Every business understands that effective labor management is essential when it comes to increasing the productivity, safety, and efficiency of every project. The managers bear all burden to ensure that the labor is working effectively to meet the needs of supply and demand chains.

Here are some effective ways to improve labor management in your company for the best of your business.

1. Use Standardized KPIs

It can be hard to hold someone accountable for their performance when there is no evidence to back up the claims. In such circumstances, the labor deserving of praise may be left out, and those who need improvement may continue to waste company time and resources. Of course, such practices can cost you a lot of time and money in the long run.

Hence, smart companies worldwide are using Key Performance Indicators (KPIs) as a tool for worker motivation and accountability. These indicators help them better understand why certain standardized goals exist and their role in making the company succeed.

2. Incorporate a Software

Managers have a lot on their shoulders in addition to managing the workforce. A few people cannot keep an eye on everyone throughout the day. They need Kaizen Software to find the best solution for labor management. This way, the managers can find time to pay attention to many more important matters.

Efficient management software is being used worldwide due to its countless benefits. They offer security, better communication, and enhanced tracking to make your business more efficient. Hence, your business will have a better opportunity to grow and bloom.

3. Ensure Safety at the Workplace

Every workspace has its own challenges. However, everyone can agree that industrial workers have more challenges when it comes to safety. After all, they are surrounded by heavy machinery and face increased chances of accidents, injuries, and even fatalities. Hence, it must be a top priority to make your workplace safer.

You can start by looking into the hazards in your workspace and minimizing them one by one. In addition, it is also important to ensure that all your workers have access to safety gear at all times. Caution can save more lives than building an elaborate regime to care for injured workers.

4. Keep Workers Posted

Whether a construction site or a chemical industry, there can be new hazards and precautions for workers every day. A little negligence in the workplace can lead to a regrettable accident. Hence, it is always a good idea to keep your workers informed about current events.

Knowledge about company procedures and safety rules can reduce insecurity among workers and increase their efficiency. It is best to let your workers know that all their questions will be answered. This way, they can feel more comfortable seeking your guidance instead of finding out by trial and error.

Here, we will explore ten strategies and practices for employee management and engagement in small businesses.

1. Clear Communication and Expectations

Clear communication is vital to set expectations and ensure alignment between the business and its employees. Regularly communicate goals, priorities, and performance expectations to your team. Provide feedback and recognition for their achievements and address any concerns or issues promptly. Encourage an open-door policy and create channels for open dialogue and feedback.

2. Training and Development Opportunities

Investing in training and development opportunities for your employees demonstrates your commitment to their growth and success. Identify areas where employees can benefit from additional skills or knowledge and provide relevant training programs. This can include workshops, conferences, online courses, or mentoring programs. Encourage a culture of continuous learning and support employees’ professional development.

3. Employee Recognition and Rewards

Recognizing and rewarding employee contributions is essential for fostering motivation and engagement. Implement a recognition program that acknowledges outstanding performance, teamwork, and achievements. This can include verbal praise, written appreciation, or tangible rewards such as bonuses or incentives. Regularly celebrate milestones and accomplishments to show appreciation for your employees’ hard work.

4. Work-Life Balance and Well-being

Promote a healthy work-life balance and prioritize employee well-being. Offer flexible work arrangements when possible, such as remote work options or flexible scheduling. Encourage breaks and time off to prevent burnout. Provide resources and support for physical and mental well-being, such as access to wellness programs or employee assistance programs. Show genuine care and support for your employees’ overall well-being.

5. Foster a Collaborative and Inclusive Culture

Create a collaborative and inclusive culture that values diversity and fosters teamwork. Encourage open communication, idea sharing, and collaboration among employees. Foster an environment where everyone feels valued, respected, and included. Embrace diverse perspectives and leverage the unique strengths of your team members to drive innovation and growth.

6. Performance Management and Feedback

Establish a robust performance management system to set clear goals, provide regular feedback, and evaluate employee performance. Implement regular performance reviews to discuss progress, identify development areas, and set new objectives. Provide constructive feedback that focuses on both strengths and areas for improvement to support employee growth.

7. Empowerment and Autonomy

Encourage autonomy and empower employees to take ownership of their work. Delegate responsibilities and provide them with the necessary resources and authority to make decisions. Encourage innovation and creativity by allowing employees to explore new ideas and approaches. Trust their expertise and provide guidance when needed.

8. Career Growth and Advancement

Support your employees’ career growth and advancement within the organization. Provide opportunities for skill development, such as stretch assignments or cross-functional projects. Offer mentorship programs or coaching to help employees navigate their career paths. Create a clear path for advancement and communicate the potential growth opportunities available to them.

9. Team Building and Social Activities

Organize team-building activities and social events to foster strong relationships among your employees. This can include off-site retreats, team lunches, or recreational activities. Encourage team bonding and camaraderie to enhance collaboration and create a positive work culture.

10. Continuous Improvement

Establish a culture of continuous feedback and improvement. Encourage regular check-ins between managers and employees to discuss progress, challenges, and goals. Solicit feedback from employees on processes, policies, and workplace initiatives. Actively listen to their suggestions and make necessary improvements to enhance the work environment.

Takeaway

Effective employee management and engagement are critical for small businesses to thrive. By prioritizing clear communication, providing training and development opportunities, recognizing and rewarding employee contributions, promoting work-life balance and well-being, fostering a collaborative and inclusive culture, and implementing additional strategies such as performance management, empowerment, career growth, team building, and continuous feedback, small business owners can create a positive and engaging work environment.

Investing in your employees’ success and happiness not only benefits them individually but also contributes to the overall success and growth of your small business.

When Kendra Grant’s team was charged with designing and delivering learning experiences for 90,000 Walmart Canada associates, she knew as a senior learning-and-design director that the landscape of corporate learning needs was constantly changing. “Over time,” says Grant, now the principal of her own L&D practice, “we acknowledged that many of the problems we saw such as lack of engagement and lack of retention were a result of the design process and not the fault of the learners.”

If you are in a leadership role in your organization, you more than likely share this problem. Technology and society are driving changes faster than your people can adapt. According to the OECD, 1.1 billion jobs will be disrupted in the next five years. Employees the world over require upskilling (learning to improve current work) and reskilling (learning to do new types of work). Some organizations are heeding the signs and investing heavily in learning and development: Walmart, for example, is investing $1 billion into reskilling its workforce, and McDonald’s has spent $165 million over the past eight years to prepare 72,000 employees for upward mobility. The Association for Talent Development’s most recent study found the average organization spends almost $1,300 per employee on professional learning. Microsoft’s CEO, Satya Nadella, exhorts everyone to be a “learn-it-all.”

