It is common that entrepreneurs or business owners come for business coaching for two reasons:
- They want an objective sounding board that can provide a valuable critique of their business
- They want to move their business forward, but often do not know how to do this
For the entrepreneur or business owner, business coaching is comparable to having a business partner.
The business coach is someone with insight into your business, knowledge about business in general, and who has no ego in terms of ‘being right’.
For the business owner, there could be no better partner than one who has the vested interests of your business at heart.
Business coaching, like business development, is a process. It has ebbs and flows and requires time to achieve results. It is also a relationship that grows and matures over time, and within that maturity develops an in-depth understanding of your business ambition, capabilities, industry, as well as of the people involved and their competencies. This includes the competencies and preferences of the business owner or entrepreneur.
The road that the business owner travels in a business coaching intervention is one in which he or she develops new competencies, and ingrains an improved system of thinking about their business and their ways of doing things.
The process demands commitment and actions, and the results embed the desire to take those actions. When the coaching sessions reach conclusion, the business and the business owner both emerge in a much better place than when they originally started.
Book a coaching session today.
There’s an expression that says: If you want loyalty, get a dog! Many ‘people-people’ would gasp at this, and many ‘task-oriented people’ would nod their heads knowingly. The reality is that one person cannot build and run a business completely on their own. Whether they expand inside the business, or outsource externally, at some point there is a need to develop trust so that certain aspects of the business run without the direct involvement of the business owner.
So who can you trust? Trust is an aspect of relationships which can take years to cultivate, but sometimes a business does not have that kind of time. The bottom line is this:
Trust those who are trustworthy.
Actions speak louder than any form of promise or commitment, so trust those who do not watch the clock; who do not only do their job description; who do not complain about work. Trust those who work proactively for the best interest of the company; trust those who are there when you need resources to help; trust those who display honestly and integrity in their dealings; and most importantly, trust those who your gut tells you to trust.
To trust another in your business is to take a risk, because with trust comes certain liberties and power. But without that trust the business can never grow.
“We need people in our lives with whom we can be as open as possible. To have real conversations with people may seem like such a simple, obvious suggestion, but it involves courage and risk.”
“It’s not what you know, but who you know”
Nepotism and favouritism are significant issues in most small companies. These seem to be accentuated in the entrepreneurial sphere, where either family and friends are employed because the entrepreneur knows and trusts them, or it becomes a convenient recruitment process short cutting many aspects of red tape and inconvenient checks.
It is also a common habit of entrepreneurs to show preference to those who work well, further the company’s goals, or simply ‘click’ with the entrepreneur. Although this sounds natural, and in some respects even acceptable, the concept of inequality in the treatment of staff raises its head as a significant issue for both the favourite and non-favourite employees. It is not only unethical, but also counter-productive.
The favourites often become victimised and comments such as “you get anything you ask for” become prolific in the hallways, whereas “I never get anything, no matter how badly I need it to do my job!” is often also heard. Whether the favouritism is justified or not, whether it exists or not, the reality is that it is a destructive practice in any business, and even more so in a small company where each staff member needs to make a difference.
What is the solution? A simple and structured performance based reward system that correlates directly to work tasks and projects. The problem in implementing this is the general lack of systems in entrepreneurial businesses.
A final note worth considering: if you were building a business, and some employees worked harder that others and added greater value, do you think you could conceal a preference for them?
Revolutionise you business. Speak to a business coach today. The first session is FREE.