Most of the companies I work with have an existing IT Service Provider. Their role is to help support their network and assist in making IT decisions. Coming from that background myself I know this relationship can be invaluable to a growing company. Especially in times of trouble.
I have also found that just because the relationship has been long term, it does not mean that it is necessarily a thriving or healthy. Like a bad marriage sometimes these relationships continue because “it’s just easier” than making a change.
Let’s start with a quick question…
When was the last time you recognized an employee? More than a month ago? More than 6 months? A year?
If it has been a while since the last time you recognized members of your team you are missing a great opportunity. Studies have shown that when employees get recognized or even a simple “thank you” from their boss they are more loyal and productive.
Everyone wants to believe that they have a great corporate culture within their business. The hard truth is that senior management can be walking around wearing blinders totally unaware that the empire can be on the brink of collapse! Okay, maybe a bit extreme. It doesn’t change the fact that often the last people to know that culture of your company has become toxic is the leadership team.
Many studies link corporate culture to a company’s overall performance. Jobsite surveyed 1000 workers correlating job satisfaction driven by strong peer relationships. Forbes profiled a Duke study surveying 1,400 CEO’s and CFO’s over a 13 month period. 90% of those surveyed felt corporate culture was important to their firms. However, only 15% felt their firm met their culture goals.
I was asked recently about how to manage multiple and different personalities by a potential client. The client drew similarities between his days in management with a manufacturer of denim clothes with and mine managing a consulting firm. Initially I had a tough time drawing a parallel, but as he explained more it became almost glaringly obvious. I was also asked how I managed those personalities when project expectations are at best “unreasonable”.
He stated managing the “unreasonable” periods were the hardest. For him this could include tight customer deadlines or a shortage in raw product. That would cause timelines to compress and the team to become stressed. In his field he has to deal with fashion designers, textile manufacturers, retail buyers, and factory workers. I remarked that is certainly a varied group of skills and personalities to deal with. Especially in a time of crisis.
One of the most difficult tasks for a company is choosing a new software or SaaS application. Especially when that software is mission critical to the business. It becomes that much harder when you have more than one person involved in the selection process.
This endeavor usually includes a bunch of software demos, many spreadsheets tracking the features and benefits, and sales collateral from all the vendors all over your desk. Very quickly the whole process can become a blur with each software package resembling one another. Opinions come from all sources… family, vendors, and even your close competitors will offer their two cents on the subject. But do their suggestions even fall inline with your need?