Goals Archives - Kleriti Business Solutions

You’ll Be Grateful You Read This…

by Sarah Krivel | Nov 4, 2019 | Goals, Priorities

As a business owner, thanks and giving are constants. Not a day goes by that I’m not thankful for the opportunity to serve my clients. This gratitude is something most of my clients have echoed, too, in their own businesses. By being thankful for the opportunity to be in business, we feel gratitude for all the people supporting us: customers, team members, partners, family members, mentors, colleagues, you name it.

No wonder Thanksgiving feels natural to us.

Sure, it’s also about the food, spending time with loved ones and taking advantage of killer sales. Whatever gets you most excited about Thanksgiving, I recommend you really take the time to reflect, gather even more gratitude and then share it in a way that will be impactful—for you and your business.

Start With Reflection

What better time of year to look back on how far you’ve come? OK, yes, New Year’s Eve makes logical sense to look backwards, too. In the context of Thanksgiving, we’re simply looking at it from a different vantage point. This is your time to reflect specifically on the progress you’ve made.

Imagine you’re scaling a mountain. You hoist yourself up with your system of pulleys, the crest of another slope rolling out in front of you. It’s all you can do not to blink in the sun creeping over from the other side of the mountaintop. You still have a ways to go. You look down, and instead of feeling gratitude for how far you’ve come, you see the plummeting depths beneath you. The fear of falling forces an involuntary shudder.

This sensation will ring true for many (if not all of us, at some point). We often walk around with more fear than gratitude—we’re living the dream, working our businesses and doing what we love. Who wouldn’t be scared that it could all go away? There’s always the real possibility of “falling” from where we are now, and that possibility is frightening.

Thanksgiving can be your opportunity to look at how far you’ve come in the context of what is real: the present. Your reality here and now has you dangling from a mountain, sure, AND you’re making progress. You’re securely harnessed. You even have a crew to keep you company (and root you on) along the way.

Gratitude doesn’t come naturally to all of us all of the time, which is why reflection is important to talk about even if it does seem self-evident. In the end, thankfulness is a key to business health. It has a positive impact on your mood and outlook toward the future, and as a result, opens up possibilities that you might not see if you weren’t looking through the lens of gratitude.

If you’ve made progress in your business this year, there was probably some figurative pulley system that supported you (after all, you can’t do it all yourself). Maybe that was your team, your board of advisors, a key referral source or your business partner. Don’t let what “could” happen tomorrow take away the gratitude you have for where you are today.

Show It

Once you’ve found what you’re grateful for, next comes expressing it. If you feel a little silly about the cliché of Thanksgiving and the sudden onslaught of “thank you” cards and “I’m grateful” statements, you can pepper in your thanks throughout the month. On each occasion, make it about the moment and about the person who played a part in whatever it is you’re grateful for.

Believe me, taking one person aside to tell them “thank you” a few weeks before Thanksgiving will not only feel more genuine, but in the context of work relationships, will help build trust.

I have seen this play out in teams over and over again. In fact, recently, a client mentioned to me that she had been having performance problems with an employee, and after considering multiple options for how to address the issues, she opted for gratitude. She expressed to the employee how valuable he was, and how much his contributions to the team mattered. Immediately, she noticed an incredible change in his work, his attitude and his contribution to the team. The performance issues were completely resolved as a result of this simple and heartfelt recognition. How powerful!

I have always believed that the simplest things can ultimately mean the success of a business. The big epiphanies have their place (and we all know how celebrated they are), but the simple things made habit have a much deeper and longer-lasting cultural impact.

For instance, you probably say “thank you” to your customers on a regular basis. How often do you say it to team members? How often do you say it to a supportive partner? How about your banker, your mentors, your friends or referral sources?

You really can’t go overboard here, as long as it’s genuine. Being sincere when expressing your thanks is essential not only to you feeling great about it, but to the recipient feeling great and building that trust I mentioned before.

Don’t Hold It For Thanksgiving

After you’ve introspected, you’ve thanked people, you’re full of passion and good cheer and extra servings of gratitude…what’s next? You’re excited to get things moving next year and chase down your 2020 vision. You feel great about the people you have around you. So don’t hold it in!

