TU05 26 Pratical Suggestiongs for Becoming a Better

8/4/2021

1

Information Classification: General

Today we are going to look at all kinds of practical tips for becoming a

more effective manager.

You are going to love this session! “We have trained over 20,000

contractors, from coast‐to‐coast, how to run profitable companies!”

��, Founder

Welcome26 Practical Suggestions to Become

a More Effective Manager


Today we will cover:

• Seven (7) attributes of effective managers

• Four (4) ways to increase communications

• Look at three (3) specific goals to meet

• Three (3) great ways to motivate your people

• Six (6) measurements of your success

• The three (3) numbers you need to understand

26 Practical Suggestions to Become a More Effective Manager


Attributes of Effective Managers: #1 - “Attitude”

• Your attitude towards the customer will make or break the company

• Your attitude as a manager will make or break your department

1. Attitude

Why people do not continue to do business with you, or any business?

1

2

3

8/4/2021

2


Attributes of Effective Managers: #2 - “Don’t Assume”

Why did the housewife off the end of roast before she cooked it?

Don’t assumeprevious policies

and procedures are correct. Ask

questions and see it they still apply!

1. Attitude

2. Don’t assume


Attributes of Effective Managers: #3 - “Willing to Change”

Stand on basic principles but be willing to change on other things

“Being unwilling to change could cost you

your job!”

1. Attitude

2. Don’t assume

3. Willing to change

L & M


Attributes of Effective Managers: #4 - “Willing to Grow”

Nobody knows it all. Create a mixed group (trade and non‐trade)

1. Attitude

2. Don’t assume


4. Willing to grow

#1 Fear is public

speaking. Take a

Dale Carnegie class

4

5

6

8/4/2021

3


Attributes of Effective Managers: #5 - “Be Flexible”

Identity with where your employee

and/or customer is coming from

1. Attitude

2. Don’t assume


4. Willing to grow

5. Be flexible

When the wind blows –bend!

“Selling to women is different than selling to men!”

Sharon Roberts – Interrupting (Women think out loud)


Attributes of Effective Managers: #6 - “Take Time to Think”

When writing letters, proposals, etc. wait a day, if possible, before your present it.

1. Attitude

2. Don’t assume


4. Willing to grow

5. Be flexible

6. Take time to think

Women need to learn to think before they speak, and men need to learn to think before they act!

Email address – Last thing!


Attributes of Effective Managers: #7 - “Learn to Teach, Then Delegate”

1. Attitude2. Don’t assume3. Willing to

change4. Willing to grow5. Be flexible6. Take time to

think7. Learn to teach,

then delegate

The tendency, especially as a new manager, is to simply -

“Do it yourself, it’s quicker!”• You will soon be overloaded in detail• You will demoralize your employees

(never get to make decisions)• Give a man a fish and

he will eat for a day, teach him how to fish and he will eat for a lifetime!

7

8

9

8/4/2021

4


Do You Have a Problem with Delegation?

1. Are unexpected emergencies constantly occurring in your department? (Y/N)2. Do you find you are so pressed for time to get daily work done that you have no

time to plan? (Y/N)3. Have you noticed a great deal of friction or dissatisfaction among those that work

for you? (Y/N)4. Are you always bogged down in detail? (Y/N)5. Do simple jobs take a long time to get done? (Y/N)6. Does work slow down, or halt, when you are gone? (Y/N)

Find out if you have a problem with delegation. Answer Yes or No to the following questions.


Attributes of Effective Managers: #7 - “Learn to Delegate”

7. Do you complain, or criticize others, when the work of your group does not go as you had planned? (Y/N)

8. Do those who work for you always wait for you to give the sign before they start anything? (Y/N)

9. Have your employees stopped coming to you to get your reaction to their ideas? (Y/N)

10. Do your employees display little, or no, humor or spontaneity in their work? (Y/N)

Total “Yes” answers _____Total “No” answers _____


Attributes Of Effective Managers: #7 - “Learn to Delegate”

If you have four (4) or more “yes” answers there is a need

to delegate more!

