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Systemising Your Business

Friday, 11 June 2010 3:20 PM

Do you wish:

• your business could run more efficiently and effectively - and without you?
• you could reduce the number of 'single points of failure' in your business?
• you could increase the value of your business ?
• you could improve staff morale and retention?

Systemising your business can dramatically improve all aspects of your professional operations - from staff performance to the bottom line. It will also allow you to step away from the detail and minutiae of the day-to-day running of your business to focus on the bigger, more strategic picture. To achieve this, however, you need to commit to 'working on the business' as distinct from 'working in the business'.

Why systemise?

The benefits of systemising your business are vast. A systemised business will help with:

• becoming more systems dependent and less people dependent - reducing 'single points of failure' when key staff leave
• enabling decision making by your staff, and increasing your confidence in them
• bettering the work quality and consistency delivered
• reducing training time as new staff members are brought up to speed more quickly, and
• creating a more saleable business with the ability to deliver a streamlined and complete handover to a new owner, in turn creating a more valuable business.

How do we begin?

Before undertaking this exercise, you need to ask yourself some key questions:

    1. Where are we now?

What are the key areas within your business operations? How do you ensure the work of your team meets your standards? How do new team members know what to do? Create a list of all the areas that need systems developed and documented, such as administrative tasks, HR and recruitment processes, sales systems, client service and even simple 'last person to leave' systems - everything needs to be evaluated for systemising.

    2. Where do we want to go?

Take a moment to think about what you want these systems to look like. Do you need step-by-step documentation of procedures, or check-lists, or both? Who will use them? What business outcomes do you want to achieve with the systems? For example, will they provide greater efficiency? Greater accuracy? Better profit margins? Standardisation of practices? Knowing the desired outcome of each process will guide the development of content for your systems.

    3. How will we get there?

Who will do the documenting? Will you do it yourself, will you delegate it, or will you outsource the job? Do you have all the resources and information you need? Who are the 'knowledge storehouses' in your business? By knowing the answers to these questions you can start to plan for the project and work through the exercise of mapping processes, assigning key roles and responsibilities to each process and capturing the necessary variations.

Train, measure and reassess

So you've systemised your business and documented all identified processes. Now you need to ensure your staff receive training in the new systems. While documented processes certainly allow for greater 'self-training', your team still needs to be given the tools to make these systems work for your business.

A common error made by businesses is to go through the systems documentation process and assume the job is done. Processes need to be reviewed regularly so systems can be modified, streamlined or completely overhauled as business requirements change. And there is always room for improvement.

Set review dates for your systems. You may choose to do a big annual review, or stagger regular, smaller reviews every few months. But you must commit to a process of continual improvement:

• Can the systems be made to be even more efficient?
• Are some systems now redundant?
• Is there a requirement for documenting new systems?
• Can we benchmark the performance of existing systems? How do we measure up against this? Do we need to establish new targets?

The six most expensive words are, "we've always done it that way." Don't let your business fall into this trap.

What's stopping you?

Now that you are across the fundamentals of systemising your business, do you understand the benefits? Do you know what you need to do? If you feel you need help with systemising your business, contact us. We have helped many businesses improve the efficiency and effectiveness of their operations. The quicker you take action, the quicker one of our business consultants can help your business become systemised and work like a well-oiled machine.

Filed Under: Business Articles | 0 Comments

Conflict in the workplace

Friday, 23 April 2010 12:33 PM

Everyone has experienced conflict in the workplace; however, few people are able to escape its fallout.  And while no office is immune to conflict, how we manage conflict can make an enormous difference to the outcome(s), the impact on others and workplace culture.

So, as leader, what do you do about workplace conflict? 

Are you even aware it is happening?  

Do you actively identify when it is starting to affect work place morale and productivity? 

Do you get caught up in the middle of the conflict? 

Or do you do nothing, hoping the people involved will eventually sort it out themselves, or leave?

As a leader in your organisation, you are responsible for creating a workplace environment that achieves productive outcomes, values the individual and encourages sharing between team members.  Leaders are also responsible for mediating conflict in their teams even though many leaders aren't comfortable with this, or simply don't have the skills or training to know how to manage and resolve these situations. 

Possible sources of conflict include:

• personality differences
• disagreements about goals and objectives , or
• vastly different work practices and behviours, to name but a few.

