Interpersonal Business

Business owners for generations have gotten caught up in the “romance” of sales growth while taking their eye off of profitability. Big egos always have and always will compromise solid business practices. Businesses will continue to fail or underperform, not from market conditions, a poor economy or steamy competition. They will continue to underachieve by pretending to be something they are not in these very difficult times.

While you can’t control the outside competition, you can control other more important areas of your business. Listed as the “competitors” that deserve most of management’s attention, and in order of most control to least control, are: Management staff, sales partners, retail customers and the consumer.

The manager-managee relationship and balance of power has significantly evolved in recent years. We have often asked those we manage to begin to “think like a manager.” The old school of “management by dictatorship” will only serve to limit the fundamental quality of your staff. We understand the need to nurture and delegate to our staff, but are we willing to relinquish power in the process?

Remember how perceptions carry over between our grade school and high school years? The new century requires us to be willing to make changes in our style and effectiveness. The world, let alone technology, is more than willing to pass us by. Are you “old school” and irrelevant, or have you been willing to stay up with the times? Key staff members can provide an effective voice for change.