Building An Organization

Case #46

By MFM Consulting Staff

METHODS FOR MANAGEMENT

The Challenge

Our client wanted his business to be less dependent on his own personal knowledge and skills.

The Situation

This business has steadily grown over the last several years. The owner finds himself pulled in many different directions. He spends most of his time “fighting fires” as they arise and as soon as one is put out another one seems to raise its ugly head. There are no actual fires, but just many instances where his personal knowledge and time are required to communicate instructions, resolve issues, make decisions, and sometimes to even step in and help process the product. As he has grown, he has found less and less time to plan for the continued growth and certainly very little time to just relax, get away a bit and gain a perspective about where he’s been and where he’s going.

The Analysis

Interviews were conducted with all key staff members. Assessments were performed. Each staff member’s skills, desires and capabilities were evaluated.

The owner was also assessed to identify his skills and capabilities as well as his personal goals and priorities.

The Recommendation / Decision

The owner, provided with some evidence and consultation, identified the critical staff positions needed to grow the organization to its next level. Three individuals were selected based on knowledge, skills, and abilities for these positions. Areas of personal skill development for each individual were also identified. A timeline was established in which to implement the training and subsequent transfer of responsibilities.

The Outcome

The business continues to follow the plan originally established, although some slips in the timeline occurred. Three employees were identified to take over all of the day - to - day responsibilities that the owner had previously held. Each staff member became a working supervisor, performing their own routine functions as well as working with their co-workers to move the product through production. Wage increases were provided for these added responsibilities.

In short order, one of the lead staff members gave her resignation when her husband was transferred to another city and a second one is not living up to expectations. The first staff member has subsequently been replaced. The second one has been returned to her routine duties and no one has been identified to replace her yet. Although the owner has been tempted to step back in and regain control, he has avoided this action knowing that in the long run it will benefit both him and his organization. In the short term, it has been a painful but promising exercise.

As an owner slowly loses the “feel” of the business and becomes removed from its day to day activities, new processes and procedures are necessary to ensure that the business stays on its course. This next growth phase is discussed in Case #55.

Please contact MFM if you would like additional information.