Conflict in the workplace doesn't just affect the people at the centre of the conflict, rather disagreements and tensions can affect the whole office, creating an environment of discomfort, fear, unhappiness and negativity.  This consumes the workplace and affects individual and team morale, productivity and delivery of work, and increases the risk of litigation, if not well-managed.

Avoiding the issue will result in rising tensions. Issues (perceived or actual) will grow commensurate with the growing resentment. As is often the case with built-up resentment, this may conclude in an outpouring of this resentment that is highly emotional and inappropriate, and often at the worst possible time, i.e. in moments of high pressure and stress, looming deadlines or difficult project circumstances. 

Getting caught in the middle of the conflict can have equally damaging results.  Your ability to be impartial becomes more and more compromised as you become the 'confidante' to the affected parties.  Your ability to mediate the situation can be viewed mistrustfully by those affected, as your involvement may be construed as promoting your own agenda in the resolution process.  High personal involvement in the conflict may also take its toll on your own personal wellbeing as you get caught-up in the negativity and emotion of the situation.

So, how do you manage conflict effectively? 

The following steps can help you manage situations that could otherwise cause damage to your team and your organisation. 

(1) Identify the conflict early

Early intervention will mitigate the potential fallout from the conflict.  Your ability to identify the conflict may rely on your ability to read non-verbal cues such as body language and identify who is involved.  And, sometimes, it can be as basic as actually acknowledging it is occurring - not hoping it will just go away.

(2) Meet with the participants together

Holding separate meetings with the people involved can affect your impartiality, expose you to highly emotional outbursts and compromise your ability to manage the situation without impacting on the rest of the team.  Meeting with the participants together demonstrates your commitment to a fair resolution that doesn't take sides.

(3) Clearly outline the issue

Ask the participants to outline their issue factually and without any additional emotion or making any personal attacks.  The objective here is to ensure each part gets their turn to talk and that each person understands the other.

(4) Negotiate outcome(s)

Then ask participants to identify what they see as the solution.  This is the starting point for the negotiation, where you will be looked upon to help reach a fair and equitable outcome if the participants are unable to reach agreements themselves.  In this instance, you will need to drive the setting of agreed outcomes, as well as establishing review timeframes.

(5) Monitor the situation

The hard work isn't done once the meeting is over.  You will need to monitor the agreed outcomes, and ensure they are being met.  You may need to meet again with the relevant parties.

As a leader, understand that you may only be able to progress the situation so far, and that you may need to involve your HR team or the services of a specialist mediator to get the best outcome.  However, mediating conflict resolution is a skill that is vital in your managerial tool kit.  While you will never eliminate conflict in the workplace, effective and early intervention can stop disagreements escalating and the dispute impacting on the people around you.   If you don't have the right skills, training and/or coaching can assist you. 

Do you know what to do?

What will resolving conflict do for you and your organisation?

If you are worried about conflict in your organisation or you'd like some perspective about what's really taking place in your organisation, call us. The quicker you take action - the quicker one of our business coaches and consultants can help you develop practical strategies to make the necessary improvements in your organisation.

Filed Under: Staff Management Articles | 0 Comments

Understanding employee engagement

Saturday, 27 February 2010 12:40 PM

Are your employees feeling appreciated? Do you and your managers understand what motivates your people? Is your organisation stingy when it comes to rewarding your people?

A number of recent surveys of employees working in SMEs have highlighted some key points about employee engagement. Here are some of the results:

• 62 percent of employees have rated their managers as "Very Poor", "Poor" or just "Satisfactory" at delivering specific and timely praise.
• 52 percent of employees say not receiving any recognition would be a contributing factor in their decision to leave their organisation.
• 40 percent of employees are actively considering leaving their current employer.

So what does it take to keep your good employees happy?

Broadly there are three factors (desire, cost and obligation) which influence an employee's level of engagement at work.

An employee's desire to engage is based on their level of emotional attachment to the organisation. If a staff member can personally identify and align with the vision and goals of the organisation they will feel engaged in their role and provide products and/or services to clients in the best way possible. These employees can be further engaged by positive feedback, career advancement and training and development.

The costs of leaving from an organisation might be viewed as being harmful to an employee. In other words, an employee thinks that by leaving, they may lose their friends/colleagues, high paying salary, bonuses, accrued leave, etc. Staff incentives such as long service leave or flexibility in working arrangements can help engage these staff members.