Remember that gratitude need not be reserved for Thanksgiving alone. The more thanks you spread, and the more often you spread it, the better.

You’re recognizing more than someone’s effort or kindness—you’re recognizing that person. And that feels good for both parties.

As an added bonus, saying “thank you” also sets the scene for more efforts and kindness on the part of the person recognized. Showing gratitude primes people to continue contributing.

With small businesses accounting for 64% of new job growth over the last 25 years¹, as business owners we have a lot to be grateful for. So pause to let it all soak in. Then share that gratitude, and don’t stop sharing! You’ll be grateful you did.

1 https://www.sba.gov/sites/default/files/FAQ_Sept_2012.pdf

How To Create And Use KPIs For Real Results

by Sarah Krivel | Aug 15, 2019 | Accountability, Finances, Goals, Marketing and Sales, Priorities, Team Management

Analytics today. How much data do we have available just a click away? It’s unreal.

Most of the data we can access today about our business, our clients and the market in general is downright fascinating. But the excitement of all that information quickly deflates when you find yourself neck-deep in data without any idea how to use it.

Not all data is created equal. You can end up with a ton of information that doesn’t inform you on your daily business functions and which quite frankly isn’t that useful.

Gain relevant and actionable insights by developing and using the right KPIs (Key Performance Indicators). Easier said than done, right? It’s true that this will require some development. Well-crafted KPIs are worth it, though, when you see them clearly outline your business’s road map to success.

First, I’d like to back up to one essential KPI “pre-step.” The following section is a must read before starting strategic KPI work, because ultimately your KPIs will be based off of this basic ingredient.

Start With The Right Goals

the best kpis start with the right goals Your KPIs, in essence, are the metrics to check your progress against your goals. So setting the right goals for your business is essential to later craft the KPIs that measure their status.

Here’s an example. Let’s say you just rebuilt your website. It seems obvious that increased traffic would be a goal, right? That means increased visibility, maybe even improved SEO or a better user experience bringing more people to each page. But is website traffic necessarily the right goal to know if your website is performing well?

Websites aren’t (or shouldn’t be) built solely to “get more traffic.” If the business’s goal is to get more business, then a more appropriate goal for the website would be to get more online conversions. Higher website traffic comes with more conversions sometimes (for sheer volume), but definitely not always. By looking at conversions instead, you’re encompassing all the other factors that ultimately lead you to your goal.

Specific website conversion goals might include when users:

Register for an event
Submit a question
Make a payment
Fill in a form or opt in to something

Did you catch it? These goals all have a direct and measurable effect on our number-one business goal: growth. And by making it measurable, you naturally identify the KPIs that are worth watching to get where you want to go.

For some businesses, KPIs around things like employee performance feel harder to quantify—at first. Let’s work with another example. Is it the number of calls your front-desk employees are making that you want to monitor and improve? Or the number of appointments set with potential clients? By identifying the right goal, your KPIs will be easier to pick out.

How about business strategy KPIs? Client retention KPIs? See more examples and tips on choosing your KPIs in this well-done Hubspot article. Right here and now, I’ve got some more ground to cover to make your KPIs usable and effective.

Lagging Vs. Leading Indicators

It’s important for me to take a moment and talk about lagging vs. leading indicators. This is one important and fundamental way that performance management is broken down in business, and it’s also something I talk about with Kleriti clients and in my new self-guided online course, DuplicateU.

Lagging indicators are usually “output” oriented, meaning they measure something you’re looking at in hindsight. Think about financial performance, profit and cost metrics. These indicators are very easy to measure, while being more challenging to influence.
Leading indicators are the “input” factors in your business’s performance, meaning they measure something that’s in your control now. Leading indicators are measurable in the context of today or the immediate future, making them harder to measure but easier to control.

Want another example? Imagine a business that has some form of tech user support, like a SaaS start-up. They might have internal policies stating how to resolve client issues. Let’s say they even sold their clients on a commitment that they resolve all help-desk issues within 48 hours.

The output or “lagging indicator” is easy to measure—how many tickets are closed within a 48-hour window?

