Key Components in a Business – Part 4
Issues – we all have them, some more than most. Like people, all businesses have them too. I love how people try to rename these and call them challenges or something softer, but at the end of the day, they are what they are – issues.
They are a pain in the butt. Correcting them isn’t always fun, but you can’t sweep them under the rug. If you down identify them, discuss them, and solve them, they will linger around. These issues are why your business doesn’t grow the way it needs to grow, causing the business to act in a way that is not efficient and holding you back.
Let’s solve them.
To tackle our issues, we have weekly meetings in each of our companies. They are held the same day, same time, and have the same agenda. Working together, we use these meetings to solve our issues.
The good news is that most issues are not all that complicated. Your ability to be willing to dig in and attempt to solve these issues in your team meeting will be the extent to which you can grow.
In our day-to-day business, taking time outside of operations to solve issues doesn’t really happen. That is why you need to have weekly meetings with a significant amount of time to solve your issues each week.
If you can create an open and honest culture where people are valued, and they feel safe to share, you will be surprised at the team’s ability to tackle and solve the issues at hand.
Question to Ask: What type of environment are you creating where your people can share issues freely?
Question to Ask: Do you have some sort of consistent meeting to solve these important issues?
How this Works
I have been a partner in a restaurant franchise, and we use our scorecard to track our average ticket price of each salesperson (some call them waiters/waitress), but they are salespeople no matter what you say. We tracked all thirty employees, and each week we noticed that about a third of the salespeople’s ticket sales were lower than the rest of the staff.
Once we went through our IDS (Identify, Discuss and Solve Process), we realized that it was not their fault. The management team did not follow the onboarding process and skipped the two-hour training on how to “upsell.”
We realized that the real issue was not the average ticket sale being low. It was that our manager was not following the onboarding checklist and was not training people by the book. Instead, she was training people on what she enjoyed training on, which was customer service and operations, leaving out sales. As a result, our sales staff looked bad, and business was down.
Thankfully, our manager was open to realizing that she dropped the ball on following the process and retrained the entire staff. Within two weeks, that group had their metrics back where they needed to be.
Without our weekly meeting to discuss and solve issues, this would have resulted in actions that could have made the situation worse, not better.