“‘Why” and ‘How' are words so important that they cannot be too often used.” --Napoleon Bonaparte
Starting and running a business is an exciting venture. Entrepreneurs start with a dream. This dream envisions an amazing future state. Daily, a mission is lived out with certain behaviors and values expressed. Strategy development bridges the gap between where the business is and where it wants to go. This is exciting stuff! Along the way, though, distractions surface. Lawsuits, miscommunications, under-performing team-members, et cetera get in the way of that exciting dream. How did it end up like this?
Distractions exist everywhere in the workplace! As introduced in the first two-parts of this four-part series, business owners and leaders must minimize distractions proactively. Waiting until an issue arises typically results in lost money, time, and productivity…all killers to an organization’s profitability and success! Here is part three of this four-part series.
Distractions exist everywhere in the workplace! As introduced in the first part of this four-part series, business owners and leaders must minimize distractions proactively. Waiting until an issue arises typically results in lost money, time, and productivity… all killers to an organization’s profitability and success! Here is part two of this four-part series.
Running a business is hard work! Operational bottle necks, financial obstacles, personnel issues, and business development road blocks are realities. New opportunities exist, yet day-to-day challenges and distractions get in the way. The last thing a new entrepreneur or seasoned executive needs is another people-related distraction! Such personnel distractions exist due to poor preparation and planning. When it comes to people management, business leaders must setup policies, processes, and procedures to maximize human effectiveness and tighten legal compliance. Up-front preparation allows employers to minimize lost time, energy, resources, and morale. Over the next four blog posts, I will explore ten employment practices that create workplace distractions.
On-boarding CANNOT end on day One. There are too many opportunities for a new hire to stumble and ultimately lose their Day One excitement. HR MUST take the lead in ensuring a new hire’s transition is successful and that obstacles are removed.
In my previous article, I shared the importance of a high-quality on-boarding program. When a company risks 20% turnover within the first 90 days of employment, successful on-boarding is not just a nicety; it is a necessity!
20%. The percentage of employees who resign within their first 90 days of employment (G&A Partners, "The First 90 Days Are 'Make or Break'").