Some employees feel engaged through a sense of obligation to the organisation. This happens when employees feel a level of indebtedness. In other words - they are engaged because they 'ought to be'. Offering ongoing training and development programs and personalised bonus structures can help engage these staff members.

If you are worried your organisation suffers from an employee engagement problem or you'd like some perspective about what's really taking place in your organisation, pick up the phone and contact us now to take advantage of our FREE initial consultation.

Filed Under: Staff Management Articles | 0 Comments

A client-centred approach to business development

Friday, 26 February 2010 10:30 PM

Businesses are often complacent about securing new and better quality clients, so that their development activities are minimal, or are not targeted to specific clients. Business development strategies are a key area to get right if you are striving to grow your client base or wish to discover ways to attract better quality clients.

Business development involves taking action so that it is better able to meet the needs of clients. This implies that your business:

• has assessed the general and specific needs of clients
• uses targeted business development strategies linked to specific needs
• has ways of working that make clients feel comfortable and that address their specific needs
• is open to regular feedback
• is committed to continuous improvement.

Why use business development strategies?

Most businesses would agree that they primarily undertake business development strategies to grow their client lists and their revenue (= quantitative growth) and/or to get better at what they do (= qualitative growth). The most effective way to achieve both forms of growth is by focusing on meeting the needs of your clients. In a business development sense, meeting client needs is good for business because happy clients will return to your business time and time again. This builds repeat revenue. They will also usually refer people they know to the business, which in turn fuels word-of-mouth marketing and builds revenue further. In addition, feedback from clients continues to raise the bar in terms of quality.

So how do you undertake business development?

To ensure that you get the right clients for your practice the following four-step process is useful to consider.

Step 1: understand client needs

Generally speaking all clients have four basic needs: to (a) be understood; (b) feel welcome; (c) feel important and (d) feel comfortable. However, there are a multitude of specific needs for people of different ages, sex, ethnicity, etc. Each of these needs must be catered for. The best way to determine your client needs is to ask them via client detail forms, one-on-one discussion and client surveys.

Step 2: Align services with client needs

Once you fully understand client needs you need to link them to your business products or services using communication strategies, so that in the client's mind their needs have been addressed. For example, if you run a medical practice a portion of your clients may regularly travel overseas so you could offer a travel vaccine service or a medical assessment service to address this need. The key business development function here is to let clients know about this service that aligns with their need.

Some strategies to deliver information to clients include the following: 

• Newsletters
• Websites
• Articles, reports and e-books

Step 3: Provide services and an experience that meet or exceed client expectations

Team members need to be involved, empowered and trained to understand client needs and respond accordingly. Business owners and managers play a vital role in ensuring the team has clear guidance of what to do and why. Standardise the way you work so that you perform at a consistently high level. Make use of an office manual and use this as a resource for facilitating shared understanding. Always work on trying to exceed client expectations as part of your continuous improvement strategy.

Step 4: Determine whether client needs have been met

Ways to determine if client needs have been met include face-to-face meetings, follow-up phone calls or client satisfaction surveys.

Client satisfaction surveys allow for the collection and analysis of a large number of responses. Your survey should have specific questions about their needs, whether these needs are met, areas for improvement, etc. If you run a business which receives referrals, it is essential to survey clients and referrers as it is important understand the needs of both parties and to foster both relationships.

Once you have analysed your results share these with the team for their thoughts and feedback. Clients and staff may come up with a number of areas for action which affect business development, such as introducing new or improved services, changing staff attitudes to be more client focused, or using more effective written and verbal language to communicate with clients.

In conclusion
It is essential that business development focuses on meeting the needs of clients. Business development binds together all aspects of your workplace and is part of everyone's role within the team. It is something we should all aspire to do on a day-to-day basis.

If you would like to take your business to the next level or you'd like some perspective about what's really taking place in your organisation, pick up the phone and contact us now to take advantage of our FREE initial consultation.

Filed Under: Marketing Articles | 0 Comments

Tips to Boost your Business Performance - Part 2

Monday, 31 August 2009 8:54 AM

Business success seems simple enough: you begin with a plan, you have some goals and strategies and you carry them out. However, the reality of operating a business can be very different.

The joy and freedom of running your own business can be clouded when business owners struggle for direction, get swamped by administration, suffer inconsistent cash flow and get stressed about staff or clients. Sound familiar? These problems can distract business owners from growing and taking their business to the next level.

Here are the next five tried and tested tips which will boost your business performance.