And how do you influence that lagging indicator? If tickets aren’t getting closed out, what KPIs are in your control? Maybe you see that incidents not touched within two hours are those that don’t get closed within 48. Your “leading indicator” could be the percent of incidents not worked at least once in a two-hour window.

what are lagging versus leading indicators in business kpis

For more examples, you can check out this accounting-specific article on leading and lagging KPIs.

Crafting Your KPIs In A Usable Way

So you have your goals and you have your KPIs. You even know how lagging and leading indicators work.

How do you ensure your KPIs are not only insightful, but also actionable?

An actionable KPI is an effective KPI, because the whole point of these metrics is to make smarter business decisions.

To spur action, your KPIs are effective and useful once you set targets for them. And describing the desired performance of these metrics is how your data will be interpreted later. This step defines good performance and bad performance along with thresholds for upper and lower limits.

And here we are at another “how:” how do you measure against those targets?

Establishing KPI Scorecards

how to establish kpi scorecards to track kpi Once you have all these numbers clearly defined, the final steps are to set them up in a highly usable scorecard and establish a cadence for scorecard review.

The scorecard should include:

The KPI
The target
Who in the organization (team or individual) is responsible for driving it
How the metric is collected/measured (to ensure consistency)

Then establish a process where the scorecard is reviewed regularly (I recommend weekly) with a red light/green light report out so that corrective action can be taken as soon as possible to get metrics that have gone off track back on track.

For example, I work with the leadership teams of Kleriti clients to elect a set of 6-12 numbers that on their own give an absolute pulse on the business. These KPIs are formalized into a scorecard, data is collected and reviewed weekly by the leadership team and red light items are discussed with specific action items assigned to individuals to get them back in the green.

Ensure KPIs Are Understood And Used Across Your Organization

It’s essential that everyone on your team be aware of what you’re trying to achieve and how you’re measuring progress. KPIs form part of your business strategy decision-making across the board, and everyone should be clear on how their contributions affect major KPIs.

Communicating KPIs keeps your team on their toes and it also provides an opportunity to applaud success. People react to numbers, and meeting goals is something that can be shared and promoted company-wide when KPIs are hit out of the park.

Data and metrics are everywhere. For your business, only KPIs that are well designed and actionable will be effective in tracking progress to reaching your goals.

I spend a lot of time with Kleriti clients helping them define goals, identify KPIs and create the scorecards to assign responsibility and streamline the collection of usable data. If you have questions or want to know more about any part of this article, don’t hesitate to send me an email directly.

Should I Have A Policy For That?

by Sarah Krivel | Aug 1, 2019 | Goals, Operations, Team Management

Policies are like your company’s “rules of play.” They provide context, constraints and direction for your business and all the players on the field. And for practical reasons, it’s imperative to have those policies written down.

It’s a reality that many policies are developed after something unsavory happens—accidents, performance problems, poor judgment. However, often times these situations could have been avoided altogether (along with their associated cleanup and negative impact on productivity, resources, etc.) with some time and intentional foresight put into defining and documenting standards and expectations upfront.

You want to avoid fire-fighting policy writing. Trust me. It’s more satisfying and effective to have the right policies in place ahead of time—and the peace of mind is nothing to sneeze at, either. If you want to take a bigger step back from your business, delegate with confidence and know your staff has the information they need, well-written policies will play a crucial role.

And now, the $10,000 question: how do you know what needs to be documented in a policy and what doesn’t? If you were really ambitious, you could write 100 policies and still have more in the queue. So how do you know which policies are really necessary?

Keep reading and I’ll spell that out.

To get started with a basic, no-strings-attached overview, this article will leave you thinking in the most practical terms possible to get the policies you need.

An Ace Up Your Sleeve

ace up your sleeve to write policies for your business It starts with the question, “Do I need a policy for that?” And to keep it simple, there are several policies that are an immediate and emphatic “Yes.”

These include some of the key HR policies you may already have written out. For example:

Workplace health and safety policy
Equal opportunity employment policy
Code of conduct
Leave of absence policy
Employee disciplinary action policy

If you have yet to write two or more of these, check out this Inc.com article about fundamental business policies and how they’re written.

