Management is going to change. Companies are going to evolve over time. Companies need systematic ways to make sure that the company keeps moving forward, even as the team of players keep changing. In The Three Laws of Empowerment (www.RShawnMcBrideLive.com) I speak about building plans that work and building companies that last. One of the things that’s key here is management. Within the speech, I talk about the four D’s: death, disability, divorce, and disagreement. One of the things that underlies disagreement is changes in life. Things are going to change, and you know that. Unfortunately, sometimes it leads to management disagreements. We need to be realistic and to recognize that life is going to change and build a company that’s stronger, that lasts longer.
This is a very doable goal. One of the ways we make sure that a company survives the natural transitions, the natural changes you’re going to have in life, is to build stronger management teams. How do we do this?
#1 Redundancy. We make sure that management is a team effort, and that multiple people know what’s going on. This is great concept for a lot of different reasons. This allows us to have contingencies in place, in the event somebody gets injured or ill, or is unable to come to work, or chooses to leave the company or some other disruption.
#2 We make strong management systematized. Each manager’s going to bring their own take to the business. Creativity is key to value creation. The business does need to evolve, and each person’s going to have their own very unique set of skills and dues. However, management also needs to me systemized. There needs to be procedures in place, ways the company does things, documentation, tracking, and so on. This allows the company to transition from one manager to another in the event something happens to someone. Somebody can step into the system and continue to move the company forward, either short term or long term.
#3 There needs to be a company culture. We talk a lot about culture of the company, and there needs to be an underlying framework, an underlying culture of how the company works, how people behave and how they interact. If there’s a strong culture, a manager stepping into the shoes of another manager can rely on that culture to provide guidance, provide systemically, and give clear expectations of what’s going to happen.
#4 There needs to be processes and procedures. We’ve talked a lot about processes and procedures in business. Here, they’re going to apply because changes in management are inevitable. They’re going to happen. We need to be realistic and know that we need to have plans in place for when they do happen. We don’t want to have disruption. We want to keep our companies moving forward.
What have you done in your company to make your management more robust? How have you built systems and processes? Are you ready in the event one of your managers would suddenly be unable to come to work one day? Join us in the comments below. We’d enjoy hearing from you.
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This posting is intended to be a tool to familiarize readers with some of the issues discussed herein. This is not meant to be a comprehensive discussion and additional details should be discussed with your attorneys, accountants, consultants, bankers and other business planners who can provide advice for your circumstances. This article should not be treated as legal advice to any person or entity. Freeimages.com/photographer Pierre Amerylynck.
About the Author
Shawn McBride is the Chief Innovation Officer at McBride For Business, LLC. His signature keynote, The 3 Laws of Empowerment ( www.rshawnmcbridelive.com ), gives audiences an entertaining look at how they can prepare, plan and protect themselves. You can reach R. Shawn McBride at firstname.lastname@example.org or (214) 418-0258.
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