Workers of today need to prepare for what they’ll be doing tomorrow. But how can they adapt effectively if their work is changing in real time? What skills can they learn now that will support them in the face of a volatile and ambiguous future? And how can their employers support them?

There’s a simple but not easy answer to all of these questions. Employers have to help employees become expert learners — people with the will to learn, the skill to do it effectively, and the ability to apply that learning in ways that positively impact their performance and that of their teams.

Still Wearing Blinders

Traditionally, learning within organizations has been driven by a single department. In a general attempt to motivate and support employee development, the learning-and-development team — which sometimes consists of just one person — acts as an order filler for operations managers and leadership, providing formal learning support, such as classroom training and online modules. Frequently, these efforts are augmented by tuition assistance for degree and certificate programs at institutes of higher education. In recent years, companies have created digital “learning-management systems” or “learning-experience platforms” that offer a Netflix-style menu of learning content that employees can access on-demand and at their own pace.

Unfortunately, however, these approaches to employee learning are not up today’s challenge, for a few reasons:

A day late and a dollar short. Content creation lags significantly behind the need for that content, making the content available less relevant to current needs. Also, when an employee needs new knowledge and skills now, a course next month isn’t helpful.

One-size-fits-none. Every learner is unique, with varied strengths, experiences, and challenges. Every learner works in different contexts, thus requiring greater personalization to support meaningful learning and improvement.

A lack of support for application. Pushing out content can impart new information, but developing effective skills requires coaching, reinforcement, and opportunities for safe, authentic practice.

A cultural disconnect. Leaders can say they value learning, but according to Deloitte, workers actually have less than 1% of their time available for learning. Further, learning can be messy, because it requires that people try new things and make mistakes. If an organization punishes people for those mistakes, as some do, people will shy away from learning.

Learner experience and identity. Not everyone thinks of themselves as a lifelong learner, nor do they all have the skills to learn and apply learning effectively. Further, biases in development programs may reinforce the notion that only some people are capable of learning and therefore worth the investment. This bias is communicated to workers.

There Is a Solution

We need to address these barriers to learning in order to meet the challenges of today and the future. Learning, after all, is what enables people to adapt to change and even become drivers of change. But, as Matthew Daniel has recently noted on the Chief Learning Officer website, even if people want to learn they may not know what to learn — or how to learn.

Expert learning requires two key conditions. The first is context. People need the time and space to learn. They need timely, actionable feedback; opportunities for collaboration; and just-in-time support to convert new knowledge and skills into measurable performance improvement. Then there’s capacity. Each person has talents, strengths, interests, challenges, and experiences that influence how they engage with, make sense of, and apply new knowledge and skills. We can’t assume everyone has developed the requisite learning skills and behaviors, and we can’t effectively gauge learning capacity in advance. However, we can help all people become expert learners, by providing them with options to learn and apply key learning behaviors rooted in a framework known as the Universal Design for Learning.

UDL, as it’s often called, was first devised in the 1990s by researchers and clinicians at the nonprofit learning organization CAST, Inc., under the direction of the neuropsychologist David Rose, of the Harvard Graduate School of Education. Today it’s endorsed in federal education legislation as a means for supporting inclusive, impactful learning for all learners. That includes workforce preparation and training. In essence, UDL helps us embrace the differences between learners — their variability in strengths, interests, attitudes, cultures, and more — by setting firm, challenging goals and allowing for flexible pathways to meet those goals.

When employing UDL in creating learning experiences, you’re encouraged to think of learning as a set of behaviors and skills that exist on a continuum from novice to expert. Novice learning is primarily guided by external forces: Novices learn what they’re told, when they’re told, for the reasons given to them. They are the type of learners whom top-down, one-size-fits-all training was meant to serve. A distinct step above the novice level is self-directed learning, where learners take the initiative for their own learning, making decisions about what, when, and how to learn.

Expert learning takes things to another level, by adding in specific learning skills and a focus on strategic performance improvement. Expert learners have the will and skill to learn, can identify ways to leverage that learning into impact, and are always looking for new challenges and ways to improve their skills. They are the learners best able to adapt to the rapidly changing modern workplace.

How Expert Learners Improve Outcomes

Building a strong learning culture that focuses on capacity and context can give companies a strategic advantage. Let’s consider why.

First, employees who are skilled learners can more readily innovate, for what is innovation if not the learning how to solve a problem in a new way? A person focused on continuous improvement rarely settles for “We’ve always done it this way.” Expert learners can identify emerging knowledge and skill needs and generate new knowledge to meet those needs.

Next, learning fuels employee engagement. Employer-supported learning is a key driver of retention, particularly when learning is visibly linked to employee development — that is, upward mobility. Creating a culture that supports people to learn and own their improvement makes improvement a common cause between the employees and the organization. Further, a visible emphasis on learning can be key to attracting new talent, with Gen Z and Millennial workers citing learning and upward mobility as key motivators in selecting job opportunities.

Finally, investing in learning is just that: an investment. According to Gallup, companies that invest in employee development increase profitability by 11%.

Building a Culture of Expert Learners

Building a culture of expert learning is a complex undertaking. There are, however, some foundational practices, aligned with UDL, that leaders and teams can engage in as they work to develop support an expert learning culture.

Adopt a learning philosophy and stick to it.

A learning philosophy is a codification of what the organization believes about learning, including its value, the responsibilities of each person related to learning, and the methods by which the organization will support its employees to learn and improve.

Consider the philosophy of the United States Marine Corps, where learning is literally a survival skill. In 2020, the USMC published Marine Corps Doctrinal Publication 7: Learning, or the MCDP 7, which tells all Marines, from the lowest-ranking enlisted member to the commandant, that they have a professional responsibility to learn. It also lays out the necessary conditions for learning, requiring each Marine to contribute to and leverage those conditions. All Marines are told they can’t rely on a training department of some sort but instead have to define and own their roles as learners. “Continuous learning is essential,” USMC Commandant Gen. D.H. Berger writes in the MCDP-7, “… because it enables Marines to quickly recognize changing conditions in the battlespace, adapt, and make timely decisions against a thinking enemy.”

Audit your culture for barriers to learning.

With your learning philosophy in place, make sure the collective behaviors, practices, and systems of your organization — and particularly the behaviors of your leaders — model and support the tenets of that philosophy. Examine what learning currently looks like in your organization and begin addressing common barriers. Provide time and resources for learning and regularly reinforcing the value of learning. Incentivize experimentation, collaboration, and knowledge-sharing. Promote team learning over individual knowledge-hoarding. Link learning to development by creating clear pathways for skill development and promotion. And enlist frontline employees and managers to more quickly identify learning needs and potential solutions.