And whether you have one or all five of these key policies drafted, they will provide you with an insightful place to start for the rest. Because these are such fundamental policies, they can act as templates for other policies you need written out.

To get the wheels turning on additional policies your business needs, think about the answers to the following questions:

In order for team members to be safe and successful in their roles, what underlying rules must they play by?
In order to deliver on promises to clients/customers/patients, what must happen every time, without fail?
In order to maintain legal, financial and industry compliance, what regulations exist and must be clearly communicated?

Remember, putting company policies in writing makes them official. It’s how employees know what the business takes seriously and what the rules of the game are. Your business will function better when everyone knows exactly where they stand.

Do I Need A Policy For That?

Having the right policies in place starts with a deeper look at the typical buckets policies fit into. I’m willing to bet that, when reading this list, a policy you have (or think you need) will come to mind in most, if not all, of the categories described.

1: Organizational Mission And Structure

Documents like your mission, vision, core values, job descriptions, organizational structure and decision-making matrix form your organizational policies. They set the context for who plays what role in the organization and how the roles work together. At the same time, they describe the fundamental culture of your organization that is part of everyone’s experience.

2: Administrative Policies

If you have regulations for in-office printing or want to set clearer standards for social media and internet use, you’re on the way to some decisive administrative policies. These are the policies that outline how resources are to be used. These policies also have ensuing impacts on other aspects of your business.

3: Facility Management

If you have client or employee parking, have standards you try to keep for the appearance of office space or need to carefully manage the use of office supplies, it’s important to get these details down in facility management policies. A lot of these concepts might be “duh” points for some workers, but with policies in place you can hold staff accountable so that those standards don’t slip.

parking policies for small business

4: Client And Client Records

You’ll probably have multiple procedures relating to lead tracking, client communications, project management and the like. Client policies are the backbone to those more practical procedure documents. I’ll put it this way: by clearly outlining how clients are to be treated, what the priorities are (from regular service to escalated cases) and how client information must be handled, your staff will have clear guidelines to follow consistently.

5: Employment And HR

This bucket gets into some of the must-have policies we discussed above, including equal opportunity and disciplinary action policies. The HR category of policy writing is generally the most complex, covering topics like your hiring process and job descriptions, personnel files and access to employee records, wage and pay information, benefits and insurance and more.

6: Workplace Health And Safety

This final bucket of popular policies includes things like workers’ compensation, employee health and well-being efforts, accident reporting and more. These are some of the most important policies to have out in the open, too, because your staff should be kept aware of their benefits and rights as well as the necessary action in the case of a safety or health-related incident.

What’s A Policy vs. A Procedure?

Did you notice anything missing from that list of “policy buckets?” How about all the day-to-day tasks, instructions and standards that actually make your business do what it does?

Having clear and well-documented policies is essential to running your business. And you need equally clear procedures, too, so it’s worth taking a moment to differentiate:

Policies are documents setting standards and providing core information for employee and employer rights, responsibilities and values. For example, organizational mission and structure documentation; policies related to client records; employment and HR issues. Policies are generally more applicable to the whole business and staff.
Procedures are the “how to” documents for everything from a position’s responsibilities to instructions for specific tasks. Many procedures will be shared across teams, and the rest will be specific to certain roles or responsibilities. Procedures include the step-by-step descriptions and requirements of how to keep the business running and doing what it does.

Where policies set things like KPIs and company values, procedures outline how those KPIs and values are met.

policies vs procedures what is the difference

I’m passionate about policies and procedures. They act as load-bearing building blocks in your company’s stable growth and success. And I have so much to say, in fact, that I answer these questions about documenting procedures in greater depth in my new self-guided online course, DuplicateU. Be sure to check it out.

So, Do I Need This Policy?

You’ve taken a good look at the different buckets of policies and how existing policies can inform new ones. I’m willing to bet this left you thinking about one or more policy that you don’t have yet.

So, how do you know if you really need that policy? Every business is different, and not every company is going to need the same policies. A digital marketing consultant, for example, won’t need the same “client home and property policy” that a handyman provider would.

