October 6th, 2014

Ten Tips for Leaders Making Tough Decisions

Douglas McArthur quote about leadershipAny Leader needs to make tough decisions. CEOs tend to have the unique additional challenge of making such decisions as the final decision maker. It is a subtle, yet sometimes daunting, difference.

At any other level within an organization there is someone else to challenge/stop/change or just agree with the tough calls. The buck stops with the CEO which means she/he is ultimately responsible for all company decisions.

Experienced CEOs will generally get the calls right and know that, because they are not infallible, there will sometimes be mistakes. He/she knows that ultimately making a decision is always better than a “no decision” and most mistakes can be fixed if necessary.

Some leaders run into trouble, by making poor decisions, or by avoiding making decisions. In my experience there are a number of reasons for this:

  • They are unwilling to get/listen to the right input before making a decision.
  • They think they have all the answers themselves.
  • They become paralyzed by the amount of input to the situation requiring a decision.
  • They lack confidence in their ability to make the right call.
  • They are worried about upsetting some people with their decision.

If the leader having a problem is not the CEO, then the problem can be solved quickly by a decision made by a more senior executive.

If the leader having a problem is the CEO, the impact on the organization is significant. CEOs MUST be willing to make tough calls, and be seen to act on decisions. The majority of those decisions should be sound decisions. This builds confidence and trust, which in turn creates a healthy leadership team.

“Lead me, follow me, or get out of my way.” General George Patton

Here are some thoughts on my experiences as a CEO making tough calls.

  1. Get all of the input that you need, from whatever source. NOT just from your executive team.
  2. Truly listen. Some leaders “listen to talk”, you must “listen to understand”.
  3. Understand that you can’t please all of the people all of the time.
  4. Be sensitive to those who will not like your decision.
  5. When it is a big decision, give yourself enough time, but don’t go beyond the “right amount of time”. If you have all the facts, and nothing is going to change, it is time to make your call.
  6. Make sure you are making a business decision and not an emotional decision.
  7. When the decision is complex I like to get outside of the office to think it through. My ideal is to get on my motorbike and let everything else go, it is amazing how often this brings clarity!
  8. Communicate, communicate, communicate. Listen before and explain after!
  9. Some people will need more time to understand and absorb your decision, if possible take the time to explain it to them.
  10. Know your own weaknesses, and get the right advisors to help you with those. I am not a detail guy, but I have detail people I trust implicitly.

“Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.” John C. Maxwell

Tough decisions will define you as a leader, do not shy away from them!

 

September 30th, 2014

Get The Critical Tasks Done!

Golda Meir quote about governing the clockEffective time management will make a difference in almost any job. As a salesperson I would credit time management with playing a huge factor in any success that I had.

Good time management will focus you on the most important tasks, prioritise your time, eliminate time wasters and make you your most productive.

The use of “To Do lists”, effective calendar use, a strong focus on prioritization of tasks, eradication of the dreaded procrastination and a strong work ethic will work wonders.

“The great dividing line between success and failure can be expressed in five words: “I did not have time.” Franklin Field

Today I want to focus on one particular aspect of time management that people seem to have trouble with. It is about plugging time into your calendar for high return activities, especially when you are already busy.

In the staffing business that might mean recruiters finding time to interview great people, who might not be a fit for the jobs they are currently working on. It is difficult to take time away from a current search that seems to be the top priority and spending time being proactive with other candidates. The lifeblood of any good staffing company is access to a pool of great people who are ready or almost ready for their next assignment. If you don’t keep that pool fresh you will see declining results. This is a critical activity!

The same kind of situation holds true for a salesperson who needs to find time to meet new prospective clients when they are already busy servicing their existing clients. If a salesperson relies solely on their existing clients and does not keep growing, then ultimately, and sometimes very quickly, the situation can change. Key contacts leave or change jobs, a contract might be lost, the client may compete the business or the supplier company loses the good graces of a particular client. Any of these situations might leave the salesperson with a dilemma, a reduced income stream and no way to replace it. A good salesperson knows that looking for new clients and contacts is a critical activity.
 
“The essence of self-discipline is to do the important thing rather than the urgent thing.” Barry Werner

There are many such situations in all professions, where even though the impact is not immediate, the task is still critical. Find time to do those tasks. Let everything else fill in around those time slots, but treat those activities like gold.

