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Secrets of Responsive Company Management


Rob Moore is the co-founder of Progressive Property (the UK’s largest real estate training company) and the author of six best-selling books. Here are some tricks from Rob Moore on the topic of management and leadership.

Values of key team members

Don’t be indifferent to your team and find out your employees’ values. This is important information about what motivates and inspires everyone. You can use it to infect people with your or to set him or her tasks that are connected with the things that are important to him or her and that serve his or her highest values.

Project management

If you push people around and abuse your authority, your employees will begin to dislike you, no matter how hard you try to sugarcoat your actions. People will become reluctant to complete tasks, secretly hoping things will go wrong, and their attempts to finish their work will be sluggish and untimely.

A more graceful and reliable way to lead a team is to involve them in the planning, to let each employee have a say in the project, to become part of it and, to some extent, the author. In this case, people will agree to work hard and out of hours, to tight deadlines, and to your vision and articulated outcome.

Stick to this sequence of actions:

Give people autonomy. Show them your trust and let them be responsible for what they do. Allow them to take ownership.

Make people feel as if the idea belongs to them. Listen to suggestions first and only then give instructions.

Gather all worthy ideas and don’t hide the fact that the team owns them.

Ask people how much time they need and get their agreement on the deadlines you set. People hate unrealistic deadlines. If you allow them to make their own schedule and then maybe even throw a few days on top, they’ll accept it and be more likely to meet it.

When employees don’t even have time to eat, it doesn’t add motivation.

Set up short meetings to keep track of project progress. Meet regularly with employees to keep abreast of what’s going on, but don’t have long, tedious meetings. Just like with an airplane, you need to constantly assess the direction, not wait for you to veer a few miles off course.

Get employees to promise to report on key performance indicators continuously throughout the process. Financial software development companies provide such technologies. Review the data. Make any necessary changes.

Put one person in charge of the entire project. Yes, it’s a team effort, but when several people are responsible, no one is fully responsible: everyone can make excuses for themselves. One person should be the leader, but not so that there is someone to blame, but to create a sense of involvement, give them direction and guide them.

Organizing meetings

Usually either meetings are not arranged often enough-and then no one knows what others are doing-or there are too many and each one lasts so long that it begins to feel as if the meeting has been called to confer about meetings.

Life management philosophy teaches to conduct meetings as follows.

Always be clear about why you have gathered people together and what you want to accomplish. Formulate it in one sentence. Let everyone in the meeting know in advance what outcome you expect and what issues you are going to address so that everyone has time to prepare.

Formulate these issues clearly and concisely. Before the meeting, send an agenda of three to seven short items.

Set a schedule for the meeting in advance. Don’t let the discussion drag on or stagnate on any issue. Assign one person to oversee the time line and stop any digressions. Have someone give you signals ten, five, and two minutes before the time is up. If you can’t finish the discussion on time, end the meeting anyway and reschedule the rest of the agenda for the next time. Soon you and your team will learn to meet the allotted time.