It comes down to the biggest accountabilities for your business, which in turn are also generally the biggest areas for risk. Policies establish boundaries, guidelines and best practices for acceptable behavior. Is your staff falling short of a specific “acceptable-level” of conduct? If so, then that’s the first policy you need to write. Do you have another positive behavior you want to promote and normalize? That’s the next policy you need to write.

Writing policies is about more than putting out fires. It’s also about creating a self-sustaining business with the standards you want your whole team to uphold.

Do you have a specific policy you’ve been thinking about? Or a behavior you want to shape, and you aren’t sure what policy would effectively do that? Contact me today! With the DuplicateU self-guided online course newly launched, I’ve been deep in the weeds on this and related topics recently, and I would love to make your question a part of the conversation.

To Automate or Not to Automate? That is the Question!

by Sarah Krivel | Jun 19, 2019 | Accountability, Goals, Operations, Personal Productivity, Priorities, Processes, Systems, Time

The idea of automating just about any task is an attractive one. You can save time, sometimes hours a day, for you and multiple members of your team.

But then, in the face of changing a routine, finding an automation tool and setting up a new system, you have to ask: is it worth it?

Knowing whether a task is worth automating first requires taking a look at the total time, energy and trouble going into completing it the way it’s done today. From there, you can explore what tools are available to address concerns.

I’m going to break down these three major factors so you can apply them to whatever tasks you’re thinking about automating. Any one of these alone can make it clear that it’s time to automate a process. If you aren’t compelled by one factor, look at the sum of all three. And if you still aren’t sure, apply the questions I’ve listed at the bottom of this article to fully assess your path forward.

Factor One: Total Time

This factor is easy to assess since is quantifiable. For any task you do on a regular basis, there’s usually an opportunity to automate all or part of it, especially since these tasks are almost always repetitive.

For anyone who owns a business, the more tasks you have that require daily or weekly attention, the harder it is to take that vacation you deserve or step back from the daily grind.

My two cents is that any task you’re doing daily can probably be automated to cut the time it takes in half, or eliminate the need for a daily recurrence all together. I’d say the same for many weekly tasks, too.

Here’s a table you can use when assessing how much time you’re really spending on a regular task. Look at the time you could save after migrating that task to an automated solution. Not every task will have an obvious automation solution, and many will depend on other factors like what software is easily available. At the very least this can start to put daily and weekly tasks into perspective of the total time invested.

Table to see how much time you really spend on a repetitive or regular task

Start by jotting down how much time you spend doing regular and repetitive tasks. Especially those that are stressful when you’re out of the office. Better yet, keep a time log for all of your regular tasks to identify room for automation. You might not even realize how many times you’ve performed a single task until you look back over the course of the month.

Expert tip: This concept is so important that it’s discussed in greater depth in the first module of our new online course, DuplicateU: Lay The Foundation. To get additional guidance on this step and what it can mean to you and your business, learn more about DuplicateU here.

Factor Two: Energy

This is where we get into the more open-ended assessments. The energy you spend doing a regular or repetitive task should be a major consideration when looking at automations—after all, you have a lot of responsibilities requiring energy throughout the day. And energy is a finite resource that must be managed with intentionality. If any recurring task is taking energy away from important business functions like strategy and planning, marketing and sales, or financial oversight, it might be worth looking at another solution.

A task can take little time and still be exhaustive mentally/emotionally. Take financial management tasks, for example. One question I answered recently is whether it’s time to upgrade from a bookkeeper to a CFO. If it’s not time to take that step yet, and you’re trying to do away with a few regular data entry tasks, a simple spreadsheet automation might save you energy spent entering sensitive information and validating data fields.

If you’re not sure how much energy a task really requires, ask yourself how you feel after the task is done. Are you able to jump right into something else, or do you need time to “recover” before tackling the next thing? If your answer is the former, it’s likely that task gives you energy. If your answer is the latter, it’s likely that task depletes your energy, and reducing the amount of mental/emotional energy it takes should be a priority.