If you have heard the parable of filling the jar with big rocks, small stones, sand and water (or coffee) then consider these tasks to be big rocks. Get them into your calendar first or the calendar will fill up with all those other things (sand, small stones) leaving no room for your most important activities!

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Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Find Canada’s top hot jobs, updated in real-time!  Visit Eagle’s Job Centre!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
________________________________________________________________

September 26th, 2014

The Effect Of Alcohol On Careers

Drunk man with a beerIt strikes me as strange that I am writing a blog entry with such a title.

I am quite partial to a nice bottle of wine.

I enjoy my single malt collection upon occasion.

I have been known to have a beer to go along with a barbeque on a hot Summer evening, or after a game of soccer.

I’m a social person, and a glass in hand with good company is definitely on my list of things I enjoy.

Having said that, I lost a brother to alcoholism when he was 46 years old.

My wife and I have a foundation that supports an addiction centre and I have been fortunate enough to spend some time talking to people who had been through that program, and were trying to put their lives back together.

I heard the story of the high flying sales executive in the high tech world who let drink affect his life.  The company did not make it and nor did his marriage, he ended up on the street homeless and in need of help.

High flying careers seem to attract drink.  Liquid lunches used to be very normal, multiple drinks after work is still common.  You see them in bars everywhere, smart bright-eyed young executives on the rise with access to expense accounts and having fun.  It is very alluring, and if you keep it in perspective it can be fun.

The problems come when the alcohol becomes a habit, or worse an addiction.

The young, bright-eyed executive gets to be not so young any more.

The weight gain is steady and as the bloom of youth disappears the skin ages, the eyes become not so bright and the slurred jokes become less funny.

What might have been acceptable in the “Mad Men” era is no longer acceptable.  Societal norms have changed … we no longer tolerate discrimination, smoking in the office or excessive drinking.

We do not want our companies to be represented by people that are less than professional.

We want conversations with our clients, stakeholders and employees to be intelligent, not slowed by excessive alcohol.

Every year I take a 4 week period where I will abstain from alcohol completely.  It is my way of ensuring that it is not becoming too important in my life, and that I can go without on demand.

When I talk to our new staff before company events I will tell them that there will be alcohol, and that if they want to drink that is fine.  However, they are company events, and so they should act accordingly.  They should not make a fool of themselves and they should be ready to work and contribute the next morning, not hung-over and moving slowly.

Some companies have a no alcohol policy and I can understand that.  Our culture is a fun culture, but a professional one, that says its OK to have a few drinks just don’t go nuts.

Alcohol ruins lives.  On a smaller scale it ruins careers.  Don’t let the “fun factor” of a few drinks get away from you and affect your life negatively.

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Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Find Canada’s top hot jobs, updated in real-time!  Visit Eagle’s Job Centre!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
________________________________________________________________

September 25th, 2014

Professionals Are Not Controlled By Their Mood

Professionals get the job doneEven the most positive people in the world have bad days… that is just a fact of life!

Given that most of us are human, (I have come across a few ogres in my time), we are also prone to react badly when we are having a bad day.

Here is the thing … it is NEVER appropriate to let your poor mood affect how you act and react at work.

Yes, we are all human so we will slip up.

Yes I have been known to break this “rule” myself, which in no way makes it acceptable.

“Be careful with your words. Once they are said they can only be forgiven, not forgotten.”

“Be careful with your thoughts they may become words at any moment.”

I had a boss that I still have the highest regard for, who called me on the carpet for being in a poor mood. I argued that 98% of the time I was the life and soul of the place, surely I was allowed to be “human” upon a rare occurrence!

The answer was no!

He explained that the impact of my bad mood affected everyone around me, and that was never acceptable.

He was right, although it took me a little while to realize it!

“Mood has to be controlled. Otherwise, it’s your master.” Toba Beta

He went on to suggest ways that I cope with those days … such as “putting on my professional face” which was some of the sagest advice I ever had.

How you act at work is a part of your personal brand … which means it is how people view you. Do you want to be viewed as professional?

If you want to be viewed as a professional, even when you are having a bad day, then here are some thoughts for you.

