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  • How To Empower Your Buisness

    Starting a new business is easy, but starting a successful new business is not! More than half of new

    businesses fail within the first five years. Two-thirds of new businesses fail within the first 10 years. If

    you do not want to be a government statistic, this book is a must reading! Drawing upon over a decade

    of working with small business owners, the authors have summarized the necessary steps that need to

    be taken when starting a business and have offered suggestions as to how existing businesses can

    reinvent themselves as market conditions change. This book can be used as a roadmap by new and

    existing business owners to achieve financial success. The book covers the steps in order of priority that

    need to be taken when starting a business. The book addresses why you need to work with a team of

    trusted advisors, compares starting your own business to buying an existing business or a franchise,

    where the vital information needed to write an effective business plan can be found, how to finance

    your business, selecting a legal entity, how to avoid IRS tax problems, ten key financial mistakes to

    avoid, and how to market your business. By following the detailed steps in this book, the business owner

    will be able to determine if he has a successful business and will definitely increase the odds of being

    successful.

    6Way to Empower Your Buisness Employee

    Establish Quality Circles

    Quality circles are an empowering alternative to keeping employees boxed within the narrow confines

    of their compartmentalized functions. Choose a group of talented employees who are skilled at problem

    solving, and give them a work-related challenge you're trying to solve. Let them analyze the situation

    and present solutions. The more they do this, the stronger they become.

    Enrich Jobs

    Give people more authority within their functional areas, such as eliminating some approval steps to

    deal with day-to-day issues, or assigning additional responsibilities usually reserved for managers. Think

    about rotating jobs to allow employees to become cross functional. Take some inspiration from the

    Hackman and Oldham model in structuring how people do the work. One of the precepts of this model

    is to help people "own" what they do by paying attention to what's known as "task identity." This means

    allowing a person to complete something they're working on, from start to finish, so they can claim

    responsibility for the final output. Everyone wants to sign their own work.

    Another way of looking at this is getting people invested in their jobs. An example of an entrepreneur

    who does this well is Angela Jia Kim, founder of Savor Spa. In this video, Kim says, "Employee

    management comes down to one thing: Ownership. How much are you invested in this?" As a a self-

    starter, Kim wanted things done in her own style, until she learned to let her staff have a hand in

    creating treatments for clients. Treat people as owners, not hired handsthe results are good for

    employees, customers and the business.

    Let Employees Make Decision

  • Nothing kicks employees' personal power into high gear more than having a voice in the decision-

    making process when it comes to areas that affect their work. The people who are best qualified to

    make decisions about customer issues, for example, are often those closest to the customer. But, in an

    interview with Pepperdine University, Steven Bilt, CEO of Bright Now! Dental, cautions that even your

    best employees will inevitably make some wrong decisions. If that happens, Bilt says, you need a culture

    that says to employees, Fix it. If you cant fix it, elevate it and well help you fix it.

    Fear is the antithesis to empowerment. Eliminating the fear of making a mistake is one of the keys to

    truly empowering people.

    Update Your Technology Policies

    Don't restrict your employees from using their own social tools at work. A recent Microsoft study shows

    that 39 percent of employees feel there isnt enough collaboration in their workplaces, and 40 percent

    believe social tools help foster better teamwork. Some are even willing to spend their own money to

    buy social tools.

    You might also consider allowing a few personal Facebook breaks. A study shown in the infographic "The

    Case for Facebook" by Keas, a corporate wellness company, reveals that a few Facebook breaks can

    energize employees and make them more productive.

    Allow Some Corporate Breathing Space

    Working in a stifling environment snuffs the life out of enthusiasm and initiative. Eventually, your best

    brains will walk out the door to seek fresh air elsewhere. One of the simplest ways to empower people is

    to treat them like adults. This means eliminating any stupid rules and cumbersome procedures and

    policies that slow people down and prevent them from doing their most productive work. It means

    allowing people some flexibility in setting their own schedules, if it doesn't interfere with the

    accomplishment of goals. It also means designing flexible vacation policies, or allowing some

    telecommuting.

    Worried that loosening the reins might result in chaos? The antidote to this is hiring the right people,

    people you trust, and then trust that they'll do the right thing. If you don't trust them, they don't belong

    on your team in the first place.

    Lower Employee Stress

    It doesn't matter how many empowerment initiatives you introduceif people are stressed, their focus

    will be more on minimizing their stress by paying attention to what keeps them safe than on what

    makes your company grow. A highly politicized environment, favoritism, rampant gossip, negativity, big

    egos and unfairness can all drain mental energy.

    One of the best things you can do is to keep the SCARF model in mind every day when you manage your

    people. The SCARF model is the brainchild of neuroscientist David Rock. SCARF stands for the five drivers

    that subconsciously influence people: Status (their feeling of their position in the pecking order; feeling

  • appreciated), Certainty (a lack of anxiety about their future or about expectations), Autonomy (a feeling

    that they have choices), Relatedness (feeling safe with others; a sense of trust; a human connection),

    and Fairness (a feeling of fair exchanges, fair connections with others, and no secrets). Respecting these

    five drivers may ultimately be the most powerful way to enable others to act.

    More information about Nino Joseph Mihilli