Be flexible.

To act like expert learners, particularly in selecting and strategically applying learning, people need flexibility in when and how they learn. New approaches, such as learner-cluster design and the modern-learning–ecosystem framework, acknowledge variability among learners, providing them options that best suit their learning needs, and close the gap between formal learning and where learning happens most — on the job.

* * *

Change is constant, and the need for adaptability extends beyond leaders to every level of the organization. When employees own their improvement, they can better anticipate, communicate, and meet their upskilling and reskilling needs. As Kendra Grant pointed out in describing her work with Walmart, many barriers to improvement that are thought to be internal to learners are really external — they’re flaws in the design. UDL helps us focus on what works for people rather than on what’s not working in them. By providing the right context and supporting capacity, we can make expert learning become the skill that fills the skills gap.

In this article, we will explore effective strategies for small business owners to identify and address quiet quitters in the workplace, fostering a more engaged and motivated team.

1. Recognizing the Signs

Identifying quiet quitters requires attentiveness to subtle cues. Look for signs such as a decline in productivity, missed deadlines, decreased enthusiasm, reduced collaboration, or a general lack of initiative. Paying attention to these indicators can help you pinpoint employees who may be disengaged and in need of support.

2. Promote Open Communication

Establishing a culture of open communication is crucial to addressing disengagement. Encourage regular one-on-one meetings with employees, providing a safe and non-judgmental space for them to share their concerns, challenges, and aspirations. Actively listen to their feedback, ask for suggestions, and demonstrate a genuine interest in their professional growth and well-being.

3. Conduct Stay Interviews

Similar to exit interviews, stay interviews are conducted to understand the motivations and concerns of current employees. These interviews can help uncover any underlying issues or dissatisfactions that may contribute to disengagement. By proactively addressing concerns, you can prevent talented individuals from becoming quiet quitters and potentially losing them to the competition.

4. Set Clear Goals and Expectations

Quiet quitters may arise when employees lack a clear understanding of their roles, responsibilities, and performance expectations. Establish clear goals and communicate them effectively. Provide clarity regarding job requirements, performance metrics, and growth opportunities. This clarity empowers employees and reduces the likelihood of disengagement.

5. Foster a Positive Work Environment

A positive work environment plays a pivotal role in retaining engaged employees. Encourage teamwork, recognize and celebrate achievements, and create opportunities for social interaction among team members. Consider implementing flexible work arrangements, wellness initiatives, or employee engagement activities that promote work-life balance and overall job satisfaction.

6. Provide Constructive Feedback and Recognition

Regularly provide feedback to employees, both in terms of constructive criticism and recognition of their accomplishments. Constructive feedback helps individuals understand areas for improvement, while recognition acknowledges their contributions and boosts morale. This balanced approach shows that you value their work and are invested in their success.

7. Implement Recognition and Rewards Programs

In addition to providing regular feedback, implementing recognition and rewards programs can boost employee engagement. Create a system that acknowledges exceptional performance, celebrates achievements, and rewards employees for their contributions. This recognition not only increases motivation but also fosters a sense of appreciation and loyalty.

8. Offer Professional Development Opportunities

Employees often feel demotivated when they perceive a lack of growth opportunities within the organization. Provide avenues for skill development, training programs, mentorship, or even cross-functional projects. Demonstrating your investment in their professional growth can reignite their enthusiasm and commitment to the business.

9. Lead by Example

As a small business owner, your actions and behavior set the tone for the entire team. Lead by example by demonstrating a strong work ethic, passion, and dedication. Show that you value work-life balance and prioritize employee well-being. Your leadership style can inspire and motivate employees to actively engage in their work.

10. Create Opportunities for Skill Utilization

Employees may become disengaged if they feel their skills and talents are underutilized. Regularly assess the strengths and abilities of your team members and provide opportunities for them to utilize and develop their skills. Assign challenging projects, encourage cross-training, or delegate responsibilities that align with their expertise and interests.

Conclusion

Addressing disengagement among employees is crucial for small business owners who aim to maintain a motivated and high-performing team. By recognizing the signs, promoting open communication, conducting stay interviews, offering professional development opportunities, fostering a positive work environment, providing constructive feedback and recognition, setting clear goals and expectations, leading by example, creating opportunities for skill utilization, and implementing recognition and rewards programs, you can effectively address quiet quitters and nurture a culture of engagement within your small business.

Remember, an engaged workforce is not only more productive but also contributes significantly to the long-term success and growth of your business.

It’s everyone’s dream to have their own business. With entrepreneurship, you become your own boss, you set your goals, and if things go well, you can make more money. However, owning a business also means you need to manage stress..

From wrangling employees, to long hours, to worrying that the business could fail to problems with equipment, not making sales, not having enough capital to having too much debt, the list is endless — in short, it’s hard work

These things can make owning a business more stressful and lead to burnout as a small business owner.

But it seems you can’t escape the stress of owning a business, with a 2021 survey showing that 52 percent of small business owners experienced stress during the year.

The best you can do is to learn how to manage stress and protect your well-being. This is especially important for small business owners because the success or failure of the business solely depends on them.

Even if you have a few employees, they depend on your guidance and the momentum you set for your business growth.

Learning to manage stress as a small business owner is as important as learning how to market a business and make sales. In fact, managing stress should be among your top long-term strategies for business growth.

This post highlights top stress management tips for small business owners:

Ready to do this? Let’s go!

How to manage stress as a small business owner

Owning a business is different from working for an established company. As a business owner, you have more responsibilities, and the success of your business largely depends on you.

Statistics show that about 20 percent of all small businesses fail within the first year. As a small business owner, you need to figure out how to keep your business going to ensure it doesn’t fall into that bracket.

Unlike employees, entrepreneurs don’t work for paychecks. They have the responsibility to ensure the company is on the right track. This can sometimes mean working more than 50 hours a week without an overpay or any income at all.

Undoubtedly, many things can stress small business owners, so the question remains: What are the most effective ways to manage stress? Let’s highlight them below:

Know your stressors

The first step to managing your stress is identifying the cause. Many things can stress small business owners, including lack of enough funds, time management issues, and employee management.

Your workplace stress as an entrepreneur could be due to things you can’t solve or get time to do.

Running and growing a business involves many trials and errors and entering unfamiliar territories. This and many other things can stress you even without knowing. To identify your stressors, you need to look back and analyze your actions and paths carefully.

Once you identify your stressors, you can begin looking for the best solution. Sometimes you will feel relieved just by identifying things causing you stress.

While identifying your stressors is important, you should also aim to be more self-aware. By gaining self-awareness, you can know what things or situations make you stressed and the best way to deal with the situation.