“When one door of happiness closes, another opens, but often we look so long at the closed door that we do not see the one that has been opened for us.” Helen Keller

  1. When at work … work!
  2. Learn to “put on your professional face”. Decide how you want to be seen by your colleagues and practice acting in that manner. It does not mean changing your character, just highlighting the most positive aspects.
  3. Develop coping mechanisms for when you are in a bad mood. It might mean restricting your time with others, it might mean avoiding some subjects or small talk, it might mean suppressing your feelings or consciously smiling.
  4. Take your time in reacting … be very conscious of your tone and the words that you use.
  5. Find things that lift your mood … whether it is pictures of your kids, feel good stories, inspirational quotes or a book of “things to be thankful for” that you create!

It is in your own best interests to be viewed as a professional and someone that is consistent in their work and in the interactions that you have. Nobody enjoys unpredictability in their work colleagues.

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Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Want to know where Canada’s hot jobs are?   Visit the Eagle Job Centre!
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
—————————————————————————————————————————————–

September 23rd, 2014

Do Your Values Match Your Employer’s

quote about living your valuesIt is normal for a company to have a set of core values, used to aid in decision making and to establish a culture that is developed purposefully rather than by accident.  It is normal that the employees of that company will have similar values, in fact if their values are not aligned then it is rare that a person would stay working for a company with very different values than the individual.

“It’s not hard to make decisions when you know what your values are.” Roy Disney

Companies will take time to develop their core values, they will probably have a strategic planning exercise involving key stake holders, perhaps with consulting advice.  The process will be structured and given some importance, because at the end of that process the core values will define the very nature of the company.

How often do individuals really think about their “core values’?

I would suggest that most of us come to know and understand who we are as we mature.  We may surprise ourselves from time to time, but generally we have a good understanding of what our limits are and what is important to us.  It is also fairly natural that these change over time, as we are exposed to different influences, but at our very core (good word) we know what we stand for.

So … do you try to align yourself with an employer that has similar values to you?

“Find people who share your values, and you’ll conquer the world together.” John Ratzenberger

Is one of your core values earning as much money as you can, above other considerations?

Are you content to earn a wage, and receive no training … or is personal development and lifelong learning important to you?

Do you choose to work at the most convenient employer, with no thought to their community involvement … or is that even a factor when you look for your next job?

I am not suggesting that people compromise their earning potential for other factors, but I am suggesting that a balanced look at your fit with a potential employer should be a part of your employment considerations.  If you are totally unaligned with your new employer’s core values then it is unlikely that you will be very content no matter what you are being paid, or how short your commute is.

Take some time to really understand what is important to you.

Ask yourself whether you really believe in the environment, supporting charities, training, team based environments … or is the size of your pay cheque the only consideration?

Can you “muscle through” the BS of an abusive boss, the micro management of a “hard nosed” corporate culture or the inequity displayed by companies that don’t value diversity?

“Values are like fingerprints. Nobody’s are the same but you leave ‘em all over everything you do.” Elvis Presley

Do you really know what you stand for?

Once you do … for those who are fortunate enough to choose their employer, try to make sure you are somewhat aligned with their core values.

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Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Find Canada’s top hot jobs, updated in real-time!  Visit Eagle’s Job Centre!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
________________________________________________________________

September 12th, 2014

10 Reasons Clients Use Staffing Companies

CEO of Pepsico on the value of talentThe staffing industry continues to grow and provide value to clients across every level of government and every type of industry. Our services are used for many and varied reasons, so here are just ten reasons why we exist.

“Thirty-six percent of global employers are having difficulty filling jobs. This percentage has increased for the second consecutive year and is at its highest level since 2007.” Manpower 2014 Global Talent Shortage Survey

  1. Broad reach. The staffing industry spend their days looking for talent, talking to talent, receiving resumes from talent and building databases that track that talent. Our clients take advantage of that reach which most would have difficulty achieving themselves.
  2. Focused. We find great people, quickly and economically. That is our core competence… our clients are focused on their core competence. I don’t try to build pipelines, provide telecommunication services or manage people’s money. Our clients get professionals to help them with their staffing needs.
  3. Fast. Our clients need talent now, and that is exactly what we do.
  4. Cost effective. Some people have trouble with this, but paying a staffing company is an extremely cost effective way to recruit. Your people stay focused on what your company does. A fast hire means faster productivity. The cost of the client’s time and the improved productivity of their teams makes it a no brainer from a cost perspective.
  5. Strengthen teams. I blogged about this recently, but our clients use our services to proactively improve the quality of their teams. They replace poor performers with top talent… a huge win.
  6. Fill a gap. One of the most obvious uses of staffing services. A maternity leave replacement, a project that needs to be done, a short term increase in demand… all serviced by your staffing provider.
  7. Flexibility. Clients want to test run projects, have flexibility in their staffing levels, meet short term demands. There are any number of reasons why a well run company wants to have this kind of flexibility.
  8. Market knowledge. Staffing companies know what people are making in the market, know who else is looking for those people, understands what their client needs to do… and brings that knowledge and expertise to the table.
  9. Anonymity. Clients sometimes need to strengthen their teams through “head hunting”. They don’t want their name associated with the calls going out into the marketplace, so they use staffing companies and search companies.
  10. Easy. Like any services industry, we need to make life easier for our clients. They give us their hiring problems and we make them go away. Easy.

