Seven years ago, a skilled individual decided to start a new business, tired of working for someone else and eager to take control of their life. Initially, there were no high expectations of great success, but almost by accident, the business began to grow, necessitating the hiring of employees. The first hires were family members and acquaintances, chosen for their reliability and loyalty.
This business owner knew a lot about the employees, including where they lived, their relationships, and their family details. The employees, in turn, recognised the commitment to growing the business that supported them all. They witnessed firsthand the stress the owner often faced and excused occasional outbursts of anger or frustration.
As the years passed, the company expanded and now employs twenty-five staff members, including two supervisors. The owner’s role has evolved, with less hands-on work and more time spent at a desk or in meetings, altering the relationship with the employees.
The owner still wanders around the workshop, greeting everyone, but is aware that the employees have their own banter, from which the owner is excluded. Two friends who were there from the start are now supervisors and well-paid, though they still turn to the owner to resolve any issues.
As the owner walks through the workshop door and gets into a new top-of-the-range BMW, thoughts arise about what the staff think. Do they understand the hard work behind the car and lifestyle? Do they think the owner is a good boss?
This scenario is likely familiar to many. It is common for business owners to find themselves in this situation, feeling that it’s ‘lonely at the top.’
Many business owners have been helped to overcome this anxiety by having staff members interviewed confidentially as part of a review. Employees are asked questions that the business owner wants answers to, and the confidentiality encourages openness without fear of whistle-blowing.
The feedback helps the business owner or manager understand the general feelings of the staff, often with reassuringly positive results. Any negativity can be identified and addressed, preventing minor issues from becoming major problems. Problems among an unhappy workforce can seriously impact productivity, morale, and motivation.
These interviews also help identify the effectiveness of those in management or supervisory roles, highlighting training and development needs. Often, people are promoted to new roles with greater responsibility but without the necessary training, creating stress and reducing job satisfaction.
As the business grows, leadership skills must also develop. Without investment in management skills, the business owner may become the least qualified person for their role. A successful business manager needs to manage staff effectively, understand financial information to make informed decisions, and lead the business forward with a defined leadership style.
If you are not sure where to start but are looking for answers on how to gain a better understanding and more enjoyment from running your business the answer may be to join a peer support group. E-mail info@engagewithbusiness.co.uk or telephone on 01603 406794 to find out more about ‘Those Who Lead‘.