Also, when you become self-aware, you know your strengths and weaknesses, which is key when running a business.

One way to reduce stress is by delegating tasks that cause you stress. For example, you can delegate staff management to a team manager if dealing with them directly causes anxiety.

If that is not possible, knowing that a particular job causes stress will help you know how to prepare beforehand to reduce the impact on your mental state when handling it. For example, you can take a deep breath before the task or practice mindfulness.

Focus on the right things

Unless you retrain your mind, you will likely focus more on what is going wrong when running a small business than going right. While this can help rectify your mistakes to keep things going, focusing more on the negatives can lead to more stress.

You’ll be less likely to manage stress when you think about your capital deficit, things that are behind schedule, or an employee who didn’t respond to you appropriately.

Instead of focusing on things that go wrong, remind yourself of things that are going right. For example, you could remind yourself of positive feedback from a customer, an employee committed to their work, or the fact that you’ve dialed in important parts of your workflow.

List all the right things happening in your company, no matter how small they are. Once you have the list, you will be amazed at how much you have accomplished and the potential growth of your business. Keep the list somewhere you can easily see to act as a motivator whenever you feel stressed.

Create a schedule and stick to it

Without a structure, you’ll have no plan, meaning you won’t have a way to anticipate what can happen. When you don’t have a schedule, you have so much to do in a day that you might not do anything.

But when you plan, you can handle more and have enough time to anticipate what might happen.

You quit your 9-to-5 job because you wanted full control of your day, right? Unfortunately, if you don’t create a reasonable schedule and stick to it, you will not have that all-important work-life balance, meaning no time to fulfill your dreams.

Being a business owner should come with a sense of control and should be a reminder that you are your boss.

Having a routine helps you know what to expect each time of the day and comes with a sense of control and peace of mind. That means you don’t have to follow a schedule you haven’t created yourself. The best part is that you can always adjust your schedule if something stresses you.

Creating a schedule and sticking to it gives your mind and body a sense of protocol. This is good for your body clock, which determines when you feel energized or tired and impacts your focus.

When creating your routine, consider the effort you need to complete each task. Schedule the most challenging tasks before other tasks requiring less energy and concentration for better results.

You’ve probably heard small business owners complain that their day is never enough to complete their tasks. The truth is, the number of hours is never the problem but the lack of schedule.

If you schedule your end of the day, you’ll complete all your tasks on time and still have time to rest.

To better stick to your schedule, consider investing in scheduling software to help manage your time more effectively. If you can plan, anticipate, and organize your day, the stress of running a business will significantly reduce.

Prioritize sleep

Not sleeping the recommended number of hours (7-8) could impair cognitive functioning and deplete energy levels.

But telling people to “get enough sleep” without giving tips on how to achieve that doesn’t help. After all, if they could get sleep that easily, they could sleep. The fact that one is advised to sleep means they’re having trouble sleeping or don’t have time to sleep.

But telling people to prioritize self-care — including sleep — is a practical approach that can give results. Ideally, prioritizing sleep means becoming aware that sleeping enough is crucial to manage stress. But knowing that alone won’t help you sleep. Here are practical tips to help you sleep better:

• Stick to your routine. Sticking to your routine won’t only help you achieve your goals but also help you fall asleep easily.
• Avoid alcohol before sleep. While alcohol can make you sleepy, it only gives you lower-quality sleep. This, alongside other effects of alcoholism, makes alcohol not a better option before sleep.
• Avoid coffee at night. Coffee is a stimulant, meaning it increases activity in your brain and nervous system. Taking coffee at night will impact your ability to fall asleep and affect your daily routine.

These tips will help you have enough sleep at night. Having enough sleep means enough rest and more focus the following day.

Exercise more

While you should dedicate more of your time to your business, it shouldn’t be at the expense of your fitness. Exercising doesn’t only improve your physical health but is known to reduce stress as well.

However, this doesn’t mean spending two or more hours in a gym daily — not at all. A 30-minute walk every day or other physical activity will do.

For example, you can walk to your next meeting or walk around your workplace at lunchtime. Also, instead of sitting down for many hours in the office, consider having a standing desk or taking breaks from work to stretch your body.

Whatever the case, don’t spend countless hours in the office sitting, as this will impact your mental and general health — and could lead to health problems down the road.

Exercising increases endorphin levels (brain transmitters) that help you feel better. The higher the endorphin levels, the more you feel less stressed, and vice versa. Exercising is a great way to feel more satisfied and energized, and manage stress.

It helps improve your mood and gives you a better perspective on how to run your business.

Be mindful of your diet

What you eat impacts your mental health and general health. Regardless of how much you exercise, you will remain demotivated and probably moody if you eat unhealthy foods.

A balanced diet is a great way to improve your immune system and repair damaged body tissues. A healthy diet also provides the energy needed to manage stress and make you feel more relaxed.

The food you eat can help reduce stress or increase your stress levels. For example, you should avoid these foods if you are feeling stressed:

• Caffeine
• Alcohol
• Processed foods, including chips, frozen foods, cookies, etc.
• Sugary drinks and foods
• Foods with high trans fats like frozen pizza, fried foods, microwave popcorn, etc.

Instead, eat foods that can help promote feelings of warmth and calmness, including:

• Whole grains
• High fiber foods
• Foods high in magnesium, such as broccoli, avocados, bananas, pumpkin seeds, spinach, etc.
• Protein-rich foods such as peanuts, almonds, chicken breast, lean beef, eggs, etc.
• Foods high in vitamin B like chicken, beef, organ meats, eggs, etc.
• Foods with higher amounts of omega-3 fatty acids like avocados, olive oil, salmon, tuna, sardines, etc.

Eating healthily will not only provide the nutrients to handle stress but will also provide energy to exercise and handle daily work.

Delegate tasks

One of the reasons small business owners fail to manage stress is because they have more than they can handle. If that’s the case, delegating is a great way to reduce stress.

Some tasks cannot just be put on hold. This is especially so for tasks at the core of running your business.

But that doesn’t mean that you should be the one to handle them. To avoid being overwhelmed with tasks, outsource some of the duties or find team members to help free up your calendar (and mind).

Of course, delegating tasks can be hard, especially if you have been used to handling the tasks yourself. However, having reliable employees to delegate some tasks is a healthy business choice.

If you’re yet to train people to handle tasks that overwhelm you, you should start doing so. This will benefit your mental health and help you achieve more in your business.

Automate

Automation is similar to delegating, only that you’re relying on technology this time. Running a business today is unlike in the 90s when many things were done manually. Today, small business owners can use apps to automate many aspects of their businesses.

