রবিবার, অক্টোবর ২৫, ২০২০
দেশজুড়ে ডেস্ক
১২ আগস্ট ২০২০
৩:৩১ অপরাহ্ণ
The Howl - Monthly News Letter -Issue #2
The Howl - Monthly News Letter -Issue #2

১২ আগস্ট ২০২০ ৩:৩১ অপরাহ্ণ

The Code of Conduct ---- It seems almost ludicrous that this is often a subject that a lot of folks should consider in privately held distributorships.

When I suggest there could also be a requirement for a "Code of Conduct" I'm not talking a few need supported employee behavior, I'm talking about the necessity supported family behavior. The closed corporation may be a cornerstone of the US economy. it is the American way, market economy, and everyone that gooey stuff we
read about. And, it's true.

Family-owned/privately-held organizations in wholesale distribution, both small and enormous, with succession issues, family preparation, and second and third-generation leadership issues often have several relations that hold management positions within the corporate. Often time's interaction between relations can create problems for the business. In some extreme cases, employees may very well begin to takes sides on a spread of issues supported the actually loved one they need to be elected to support. Sometimes, family issues may exist within the minds of the workers and therefore the actual relations 
have no idea how their interaction has created the issues.

I have seen brothers be vengeful against brothers within the closed corporation to the purpose that the business suffers and should risk failure. I even have seen family relationships destroyed over business issues, jealousy, and even greed. I even have listened to distraught fathers attempt to determine succession within the business when two sons believe they're air apparent to the dominion and pop just can't pick one over the opposite. I even have seen family businesses travel by second and third generation relations that demonstrated exceptional competency, vision, and skills to still grow their business. but, I even have seen a couple of empty suits and empty dresses when it involves running the business also. I even have seen sons that couldn't wait to urge their hands on the business with great care they might sell it and escape with a fortune.

Then again, I even have seen fathers that have elected to sell simply to avoid the family conflict involved en passant the leadership reins right down to another loved one.

We all have different strengths, different methodologies, and different experiences within the world of wholesale distribution. These differences will impact our individual approach to any task or project. this will become a neighborhood of risk for a few folks. We must be aware of our own unique style. this is often very true when it involves a family run business. To use a phrase from General Russell Honore when he took over during the Katrina Hurricane crisis, "We can't afford to urge "Stuck on Stupid!"
He made that comment to the media once they tried to interrogate him about all the mistakes made during the aftermath of Katrina. As Owners, CEOs, Presidents, or simply family shareholders, we will not afford to urge "Stuck on Stupid" when it involves running the business. We must put the business needs before our personal needs.

It is absolutely essential that you simply anticipate and not back if you're getting to still grow the business.

I am not suggesting that a "Code of Conduct" will resolve succession issues. That in itself is a completely new discussion. However, I'm saying that a "Code of Conduct"
will not only make the succession transition smoother, but it also can circumvent any potential problems associated with internal family interaction. Additionally, you would possibly want to
consider creating a closed corporation doctrine that outlines the values and principles that you simply want to take care of within the business. The closed corporation is what built this country.
There's no question that. But, it's not without its problems. If you're the president of a privately held company and you've got absolutely no family issues in running
the business, you're within the minority. Consider yourself very lucky and commend yourself on how you've got been ready to run your business and avoid family challenges.

If you're one among the majority of privately held businesses that have experienced family issues you would possibly consider a "Family Code of Conduct".

Family issues and challenges that become easier to manage with a "Code of Conduct" are excellent segway into subsequent topics I'd wish to discuss during this issue of The Howl.

Do You Need a Board of Directors? ------ The question shouldn't be "Why do I want a Board of Directors?

The question should be "Why don't I even have a Board of Directors?
Is it because you think that you're too small, you see no value in having experienced business folks that provide input and advice. does one thing you're the sole one
that understands your business? Are you so self admired that nobody could possibly help you? does one have ALL the answers? If you answered yes to any of those questions with the exception of the primary one, (you think you're too small), then you would like quite just a Board of Directors.

You need some personal coaching and counseling.

First, any business, regardless of how small, can enjoy some sort of an advisory group. If your business only employs a couple of people and your sales are but 
$1 million dollars you ought to still have some format to debate issues outside the day to day realm of normal business. the larger you become and therefore the more people
you employ, the more reason to utilize a Board of Directors for guidance and support.

A Board of Directors, elected by ownership, can provide the type of support
necessary to require the corporate to the subsequent level. No man is an island and it can become very lonely at the highest. Growing a corporation is tough work. The president
of the corporation not only has got to surround himself with a superb team but he must be ready to believe another power to challenge him and his team.

The Board of

Directors, in exercising its business judgment, acts as an advisor and counselor to the President and his executive team. The Board can help define and enforce
standards of accountability, accountability that's often found lacking during a privately held family-run organization. A Board can challenge and help the management
team execute their responsibilities to the fullest extent within the best interest of the shareholders.

How does one Release Discretionary Energy in Your Employees? ------ what's discretionary energy? Discretionary energy is that the energy an
employee uses when going above and beyond the decision of duty to finish a task or get the work done. Every employee has discretionary energy. the quantity of
energy released and employed at work depends on their attitude, how well they enjoy being at work, how they're treated, and the way they feel about the corporate.

Discretionary energy is often the difference between doing what's expected and performing in an impressive manner. Consequently, our people skills and leadership
skills play a paramount role in determining whether employees give freely of their discretionary energy. Does that mean that we must let the inmates run the asylum

and do whatever they need to form them happy? in fact not. But, it does mean that we must utilize effective leadership skills in handling issues, problems, and

just day to day training, coaching, and mentoring.

Here's an example;

Telling an individual what he's doing wrong isn't specific enough.

Eliminating undesirable behavior without providing a replacement substitute pattern leaves the worker hospitable to learn another undesirable set of responses and can encourage

him to withhold his discretionary energy. He may even become demotivated or resentful

It is better to discuss improvement in performance than to discuss the employee's failure to satisfy goals.

This can be accomplished by:

o Frequent feedback

o Reinforcing small approximations to the specified goal, gradually increasing the number of steps necessary to get the positive reinforcement

o Evaluations should tend permanently performance and without an excessive amount of time delay

o Employees need to skills they're doing no but on a monthly basis

To see how this principle is applied to coaching, assume you were on a ride-a-long with a salesman and you only concluded a sales call. You observed the salesperson neglected to invite the order when making a closing statement. If during this critique you mention to the salesperson that he didn't use the skill correctly you'd, in fact, be punishing the salesperson.

A much better approach would be to use the concept of self-feedback. In other words, allow the salesperson to self-critique the utilization of his skills. within the above example,
assume the salesperson used the supporting skill correctly. you'd apply a positive reinforcement technique. Next, ask the salesperson to repeat his closing statement
as best he can recall.

You might say, "Can you remember the closing statement you made? I'm wondering if you'll repeat it."

Several things may happen here. First, the salesperson may repeat the statement and realize on his own he neglected to invite the order - self-realization. At now ask him to invite the order and positively reinforce his response. On the opposite hand, the salesperson might not realize he used the skill incorrectly, even after repeating it. In this case, ask the salesperson what he thinks he could do to enhance the closing.

Confirm understanding and ask the salesperson to form another closing statement. once more positively reinforce after correct skill usage. By utilizing this method you
avoid falling into the trap of the "Psychological Sandwich." That is after the salesperson received the praise he's now expecting the ax to fall, the praise becoming the
antecedent to a negative consequence.

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