- Player: Siphiwe Moyo
- What he does: Expert in organisational effectiveness and organisational behaviour, part-time lecturer at the Gordon Institute of Business Science (GIBS), and a professional speaker.
- Visit: www.siphiwemoyo.co.za
Pay attention to the intrinsic motivators of your team. If you can tap into that, you’ll link their purpose to that of the organisation, driving productivity.
What is the biggest influencer or detractor of productivity?
Ultimately, it all comes down to whether an individual is in the correct job, position and department. There must be a job and culture fit. In my experience, organisations often don’t look closely enough at culture. They look at the right skill sets when hiring, but don’t consider the individual.
You can have the same person, with the same skills, in the same position, thriving in one organisation and a disaster in another. If someone isn’t performing optimally, start by asking if there’s a culture fit, or a mismatch.
If there’s a mismatch, consider moving the individual to a different department. They might excel in a different role. I’ve had personal experience with this. As a star performer, I was promoted into a middle management role. On paper it looked great — a better title, more responsibility and a salary increase.
Once I started the role, I realised it was the wrong fit for me. I went from being a star performer to mediocre at best. Because I was able to have an open and honest discussion with the organisation, I was able to move into a different role, and ended up being awarded employee of the year again.
As an organisation, keep lines of communication open, and allow employees the space to feel safe enough to voice these concerns. People are often too scared to speak up, and so remain stuck in a role they hate, and aren’t performing in. It’s a waste of time and resources for everyone.
How do you keep the right person motivated and productive?
Ultimately individuals need to be held personally accountable for their own success. Individual effectiveness leads to organisational effectiveness. People make organisations a success, not the other way around. This means you want to create an environment where personal accountability is expected and rewarded.
Fostering accountability begins with fostering a spirit of entrepreneurship within the organisation, also known as intrapreneurship. We recommend giving your team work as if they’re consultants.
Hold one person accountable from beginning to end
Each project should have a start and a finish date; one person should see it through from beginning to end, even if additional team members need to be involved; that individual is held accountable for the ultimate success of the task. This creates an owner/manager culture.
For it to work, you need to give your team members autonomy. Be very clear about the objectives and expectations, what they are accountable for, and that the ultimate profit or loss of the project rests with them.
It’s very difficult to do this with someone who takes no accountability — but on the flip side, within this culture you quickly see who doesn’t fit, and you generally part ways reasonably quickly. Just as you don’t want an individual on your team who doesn’t take responsibility for their own success, so too do these individuals generally not want to be under that level of pressure.
What happens if an employee needs to be micro-managed?
Always be transparent. These are tough conversations, we know that, but they have to happen. Generally the employee will complain about being micro-managed, so be frank about why it’s happening.
Tell them that no one trusts they will deliver, and as a result they need to be managed closely. Explain that you’d love to give them more space, but that it must be earned. Start with something small, and then build on it.
Remind them that credibility is not immediate. It needs to be built up over time. Colleagues and managers need to see people deliver before they start to trust their ideas. It’s an incredible thing to achieve though, because once you’ve built that credibility up, people say yes to you. Not your proposals or ideas — to you, the individual.
Remind them about that end goal and why it’s to their benefit to achieve credibility.
For employees who simply do not develop a sense of accountability, you need to have the really tough conversation. You need to remind them that the organisation owes them nothing. They aren’t doing you a favour by coming in each day and not delivering. You are paying them to perform a role that they aren’t fulfilling.
Do performance reviews keep employees motivated?
Managing human capital requires performance management systems. You can’t run an organisation effectively without systems and processes in place. However, the role of reviews has changed over the years.
Most organisations used to have two performance reviews a year. It didn’t work. It became a punitive exercise, pointing out problems long after the fact, instead of using a review system to improve the organisation in real time.
Today, most high-growth organisations favour daily, weekly and monthly interventions. An effective manager handles issues as they arrive. Reviews shouldn’t be punitive. They should be a management tool to get the best from your team.
Effective employees require instant feedback. Otherwise what happens in a team? The accountable employee gets all the work. This overloads the star performer and demoralises everyone else. And remember this: Star performers are motivated when they’re surrounded by other star performers — you need to raise the bar for everyone, or the team spirals out of control.