“If you feel like this at the end of the day you may want to delegate

a little more!”

1. Attitude

2. Don’t assume


4. Willing to grow

5. Be flexible

6. Take time to think

7. Learn to teach, then delegate

10

11

12

8/4/2021

5


Communications: #1 - “Weekly Meetings - Office”

1. Weekly Meetings‐Office

Have weekly meetings in your office or conference room with your

employees:

• Start on time and keep it short (predetermined time to stop)

• Discuss what went right and what went wrong last week

• Set specific goals for the coming week (paperwork, sales, attitude, organization, etc.)


Communications: #2 - “Monthly Breakfast Meeting”


2. Monthly breakfast meeting

Use informal breakfast meetings (prior to working hours) to:

• Build relationships between employees

• Give out awards and/or bonuses

• Review high points (positive comments) of Customer Response Cards received during the month

• Quarterly update (monthly if you have it) on the department's profit/loss


Communications: #3 - “Put It in Writing”



3. Put it in writing

Write out any instructions that could be misunderstood:

• Directions to the customers home or business (put in customer base and print out)

• “Need to know” information (this is a callback, customer can’t hear well, they are angry about the last call, large man‐eating dog!)

• Special concerns/requests made by the customer

Bright Sticky Tab Notes!

13

14

15

8/4/2021

6


Communications: #4 - “Use Stories to Make a Point”



3. Put it in writing

4. Use stories to make a point

First get the employees attention and then convey important information:

Mule Story!

• Say his or her name...and wait a second or two before speaking (people are more attentive when they hear their name)

• Use stories to convey serious information (L&M (Mr. Mulholland), young trees and children)

• Remember the best conversationalist is the person who asks questions, not the one who speaks!


Set Some Specific Goals: #1 - “Create Job Descriptions”

1. Create job descriptions

Creating a new managers Job Description:

1. Start by asking the questions “Why is this job necessary?” and “What am I expected to achieve?”

2. Over a period of 1‐2 months make a list of every task you might be expected to do in the course of a week or month (may be dozens of items)





3. Prune the list by deleting every task that does not directly contribute to the achievement of the job

4. Final list should have no more than 8‐10 key activities

5. Present the list to your boss (but not like it is set in stone) for discussion and finalization

16

17

18

8/4/2021

7





6. The final Job Description will give you, and your boss, a clear picture of what is expected of the position you currently hold

Go through a similar process with each employee that directly works for you.


Set Some Specific Goals: #2 - “Create Incentive Systems”


2. Create incentive programs

The single highest cost of doing business in the entire company is the cost

of non‐billable time!

Do whatever you can do to reduce that cost.


Set Some Specific Goals: #2 - “Create Incentive Systems”



Develop incentive programs for your technicians:

1. Pay a percentage of the job (no non‐billable time)

2. Costs are based on a certain number of billable hours. Hours billed over the budgeted amount produce a “lot” of extra profit – share it with your techs!

3. Pay one hourly rate for billed hours and a lower rate for non‐billed hours

19

20

21

8/4/2021

8


Set Some Specific Goals: #3 - “Organizational Chart”



3. Organizational chart

Why do you think most employees leave a company?






“People leave because they don’t see a clear path for

advancement.”






Create an organizational chart for the next 3‐5 years:

1. Show future job openings

2. Detail the requirements to fill the openings (job descriptions)

3. Provide a training program for employees interested in preparing to fill future positionsOPEN

OPEN

President

Office Mang. Service

22

23

24

8/4/2021

9


Set Some Specific Goals: #4 - “Recruit All the Time”

Hire for attitude…..

…….train for service!




4. Recruit all the time Look outside your

industry!


Motivating People: #1 - “Teach by Example”

1. Teach by example

Modeling:

Much of what your employees will learn will be based on what they “see” you

doing as opposed to what they “hear” you saying!

