PuTwo – How To Manage Your Business. Almost everyone who is knowledgeable in a particular area is proud of their accomplishments. By asking a person for their expert advice, you compliment them and motivate them to want to help you. So don’t be afraid to ask, even if you don’t know the individual personally.
Here are two things you can do immediately to put these ideas into action.
First, multiply your output and rewards by persuading other people to do the job for you and do it well. Delegation is the key to personal leverage.
Second, identify the most important knowledge you need to do an excellent job and then concentrate on finding and using that knowledge.
The person who can find the knowledge in others is often more valuable than the person who possesses it.
Business organizations are inherently social organizations. There are relationships between employees and their bosses, employees and other employees, employees and customers, employees and vendors, the business and its outside consultants, and many other types of social interactions that can each cause problems of some sort. In fact, people problems may just be the most difficult type of problem to deal with.
It would be nice if we were all well-schooled in psychology and could avoid people problems by simply not hiring or associating with people that have the potential of causing problems. But that is unrealistic in many ways other than the obvious. You simply never know who might or might not be a problem individual under stress. No amount of psychological training is going to equip the small business owner to make such a determination and be 100 percent accurate.
There is also no way to know how effective an individual is going to be for an organization. A person may be nice, kind, polite, have a great educational background and a good work history, but just cannot function well in your organization. Is this the fault of the individual or the organization? How can you tell?
The stakes are high. More than a few small businesses have been ruined because the entrepreneur made poor decisions relative to the people he or she chose to associate with and how relationships with these individuals were maintained.