Again, it’s about the uncomfortable conversation: ‘You aren’t rising to the occasion’. It needs to be said so that it can be dealt with, or the behaviour is unlikely to improve.
Should all promotions come from your star performers?
Absolutely not. There’s a perception that a star performer will make a good manager, and this simply isn’t true. Often people are promoted because the organisation feels they’ve earned that promotion, with the end result that they get pushed into a position that doesn’t suit them. Many star performers don’t actually want to be managers — and they’re not good at it. They want to get on with doing what they’re good at.
Okay, but what’s the solution?
Steven Drotten developed a leadership principal that advises two pipelines. One is the traditional management route, and one a specialist route, where you can progress up the ladder without managing people.
These individuals head up projects, budgets, mandates and so on at a senior level — but they aren’t managers. Similarly, if you really get to know your team, you should be able to identify individuals who aren’t necessarily star performers, but who understand the business, their departments and people — in other words, who would be great managers.
Remember, managing is all about getting results through other people. And with a star performer, you might change the job and title, but many just end up doing it themselves anyway, because it’s quicker and easier than managing other people.
It feels normal and natural to a star performer — but it’s the wrong way. If as a manager you aren’t doing what you should be doing, your boss is probably doing your job. There will be a pile-up somewhere. You’re clogging your leadership pipeline.
Is there an effective way to motivate employees?
Unfortunately there are no quick fixes. You can try your best to match them to the place where they can be excited, create a culture of accountability and support them, but ultimately motivation is an inside job. It’s internal. The level of an individual’s intrinsic support determines how motivated they will be in their role. No one will ever be completely motivated by external factors.
So, what can you do? First, hire the right people. Then, link your needs to their purpose, skill-set and motivation — in other words, understand your people, have one-on-ones with them and create safe spaces where they can voice their needs.
Being an effective manager
Effective managers find a way to tap into their team members’ passions and purpose. They trigger their intrinsic motivations, and link them to the organisation’s goals.
Finally, understand how hygiene factors influence motivation. A hygiene factor won’t increase motivation, but it can play a large role in killing motivation across an organisation.
You wouldn’t believe what a big role hygiene factors can play, and yet they are so often dismissed as unimportant. This isn’t unimportant stuff. It can boil over and cause serious organisation-wide demotivators, and yet they’re relatively simple to fix if you look into them. Hygiene factors include lighting, the look and feel of a building, and available parking spaces.
How serious is demotivation?
I consulted for a large organisation that had serious demotivational issues. After interviewing everyone, from management down, we realised that all non-management staff were unified in their hatred for powdered milk — not only that, but managers got fresh milk, and that upset them to an almost unbelievable degree.
It was a massive organisational problem, and yet the solution was so simple that at first the client didn’t believe us. Give everyone fresh milk. That’s it.
The improvement in employee morale was dramatic. We were looking for a serious issue, and yet this was the fix. Never discount hygiene factors.
Scaleup Learnings From Our Top Clients – What The Most Successful Entrepreneurs Do Right
So, how do our successful clients move through these constraints to scaling up? We see four key drivers of success, and they are: people, strategy, flawless execution and finance.
You’re out of your start-up boots, staff is increasing, your client base is growing, revenue is up and you’ve proven your case to the market. Now it’s time to scale up. The challenges of this vital growth phase are different and it’s a time that demands different mindsets and different actions. In a world littered with small business failures, it helps to be well-prepared for scaling up using a proven methodology. At Outsourced CFO, we get an inside look at the success factors of our clients who are mastering the transition.
On the one hand, scaling up is a really exciting phase; this is what moves you into real job creation and making an impactful contribution to economic growth. On the other hand, it is really hard to scale up successfully. We see three major constraints that limit companies’ transition from start-up to scale-up:
The business has to have the leadership that can take it to the next level. When you start scaling up, especially rapidly, the founders can no longer do everything themselves. The team must grow and include new leadership talent that can take charge and execute so that the founders are working on the business instead of in the business.