Tip 6 - Hire the best staff you can find and build the dream team. Get the right people with the right attitudes, beliefs and skills in the right positions. It is your staff that can provide a positive experience for your clients and make the wheels in the business run smoother. This is such an important area to get right.

Tip 7 - Reward excellence. If you want the best team, you are going to have to make a solid financial investment in the right people. Pay people a fair and reasonable salary or wage, then offer additional incentive payments. These incentive payments should be linked to a person's individual performance and the overall performance in the business. The process for calculating incentive payments needs to be transparent and clearly communicated to staff. Incentives are an important recognition tool and a way of sharing the businesses success with staff due to their efforts.

Tip 8 - Invest in staff training and development. Ongoing (internal and external) training programs demonstrate to staff that the organisation is genuinely interested in and responsive to their needs for improvement. The organisation also benefits by equipping staff with the skills and tools to perform at their best, which is good for business.

Tip 9 - Streamline and systemise. In Demings immortal words "96% of your success depends on your system". Think of the differences between a business with documented procedures and systems and one without and then consider what would happen to each business if the owner or manager were hit by a bus tomorrow. Which would survive? Create processes and systems that standardise your business operations and save time, energy and money in the long run.

Tip 10 - Be committed to continuous improvement. Review your practises, operations and performance regularly. Take time out to reflect on lessons learnt to improve the way you do things.

If you think your business performance could be better or you'd like some perspective about what's really taking place in your organisation, pick up the phone and contact us now to take advantage of our FREE initial consultation.

Filed Under: Business Articles | 0 Comments

How to reach your business goals

Monday, 31 August 2009 8:31 AM

There are business owners who continue to grow their business and always seem to go from strength to strength. Then there is everyone else who is well intentioned but struggle with the time to manage their business, let alone set goals and then work on achieving them.

It is a proven fact that most small to medium sized organisations do not have a written business plan. No documented business plan means that objectives and strategies are not captured, resulting in a business that lacks direction. In addition, an organisation without a business plan will often lack the confidence to solve their business issues. When business issues remain unresolved they can adversely affect cash flow, revenue and profitability.

The truth is that this lack of formal business planning is one of the major causes of business failure.

A business plan sets out what a business proposes to do and how it proposes to do it. Here are few practical steps to help create a powerful business plan to drive the success of your organisation.

Step 1 - Look at the strength and weaknesses of your competitors. By researching your competitors you are better equipped to understand why clients are attracted to your competitors (i.e. their strengths) and what gaps or niches exist in the market place (i.e. their weaknesses).

Step 2 - Outline the strengths and areas for improvement in your business.

Step 3 - Define the vision for your organisation.

Step 4 - Define your goals. These are areas you want to improve. Typically objectives tend to be financial, operational, business development, staff and IT related. Objectives should be quantifiable by an absolute amount, a percentage and have a specific timeframe for achievement.

Step 5 - Create the strategies which will deliver performance improvements, i.e. how your business will get there.

Step 6 - Identify a timeframe and owner for the achievement of each strategy.

The process of creating a business plan is more important than the document itself.

The process of business planning is beneficial because it gives you:

- A chance to stop, reflect and learn from past mistakes or wins in your business.

- An opportunity to discuss and exchange ideas with members of the team.

- A forum to think critically about goals, e.g. revenue and profit, and this results in targets being set which motivates the team to improve.

High-achievers in the small-to-medium size business sector admit that the turning point in their business was when they prepared their business plan.

Once you have created a sound plan, it is then essential to implement the plan with the support of the right process and people resources. In addition, it is essential to identify intervals for the review of performance against all objectives e.g. monthly, quarterly, annually. This will give feedback as to whether your strategies are working and give you an opportunity to change strategies if need be.

A well thought out business plan is the key to the long-term success of any business. Whether you are just starting a business, buying one already established or perhaps in need of extra finance for expansion you will need a business plan.

If you would like to create a business plan which will deliver the results you want or you'd like some perspective about what's really taking place in your organisation, pick up the phone and contact us now to take advantage of our FREE initial consultation.

Filed Under: Business Planning Articles | 0 Comments

Tips to Boost your Business Performance - Part 1

Friday, 31 July 2009 3:49 PM

Business success seems simple enough: you begin with a plan, you have some goals and strategies and you carry them out. However, the reality of operating a business can be very different.

The joy and freedom of running your own business can be clouded when business owners struggle for direction, get swamped by administration, suffer inconsistent cash flow and get stressed about staff or clients. Sound familiar? These problems can distract business owners from growing and taking their business to the next level.

