A young company is in the process of hiring new employees. Good customer
service, including excellent communication skills and empathy are the most
important qualifications. Good follow-up skills are more important than
educational background. How do you train new employees?
from the CEOs:
Training new employees may be putting the cart before the horse. The first task is to solidify the company’s business model. The next task is to determine what roles and positions fill that model. Only then can the company determine how best to train employees.
Build an organizational chart for a $1 million company.
Who will the company serve?
What are the positions and roles?
This is future that the company will be building and determines how to select and train people to fill the positions.
Suggested Reading: The eMyth Revisited by Michael Gerber – a guide to envisioning the future of the company and how to build it.
A word of caution. As CEO, you don’t want to be training people like yourself. This is both difficult and risky. You may be training future competition.
As an alternative, think of a series of distinct roles or functions that make up the business, then select and train different individuals to handle each role. It’s difficult to find people who can do it all. It’s much easier to find people who can bring in new clients, establish and nurture relationships with partners, network to develop a referral base, or counsel new clients on alternative solutions to fit their needs.
Organizing this way means training and creating experts in segments of the business, but nobody knows the full business the way that the CEO does.
Each position within the company will need individualized objectives and performance evaluation criteria. What are the key metrics for each position? This helps to build efficiency.
Think about both one-time and recurring income models. This may call for different employees or at least a different sales activity to build each business segment.
Situation: A company has a long-term loyal employee who has served in a number of roles. The company is growing, and no longer has a clear role for this individual. This individual can’t and doesn’t want manage either other employees or projects. The CEO wants to be compassionate with this individual to honor their loyalty, but finds himself in a quandary. How would you handle a loyal employee who no longer fits the company’s needs?
Advice from the CEOs:
Your desire to treat this individual compassionately is commendable. This individual has been loyal and has served you well. There are a couple of questions to ask: is there a valuable function that this individual can serve within the company, and is this individual essential to the company?
What happens when this individual goes on vacation? Are there gaps in service or function?
Who handles this individual’s duties while they are on vacation?
If the answer to these questions is that others fill in easily and not a beat is missed, particularly when this individual is absent for long vacations, then either they have made excellent preparations prior to their vacation absence, or they may not be essential to the team.
As a business grows, it changes. Not everyone who came onboard early will have a place as the company grows. Think of a pick-up basketball team on the local playground. In pick-up basketball, you play with whoever is available. Let’s say that the team starts to improve, and they decide to join a competitive league. Now the game starts to change, and some of the buddies who played pick-up ball won’t be able to make the shift to competitive ball. They aren’t bad people; they just no longer fit the game that the team is playing.
You may need to sit down with this individual and have a heart-to-heart discussion about the needs of the company and their ability to serve these needs. This is difficult, but if there is truly no longer a role for this person, then you need to be honest with them while at the same time honoring their past contribution.
Situation: The Company is hiring their first CFO. How do they integrate this key person into the company?
Advice from the CEOs:
The company should reflect the values, needs and desires of the CEO.
Have a clear discussion and agreement with the CFO candidate on values, role, and organizational structure before hiring or announcing anything to the company.
The talents of the CEO and CFO should complement each other.
The CEO may put the CFO in charge of areas that they want to delegate – accounting, administration, finance and contracts.
The CEO should remain involved in banking relationships.
Recommended announcements and timeline:
When the new CFO is announced, simultaneously present the new organization chart (broad responsibilities, not detailed position descriptions).
Set a timeline for realignment of roles. It is not necessary to specify exact roles at the time of the announcement – let everyone know that this is a work in progress and give a time frame within which all will be resolved.
Once the CFO is in place, the CEO and CFO should meet at least weekly, to assure that the CFO has the support and resources needed to accomplish their responsibilities.
All decisions within the CFO’s group, personnel responsibilities and any shifts in roles should come from the CFO, with the support of the CEO.
This will help the new CFO to more rapidly assimilate into the company and will give them the authority needed to manage their organization.
Situation: As they have grown, the Company has used Bay Area talent to seed new locations around the country. Leadership is now short at headquarters. What have others done to fill leadership gaps?
Advice from the CEOs:
Develop a formal Leadership Development Program.
Identify the top leadership candidates with the company – the top 10%.
Identify their individual goals and determine whether these are consistent with company values.
Clearly communicate the roles and expectations that you have for future company leaders – both the upsides and the sacrifices that you anticipate that they will have to make.
Team the leadership candidates 1/1 with mentors to guide them.
Consider an “internal” Board of Directors for developing leaders. Members are considered advisors to the true Board of Directors, understand company strategy, are coached on company values, and are involved in an advisory capacity in key company decisions.
Consider a leadership “boot camp” program to groom potential leaders and weed out those who like the idea of leadership more than the reality.
From the standpoint of a very hierarchical company, the following items are involved:
Defining the traits for key positions
Identifying candidates who appear to possess these traits
Assigning leadership roles to these individuals in executing the annual strategic plan – with senior managers mentoring leaders-in-training
Include training and development in professional development plans
Investigate employee assessment tools, for example the Myers-Briggs tools.