The processes, procedures, networks, systems and workflows of the business all need to be scalable. This is imperative when it comes to your infrastructure for the financial management of your business. You’re only ready for growth when your infrastructure can seamlessly keep pace.
Scaling up demands more innovative marketing and storytelling so that you can more easily connect and engage with the new employees, clients, network partners, investors and mentors that need to come along with you on your scale-up journey.
Businesses that build a market conversation and a compelling brand narrative during their start-up phase are better positioned to have this kind of market access when they need to scale up.
It is critical to have the right people on your team. Our successful entrepreneurs have what it takes to attract, inspire and retain top talent. A strong team of smart, ambitious and purpose-driven people who love the company and want to see it succeed contribute greatly to a world class company culture. They are adept at communicating a compelling vision and establishing core values that people can take on. These entrepreneurs are tuned into the aspirations of their people and focus on developing leaders in their teams who can in turn develop more leaders.
It is planning that ensures that the right things are happening at the right times. At successful scale-ups strategies and action plans are devised to ensure that the most important thing always remains the most important thing.
Strategy includes input from all team members and setting of good priorities for the short, medium and long term. Goals are clear and everyone always knows what they are working towards. The needle is continuously moved because 90-day action plans are implemented each quarter to achieve targets and goals that are over and above people doing their daily jobs.
Top entrepreneurs are not just focused on what operations need to achieve, but how the business operates. They have the right procedures, processes and tools in place so that everyone can deliver along the line on the company’s brand promise. Frequent, quick successive meetings ensure the rapid flow of effective communication. Problems are solved without drama. There is no chaos in the office environment. Everyone is empowered to execute flawlessly to an array of consistently happy clients.
Everyone knows that growth burns cash. A rapidly scaling business faces the challenge of needing a scalable financial infrastructure to keep the company healthy. Our successful entrepreneurs pay close attention to finance as the heartbeat of the business, ensuring that everything else functions. They look at the tech they are using for financial management and for the ways that their financial systems can be automated so that they can be brought rapidly to scale. The capital to grow is another vital finance issue.
The best way to finance a business is through paying clients on the shortest possible cash flow cycle. However, when you are scaling up and making heavier investments in the resources you need for growth, it is likely that you will need a workable plan for raising capital. Our scale-up clients know the value of accessing innovative financial management that provides high level services to drive their business growth.
Navigating the scale-up journey of a growing private company is one of the hardest but most rewarding of careers to pursue. Having people in your corner who have been through this journey before helps take a lot of pain out of the process. No growth journey looks the same, but there are tried and tested methods that will – if applied diligently – lead to definite success. Happy scaling!
That Time Jeff Bezos Was The Stupidest Person In The Room
Everyone can benefit from simple advice, no matter who they are.
When you think of Jeff Bezos, a lot of things probably come to your mind.
You likely think of Amazon.com, a company he founded more than twenty years ago, that’s completely disrupted retail and online commerce as we know it. You probably also think of his entrepreneurial genius. Or the immense wealth that he’s built for himself and others. You may also think of drones, Alexa and same-day delivery. Bezos is a visionary, an entrepreneur, a cutthroat competitor and a game changer. He’s unquestionably a very, very smart man. But sometimes, he can be…well…stupid, too.
Like that time back in 1995.
That was when Amazon was just a startup operating from a 2,000 square foot basement in Seattle. During that period, Bezos and most of the handful of employees working for him had other day jobs. They gathered in the office after hours to print and pack up the orders that their fast-growing bookselling site was receiving each day from around the world. It was tough, grueling work.
The company at the time, according to a speech Bezos gave, had no real organisation or distribution. Worse yet, the process of filling orders was physically demanding.
“We were packing on our hands and knees on a hard concrete floor,” Bezos recalled. “I said to the person next to me ‘this packing is killing me! My back hurts, it’s killing my knees’ and the person said ‘yeah, I know what you mean.'”
Bezos, our hero, the entrepreneurial genius, the CEO of a now 600,000-employee company that’s worth around a trillion dollars and one of the richest men in the world today then came up with what he thought was a brilliant idea. “You know what we need,” he said to the employee as they packed boxes together. “What we need is…kneepads!”