Factor Three: Trouble (Frustration)

Frustrating tasks and how business owners can automate them The frustration factor comes down to a little self-awareness. Do you complete certain tasks grudgingly? Are there recurring responsibilities that you put off and put off and put off until absolutely the last minute? Do you have to push yourself to get them done with several pep talks? If a regular task is causing you grief or if it feels like you’re “going to the trouble” to get it done every time, that’s a big flag to consider properly delegating or looking to an automation.

If you feel resentful toward a task, or even hateful of sitting down to do it, it’s probably time to get that task off your plate.

Expert tip: Remember that toxic tasks can weigh down your employees, too. While delegating can serve as a short-term solution, an automation is often the better way to go for repetitive tasks with a high frustration curve.

A final pointer regarding these three factors:

While any one of these factors can illustrate what tasks can be automated, sometimes it’s the sum of all three that point you in the right direction. Imagine an equation: Total Time plus Energy plus Trouble. Label each factor as “high,” “medium” or “low,” and you will feel that much more empowered to invest a little time upfront to move to an automation that will save you time and boost morale in the end.

Questions to Ask if You’re Still not Sure

Automating tasks sounds great. But doing so often require time you feel you don’t have just to get a new system up and running!

If you’re thinking about a specific task and still aren’t sure, or need a few more reasons to justify the time or budget invested in making the switch, ask yourself the following questions:

If you delegated this task instead of automating it, would it be a headache for the person taking it on?
Is the task prone to human error? (Great examples would be bookkeeping and setting appointments.)
Could automating the task improve the quality of work?
Do you know others who have implemented this kind of solution before?

(Expert tip: Making time for a single conversation with a peer or consultant can save you hours of googling, deciphering software features and price-comparing.)

If you answer “yes” to any of the above, that’s a strong indicator that automation could save you time, money and strife.

Looking Toward the Future

Instead of living with frustration or feeling the burnout bubble up, make a move now to automate recurring tasks in a way that is intentional and well planned. These moves will pay off not only in time and energy savings, but also in opening up opportunities to scale your operations. The sooner you have automations in place, the more seamless your ramp to growing your business will be.

Automations often require new software and subscriptions, so weigh these expenses with the benefits these solutions bring and move decisively. If there’s one epiphany that business owners come to time and time again, it’s that we can’t do it all.

Start a time log today to look for tasks begging for automation, or drop a comment here if you already have one on your mind. I’ll reply directly with tips and will be available to point you in the direction of solutions that can help you survive today and scale tomorrow, like the new self-paced online course DuplicateU that will start by working through this exercise. Learn about new automations today to set your business up for a self-sustaining future with lower stress and bigger returns.

You Know An Employee Is Ready To Take Responsibilities Off Your Plate When…

by Sarah Krivel | Jun 7, 2019 | Accountability, Goals, Operations, Personal Productivity, Priorities, Processes, Team Management, Time

As a business owner, one of the most important things you do is delegate. After hiring the right people and setting standards for each role, you’ll be faced with new opportunities on a daily basis to delegate tasks and projects, and help employees move to new heights in performance and skill.

It’s satisfying to see an employee grow. So how do you know when someone is ready to take on more responsibility?

One of the first signs that an employee is fully invested in your company (and ready to take more responsibility) is when his or her vocabulary shifts from “mine” and “yours” to “ours.” It’s not just about the employee’s success, and it’s not just about the success of the company. It’s about “our” success together.

This sounds great, especially with that goal in the back of your mind to get to a place where you can let go of the day-to-day and watch your business run itself. You want your hard work to pay off in a self-sustaining way. The specifics of “when” and “how” come down to human resources and recognizing when an employee’s growing skillset can mean bigger opportunity for your business.

Here, I’m going to break down how to identify when an employee is ready to take on more responsibility and carry your business forward.

When an Employee is Ready and Knows it

An employee who is ready for more responsibility and shows it

There are employees who are hungry for more responsibility and make it known to you and your team.

Naturally, any employee you’re considering handing new responsibilities off to will have excelled in meeting his or her current accountabilities. Take a look at any energetic or ambitious employee against the key performance indicators (KPIs) you have in place to ensure that existing tasks are being completed consistently and correctly.