Here are the first five tried and tested tips which will boost your business performance.

Tip 1: Start with the end in mind. Regardless of whether you are up to your neck in issues or run a successful business, it is essential to write down measurable goals and develop strategies for achieving these goals. Moreover, be sure to stay focused on things that meet you goals first, rather than being distracted by trivial issues.

Tip 2: Measure your performance using a range of indicators. This vital area is often overlooked, despite the fact that many of the information management systems have good reporting functions. It is fundamental to measure financial performance such as: revenue, expenses, operating profit and cash flow. However, other areas are also important to measure such as: lead generation, sales conversion, utilisation of billable professional staff, staff turnover, level of workplace injuries, level of client satisfaction, etc. The feedback you get from measuring your performance on a regular basis will let you know whether your strategies are working or not. This allows an opportunity to change or modify strategies if necessary.

Tip 3: Focus on your ideal clients. Unfortunately many businesses never analyse their database to determine their ideal (most profitable) clients. In addition, many also do not have strategies to attract ideal clients and convert them into sales. This is a big part of growing revenue. I believe every aspect of business development should be design to support the attraction and conversion of ideal clients into the business.

Tip 4: Deliver outstanding client service. Once you have attracted your ideal clients, ensure that every step of the client experience delivers a client-focused approach. Happy and satisfied clients will do business with you time and time again which builds ongoing revenue. In addition, they are great advocates for your business and they fuel your word-of-mouth promotion, which attracts more like-minded clients. Delivering outstanding client service can be a key point of differentiation for your business.

Tip 5: Get regular feedback from your clients. I believe it is essential to conduct client satisfaction surveys in order to make sure your clients' needs are being met, to find out what they like about you, what they don't like and why they do business with you. This data over time provides valuable feedback on how you can further improve the service you offer to your clients.

Stay tuned for the next five tips in the next article.

If you think your business performance could be better or you'd like some perspective about what's really taking place in your organisation, pick up the phone and contact us now to take advantage of our FREE initial consultation.

Filed Under: Business Articles | 1 Comments

Why use a Business Coach

Tuesday, 16 June 2009 9:58 PM

"A business coach can help identify the ISSUES in your business and provide practical SOLUTIONS so that you can reach your business goals faster"

Do you want to boost your business performance? Do you seek to gain more control of your business? Are you open to ways of improving your business?

• A lack of purpose;
• Fluctuating sales;
• Inconsistent cash flow;
• Inadequate profit and
• Staff management.

• Increase your marketing effectiveness and sales conversion to grow your revenue.
• Improve your expense management and grow your profitability.
• Increase the level of customer satisfaction which can fuel your word-of-mouth promotion and ensure ongoing revenue for your business.
• Attract, manage and retain quality staff.
• Create efficient and effective processes and systems which will result in a smooth operation.
• Develop control reporting systems so that you gain feedback about your business performance.

• Clarify your vision and purpose
• Solve your business problems or frustrations
• Identify and take advantage of opportunities
• Navigate through a changing market or economy
• Develop and refine your ideas
• Become more accountable
• Design a plan of action
• Communicate more clearly and confidently
• Become a more effective leader

Filed Under: Business Coaching Articles | 0 Comments

Tax Tips for Companies

Tuesday, 16 June 2009 2:45 PM

It's Tax Time - Again!

"Find out how you can LEGALLY MINIMISE your TAXATION obligations"

Some business owners simply pay too much tax! This occurs because they do not use strategies which legally minimise their taxation obligations. As a result the business can suffer a drain on cash flow and in the end the money goes to the taxman instead of you. Therefore, we recommend to all our clients that they plan (with their accountant) for their taxation liabilities and consider appropriate tax deductions prior to June 30.

Some suggested deductions include:

Increasing superannuation payments for directors; however, this is subject to the maximum contribution and also depends on your cash flow position. From 1 July 2009, the maximum deduction for superannuation will be: $25,000 per year (previously $50,000) for the under 50's and $50,000 per year (previously $100,000) for the over 50's.

Making the necessary superannuation payments for all staff.

Purchasing work related equipment.

Bringing forward spending on repairs and maintenance.

Purchasing additional work related supplies and stationery.

Making donations to registered charities.

Writing-off bad debts provided you can prove that you have taken reasonable steps to collect them.