• Customer service

• Neat, clean and organized

• Show up on time

• Patient

• Even how they dress (Daria)


Motivating People: #2 - “Impromptu Rewards”

1. Teach by example

2. Impromptu Rewards

Motivating Implies Three (3) Things :

1. A need

2. A goal to satisfy the need

3. Behavior required to achieve the goal

One of the strongest methods of motivation is impromptu

visible & tangible appreciation! ‐ Natali

25

26

27

8/4/2021

10



1. Teach by example


Look for things your employees are doing right, and then reward them for it!

• Exceptional customer service

• Staying late to finish the job, without complaining

• Keeping trucks extra clean

• Helping fellow employees with something

• Cleaning the shop without being asked



1. Teach by example


Money (by itself) is not a real motivator –appreciation is!

Find out what “each” employee likes:

• Go to ball games or a movie

• Out to dinner with wife

• Maybe a special kind of candy bar

• Weekend retreat from the kids (or with them)

• Hunting or fishing



1. Teach by example


Once you know what they like, surprise them with it for “exceptional” performance

• Take it to them on the job

• Put it in with their paycheck

• Put it in their mailbox at the office

• Have the dispatcher call them on the radio

• Be unique – it says we care, and they willremember it!

28

29

30

8/4/2021

11


Motivating People: #3 - “Thank You – In Writing”

1. Teach by example


3. Thank you – in writing

To really let employees know you appreciate them – put

it in writing!• Note on their desk

• Post‐it‐note on their timecard

• Send an “I appreciate you” note to their spouse at home (perhaps include a dinner gift certificate)


Measure Success: #1 - “Inspect What You Expect”

1. Inspect what you expect

Random supervisory checks significantly increase productivity!

Paul Clements –Non-billable time


Measure Success: #2 - “Make a Daily ‘To-Do’ List”

The “How‐To”:

1. Make a total list of all you have to do

2. Circle all items that must be done today

3. Put “today’s” items in priority order


2. Daily “To Do” list

Create a daily detailed “To‐Do List” of everything you need to do

(night before is best)

31

32

33

8/4/2021

12


Measure Success: #2 - “Make a Daily ‘To-Do’ List”

4. Begin your list (in order – that’s the key)

5. Check off each item as you complete it during the day

6. Add items not on the list (but you were forced to do) and then mark them off the list as done!



At the end of the day you will have done a lot and will have a great

feeling of accomplishment!


Measure Success: #3 - “Short Interval Scheduling”



3. Short interval scheduling

All of nature abhors a vacuum! (simply stated – a person’s activities

will fill their workday)

Assigning office personnel work:

• Give them a job to do

• Estimate in your own mind how long it should take to do it

• State the estimated time to the employee. “Mary, I figure it will take about 30 minutes to do this. What do you think?”


Measure Success: #3 ‐ “Short Interval Scheduling”




Assigning office personnel work:

• Ask Mary to return to your office when it is completed

• After 30 minutes, if Mary has not returned, go by her desk or call (it’s called accountability)

• You will be amazed how much work Mary gets done in a day!

34

35

36

8/4/2021

13


Measure Success: #4 - “10 Question Customer Service Response Survey”




4. 10 Question Customer Response Survey

10 Question Customer Service Response Survey

• Mail the customer a ten (10) question response form within a week after the job is completed

• Include with the form:

A. Stamped, addressed envelop to return it in

B. A “Thank You For Your Business”

Attention:

President







10 question Customer Service Response Survey

Great time to include a gift if they have spent a significant amount of

money with you.

Providing a gift will greatly enhance the probably of

their returning the questionnaire!


Measure Success: #4 ‐ “10 Question Customer Service Response Survey”





10 Question Customer Service Response Survey Form

1. Make up ten (10) questions you want answers to like:

“Was the job started on time?”

“Did the crew clean up afterwards to your satisfaction?”

“Rate the technician attitude (10 is best, 1 is poor)”

They can be yes/no or rate 1‐10

37

38

39

8/4/2021

14







10 question Customer Service Response Survey Form

2. The surveys come directly to you for review

3. Tech/crew starts with ten (10) points

4. For every “no” answer two points are subtracted

5. For every rating less than 8, two points are subtracted

6. Every survey (good or bad) is personally reviewed with the crew/tech








7. Tech is asked to explain “no” and less than 8 responses. If there is a valid reason for the response the two points are restored to his or her total

8. Every month, or quarter, the technician/crew is given a monetary bonus of $1.00 per point earned. Present it at your monthly meeting so they get recognition!