“More than 50 percent of global employers reporting talent shortages say the shortages significantly impact their ability to meet client needs. Forty percent of employers say shortages reduce their competitiveness / productivity.” Manpower 2014 Global Talent Shortage Survey

As “middle men” recruiters have been written off with the dawn of the internet and with the availability of apps on mobile devices. Some people don’t appreciate the depth of value our industry brings, despite the obvious impacts of skills and labor shortages, globalization, technological innovation and increased competition.

One final quote for the sceptics, from another staffing guy, Greg Savage, who says “Technology will never replace recruiters. Ever. Talent is not an online commodity.” I agree!

September 10th, 2014

Proactively Strengthening Your Team

Douglas McArthur quote about leadershipEvery leader knows that “people management” has the potential, (and often fulfills that potential), to be a huge part of where you spend your time. You deal with poor performance, complaints of all kinds, ego stroking, breaches of rules, motivation issues and politics. On the positive side of the equation you coach and mentor, you guide and share your experience.

If you look at a typical team in a typical large company it might look like this:

  1. There will be some percentage of “A” players … who I will categorise as highly productive.
  2. There will be some higher percentage of “B” players who get the job done in a good way.
  3. The largest percentage of your people will be “journeymen (and women)” … they get the job done, are not particularly efficient and they take too much of your time.
  4. You will probably also have some small percentage of “problem children” who are not productive, who cause you to lose sleep, who are perhaps on some kind of performance plan and they most certainly take way too much of your time and mind space.

If your company culture is a positive one, then you accept some responsibility for the success of your people. You will invest in them, give them time and guide them to success. However with your “problem children” you have thoughts such as. “This seems to be taking way too long”, “will they ever get there?”, “It seems like they should be good and maybe just a little longer…” .

“The strength of the team is each individual member. The strength of each member is the team.” Phil Jackson

You have read all of the management books … have heard the theories, “Hire slow, fire fast”. “Build a team with A players”. “Get the right people on the bus”. It is never quite that easy! You are busy! There are (growing) skills shortages. The hiring process is tough, and takes time (and did I mention … you are busy), you don’t have a budget to hire more people! There are a lot of reasons to adopt the “hope and a prayer” strategy that your “problem children” will make it! Here is the deal … they won’t!

Ask yourself these questions …

  1. If I could replace one of my “problem children” with an “A” player, what would the impact be?
  2. If I could replace ALL of my “problem children” with “B” players what would the impact be?
  3. If I could replace one, or more, of my “journeypeople” with an “A” player what would I be willing to pay?

If you are honest with your answers you will know that the positive impact would be huge … on productivity in general, on group dynamics and on your time! If you want to do something about it then you can.

“You put together the best team that you can with the players you’ve got, and replace those who aren’t good enough.” Robert Crandall

The role of staffing companies is to find their clients the best resource, at the right time and for the right price. Very often our clients have a project or some other reactive need for those resources, and we find them.

There is real value in also having a proactive strategy that says, at its most basic level … “If you can find me great people, that will strengthen my team, I will act on that.”

You need to have a good rapport with your staffing company (or search company) and work with them to define what an “A” player looks like. They should be able to do all the “heavy lifting”, providing you with a very short list of people when you are ready.

You should explore your own networks too, and build your own pipeline of potential employees that you can “tap into”.

You need to work your internal system to figure out how you will logistically make it work. It may mean a business case showing the impact of replacing underperformers with top talent. It may mean getting approval to pay fees. It may mean understanding severance packages for those who need to go.