The employee (Nicholas Lovejoy, who worked at Amazon for three years before founding his own philanthropic organisation financed by the millions he made from the company’s stock) looked at Bezos like he was — in Bezos’ words — the “stupidest guy in the room.”
“What we need, Jeff,” Lovejoy said, “are a few packing tables.” Duh.
So the next day Bezos – after acknowledging Lovejoy’s brilliance – bought a few inexpensive packing tables. The result? An almost immediate doubling in productivity. In his speech, Bezos said that the story is just one of many examples how Amazon built its customer-centered service culture from the company’s very early days. Perhaps that’s true. Then again, it could mean something else.
It could mean that sometimes, just sometimes, those successful, smart, wealthy and powerful people may not be as brilliant as you may think. Nor do they always have the right answers. Sometimes, just sometimes, they may actually be the stupidest guy in the room. So keep that in mind the next time you’re doing business with an intimidating customer, supplier or partner who appears to know it all. You might be the one with the brilliant idea.
This article was originally posted here on Entrepreneur.com.
How Sureswipe Built Its Identity By Building A Strong Company Culture
Culture is unique to a business, it’s the reason why companies win or lose.
A company’s culture is its identity and personality. Since this is closely linked to its brand and how it wants to be viewed by its employees, customers, competitors and the outside world, culture is critical. The challenge is understanding that culture contains unwritten rules and that certain behaviours that align to the culture the company is nurturing should be valued and cherished more than others.
At Sureswipe, the core of our culture is that we value people and what they are capable of. We particularly value people who are engaged, get on with the job, take initiative, are happy to get stuck in beyond their formal job descriptions, and who sometimes have to suck up a bit of pain to get through a challenge.
We include culture in everything we do, so it’s a fundamental element in our recruitment process. In addition to a skills and experience interview, each candidate undergoes a culture fit in the form of a values interview. We look for top performers who echo our core values (collaboration, courage, taking initiative, fairness and personal responsibility) and have real conviction about making a difference in the lives of independent retailers. If we don’t believe a candidate will be a culture fit, we won’t hire them.
If we make a mistake in the recruitment process, we won’t retain culture killers, even if they are top performers. This is such a tough lesson to learn, but it liberates a company and often improves overall company performance.
Culture should be cultivated, constantly communicated and used when making decisions. At Sureswipe, we often talk about what it takes to win and have simplified winning into three key elements: A simple, yet inspirational vision; the right culture; and a clear and focused strategy. The first and third elements can be copied from organisation to organisation. Culture on the other hand is unique to every business and can be a great influencer in its success.
Catch phrases on the wall are not the definition of culture
A strong culture is purposeful and evolving. It’s what makes a company great, but also exposes its weakness. No company is perfect and it’s important to acknowledge the good and the bad. Without it, we cannot ensure that we are protecting and building on the good and reducing or eradicating the bad.
Mistakes happen. That’s okay. But we are very purposeful about how mistakes are handled. Culturally we’re allergic to things being covered up or deflected and have had great learning moments as individuals and as an organisation when bad news travels fast. It’s liberating to ‘tell it like it is’ and almost always, with a few more minds on the problem at hand, things can be rectified with minimal impact.
Culture should be built on values that resonate with you and that you want to excel at. In our case, some are lived daily and others are aspirational in that we’re still striving for them. In each case we genuinely believe in them and encourage each other to keep living them. This increases the level of trust within the team, as there is consistency in how people are treated and how we get things done.
We are always inspired when, after sitting in our reception area, nine out of ten visitors will comment on the friendliness of staff. We hear their remarks about how friendly the Sureswipe team is or a potential candidate will talk about the high level of energy and positivity they experience throughout the interview process.
These are indicators that our culture is alive and well. It’s these components of our culture — friendliness, helpfulness and positivity — that cascade into how we do business and how we treat our customers and people in general. Being able to describe your culture and support it with real life examples is a great way to communicate and promote the type of behaviour that is important and recognised within the organisation.