Personal review of the survey significantly increases the quality of customer service!

(again, inspect what you expect)

40

41

42

8/4/2021

15


Measure Success: #5 - “Appraisals”





5. Appraisals

It’s hard to improve if you don’t know what you are doing right and/or

what you are doing wrong. It’s like running in circles.

Everyone needs feedback!


Measure Success: #5 - “Appraisals”





5. Appraisals

Sit down with each of your employees twice a year (in addition to the annual review for pay increases):

• Discuss what you like about their performance (could be quality of work and/or things like attitude, etc.)

• Discuss areas that need improvement and why

• Set “goals” to be met by the next review

Informal setting over breakfast or lunch


Measure Success: #6 – GPS Tracking




4. 10 Question Customer Response Form

5. Appraisals

6. GPS Tracking

What technician habits would change if you physically road in their vehicle 24 hours a day, 7 days

a week, 365 days a year?

“Do you stop for breakfast every day?”

43

44

45

8/4/2021

16


Measure Success: #6 – GPS Tracking




4. 10 Question Customer Response Form

5. Appraisals

6. GPS Tracking

• Fewer stops on the way to the first job

• Reduced counter time at the suppliers

• Drive slower

• “No” moonlighting!

Reduced non‐billable time increases profits!

You would have:


Understand the Numbers: #1 - “Understand Business”

1. Understand business

Most successful trades companies are run by people who understand

business!

Being an effective manager is one thing …..making money is another!


Understand the Numbers: #1 - “Understand Business”


As time goes on you will be expected to understand (and perhaps be responsible for) the following:

• Budgets

• Advertising

• Pricing

• Job estimating

• Marketing

• Customer Service

• Hiring

• Accounting

• Scheduling

• And a whole lot more….

“At some point in your business career you will be judged based on bottom line profitability. Learn the basics now!”

46

47

48

8/4/2021

17


Understand the Numbers: #1 ‐ “Understand Business”


Now is the time to learn:

• Read trade journals and listen to podcasts

• Attend full‐day seminars and conferences

• Join your local, state and national trade association (and take part)


Understand the Numbers: #2 ‐ “Understand Pricing”


2. Understand pricing

All products and services are made up of the following:

• Labor (direct and indirect)

• Materials (used to do the job)

• Overhead (cost of running the company)

• Profit (money made after the above costs are covered)

Find out the basis for pricing the products and services in

your department


Understand the Numbers: #2 ‐ “Understand Pricing”



Full day labor pricing seminar in nutshell!

1. Calculate your “real” cost of doing business

2. Subtract the profit you make on materials from your “real” cost of doing business

3. Divide the remaining overhead by “billable” hours (overhead rate)

49

50

51

8/4/2021

18


Understand the Numbers: #2 - “Understand Pricing”



4. Breakeven rate = Add the average hourly rate of field labor to the overhead rate just developed

5. Rate to charge = Breakeven rate divided by divisor (100% ‐ desired profit)


Understand the Numbers: #3 - “Create Systems”



3. Create Systems

Create Systems!

Goal is to have the department run without your being there!

McDonalds + System =

When proper systems are set up anyone can produce the product or service!


Understand the Numbers: #3 - “Create Systems”



3. Create Systems

Think of what you are responsible for and create a “written detailed description” of how the task is performed:

• Call taking

• Scheduling

• Inventory control

• Tool checkout

• Invoicing

• Payroll

• Etc. ……..

When systems are in place take a vacation!

52

53

54

8/4/2021

19


Tom Grandy, FounderGrandy & Associates

1028 Standish Place SouthOwensboro, KY 42301

Email: [email protected]

Website: www.GrandyAssociates.com

55

Documents

TU05 26 Pratical Suggestiongs for Becoming a Better