A good manager broker has proper controls in place. But if you have too much control it could be counter productive. With regard to your own clients and your individual business you need to be in control to see that nothing gets derailed. I have found that some owners here in Westchester County NY struggle with the balance of having adequate business controls and controlling to the point of smothering.
A business is started by an owner with a vision. Perhaps it is someone who has worked as an agent and wants to take the big step of becoming a broker owner. Or it really could be any other business as well because these principles are universal. He or she has all of the requisite skills and works hard IN the new business
He or she has to attend to every detail and if he or she forgets one thing it could be a disaster. The business owner spends most of his or her time working IN the business and virtually no time working ON the business.
Why is this problematic? When the owner starts the business he or she needs to do everything or it does not get done. Sometimes there are time management issues. Usually the owner gets so busy that he or she hires someone else.
If the owner welcomes a new associate or hires a member but continues to try to do everything without letting go and delegating he or she is defeating the whole purpose of building an organization. For example, the new associate may ask a question or offer take on a project. “Don't worry“, says the owner, “I'll take care of that. It's really involved. It's easier if I do it.” Then there comes a time when the owner says, "This whole organization is not working out." Here is why.
The owner is still working IN the business. He or she believes that everyone else knows what needs to be done and what is expected. Besides the owner is still too busy working on the minutia of the business details. The owner must learn to let go, train, and delegate with confidence.
If you are that business owner here is how to fix it. Engage everyone from associate to employee from the very first day. Explain, train, encourage, and ask for input. Once you are certain that the people understand encourage them to make their own decisions based on their own knowledge and judgment. Encourage the input. Then monitor. But gradually let go. Learn to look at key measurements that indicate things are on track such as number of calls answered, complaints resolved, orders processed, customer feedback and other key areas related to business outcomes. Don’t watch over every detail.
Instead of watching the details and the minutia keep your eye on the direction of your company and your overall results. Set up overarching monitors and measurements to check the direction and success of your business. This measurement is your dashboard. Keep your eye on the dashboard instead of every little detail. Your dashboard helps you make sure that your people are performing the activities related to positive business outcomes. When you see a key business measurement change you can ask others in your organization why and what needs to be done. You have control BUT you are not controlling. You have more important things to do such as promoting the growth of your business.
Get out of the way. Get out of the details. Let go, let them drive and watch your stress level decrease and your business grow. Read a similar posting on our website titled ARE YOU A CONTROL FREAK?
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