I’m managing this company and working incredibly long hours.  How can I sort this out?

There are a multitude of reasons that could be causing this problem for you.  Try doing your own diagnosis using the following tool that may help you pinpoint where your problem is.

Clear direction

Are you and your team clear on what is expected of you and to what standards?  This is one of the major reasons why most organisations under-perform.

Resources

Do you and your staff have adequate resources to do your job?

Processes

Does your organisation have a suite of processes that make it as easy as possible to run the company?  Lack of workable processes is the other top reason why organisations under-perform – especially people management processes.

Incentives and rewards

Are people rewarded for doing a good job - not just pay but also recognition.  Are there inverse incentives such as, if you do a good job you get loaded with more work while people who don’t perform well get off with a laid back life and still get paid the same as you?

Competency

Do you have the competency to do the job?  Have you ever been trained in Leadership?  Are the people who work for you and with you competent?  Competency is what distinguishes high performers from average to mediocre performers.

Have a look these two pages for more information on this subject.

• Leadership Development
• Training and Development

Capacity

This is the hard one.  Capacity to do the job is defined as the intellectual, emotional, mental and physical capacity to do the job.  It’s easy to see when somebody has an obvious disability if they are in a wheelchair or they only have one arm.  Spotting some of the other disabilities is also not so difficult.  First have a look at our recruitment section to help you make sure you minimise the chances of employing a person who does not have the capacity to do the specific job.

Give us a call if you already have a person who you believe has a capacity problem in your organisation, we'll be happy to see you for a short consultation.

Motive

What are your motives for working and those of your team? 
David McClelland in his work on Social Motives identified that there are three primary motives.  They are the Need for Affiliation, the Need for Achievement or the Need for Power. 
Making sure you have the right person in the job is important.  For instance, if you employ a person who is high on need for affiliation and put them in a back room, working alone, they will probably not give you their best work despite every effort.

Contact Red2Green today.