Many people fear the future because the future is not predictable or controllable. Products change, buying patterns change, people’s needs change, just about everything changes. We as managers and owners can only control what we can predict. To help us through an uncertain future, we must have a People Management System and a Mission Statement in place so that we are better able to respond to the changes in our future.
What are your company’s five-year goals? What are your company’s one-year goals? One month goals? In order to achieve our objectives, we must have the right people in the right jobs. We must maintain a system of recruitment so that viable candidates are ready, willing and able to fill positions created by termination, growth or attrition. With a clear understanding of our Mission and with committed people in the right job, we will be better able to lead and respond to the uncertainties that lie in our company’s future.
“Stay The Course” - Anonymous Naval Officer
Quantitative Versus Qualitative
Companies who are unable or unwilling to plan for the future will rely heavily upon hiring people based strictly on quantitative indicators. These indicators would be things such as: “Can they sell a certain product, can they service a certain product, can they track prints made.” Quantitative indicators can be easily measured.
On the other hand, companies with a set Mission and Team Agreements try to hire people who not only have quantitative skills but they also have exceptional qualitative abilities. These abilities are not easily measured with facts, figures or numbers.
People with good qualitative abilities are those people who exhibit loyalty, trustworthiness and dependability. They are usually good team players, can anticipate problems before they occur and are willing to voice their ideas and opinions when appropriate. If we as owners and leaders are able to recruit and select people that have the right quantitative abilities as well as qualitative abilities, we will be able to better ensure that the right person is in the right job. You will find, time and time again, people with the right amount of “can-do” ability and the right amount of “will-do” ability will exhibit good longevity and productivity within your organization.
“Maybe, sometimes, opportunity was knocking at your door, but you were out buying lottery tickets.”
If Only I Had Enough Time!
Time is an endless continuum. As human beings, we live in a certain time period. What we do with our time during that period is vital not only to ourselves but also to our company. In order to secure the right person for the right job, we as leaders must allocate enough of our precious time to properly recruit, select, train, manage and motivate our people
If we are truly committed to our company’s Mission, then we must commit to placing the right person in the right job. We need individuals who can do the job, and individuals who are willing to accept changes which will occur during our organization’s future. Many of us rely upon our instincts and our experiences when it comes to hiring people. Some of us rely upon behavioral instruments and other hiring tools. Few of us allocate enough time to truly select committed, dedicated, and loyal associates.
We have a tendency to respond to things that need to be done now rather than things that need to be handled for the future. Only in the past ten/fifteen years have we begun to see in America’s large Fortune 100 Companies, a focus upon long term objectives and goals rather than this quarter’s profits. For so long, we saw these Goliath-sized organizations only concerned with “next year’s models.” Remember, these organizations move at a dinosaur pace and bear a tremendous burden in the area of severance pay, long-term insurance, pensions, etc. The smaller, entrepreneurial driven organization should be able to respond to change in a more efficient and cost-effective way.
“There is never enough time to do it right the first time, there is always time to go back and do it right the second time.” - Murphy’s Law
Compared To What?
We are all driven by this need for individual greatness. Unfortunately, by the way we are educated and programmed from childhood, few adults end up with any consuming willingness to use their imagination. Instead, they are much more comfortable to recite what someone else told them or what someone else said.
Leadership in business today needs to adopt an attitude of “know, show and go.” We need to Know where we want to go. We need to be able to Show people how to get there, and we must be able to Go there with them. If we don’t know where we are going, any road will get us there. If we don’t know how to demonstrate to people what needs to be done in order to get us there, it is very difficult for them to determine what needs to be done. If we are unwilling to go there with them, to be part of the team and a part of the end result, few if any of today’s workers will be comfortable in following us.
So, let’s build our Mission and get in touch with our “know, show and go” policy of leadership.
Rich Sissen is founder of Sissen and Associates which specializes in building management teams by training and developing their skills and knowledge in Recruiting, Selecting, Training & Development, Managing and Motivating team members. Sissen recently partnered with Avatara to bring to the dealer community a total IT and MS cloud program. Visit www.sissenandassociates.com for information or email email@example.com