For example, my own company AlchemyLeads saw a 250 percent increase in monthly leads after automating their lead outreach process using Zapier. Not just outreach, small businesses can automate many areas of their businesses to boost effectiveness.

Businesses can save time by abandoning spreadsheet scheduling of their staff for online scheduling. Another area you can use automation is in running your payroll and posting on Facebook, Instagram, Twitter, and other social media platforms.

While automation tools will cost money, they will make it easier to run your business and save a lot of time and money in the long run.

Be ready to say “no”

Sometimes you don’t need to delegate or even automate tasks; you only need to say “no.”

When the business is young, you’re likely to say “yes” to almost everything as long as it appears to be helping your business.

And truth be told, you don’t have many opportunities coming to you when starting, so you may seem like you don’t have much choice but to accept all opportunities that come your way.

However, as early as it is, it is good to create boundaries and focus only on things that will help grow your business. So, before you say “yes,” ask yourself whether the act has any short-term or long-term benefits for your business.

But saying “no” is not easy, especially on matters involving customer, employee, or partner happiness. However, remember that saying “yes” to everything might overwhelm you and affect your ability to deliver in the long run.

So, instead of agreeing to anything to make others happy, focus on doing what really matters and set your terms. If you don’t do that, you’ll be overwhelmed, and your acts won’t meet the standards.

Remember, you have limited time to do things that you value. So, learning to say “no” to unnecessary things will help reduce stress and give you more time to focus on more productive activities.

Take breaks

Even if you take the above steps, you won’t be able to manage stress if you work continuously without breaks. This can be as simple as taking a 10-minute break to stretch, walking around the office, or going on vacation.

Whichever way you decide to go, don’t worry about matters to do with your business when taking a break from work. If possible, turn off your phone and have someone handle the tasks on your behalf to ensure you have enough time to relax.

Stepping away from your business for a while will help decongest stress and give you a new perspective on your business and life.

Manage stress and keep thriving

Implementing even one of the above strategies can go a long way to help you manage stress. And once you experience those benefits, keep building on that success. After all, even the most successful business isn’t worth your well-being.

The best ways to delegate tasks aren’t always straightforward. Your team members are unique. They have different abilities and distinct approaches to work.

We all work with team members who do things differently, but that doesn’t make their approach wrong. We may realize they work better than we do. And while that stings, it’s also thrilling!

We must learn the best ways to delegate tasks to discover what our teams can do. We must also determine when best to do those tasks. While it may be an uncomfortable process, it will be worthwhile when we get excellent results and teams that accomplish things beyond our wildest expectations.

What’s delegation?

First, let’s unpack what we’re discussing to ensure we’re all on the same page. Delegation is the process of assigning tasks to team members. There are many reasons to delegate work, such as to establish equal workloads or a specific task is better suited for a certain team member.

“You can do anything, but you can’t do everything.”
—Stephen Covey

You get more done when you delegate because other people are working alongside you. Your team gets more done in less time.

Knowing when and how to delegate makes us better leaders as our team members learn and grow. Delegation helps build skills and a sense of pride among team members. Happy team members with high levels of job satisfaction tend to stay with you longer and accomplish more at work.

Why is delegation important?

Delegating work serves two critical functions. First, it lets us be more productive as leaders. When we delegate tasks, our time and energy are free for other things.

Second, delegation shows team members that we trust them to do important work. It gives them pride in what they do and makes them feel vital to our overall mission and goals.

Unfortunately, it can be challenging to step back and get a big-picture perspective of the work and who should do what. We have to take the time to think. We need to look at the scope of work and consider which tasks fit which team members best.

That’s how we delegate effectively and ensure the project is completed at the highest level.

What are the benefits of delegation?

There are many benefits of delegation for both leaders and teams. It may seem like the best reason to delegate is for productivity’s sake (and that’s a solid reason), but some wellness and growth opportunities also come with it.

Lighter workload and less burnout potential

Everyone is susceptible to burnout, including the leadership team at any organization. Burnout is emotional, physical, and mental exhaustion from ongoing stress and overwork. It causes people to feel cynical, unmotivated, and detached from their work.

Burnout can make even the best team member have extreme challenges at work. You don’t want it for yourself or your team.

Delegation can help prevent burnout from setting in while also creating a less stressful workload. It helps everyone on a team feel empowered and engaged by connecting them with the work they’re most likely to enjoy and find meaningful.

The saying “Many hands make light work” is true. What might feel like an endless to-do list to one person can be managed easily by many. The great thing about delegating is that you can still get stuff done while getting back some of your time.

You don’t have to work overtime and miss out on things in life. You hired your team for a reason, after all. You also aren’t burning the candle at both ends, always feeling tired and overwhelmed.

You can recharge and reclaim some of your energy. You’ll be more enthusiastic and creative when you have mental and emotional space.

Increases efficiency and productivity

You know what it’s like to be overwhelmed. You have a lot to do, and you know everyone is waiting for you. Pretty soon, you’re holding the team back because you can’t physically do everything that needs to be done in a day.

We’ve all been there at some point in our careers.

A project can suffer when one person has too many tasks to complete. If one person is responsible for too many things, that person will bottleneck the workflow, creating delays and all-around frustration.

Delegating gets the work done faster and more efficiently. Team members down the pipeline aren’t waiting for one stressed-out person to complete tasks so they can do their part. No one feels like anyone else is holding them up.

Empowers your team

You hired each member for a reason. They were the right fit for the role you needed filled. They had the skills to bring something unique to the table and thrive at the organization. You felt like they had something your team needed.

Failing to delegate undoes all of these positives by stifling team members.

Team members can doubt they belong when we don’t delegate and act like we must do everything independently. It makes them think we don’t trust them to do the work or don’t think they can. They may even feel like they’re just filling a slot instead of really contributing something.

Delegating shows our teams that we trust their abilities and judgment. It helps them feel valued and respected. Delegation empowers them to use their skills, creativity, and knowledge to excel at work, which means we all win.

Makes room for skill development

There’s no training quite like on-the-job training, and there’s no substitute for the satisfaction of learning something new or discovering a unique way to solve a problem. When you delegate, you free your team to experience these feelings and develop professionally.

Assigning new, challenging tasks puts your team in a position to think for themselves and build new skills. It also lets you create a team who can handle complex work, which is invaluable when you get big projects or need to promote someone.

Why leaders don’t delegate

Delegation clearly has a lot of benefits, so why don’t we all do it or do it more? Why do some leaders seem overwhelmed while their team waits for more to do or longs for more challenging assignments?

In the book, “How to Be a Great Boss,” Gino Wickman and René Boer write about the importance of letting go of the vine. The metaphor goes something like this: If you are swinging Tarzan-style from vine to vine in the jungle, you can only move forward if you let go of the vine you’re holding to grab the next one.

