Management mistakes may not always be the source of a problem, but
they can certainly exacerbate it. Other times, management
mistakes can cost you clients, employees, or just not operating
your business effectively.
Certain mistakes in
management mean that you spend way too much time putting out fires
and solving everyday little issues that should not have come up in
the first place. Chris Anderson walks through some of the
more common mistakes that managers make and is a great article for
experienced small business managers and newbies alike.
Do You Make These Ten
by: Chris Anderson
As a busy executive, you face
some extremely difficult challenges like creating and dominating
new markets or finding and keeping the best people. But then, like
many executives, do you find yourself spending too much time
solving everyday problems (that only you can solve, right?), which
prevent you from growing your ideal business?
Most managers find themselves
spending 80% or more of their time “reacting” to business
events and very little time in preventing those same events from
occurring again. If this sounds familiar then you may be making
some of these management mistakes:
operational issues eat up much of a manager’s time. Too much for
most managers. But by reversing this trend, you will have the
opportunity to correct those mistakes and build a superior
organization that keeps your best people, increases revenue and
you have a compelling vision for your company, that projects a
remarkable future, but few of your employees have heard of it
or could explain it if asked?
Do you have a company mission
that addresses your customer needs yet your operations fail to
measure your progress towards your mission?
Do your objectives focus on
increasing revenue and profitability while your assets are
performing poorly, generating negative cash flows, or
encumbered by debt to create the profit?
Do you talk a lot about your
employees (positive or negative) without noting what your
employee turnover or performance metrics are for your
Do you spend a lot of time
working IN your business on tactics yet fail to spend a
greater amount of time working ON your business to define your
strategy, performance metrics, and real resource needs?
Do you have regular
interactions with employees yet fail to communicate the status
of objectives, financials, or metrics?
Do you make money available for
training yet fail to measure how that training helps your
company achieve its goals?
Do you constantly strive to
improve your company’s performance yet fail to compare your
performance against external benchmarks for success?
Do you believe that your
customers, employees, and vendors all love your company yet
you have no process for measuring their satisfaction on an
Do you produce forecasts and
budgets yet fail to achieve the agreed upon goals or learn
from the experience to improve in the future.
Start by examining how to remove
yourself from your business. Look at automating or outsourcing
tasks you perform now. Any task that falls within the tactical
operation of your business should be transferred to another
automating or outsourcing is not an option then move the
responsibility down the organization and train your employees to
take over those tasks. Most employees are quite capable once they
have been properly trained and given enough time to become
improvement beats delayed perfection.
business is not about the founder, executive or management that
has more experience, thinks they are the smartest or can do the
best job. A business is about all of the people. In fact a
business is the people.
job is strategic. Manager’s must focus on the vision, mission
and objectives of the organization. Then deploy the resources to
see the work gets done.
measure, monitor and communicate the results so that everyone has
the information they need to improve their performance.
job is to do the strategic work and not to do the tactical work or
else who is doing the managers job? The workers cannot.
About The Author
Chris Anderson has over 18
years of sales, marketing and business management experience
working with business process design, software and systems
engineering. He is also co-author of policies and procedures
manual products, producing the layout, process design and
implementation to increase performance. He is currently the
Managing Director of Bizmanualz, Inc.