  • It is not easy, but the end result will make your life easier.
  • It is not easy, but it is good management.
  • It is not easy, but your team will thank you.
  • It is not easy, but it is what your company deserves.
  • It is not easy … but nothing worth doing is easy!

“A boat doesn’t go forward if each one is rowing their own way.” Swahili Proverb

Start your proactive planning today, and reap the benefits tomorrow.

September 4th, 2014

Entrepreneurial Hunger

succes comes from Hard work and determination the reasons for successI was trying to find a word that best describes the mindset of an entrepreneur and the best I could come up with was … HUNGRY.

  • If you are hungry then you are willing to go a long way to satisfy that hunger.
  • If you are hungry you will work harder.
  • If you are hungry you will be willing to take some risks.
  • If you are hungry you will be very focused on what it takes to reach your goal.

“I know the price of success: dedication, hard work, and an unremitting devotion to the things you want to see happen.” Frank Lloyd Wright As time goes by and entrepreneurs achieve some success there is a subtle change from entrepreneur to “corporate” mindset. This is often a necessary change as a company moves through its stages of growth.

  • The hunger is reduced.
  • The risk taking is reduced.
  • The total focus is reduced.
  • The work ethic is not quite where it was.

Where companies run into trouble is when that mindset continues to shift, from the focused needs of the company to an entitlement of position. From a mindset that puts the company first to a mindset that puts the executive first. “The most dangerous poison is the feeling of achievement. The antidote is to every evening think what can be done better tomorrow.” Ingvar Kamprad If I draw a sports comparison, winners are typically those who are the most hungry. The winners are those who are willing to train longer, learn more, continue to grow and who revel in the competition. In sports the difference between winners and losers is tiny! It might be a split second moment of magic, or slip in concentration. It might be a fraction of a second. It might be that last gasp effort because the winner trained just a little harder. In business the difference between winners and losers can be small too. Many of the great businesses of the past lost their way, just Google “What happened to the first Fortune 500 companies?” Companies need their leaders to be focused on the needs of company above all else. Companies that can maintain that type of single-minded entrepreneurial focus will always succeed, and that mindset needs to come from the top. “I never took a day off in my twenties. Not one.” - Bill Gates, Here, in my humble opinion, are some questions that leaders need to answer in order to know if they are slipping too far from the entrepreneurial mindset..

  1. Am I focusing my energies in the right places?
  2. Am I spending the majority of my efforts on activities that will further the business?
  3. Am I spending time with the right people?
  4. Am I making decisions based on ego or on what is right for the company?
  5. Am I willing to sacrifice to do the right thing?
  6. Am I still willing to put in the hours of an entrepreneur?
  7. Am I becoming a corporate executive with big expectations for myself … or is my focus on what it takes to drive growth and success in the business?
  8. Am I taking time away from my role to satisfy my ego … or worse, my personal needs and desires?
  9. Am I still HUNGRY for the success of this company?
  10. Am I still the right person to be doing this job?

Great leaders will always have some of that entrepreneurial spirit. They will always have that HUNGER that winners need! poster with attributes of an entrepreneur —————————————————————————————————————————————– Kevin Dee is CEO of Eagle (a Professional Staffing Company) Want to know where Canada’s hot jobs are?   Visit the Eagle Job Centre! Gain a competitive edge!  Join Eagle’s Executive Consulting Network! Have you tried Eagle’s (very cost effective) VirtualRecruiterservice? —————————————————————————————————————————————–

August 19th, 2014

Annual Budgeting Using The Hope and a Prayer Strategy

Drukker quote about planningEvery year all companies face the same challenge of developing the budget for the upcoming year… something that we are currently finalising. The extent of that planning will vary among companies, but generally companies need to have targets for the next year which are focused on revenues and expenses, resulting in what everyone hopes will be a healthy bottom line and reasonable growth.

Great companies are very good at this planning process, understand what it takes to meet their targets and their forecasts will be fairly accurate, not withstanding the obvious impacts of recessions and other unforeseen calamities.

Many companies however employ a less than strategic approach to their planning, and very often managers are allowed to feel like they don’t actually “own” the plan. In these circumstances the numbers achieved are more a result of chance, than of planning and execution against a plan!

“Plans are only good intentions unless they immediately degenerate into hard work.” Peter Drucker

This is what I call the Hope and a Prayer Strategy.