We have to do the same thing as leaders. We can only move forward if we let go of certain tasks and free up our time and energy to do the things only we can do. We can’t swing the business forward if we’re still hanging onto that last vine.

As the author wrote,

“To go up, you must first let go.”

It seems so obvious, right? So why don’t we let go? Yes, those words sound scary, but the alternative is frightening too.

When leaders don’t delegate, it’s usually for one of these reasons:

• They lack trust. Sometimes we don’t trust our teams to do the work as well as they should or as we would. That second concern may be valid. There’s a reason we’re in leadership, after all. But it’s our job as leaders to develop our teams and elevate their work. If we never trust them to do the work, how will they learn?
• They fear losing control. Some leaders need control or worry others will drop the ball if they’re not involved in every detail of the work. Delegating doesn’t erode authority, and it’s impossible to control everything. If you must, review the final product before it goes public the first few times you delegate a job to the team. Give them feedback and let them grow.
• They don’t know how. A common reason we don’t delegate is that we don’t know how. We keep plugging away at the stack on our desks, thinking we’ll eventually get to the bottom of the pile. Unfortunately, that doesn’t happen. The work never stops, and we’re not using our resources well. If we don’t figure out how to delegate, we burn out and lose good team members.

Solving the delegation problem

So, if you’re a leader who is reluctant to delegate tasks or doesn’t know how, what’s the best way to fix that? You know you can’t do everything, and it isn’t good for you or your team if you try, but how do you embrace delegation when it feels so scary?

To solve the delegation problem, you must

• Start small. If delegation doesn’t come naturally to you, it’s OK to start with delegating small things. It’s probably the best way, actually. Work your delegation muscles until they feel stronger and you’re more confident with the process.
• Build relationships. Know your team and each person’s strengths and weaknesses. Understand what they’re capable of. When you have relationships with your team members, it’s easier to trust them and know they won’t let you down. When you understand each team member’s skills, you feel more confident delegating because you know their capabilities. Heck, you’ll probably even find that some are better at certain tasks than you are.
• Communicate well. A common reason leaders don’t get our desired results is that we don’t communicate effectively. We have to make sure we communicate what the assignment is, what success looks like, and when it’s due. If you think you’re communicating too much about a project, you may be hitting just the right spot. Always try to over-communicate.
• Offer support. Be sure your team knows they can come to you when they get stuck. As leaders, we don’t want to micromanage projects, but at the same time, we don’t want our teams to feel stranded on an island without support. Offer support up front. Inquire about progress and remind your team that you’re here if they need help.
• Provide feedback. Everyone craves feedback. Without it, we’re left wondering if we did a good job. Uncertainty rarely feels good. Once your team delivers a task or project, give them some feedback.
• Focus on success. Focus on things they did well and provide advice for next time. Providing feedback helps you build your team’s abilities while demonstrating your expertise. It also can help those leaders who need control feel like they’re still an active part of the process.

When to delegate tasks

Unfortunately, there’s no cut-and-dried way to know when we should delegate tasks. It would be nice if a chart or program thought of every possible work function and told us who should do it, but that’s not possible. A

general idea is to delegate if another person can complete the task at least 70% as well as you can, but there are many factors to consider when deciding when to delegate, and every organization is unique.

The following types of tasks are generally great for delegating:

• Large or complex tasks. Don’t just throw a huge, complex task at one team member. That’s not what this means. Instead, break big, time-consuming tasks into smaller sub-tasks. Then divide those sub-tasks among your team. This approach encourages teamwork.
• Tasks that require special skills. Everyone has a “very particular set of skills.” (Just ask Liam Neeson.) If a task requires a skill you don’t have that one of your team members does, it makes sense to give it to them. They also enjoy doing certain things more than others. For example, if you have a task that requires technical skills and you aren’t tech-savvy, you can delegate it. In cases like these, you can use a resource like Codeable, which allows you to hire the best WordPress developers for your project when you need those specialized skills.
• Tasks that aren’t a priority. The workday is full of small tasks that have to get done. Delegating those tasks gives you more time to focus on higher-level or more time-bound items on your calendar. We can’t do everything. Leaders need help too.
• Tasks that help others develop. Giving your team members an opportunity to learn new skills will empower them to take more initiative on future projects. When delegating tasks, consider which skills you’d like to nurture in your team members and choose tasks to help them grow.

As we get more comfortable delegating tasks and learn which types of tasks best fit each team member, we’ll be able to assign them more complex tasks moving forward. Pretty soon, delegating tasks will become second nature — at least, we hope it will.

When you need more help

I’ve written a lot to this point about delegating to your team, but what about if you lead a small or medium-sized team? Sure, you can delegate some tasks, but your limited team can only do so much. A sure way to burn out your team is to overfill everyone’s plate. To avoid this, you have to outsource and use apps that make work more efficient.

When you outsource to a human or software, you’re assigning things your team shouldn’t be doing or doesn’t have the expertise to do.

There are tons of ideal outsourcing partners and software. Some do great work or provide tools that can help you get the most out of your work regardless of the size of your team. If you’re looking for some help, check out these resources:

• Imagine what you could get done with an extra hand. That’s what Magic provides. It’s a virtual assistant service that can handle all kinds of tasks, including those related to marketing and customer support.
• Ask Betty. Need some help? Ask Betty. The company provides virtual and personal assistant services. They can also help with all office stuff and provide social media support.
• If you have a WordPress project you’d like to delegate, check out the Codeable difference. Stop wasting time searching for the right person for the job. To find vetted freelancers with fair pricing and no bidding, click here.
• Need project management software? With ClickUp, you can manage the whole team’s work for multiple clients.
• Toggl Track. Need to bill by the hour or gain a better understanding of your team’s productivity? Toggl Track can keep track of time spent on any project and create invoices for you.
• Need a basic plug-and-play design tool? Everyone uses Canva for its templates and simple design capabilities.
• Want to stay in touch with your customers? With MailChimp, you can send them newsletters for free.
• Everyone needs a simple and intuitive way to schedule social media posts across platforms. Buffer is a fan favorite.
• When you have multiple people working in various programs, you could spend a lot of time sharing or trying to remember passwords. LastPass stores and protects them all for you so you can keep all your passwords in one place and share them with your team as needed.
• Have a distributed team, or want to have a single place for all of your communication? Slack is the preferred chat app for teams at this point.
• If you find yourself frequently explaining the same process, make a Loom. You can store the short videos for your team to reference as often as needed.