Then look at the telltale signs below that signal an employee is ready to take on even more:

Ingenuity: If an employee actively looks for solutions to problems, this demonstrates a drive to exceed expectations, play to the success of the business and ultimately take on more responsibility.
Prioritization: Taking on new tasks requires excellent time management practices. In the face of new responsibilities, an employee has to know how to stay on top of current duties and work new ones in while keeping priorities clearly outlined.
Managing deadlines: Hand-in-hand with prioritization is the employee’s ability to watch deadlines and take charge of follow-up. Meeting deadlines, and proactivity communicating when a deadline may not be met, are key practices that become more essential when the employee’s plate is even fuller.

When an Employee is Ready and Doesn’t Know it—Yet

An employee who is ready for more responsibility but doesn't know it yet

Maybe you have an employee who’s showing signs that he or she is ready for more responsibility, but lacks the spark to ask for additional tasks proactively. In this case, get curious and speak with the employee about what’s going on. It’s possible he or she has a concern about biting off more and being successful, or simply isn’t aware that there are additional ways he or she could bring value to the organization.

It’s your job to see the possibilities for this employee’s skillsets and strengths and match them with organizational needs.

These are some of the signs that an employee is ready for more responsibility, whether or not he or she knows it:

Excelling in existing responsibilities: This is the basic metric when thinking about handing off more assignments or tasks. If your employee is excelling in tasks on his or her plate now, it may be time to start building that employee up to bigger things.
Strong performance reviews: If your recent reviews of the employee outline strong adherence to KPIs, that’s one sign that he or she is ready for more. And if your reviews include any type of self-assessment where the employee has shown confidence in work done, that’s an even bigger push to start giving that employee more to do.
Acting as the go-to: If other teammates are reaching out to this employee for help with technical or theoretical questions, and he or she has the answers, this may signal that the employee is ready to take on more.
Expert tip: If other employees are going to one person with questions, this also signals an opportunity in your training program. Make sure team members are cross-trained and have access to the information they need to do their job well.

Align Appropriate Rewards

When an employee takes on more responsibility, consider what type of recognition is most appropriate. If the employee is up for a promotion or raise, celebrate the hard work that went into it. And if you hadn’t thought about a promotion or a raise yet, ask yourself what that employee would need to demonstrate in order for a promotion or raise to be appropriate, and share the criteria with him or her to build up that employee’s momentum.

That said, a raise isn’t the only way to show an employee your appreciation. You can also recognize your employee (and encourage the same behaviors from the rest of your team) using one of several reward approaches. Handing more responsibility to an ambitious and resourceful employee will be good for you, good for the employee and good for your team if done right.

Once you do identify an employee who is ready for more responsibility, the art of delegating is another practice you’ll want to master. And coupled with the recognition and rewards that will keep employees motivated in their new tasks, you and your team will be on the path to bigger things.

Do you have a specific case to ask about? Or an employee who’s shown some of these signs, but not others? Leave me a comment below with your question, or reach out here.

5 Steps To Train Staff To Work To Your Standards

by Sarah Krivel | May 9, 2019 | Accountability, Customer Management, Goals, Operations, Priorities, Processes, Systems, Team Management

When applying for a new job or considering a job offer, “opportunity for growth” is the second most important thing people look for—right after salary.

When looking at the millennial audience, in particular, a whopping 46% of survey respondents said they left their last job for growth potential.

The point here is that your employees actually want to work to your standards. They want to learn and grow. They want to be engaged, and they want to get more involved over time.

You would think that this hunger to grow means that each new hire will, thus, always be ready to work and work hard—and even up to your own standards.

And yet, there’s a disconnect somewhere along the way. New hires choose to work with you, having measured what room there is to grow. So, why aren’t they growing? How can you motivate staff to work consistently to your standards? Where’s that hunger gone?

The short answer is: training. You have to train your staff correctly in order to work to your standards, or that expectation will never be met.

The long answer brings us to these 5 essential steps.

1. Know Your Standards

A funny thing happens when we communicate. Whether it’s a conversation, an email, or a job description, we have a very clear idea in our heads of what it is we want to transmit.

But then the receiving side doesn’t always picture what we had in mind.