Step 1. Pick a number

Step 2. Share that number (maybe)

Step 3. Hope you hit that number

It is not a very satisfying way to manage, because every month when the numbers roll in those managers cross their fingers and hope. Invariably fate is not kind and the result is a habit of failure, and excuses for that failure.

“Planning is a process of choosing among those many options. If we do not choose to plan, then we choose to have others plan for us.” Richard I. Winwood

Managers MUST truly OWN their plans. They need to own the targets, the responsibility for the tactics that will ensure their success, and for adjusting those tactics along the way when things don’t go as planned!

This is a more strategic approach to the annual budgeting exercise, and has a far higher chance of success!

Step 1. Develop a budget with input from executive, management and delivery teams. It should be realistic but with adequate growth, and built based upon known opportunities and reasonable expectations.

Step 2. Communicate the plan to all concerned, together with the tactics that will be employed to meet the plan. Adjust tactics at this point to ensure success and ensure that everyone buys into the targets. EVERYONE needs to accept accountability at this point.

Step 3. Start to execute against the plan.

Step 4. Measure on a regular basis, at least monthly to ensure that assumptions are reality, that activity is tracking as expected and that results are in line with expectations.

Step 5. Adjust tactics as needed to ensure the next results meet expectations, and will compensate for any shortfall year to date.

Step 6. Go back to Step 3 and repeat every month (or chosen cycle) through the fiscal year.

“By failing to prepare, you are preparing to fail.” Benjamin Franklin

The big word here is ACCOUNTABILITY. Everyone needs to be accountable so that the culture is one of pursuing success, not one of developing excuses for failures.

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Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Want to know where Canada’s hot jobs are? Visit the Eagle Job Centre!
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
—————————————————————————————————————————————–

August 15th, 2014

Making Tough Business Decisions

Jim Rohn quote on leadershipTo operate a successful business, or even division within a business, there needs to be a pragmatic approach to solving problems. It should be a dispassionate look at problem situations with the desired outcome being the correct “business decision” for the company.

“It doesn’t matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions.” Jim Rohn

As a leader making these decisions you will invariably be faced with tough calls to make, ambiguous circumstances that can muddy the waters and the need to make unpopular decisions. In those cases you need to do the best that you can, understanding that you can’t please everyone.

“I don’t know the key to success, but the key to failure is trying to please everybody.” Bill Cosby.

As a business owner who has faced many of these decisions over the years I think I can provide some guidance based on experience. Here are some thoughts:

  1. The worst thing that you can do is to avoid making the decision!
  2. It is OK to consciously choose not to change things, after considering the facts.
  3. You will not always be right.
  4. Business decisions must always be fact based, not emotional decisions. Don’t get caught up in the emotions.
  5. Be decisive in your actions… don’t let the problems hang around.
  6. Communicate as much as possible with people, but at the end of the day most people are smart enough to know “that decision” was coming, even if they don’t like it.
  7. It is normal to feel bad about decisions that affect people, but if your decisions are based on facts, and in the best interests of the company then you have done your job.
  8. It is difficult to remove emotion from situations when you are emotionally involved. There are good reasons why leaders should not have close personal friendships with people that work for them.
  9. I find that it helps to have partners who I can talk to before during and after the tough decisions. For some leaders there are no peers within the company, so finding an outlet is important. Peer groups like YPO can help.
  10. At the end of the day we are at work to work, and the focus needs to be the success of the business or everyone suffers. Leaders are expected to make reasoned, timely business decisions. They are not in their role to win a popularity contest.

“One rarely has 100% of the information needed for a good decision no matter how much one spends or how long one waits.” Robert K. Greenleaf

The most difficult decisions will always affect people, their livelihood, their career, their success within the company or not. When business decisions do affect people negatively then leaders should accept some responsibility, act with compassion and treat people as fairly as possible. If you are unfair, unreasonable or insensitive in your decision making there is likely to be a ripple effect which should be avoided where possible.

________________________________________________________________
Kevin Dee is CEO of Eagle (a Professional Staffing Company)
Gain a competitive edge!  Join Eagle’s Executive Consulting Network!
Find Canada’s top hot jobs, updated in real-time!  Visit Eagle’s Job Centre!
Have you tried Eagle’s (very cost effective) VirtualRecruiterservice?
________________________________________________________________

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