Some of the above strategies (where applicable) can be useful for reducing company taxation liabilities. Please note - this information does not warrant advice and all taxation strategies that apply to you situation should be discussed fully with your taxation accountant.

Filed Under: Business Articles | 0 Comments

Eliminating a culture of blame

Friday, 6 February 2009 7:22 AM

"Is your organisation emotionally charged because it suffers from a culture of blame? Do you feel like you have lost control of your staff? Discover today one of the best tools for effective staff management!"

"A great workplace culture is integral to the success of your organisation". Yes that's right - that touchy feely area that many of us don't really understand might be the mystery ingredient you are missing to build a truly great organisation.

In this article we will look at the number one problem in most organisations today - that is a "culture of blame" and what you can do to change this culture so that your organisation can focus on the important areas that contribute to success.

So why does a culture of blame run rampant through some organisations?Sometimes it results from bullying leaders who create a culture of fear. Sometimes it results from a "good news" culture which is created when the leader is only interested in hearing good news. In such organisations staff tend to shy away from passing on bad news because it is common practice to "shoot the messenger".

How does a culture of blame impact an organisation?

(1) Blame has an emotional context. Cultures of blames usually operate with emotions of fear, anger and resentment which create dysfunctional relationships and poor staff morale.

(2) Blame shifts energy and focus. As a result of fear-based emotions linked to blame, staff shift their energies from the interest of the group towards self-preservation.

(3) Blame creates biases. As mental energies shift to defending one's own position, biases are introduced that alter the accurate perception and assessment of situations.

(4) Blame inhibits creativity. When blame is prevalent, fear exists and individuals tend not to take risks or to think creatively, favouring instead the avoidance of blame.

(5) Blame is expensive. Blame has very real costs to an organisation via poor quality, service failures and lost customers. In addition, poor staff morale and high staff turnover add increasing costs to the business via recruitment and training. Finally, the lost opportunity costs of low innovation, inability to create better products, quality and service will lead to a substantial negative impact on the revenue streams of the organisation.

Playing above or below the line - a model for managing cultures of blame

What is playing below the line? In an organisation whenever you find people deflecting attention from the real issue either by pointing the finger and/or looking to blame others - then we have someone playing below the line. Blame, excuses and denial become the norm and this in turn negatively affects workplace culture.

Below the line behaviours: blame, excuses and denial.

What is playing above the line? This involves staff in an organisation accepting responsibility for their actions and behaviours. Once all people in your organisation (especially leaders) start living and breathing the principles of ownership, accountability and responsibility a positive culture is created.

Above the line behaviours: ownership, accountability and responsibility.

Playing above the line is not easy, but it is very rewarding and empowering. This is because we grow-up (start displaying adult behaviour) and we get to experience the power of our choices and our actions, and we are no longer "think and feel" we are helpless victims.

Here is an example to illustrate the difference between playing above or below the line. An employee arrives at work and says "I am late because I got caught in a traffic jam". Now the traffic jam could have been due to an accident that no one could have predicted. Below the line language would be: "I am sorry I have kept you waiting. I got caught in this terrible traffic jam...." and go on and on with the story justifying your lateness. Above the line language would be: "I am late and I apologise for keeping you waiting". Here the individual demonstrates ownership and takes responsibility for being late and its impact. The reasons for lateness are not important.

Ways of eliminating a culture of blame

The elimination of blame from the culture of an organisation can be a complex and slow process, but here are a few practical tips that might help.

(1) Share your mission with the team and clearly define the role each person plays in achieving the big picture.

(2) Have a values, behaviours and process focus instead of blaming people.

(3) Use effective communication techniques which consider other perspectives and check assumptions before reacting.

(4) Use the playing above or below the line model and make sure everyone in the organisation (especially leaders) are accountable.

When leaders focus on values, behaviours, processes, sharing purpose and communicating effectively - blame based behaviours gradually lessen over time. Most importantly, trust among team members is enhanced and staff can begin focusing on improving organisational processes and achieving outcomes.

To get the best results for your organisation, you have to get the best out of your people and your human resource management processes will greatly assist in maximising the benefits to your organisation.

If you are worried your organisation suffers from a culture of blame or you would like some perspective about the culture that is really taking place in your organisation, call us. The quicker you take action - the quicker one of our business coaches or consultants can help develop practical solutions to improve your staff management and workplace culture.

Filed Under: Staff Management Articles | 1 Comments