Hi
Just a bit of advice really.
The company I work for has developed (1 store to 20+ in 4 years), with very little development in terms of 'management structure'.
There has been (and still is) a lot of 'fluid roles' and a 'hands on' input from all of the staff team, but there is also a hierarchy based on 'right place/right time' hiring, and longevity, rather than fit for purpose.
I would like to implement some 'one on one's' and 'coaching' with people I feel could contribute but are currently not in the 'perceived' hierarchy. I feel that there are a lot of untapped people in the company and I feel that they have a lot more to contribute to us as a whole.
The question is, is it feasible to start the one on one process using perhaps a selective approach. That is, selecting the people to do one on ones with, with a view to building a 'stronger structure' from the wider pool of staff, particularly personnel who are not my particular directs.
I feel this would be of more benefit to the company than doing it with the some of my current peer team, as they are perhaps not as receptive to this type of approach as would other members of the team.
Any advice would be appreciated.
Many thanks
JM
:D
o3 advice
Build executive support first. Otherwise, you're open to all kinds of criticism and undermining by people whose directs you'd be O3ing.
In my experience "fluid" companies are really tricky because when some new stress is introduced, suddenly you find all sorts of people claiming there's a hierarchy, or processes, whatever.
First, figure out the right path for seeking executive sponsorship. I can't tell from your email how far up the organization you have to go to get buy-in. Maybe it's informal enough or flat enough an organization that you can go right to THE Boss. But think about that first: you don't want to jump over anyone's head. You might have to sell this up a few levels.
There are at least two ways to approach executive leadership. One, as you suggested is on the basis of "building a stronger organization." The other way would be to conceive a temporary project or intitiative that would happen to require the participation of the staff you'd like to develop.
Either way, there has to be a clear "win" in it for the company.
It's great that you're motivated to do this - but first comes the sales job. Approach it as a sales job - with people you have to convince, using reasoning that they can get behind.
o3 advice
Think of it as networking, not one on ones. Meet for coffee or just chat, talk about you, them, work.
Up, down, peers - it won't matter if they're DRs or not.
Build relationships.
John
o3 advice
Thanks for the feedback.
To give some clarity to the staff structure.
There is the owners (MD's) x 2
The GM (me)
A Promotion manager
A marketing manager
A Accounts manager
An EPOS/ Admin manager
A WHS manager
A series of store managers
and their directs.
The issue is that the Top (MD's) have grown this business from 1 privately owned store to a 'chain' and particularly one of them is a High 'D'. As a result promotion have developed from delegation by instinct and visibility and not necessarily by fit for role.
A large proportion of the daily running of the business is now past mainly to me, and I have found that while leading by example has worked in the past (doing doing doing), I now find this difficult with time constraints. I see the potential in some people who are not in the perceived 'gang' (not my view I add), and would like to see them brought on and in. I suspect I saw one on ones as the best approach, but as has been said 'buying in' may be the best method first. I suppose the next logical Q is whether it is start the one on ones with this 'pool' of staff with the vision of getting the buy in I need, and having a team ready to move when needed.
JM
:lol:
o3 advice
Thanks for the clarification.
It appears that role have the "role power" as the GM to do O3's with just about anyone you'd want to - but of course role power is the LAST and POOREST justification for doing anything! (Mike reminds us of that in this week's podcast..).
You seem to be thinking this through pretty well. I'll point out one more consideration based on your clarifiying post: You mention that leading by example has worked for you in the past. Good for you - and it will in the future, too. Whatever you choose to do regadring O3's will be another opportunity to lead by example.
Last thought: if your objective is to develop the future management of the company, focus first on the managers (promotion, marketing, accounts, etc). Help THEM become better managers of their people. Maybe that's the organizing principle for your O3's and your next steps.
o3 advice
That makes total sense. Relationships I instinctively know are a good starting point. They have past been 'difficult' due to the way that the management structure has developed, and the company has grow. I suspect that once they have been 'cemented' and nurtured then one on one's will be easier to implement.
Thank you for the clarification.
JM