BUSINESS “First, ask the employee about their goals and what


they are trying to achieve with their position,” says Wat- kins. Once an employee’s goals are articulated, identify the resources they need to achieve them. It’s also important to celebrate milestones, celebrat-


ing those activities that move the employee toward their goal such as helping the business grow, Watkins says, adding, “We all know people will do more when they feel appreciated.” Tose factors that drive someone to a goal are just as


important as reaching the goal, she says. Kathleen Ries-Jubenville, a certified high-performance


coach whose company Te Fearless Climb helps business owners, recommends starting by establishing policies and procedures at the company level and for each job. Set clear expectations and measurable goals with each


employee. Meet regularly to discuss their progress and pro- vide training and feedback. Keep written documentation of successes and challeng-


es in a private manager’s-eyes-only file. Document serious problems in the employee’s HR folder. However, that incident may be a learning opportunity,


says Ries-Jubenville. She suggests making a note in the pri- vate file to monitor that employee’s progress. Set up rewards and recognitions systems, such as a gift


card for each accident-free quarter or a year-end bonus for meeting goals. Richard Arenz, CPA, an accredited small business con- sultant and principal of Avanzar Business Consultant LLC in Cape Coral, Florida, works with small businesses to identify people with leadership potential using a strengths, weaknesses, opportunities and threats analysis. A compa- ny owner should conduct one-on-one meetings with such employees to help sustain their strong points and incre- mentally improve weak areas. “You don’t want that meeting to only be about busi-


ness,” says Arenz, adding he’s found over the years “it’s also got to be a little personal sort of relationship and a rapport-building.” Natalie Rose Brown, who runs Indigo Services Con-


sulting, an executive search consulting firm in Houston, says many companies focus on coaching. “In a coaching relationship, you can establish a goal with employees, examine the reality of that goal and ex- plore with them options of how to reach that goal. Ten you establish their will and commitment,” says Brown. It plays off the GROW model (goal, current reality, op-


tions and will), in that a company owner is not just telling employees what to do but working with them to reach their full potential, she adds.


Choose the best


Watkins says there is a difference between a leader and a manager. “A leader is going to be right there in the trenches with their team, helping them achieve their goals,” she says. “A manager is going to stand back and not really be engaged in the process.” Ries-Jubenville says employees with leadership poten-


tial demonstrate distinct characteristics. Other team mem- bers already look up to them or go to them to get their


irrigationandlighting.org


“A leader is going to be right there in the trenches with their team, helping them achieve their goals.”


– Mollie Watkins, Comprehensive Consulting Solutions fo Small Businesses


questions answered. Tey have a consistent personality which makes them approachable and are generally positive and helpful. Tey believe in the company and support the manage-


ment team. Tey are willing to pitch in to get the job done. Tey follow company policies and refrain from gossip. Seek out people who demonstrate an eagerness and am-


bition to grow and find out what they’re ambitious about, says Arenz. He offers the example of being part of a business net-


working group that includes people who are reticent to get up in front of others and speak. “It’s in identifying those things and helping them, along


with becoming stronger in that, because the more you get face time when speaking to people — that’s an example of leadership — is where you start becoming confident,” he says. “You’ve got to find out where this person is shy or afraid and really strengthen those areas so they can be confident to be a leader.” Brown advises seeking out someone who is willing to


learn every day and continue to grow with your company, instead of someone who acts like they know it all. “Some companies like to hire employees right out of


college and people will say that person doesn’t have expe- rience. But some companies feel they are trainable,” she says. “You want to make sure that whoever you’re hiring as a manager and a leader is willing to learn more about the company and willing to teach their team and not just de- mand what to do. Tey want to grow with them and work with them as a team.” It’s important to realize not all employees want the


responsibility of being a manager, Watkins says. It’s also worth considering that if an employee is not meeting his or her articulated goals, the work environment may be inhib- iting their ability to achieve them, she adds.


Lead the way


How much of a mentor does a business owner need to be? Tat question comes frequently in her business, says Brown. “Being a mentor sometimes means you need to make


sure they hold the same vision, purpose and goal as you and to be sure that they’re the right mentee, because some people may just want to work there and may not want to follow that path,” she says. One approach is to offer an internship or have the po- tential manager or crew leader shadow the company owner


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