Owner-Manager & Principal-Agent Conflict | promovare-site.info
If you are a business owner or HR manager, you know that maintaining good employee relations is critical to the continued success of your. Learn how to build a positive owner-property manager relationship that rates and other issues, even if it doesn't align with your initial ideas. Concentrate on the strategic ownership issues and hire people with Maintaining relationships with other owners or investors in the business. job and become more of a coach and mentor rather than a micro-manager.
Are they hemmed in by a boss or another executive who is blocking them from taking action?
Do they work in an organizational culture that is risk averse and prizes survival above all? Ask yourself if you might be able to work with them to reassure them about your approach—perhaps even having them talk to another client.
Can you help them manage the stakeholders that may be getting in the way? Can you increase their sense of urgency by illustrating the costs of not acting? If so, you need to know that so you can help the client accomplish something that does provide value. The know-it-all This client thinks they know more about what you do than you and is constantly telling you how to do your job.
They give you way too many suggestions in areas that are really outside their expertise. They are overly directive. Reestablish your respective roles. Tell them they have hired you because of your expertise and experience, and that they need to give you the proper berth to exercise it on their behalf.
Similarly, you need to let me do my job for you and not advise me on my own expertise. Aloof Some clients treat you like a vendor and resist all efforts to build a real relationship.
You may not truly understand their priorities—their underlying needs and goals. What are they trying to accomplish this year?
Creating a successful Owner – Office Manager Relationship | Word of Mouth Marketing Weblog
Everyone has a hot button—have you discovered what it is for this executive? Also, try and find out how your client views the relationship. And that may be good enough for now.
The insatiable client This client feels the work is never, ever good enough, and they also micromanage you—although for different reasons from the insecure client.
Their behavior can absolutely wear you down.
Owner-Manager & Principal-Agent Conflict
Carefully calibrate expectations at the beginning of each engagement or transaction. The tyrant They have personality and emotional issues and treat their people—and perhaps you—terribly.
Everyone who works for them hates them. Who knows why someone acts like this? There are many possible reasons. The tyrant could be a good-hearted person who happens to have an anger management issue, or they could be genuinely mean—like my client from years ago. If the client is nice to you, but tyrannical with their team, you may be able to coach them and influence them to change their behavior. If the client is treating you or your colleagues badly, consider moving on.
Life is too short to spend time in abusive relationships, be they at work or in our personal lives. Occasionally you may be able to have a frank discussion with a tyrant that results in improvement, but generally if bad behavior is that extreme, the person will not be able to hide their true colors forever. In summary, when faced with a difficult client, you should consider these four steps: Diagnose why the person is acting that way.
Both sides should have signed copies of any agreement made as to scope of work, hours and compensation. Once this is complete it is expected that both parties will actually follow the agreements. For example, if the owner has delegated the hiring of staff to the OM then the owner simply lets the OM do the function and does not butt in or micromanage the process.
Another example would be if the owner has NOT delegated the duty of advertising and marketing to the OM, yet the OM is making and signing agreements with various vendors, committing business monies to marketing programs with out approval from the owner.
In short, the owner would not ever chastise the OM for not handling duties not previously delegated to the OM and the OM would not ever exceed his or her level of authority. Only the practitioner can deliver billable minutes and hours and so every minute the owner spends working on resolving a staff dispute or unclogging toilets is viewed as wasted and unrecoverable billable time.
From this view the more the owner can delegate to the OM the better for the practice. Owners are generally well trained in their area of expertise, whether this is being a veterinarian or an auto mechanic, and the owner is often specifically NOT very adept in handling personnel and other management issues.
In fact in many cases efforts made by the practitioner to handle these management areas lead to bigger problems. Often the owner is one of the biggest producers of revenue for the business.
If the mood of the owner is decreased through dealings with management issues this can have a significant effect on the owners personal production statistics. Without question a high tone or good mood tends to improve the statistics of the owner or any production worker, for that matter.
Keeping the personnel and day to day management problems off of the owner can in itself increase the production statistics of the company. In any medical setting, be it human or veterinary, any and all technical questions are always routed to the doctor to handle. The receptionist or manager does not answer patient medical questions for the reason that they are not trained or licensed to do so.
This applies equally in many businesses, such as computer or auto repair.
Positive Property Owner-Property Manager Relationship
This same policy is wise for any practice owner as regards to management issues: Hire a competent manager and route all of these problems to him or her for handling. If the OM is clearly unable to perform the functions, there may be a short period of time during which the owner may try to train the OM in how to properly handle the post.
But more likely what the owner needs to do is to find a new OM, one who is competent to handle the post fully. This defeats the purpose of having an office manager in the first place, as described above. The process is to decide which duties are to be done by the OM, delegate these duties, then back off and let the OM do the duties with no interference. Abandoning all oversight is the reverse swing of the pendulum to micromanaging.
Certainly duties can be delegated to the OM on a gradient scale, giving some duties and observing if the OM can correctly accomplish them before delegating more duties to the OM. This gives the new OM a chance to learn and provides the owner with a chance to gradually build trust with the OM.
Roles and duties If we take as an example a medical type of office we will have the doctor being the owner of the business. These two jobs must be kept completely separate as to time and schedule. Based on any simple Organizing Structure the owner of the business sits at the top of the command chart. We could say the owner is the CEO, or President or what ever, but they are at the very top of responsibility and oversight. Next as we move down the organizing scheme, we would have the manager.