| Compatibility Is Vital | | | | Keep your staff informed. If you don't, rumours will |
| You don't want clones of you. But you do want people | | | | develop to replace fact. Ensure your staff know what |
| you can get on with both personally and professionally. | | | | you and they are trying to achieve and how well |
| You can't escape from them or they from you. | | | | you're progressing. I'm not advocating that you reveal |
| People You Trust Absolutely | | | | your most intimate business secrets. But your staff are |
| In a small business you simply can't do everything | | | | all close to your business. They deserve to know. |
| yourself. You have to give others responsibility and | | | | Sensitivity |
| accountability. If you don't have staff you trust, your | | | | Staff will have personal problems. Sometimes they'll |
| business will stagnate. | | | | interfere with their job and your business. Show |
| Flexibility and Adaptability | | | | concern. See if you can help without "playing |
| You'll employ people because they bring specialist skills | | | | favourites". Other staff will judge you harshly if you |
| to you. But they must be prepared to "fill-in" and "help | | | | seem cold and unfeeling. |
| out" in areas outside their speciality. | | | | Develop a Sound Network |
| On Job Training | | | | You need other business managers you can talk to |
| I happen to believe that the most effective training | | | | and exchange ideas with. This is important for general |
| occurs on the job. This is particularly true in small | | | | business ideas and especially so for sound business |
| business. Your people need to understand that they'll | | | | management. |
| learn new things by doing them. Avoid people who | | | | You're The Role Model |
| want to go to "course" to learn. | | | | That's the fact. Because your business is small you |
| Limited Opportunities | | | | can't escape scrutiny. They'll do what you do, not what |
| You can't offer long term careers. Recognise that | | | | you say. They'll treat customers the way you do; not |
| valued employees may leave for "greener pastures". | | | | how you say they should be treated. This applies to all |
| To limit the damage, introduce incentive and reward | | | | aspects of your behaviour. |
| schemes including profit share if possible. | | | | Conclusion |
| Systematize, Systematize, Systematize ... | | | | There's little room for textbook management in small |
| "There are few poor people, but lots of lousy | | | | business. The people management textbooks are |
| systems" so the saying goes. Do your best to | | | | written for managers in big business, not for small |
| introduce systems that make it impossible for your | | | | business managers desperate to grow their business |
| people to fail. Good systems reduce stress, increase | | | | and make a worthwhile living. Sound people |
| self esteem and build confidence in all who use them. | | | | management helps a lot. |
| Openness and Information | | | | |