+ About Lesley Ann Grimoldby
About Lesley Ann Grimoldby - Switzer Business Coaching
Lesley Ann Grimoldby has been running her own businesses for 27 years. She began her working life as a primary school teacher in Western Australia and after eight years, took up new challenges in the hospitality and entertainment industries, where she created her own positions in public relations and training. In 1980, she started her own public relations company and has worked with many businesses, both large and small, taking particular interest in their markets and integrated marketing, structures and strategic planning.
In the mid 90s, Lesley Ann discovered ‘The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to do About it’ by Michael Gerber – a book which was named one of the top selling business books of the Twentieth Century. Fascinated by the principles, she became a client of Mr Gerber’s E-Myth Worldwide and soon after travelled to the United States to train to become a Certified E-Myth Consultant.
In 2007, she co-founded Switzer Business Coaching with Peter Switzer, one of Australia’s leading business commentators and chairman of The Switzer Group.
Lesley Ann believes that when it comes down to it, it’s not really about your business, it’s about your life and the way to make that happen is through business development. Her greatest joy is to see clients create businesses that work FOR them instead of BECAUSE of them.
Friday, March 02, 2012
Our business has four salespeople. Three of us are focused and enjoy what we do. The fourth person – though great when we hired her – is not performing and has a negative attitude in the office. We have tried to support her by sending her to a motivation coach, but it all seems too hard for her. What can we do?
Have a one-on-one meeting with either her manager or the person who employed her to find out what’s going on. If you all hired her, your problem could lie in the fact that there are no clear reporting lines and it’s perceived as three against one. Her negative attitude may stem from something external, but if it’s internal, you all need to get to the bottom of it. Do this openly and honestly.
What did you promise her when you hired her? Has that come to fruition or is she experiencing disappointment and frustration? Does she have the necessary tools and training, and the capability?
Sending her to a motivation coach is a supportive move, but if the root of the problem is at work, you should be looking there first. Motivation needs a positive platform on which to operate.
If your discussion does not provide constructive answers, and the issue is not solvable within the business, maybe she should be in another role or even another company.
It’s possible you are using up a lot of energy worrying that this person may leave. If you can’t find a solution, your real worry will be the energy and focus expended by both parties if she stays.
Friday, February 24, 2012
Whether you are building a business or a career, you can regard each goal or major achievement as a rung on your ladder. These rungs are simply stages within the context of your own life, career or business’ bigger picture. If that picture or vision is to have any weight and meaning to you, it will be clearly written and be something you read at least once a week – if not daily.
When you know where you are going, the path and the steps become clearer. Once you know where you are going and when you plan to get there, you can put in place the goals, indicators and signposts which measure your progress.
Determine your goals
Goals come in all shapes and sizes and no two people will have the same set of goals. While the first goals that spring to mind will often be those related to your business or career, the keyword is ‘balance’. All work and no play can make life very dull. Set your goals in the sectors which give you balance. Choose to focus on a selection of career or business, health and wellbeing, family and relationship, education and learning, social, creative and spiritual, or indeed all of them.
- Why do I want to achieve these goals?
- Where do I want them to take me?
- What is important to me?
- What will put a smile on my face?
- What can I do that will make a difference to my family, my career or my workplace?
Take yourself off to a quiet space to do this. While the first goals to spring to mind will often be those related to your business or career, the keyword is ‘balance’ thinking. Take notes as you begin to formulate your goals, remembering that every word in every goal statement is important.
Reach for the sky
In his Full Spectrum Business Coaching Program, Alex Alexander sets out guidelines for setting strategic goals for a business to keep you on the path and motivated. These guidelines are equally applicable to personal and career goals.
Your goals should be:
- Significant. In other words, an important indicator for your successful achievement of a major step towards your bigger vision.
- Time-specific. Unless you specifically state a time frame, deadlines have a habit of whizzing by unnoticed. Having target dates gives you focus
- Realistic but challenging. If it’s too easy, it’s boring and de-motivating. Impossible goals cause you to give up before you start. Set goals that are challenging but reachable. And set up some rewards for yourself to make it worth going for.
- Actionable and focused. It has to be something on which you can take action and it must have an observable result. When you focus on specific results, your goal will be actionable.
- Trackable. There must be something you can measure or observe that indicates your progress towards achieving the goal.
Alexander believes that goal setting is both an art and a science. “The right goals and the right number of goals can and should keep you on the path to success and keep you motivated. The wrong goals can lead you astray.”
Plan to achieve
Write your goals down. If it’s not written, it’s not real. Just saying something to yourself, making a resolution in your head or simply thinking about it is not enough. How many new year’s resolutions never make it past the second day of the year and fall into that black hole that is filled with lost faxes and odd black socks?
Writing down your goals is part of your commitment to making them happen. Visualise them. See yourself clearly having achieved your goals and get a sense of what it will feel like. Think about how you will celebrate or reward yourself. Tell someone – a close friend or someone who gives you positive support. This will cement your goals and your commitment to them even further.
If you are not willing to either write a goal down or share it with a trusted friend or colleague, then ask yourself if this is truly something you want. At times the process of reaching a goal can become onerous and this is the point where it is dropped or diluted. It will only become onerous if your focus in on the actions and not on the outcome.
When your goal is time specific, actionable and measurable, you can cut it down to smaller indicators or elements. Set up a timeline showing the dates and if there are smaller elements within the major goal, note them on the timeline so you can mark them off as they are reached.
As important as knowing how to set and reach your goals is to acknowledge the obstacles and frustrations that might get in the way. Be aware of these, recognise them if and when you see them and prepare for them.
Stumbling blocks could be goals that are in conflict with others on your team or with the organisation as a whole; unclear or ambiguous goals, vague and immeasurable goals; goals which have an unrealistic or unreasonable outcome or time frame and goals that are unethical or without integrity. Stick to sound goal setting principles and you will be successful. And when you have achieved your goals, what next? Simply look for the next rung on your ladder!
Friday, February 03, 2012
I have never done annual reviews or appraisals with my staff, but I think I need to bite the bullet. Where do I start and how can I introduce them without making them sound threatening?
If you’ve never done them before, you will need to think carefully about why you are introducing performance reviews. If it’s to help them develop as an employee and a person, then go for it. If however, you only want to use it as a disciplinary tool, then forget it and check that the revolving door in and out of your business is in good order – because it will get some use as they depart and the next one comes in.
Having said all that, the key points in a performance review are:
- to discuss how they are going in the job;
- to receive feedback from their manager;
- to give feedback to their manager;
- to decide together what both need to do in order to optimise the effectiveness of the staff member’s work;
- to review goals set at last performance development and set goals for going forward;
- to discuss their professional development needs; and
- to give them the opportunity for action to be taken if their performance is outstanding.
A note regarding the elements to include in a performance review: don’t just focus on the technical or physical work that they do. Include the intangibles such as their attitude, team spirit, general behaviour, customer service, punctuality and so on. In some respects these are almost more important than the actual work.
You can have someone who is great at the administrative work they do, but miserable to deal with on a personal or day-to-day level and everyone walks on eggshells around them. A performance review is an opportunity to address these intangibles – but I would hope that you’re not waiting 12 months to do so if any such negative behaviour should show up.
There are several web sites that can give you some reasonable performance review forms. Look for those that ask the staff member to rate themselves as well as being rated by their manager. Switzer Business Coaching’s Full Spectrum program covers both position or job agreements and performance reviews – as well as every aspect of running a business.
Friday, March 02, 2012
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