Culture doesn’t just happen
We are fortunate that culture has always been important to us, even if it wasn’t clearly defined in our early days. As we grew it became important to be more purposeful in the evolution of our culture. About four years ago, the senior leadership team and nominated cultural or values icons were mandated to relook all things cultural.
A facilitator said to us, “You really love it when people take the initiative, and get very frustrated when they don’t.” That accurate insight became core to our values. We love to see people proactively solve problems, take responsibility for their own growth, initiate spontaneous events, change their tactics or implement new ideas. It energises us and aligns to the way we do business.
We celebrate growth and love to see our staff getting promoted due to their hard work and perseverance. We recently had one of our earliest technicians get promoted to the Regional Manager of Limpopo. It was one of the best moments of 2018.
Be purposeful with culture, describe it, communicate it and use it in all aspects of business. Culture should change. Don’t allow phrases like ‘this is not how we do things,’ or, ‘the culture here is changing,’ to stifle the growth and development of your culture. When done correctly change is a good thing. Culture is driven from the top but at the end of the day it’s a company-wide initiative. Design it together with team members from different parts of the organisation to get the most from it. And then make sure everyone lives and breathes it.
The best ROI is achieved when you stop wasting money.
Peter Drucker once said that businesses have two main functions — marketing and innovation — that produce results. “All the rest are costs.”
If you agree, that means that the average business has a lot of fat to trim. Obviously you can go overboard trying to cut costs too. My philosophy has been to look at some of the general areas where you can add some efficiency but not at the expense of impairing your most valuable resource — your focus.
The following cost-cutting measures will do that. Think of these as adding value to your company, whether it’s time, creativity or a closer connection to your consumers.
Uncover inefficiencies in your process
This is where I begin. In fact, it was analysing the inefficiencies of legal communication and knowledge sharing that led me to create Foxwordy, the digital collaboration platform for lawyers. I noticed that attorneys in our clients’ legal departments were drafting new documents from scratch when they could pool their knowledge and save time by using language that a trusted colleague had employed in a similar document. Business is all about process. When you create a new process, or enhance an existing process, you will drive cost efficiency.
Refine your process, then automate
If existing processes are lacking, it is time to create process. If you have processes, but they are not driving efficiency, it’s time to redefine your process. Either way, a key second step is refining processes that are needed in your business. Only then can you go to automation, since automating without a process will result in chaos — and won’t save time or money. Similarly, automating a poor process is not going to give you the cost-saving results you are looking for.
Thanks to the Cloud, there are very accessible means of automating manual processes. For instance, you can automate bookkeeping functions with FreshBooks and use chatbots to interface with clients — for very basic information. If you’re a retailer, a chatbot on your site can explain your return policy or address other frequently asked questions. Automating such processes allows you to spend more time focusing on clients and customers. Technology alone isn’t a panacea for all business functions, but if you find something you’re doing manually that can be automated, take a look and consider how much time and process definition automation would save you.
Rethink your outreach
Marketing and outreach are usually big and important challenges for an organisation. In my experience, there are two main components to successful marketing — knowing your customers and using the most effective media to spread your message. For the first part, I recommend polling. There are various online survey services that offer an instant read on what your customers are thinking. You may think business is humming along, but a survey could reveal that while consumers like your product, a few tweaks would make it even better.
For the second part — marketing messaging — once you have a firm idea of your marketing messaging, Facebook is a great vehicle for outreach. The ability to granularly target customers and create Lookalike audiences (from around 1 000 consumers) can help grow your business.
Scrutinise your spend history
There are tools that can help you assess spend history and find cost-cutting opportunities. For example, you might be able to take advantage of rewards or loyalty programmes to reduce common business expenses, like travel, or consolidate vendors for a similar function. If you have a long-standing relationship with a vendor, negotiate better pricing.
The most important elements to keep in mind are resources that make your company special. Your company may be built on one person’s reputation and expertise. Guard against tarnishing that reputation with inappropriate messaging in advertising or social media. If your company’s special sauce is intellectual property, protect that too. But everything else — ranging from physical property to salary and benefits — are costs and should be considered negotiable. — Monica Zent