Top ways to delegate tasks

At its core, delegation is taking a task from your workload and giving ownership of it to someone else. That can be stressful if you’ve never delegated a task before, and it can be challenging for the team member if they don’t feel they have what they need to do the work.

Effective delegation is more than just assigning tasks. You need to trust your team and understand what they can do to enjoy the benefits of delegation. The following tips will help you better understand the best ways to delegate tasks and when to do it.

Identifying the right person for the task

For successful task delegation, choosing the right person for the task is crucial. Entrepreneurial Operating System (EOS) has a concept called “right person, right seat.” It basically means that any business has to have the right people in the right positions to excel.

The right person, right seat concept has two parts:

1. Find the right people. In this step, you think about your business and what human resources it needs to succeed. What positions do you need? What traits or skills must the person in that post have? What values do they need to fit your culture? Once you identify these things, you find and hire the people who fit those needs.
2. Put people in the right seats. The second step is where you maximize people’s potential by making sure they’re in the right positions and doing the work they’re meant to do. Sometimes we hire people then realize they’re a better fit for another role or that they have unique skills we weren’t expecting. We have to be fluid enough to recognize this and move people around or adapt their roles.

When you identify the right person to delegate to, you’re putting the right person in the right seat to help your organization excel.

“It’s not about having the right person for the job; it’s about putting the right person in the right seat on the bus.”
—Gino Wickman, author of “Traction: Get a Grip on Your Business”

Picking the right team member for the job does more than help your business. It shows your team that you value their particular skills and recognize what they love doing. And, of course, fit matters. Putting a team member in charge of a task they love and excel at will always give you the best results.

Providing clear instructions and setting expectations

Good delegators provide instructions and expectations without micromanaging their team. Explain the expected outcomes and the timeline for hitting specific milestones for your team. Be clear about the resources available and how much you can help.

Avoid telling them exactly how to do every little part of the task. Part of delegating is letting your team members learn new skills. That means they have to figure out solutions to problems and approaches to tasks. Unless there’s a set, specific way the work has to be done, avoid trying to control things.

Remember, the end goal is excellent work. However your team member decides to get there is fine. You don’t always need to know how the hot dogs are made.

Setting realistic deadlines

Here’s the truth — we work faster than many of our team members. We’ve been doing this stuff for years. We’ve developed workflows. There’s little or no uncertainty in our process. But just because something is easy for us doesn’t mean it will be for someone on our teams — at least not the first time.

A teammate doing the work for the first time doesn’t have the luxury of experience. So, just because a task seems easy to you or doesn’t take you long doesn’t mean your team member will have the same experience.

Instead of setting a deadline based on how quickly you can do something with years of experience, think about how long it took you in the beginning. Also, consider how fast this team member usually works. Use those measures to set a realistic deadline.

Oh, and don’t share how long it takes you with the team. That’s a jerk move.

Team members can feel demoralized when they hear how quickly someone can do a task that takes them much longer. Remember, the endgame of delegation is increased productivity and empowered team members. Make sure your deadlines or the information you share don’t have the opposite effect.

Giving up authority

When we delegate and don’t give our team members the authority to make decisions, the delegation will fail. Instead of saving time and energy, the project will stall, and the task will likely end up back with us. Honestly, there’s not much more frustrating than getting a project back and having to do it yourself.

Creating an environment where your team members can make decisions prevents this sort of issue. Part of delegating is empowering your team to do the work you’ve assigned them. Foster a culture where people feel like they can ask questions and take the necessary steps to complete a project without your input.

Guiding through feedback

Delegation is a learning opportunity. To learn new skills, your team needs direct feedback. They need to know what they do well and what they can improve on. Your team members might make mistakes, but feedback can help them learn from their mistakes.

Common mistakes to avoid

Everyone makes mistakes, even leaders. Good leaders can make mistakes while delegating. It takes time to learn how to delegate effectively. Just as team members learn new skills through doing their tasks, we learn how and what to delegate through practice.

There are common mistakes many of us make while delegating. By avoiding these mistakes, we can help our teams complete their work and thus maximize delegation processes.

Micromanaging

No one likes a micromanager because they want to control all aspects of the work they “delegate.” They say they’re just checking in when in actuality they want to nitpick every aspect of a project, to the point they might as well do the project themselves. Even worse, a micromanager doesn’t empower the team to make decisions.

Don’t be a micromanager.

“Micromanagement is the destroyer of momentum.”
—Miles Anthony Smith, author of “Why Leadership Sucks”

Delegation enables you to take a task off your to-do list. If you’re constantly trying to control how a task is done, you’re not delegating — you’re just micromanaging.

Give your team members the time and space to complete their work. They’ll appreciate the freedom and might exceed your expectations.

While no one likes a micromanager, we all love to see our teams succeed and over-deliver, right?

Delegating too much or too little

Good delegation is a balancing act. You need to delegate to get stuff done on time, but you don’t want to give a large project to someone who isn’t ready for it.

You also want to empower your employees with tasks they can do and do on time but don’t want to give them something so small that they feel like you don’t trust them with the big stuff.

It’s tough, right?

Finding the right balance means knowing your team and what they can do. Start by delegating smaller projects to see how your team handles the work, then build up to bigger projects.

Not helping enough

Delegating gives team members opportunities to learn and grow. Providing clear directions and communication is key to ensuring they’re successful. If you don’t, then you’re setting your team members up for failure.

If you don’t provide the necessary support or let your team know you welcome questions, they may not complete the task correctly or on time. You may also find the task back on your to-do list. We never want that to happen. It discourages everyone.

Failing to communicate effectively

Clear instructions and feedback will help your team complete tasks correctly and efficiently. As they learn to do the work, they’ll need your support to make sure they’re on the right track. Giving a team member a task to complete without communication, though, is a recipe for disaster.

Even if the task seems mundane, it may not feel that way for someone who hasn’t done it before. Expecting your team to know how to do something without instruction or resources can leave them feeling demoralized and frustrated. Take the time to communicate with your team about the task so they can complete it.

Delegate and get it done

Have a better idea of the best ways to delegate tasks and when to do so. We discussed the importance of delegation, when you should delegate, and how to pick the right team member for the task. Remember, delegation is a learned skill, so it takes time to do it effectively. Always provide clear instructions, set realistic deadlines, give your team the authority they need to complete the task, and provide the feedback they need to be successful.

The problem is, the number of employees who are quiet quitters are larger than many think. According to Gallup, at least 50% of US workforce is quiet quitters.  It’s indeed a big issue, but fortunately, not all hope is lost for small business owners.

In this article, we will explore the reasons for quiet quitting and offer practical advice for small business owners on how to deal with this issue and maintain a motivated and engaged workforce.