If you want your staff to work to your standards, you must explicitly outline those standards. Start with a little soul searching to find the words, and take notes: what standards do you hold yourself to? What inspires you to meet those standards?

This exercise is a necessary starting point. Anything we feel or expect in life that’s even a little abstract only takes form when we put words to it. It’s how we catalogue our world. So, take a few minutes, close the door to your office and write out what standards you have. Get specific, and include the “why” and other motivators behind each one.

2. Communicate Your Standards

Now, you’ve done the soul searching. You’ve spelled out your standards, where they come from, and what they mean to you.

Next, ensure you have the right language and channels in place to communicate those standards.

When it comes to training staff, you need to have role-by-role key performance indicators (KPIs) in place, communicated openly to each employee. Your KPIs, when clearly identified for each staff member, can help you quantify and qualify those standards you want to train staff to work to.

To measure staff properly on your key standards using KPIs, harken back to the goals and motivations behind those standards. KPIs have to be as objectively measurable as possible, or you risk opening the floodgates of inconsistency that can undo your “standards metrics” altogether.

For example, let’s say it’s your standard to “go the extra mile” for clients. What does that mean? How do you measure it? That could mean a KPI of client retention, or of clients contacted just to “check in” during a given week.

3. Streamline Training

What a buzzword—streamline. What does that mean, “streamline training?”

Streamlining anything means locking in a system to make it happen. This includes an outline of what the process needs to achieve, the steps to get there, and the accountabilities to make those steps easy to follow for all players involved.

In training your staff to work to your standards, your system starts with those same KPIs we just talked about. What training does an employee need to meet all those metrics?

Now, list that training out.

Next, ask yourself, how much time will that training take? Just like you need to schedule in when you check email during the day (and how much time you plan to reply to messages), you need to put real numbers on how much training can be done with your staff and in what frame of time.

Last, and equally important, you have to gather the resources you’ll need for each part of training. For example, if you’re training a client service rep, do you have all needed training documents and tools in one place? Lead sheets? Call scripts? CRM training docs?

This is where most companies’ training stops. If you really want your staff to work to your standards, let’s see what comes next.

4. Offer More Training And Ask For Feedback

One of the standards I’m willing to bet you hold dear is the hunger to continually learn and grow.If you want to support this standard for your staff, the key is offering them opportunities to learn with purpose.

Ongoing training serves two purposes:

It builds staff knowledge and skills
And it keeps staff engaged

Once an employee is trained in and technically knows how to do their job, if you’re at a loss for what other training to offer, there are a couple directions you can go.

First, you can consider adding new responsibilities to offer more training.

Second, you can check in with staff for feedback on what they want to learn. This gives employees a stake in the training they’re about to receive, and emboldens them to view the world through the lens of “what else can I do?”

Share this nugget with your staff, too: asking for advice or training actually makes you look smarter, according to a recent study from the Harvard Business Review. Encourage the company culture where team members know they can come to you (or go to the right person) and ask for more training in order to live up to the standards you’ve set—and even surpass them.

5. Reinforce With Company Culture

This brings us to the hardest part: promoting the same passion you have and getting your staff equally interested in what they’re doing. But how can you get employees to work to your standards, the owner of a business, when it’s not theirbusiness?

For one, make sure you share company successes along with individual successes. You can permit yourself to brag a little if it opens an opportunity to talk about how awesome your business is, along with each of the employees who work there.

Permit me a minute on my soap box. There’s a big difference between confidence and conceit, right? With confidence, you strut and say, “I’m awesome.” But with conceit, you puff your chest out and say, “I’m better than you, and you, and you…”

Most of the time, we want to be confident, but not conceited.

In business, and to create the company culture that will promote standards of excellence, however, a little conceit is a good thing. Tell your brand story and make sure your staff knows the character roles each of them play. If you believe your brand really is better than the competition, how do you back that up?

One of the biggest factors is almost always the team that makes the company up. So make sure your staff knows that.

The right company culture will pay off in many ways. And combined with these other steps, you’ll finally be able to zero-in on that age-old question of how to train staff to work to your standards. If you haven’t already, get out your pen and paper and start with step 1 right now.

Questions? Leave us a comment below!

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