Regards John

• Lonely?
• Makes all the decisions?
• Makes bad decisions?
• Blamed for everything?
• Shoulders other peoples problems?
• Lack of satisfaction?
• etc.

If this seems pretty accurate then what’s a solution other than a change of managment style?

One answer is make the business a co-operative!

In this instance all employees own the business and you’d be surprised how much their drive, commitment and motivation changes. It can remove the characteristics above. It also can give the Company an edge and provide a good marketing tool.

Its an an alternative business model and one where a group of like minded people are a tremendous resource. It can also provide a more sustainable business with ready made replacements available.

Having said all of this, as with all businesses, you need to do your sums - will it work and make a profit? - you can’t expect people to invest in a romantic notion.

A co-operative means abiding by its founding principles and rules which includes giving all members a say in how the business is run. It should also be noted that the boss no longer is the only person with a stake in the business.

If you want to know more there’s a website www.co-operative.coop/enterprisehub  and a nationwide network of experts who offer free business support and advice.

We could write many pages on what’s important in setting a business up - the does and don’ts.

More succinctly, from our reading, you may find the following useful to ensure success:

• Be single minded - make a list of what’s important now and what can be put off for 5 years
• Be prepared to make sacrifices - they’ll put you at an advantage against others
• Don’t exclude those close to you - share information and maybe even get them involved
• Beware of getting sidetracked - you may come up with other ideas but you need an evaluation method to check if its going to be more successful than the one your working on before you divert your valuable resource - don’t forget you’re probably the constraint!
• Make a plan - review it regularly and be prepared to make changes if required to ensure success
• Make your commitment to the business known to your customers
• Don’t sacrifice your values/standards - its what sets you apart from others

 Good luck.

You must read:

The One Minute Manager Meets The Monkey

By:

Ken Blanchard, William Oncken Jr, Hal Burrows

ISBN: 978-0-00-711698-0

The results of the problem described in the first paragraph is a reduction in your productivity and an increasing aptitude of your subordinates not to deal with the problems they should. They get used to throwing difficult things in your direction. You procrastinate and your personal performance suffers.

By the way “A monkey” is the next move in solving a problem.

Oncken’s rules of monkey management are:

1. Descriptions - the next moves are specified
2. Owners - the monkey is assigned to a person
3. Insurance policies - the risk is covered
4. Monkey feeding and check up appointments - the time and place for follow-up is specified

EMS recommends you read the book, apply it and prepare for improved performance. 

The article referenced three guys who set up a business a year ago showing people round London in Mini’s - they’re successful. They rightly see setting tangible goals as underpinning the philosophy of the business - “It is imperative to have goals, otherwise you are just sailing with the wind”. They go on to explain that they make a decision together then do individually what we need to do to get to that goal, breaking it down into smaller goals that are going to help us get there - see our blog on ”Are you dealing with your problems?”.

Their principles of making dreams come true are:

1. Stick a picture on your fridge of something substantial you want to achieve.
2. Write a list of your long-term goals which should be time lined. Break them down into more practical milestones. Review them.
3. Think about your true motivation. The more you link your goals to your life the easier it will be to achieve them.

EMS recommends you read the full article.

CIPD research shows that 36% of public sector employers are planning staff cuts.  It reports that “across all sectors employers are expecting to make an average of 5.5% of their workforces redundant, up from the 3.6% average cut being considered three months ago.  This data comes from a survey of 600 companies.

Written by our HR specialist Simone Greasley

The Government will engage in a short consultation exercise in September this year.  This will be published in early 2011 to allow businesses time to familiarise themselves with the guidance before the Act commences in April 2011.

Wriiten by Simone Greasley - HR and Recruitment Consultant

For the employer the Equality Act will ensure consistency in what you need to do to make your workplace a fair environment for all.

Reported by Simone Greasley our HR and Recruitment Specialist

For information definitions worth considering are:

Under the Review requirements of the Companies Act, a ‘Small Company’ is one that does NOT exceed 2 of the following:-- Turnover £6.5M- Balance Sheet £3.26m- 50 employees A ‘Medium – sized Company’ is one that exceeds the small company parameters, but does NOT exceed 2 of the following:--Turnover £25.9M-Balance Sheet £12.9M-250 employeesThankfully,

I still work for a Small Company!

Written by John Hill one our financial people.

Further information is awaited with interest.

Information supplied by Simone Greasley - HR and Recruitment Consultant