What is Quiet Quitting?

“Quiet quitting” refers to when employees disengage from their work, without formally quitting their job. This can happen when employees become dissatisfied with their work or workplace, but instead of quitting outright, they simply withdraw their effort and motivation.

Quiet quitting can be just as damaging to a small business as formal quitting, if not more so. When employees disengage, they become less productive, which can affect the overall efficiency of the business. In addition, their negative attitude can be contagious, spreading to other employees and causing a decline in morale and motivation.

How to Identify a Quiet Quitter

There are several signs that can indicate that an employee may be “quiet quitting”:

1. Decreased productivity: If an employee who previously performed at a high level suddenly begins to produce lower quality work, this may be a sign of quiet quitting.

2. Lack of engagement: An employee who is quietly quitting may become less engaged in team activities or meetings. They may also become less communicative and less likely to offer ideas or suggestions.

3. Increased absenteeism or tardiness: If an employee who has previously been reliable suddenly begins to miss work or arrive late, this may be a sign of quiet quitting.

4. Negative attitude: An employee who is quietly quitting may display a negative attitude, such as complaining about work conditions or showing a general lack of enthusiasm for their job.

5. Decreased motivation: If an employee who previously took initiative and demonstrated a strong work ethic suddenly becomes less motivated, this may be a sign of quiet quitting.

What Causes Quiet Quitting

There are several factors that can contribute to quiet quitting:

1. Lack of recognition and appreciation: Employees who feel undervalued or unappreciated may become disengaged from their work. A lack of recognition for their hard work and achievements can lead to a decline in motivation and a sense of dissatisfaction with their job.

2. Poor management practices: When employees feel that their manager is not supportive, communicative, or respectful, they may become disengaged from their work. This can include issues such as micromanagement, inconsistent feedback, or a lack of trust and respect.

3. Unclear expectations and goals: If employees are unclear about their responsibilities or goals, they may become disengaged and lose motivation. This can occur when there is a lack of communication, direction, or support from their manager.

4. Burnout: As mentioned earlier, burnout can occur when employees are overextended, undervalued, or under-supported. It can lead to a decline in motivation and engagement, and can contribute to quiet quitting.

5. Lack of opportunities for growth and development: Employees who feel that they are not growing or advancing in their careers may become disengaged from their work. When employees feel that they have reached a dead-end in their career, they may begin to withdraw their effort and motivation.

6. Negative workplace culture: A toxic workplace environment, characterized by bullying, harassment, or discrimination, can contribute to quiet quitting. When employees feel unsupported or mistreated, they may become disengaged from their work.

7. Unreasonable workload or work hours: If employees are overworked or working unreasonable hours, they may become disengaged from their work. A heavy workload, combined with long hours, can lead to burnout and a decline in motivation and engagement.

How to Deal with Quiet Quitting Employees

Dealing with employees who are “quietly quitting” requires a proactive approach. As a small business owner, you can take the following steps to address this issue:

1. Foster open communication: Encourage your employees to share their thoughts and feelings, and listen to their concerns. By having open and honest conversations, you can identify any underlying issues that may be contributing to their quiet quitting behavior.

2. Offer support and resources: If employees are struggling with workload, work hours, or work-life balance, consider offering flexible scheduling, additional resources, or other forms of support. By providing employees with the tools they need to succeed, you can help to reduce burnout and increase engagement.

3. Provide recognition and appreciation: Regularly acknowledge and reward employees for their hard work and achievements. This can include verbal recognition, bonuses, or other forms of recognition. By showing employees that they are valued and appreciated, you can help to boost morale and reduce feelings of disengagement.

4. Address workplace culture: If employees are disengaging due to a toxic workplace environment, it’s important to take action to address the issue. This can include creating a code of conduct, establishing anti-bullying policies, or providing training on diversity and inclusion.

5. Offer opportunities for growth and development: Encourage employees to take on new challenges, and provide opportunities for them to develop new skills and grow in their careers. By helping employees to advance, you can keep them motivated and engaged.

6. Address management practices: If employees are disengaging due to poor management practices, consider providing training for managers on effective leadership and communication. By improving management practices, you can help to create a supportive and inclusive workplace.

Conclusion

In conclusion, as a small business owner, it’s important to be proactive in addressing the issue of quiet quitting. By fostering open communication, offering support and resources, and addressing workplace culture, you can help to prevent disengagement and maintain a motivated and engaged workforce. By investing in your employees and creating a positive work environment, you can not only retain top talent but also drive your business forward.

Remember, your employees are your most valuable assets, and by taking care of them, you are investing in the long-term success of your business.

Be Open-Minded

One of the great markers of an effective leader is that they aren’t afraid to take chances on people, ideas, or themselves. You might consider it naïve to be risky in business, but it’s the leaders who dare to be different that create the real impact. Instead of living in the safe zone, these leaders approach each situation with an open mind.

Open-mindedness is not something that necessarily comes naturally. It takes a lot of courage and risk to open yourself up and be vulnerable in business. We live in a world that is constantly changing, and no day looks the same. Leaders who are open-minded embrace this uncertainty and use it to their advantage.

Compassionate Listening

Leaders are designed to lead people. Without understanding who they are engaging with, they are soon destined to fail. In order to understand the people they work with, they must practice the art of compassionate listening. This means they go into each conversation with the intention to get to know that person better, instead of with the intention to tell someone who they are or who they should be.

Successful business owners take the time to get to know people. They listen to learn instead of listening to speak. This allows them to gain different perspectives and a deeper understanding of the world around them. If you’re wanting to be an effective, successful leader – one of the first things you need to practice is how to listen.

Honest and Transparent

A great leader knows that honesty and transparency are key to their success. They make a reputable and reliable name that both their employees and clients can count on. This means they are consistent – their actions always match their words. They don’t try and manipulate you into believing them. Instead, they show you why you can.

Not only are effective leaders honest and transparent with those around them, they are also honest with themselves. They have a great deal of self-awareness. In turn, this helps them to acknowledge and manage their strengths and weaknesses. If you’re wanting to grow as a leader, evaluate how honest you are with others and yourself.

Know That You Don’t Know

Along with being honest and transparent, leaders know what they don’t know. They don’t try and fool anyone into thinking they are somebody that they aren’t. Instead, they embrace their lack of knowledge in areas, and they use this to grow in their business.

Great leaders don’t presume to know it all. In fact, they have the extreme awareness that life is unpredictable, and every situation comes with new things to consider. Instead of viewing individuals the same, they know they have to have a deeper understanding than that. They take what they don’t know, and they build from that.

1. Figure out the logistics

2. Define your company and the role

3. Redesign your interview process

4. Prepare for day one