Companies that work

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One of the aspects that most differentiates companies that work from those that do not, is the relationship between ownership and trust.

If the entrepreneur has worked values, it will take them to the DNA of the company. Throughout my career, I have been able to verify that the majority of successful companies have had the ability to project their DNA and their passion for the entire company.

They are organizations that tend to have fairly flat structures. The managers and the owner himself are very close, they get used to chatting, and the bureaucracy is almost non-existent. All this because trust exists.

Flat organizations help us not to have a heavy structure, favor communication, eliminate the cumbersome part of hierarchies, they are cheaper, more accessible, and above all much faster. And you know that fast fish eats slow fish.

Close managers and owners are an unequivocal symptom of security, tranquility, closeness, and expertise. These are all values ​​that help us generate good weather in our companies. Information tends to flow in abundance.

We do not need bureaucracy, because it was invented to control processes and people that were not trusted. From my time at MANGO, I remember that I often reviewed projects with their owner, who would tell me: “buy 200,000 units of this item” and leave.

A quick mental calculation showed me that we were talking about a purchase of 4 million Euros.

The first time, a chill ran through my spine at the thought: “I really hope that his calculation does not fail … and that he remembers that he was the one who asked to buy them.” With the passage of time, I already knew that there were never problems, because there was a relationship of trust.

First, of himself. He remembered perfectly all the conversations, everything he had indicated to buy, what, how much and why. And then, him with me. If 200,000 had been purchased there was a compelling reason.

The opposite extreme are companies in which I have seen that it takes 3 or even 4 signatures to make an order, because nobody trusts anyone.

I’m not telling you that in order for your company to work, you have to unleash all your staff.

You must find your own recipe and your own dimension. The one that works for you. But it must be based on trust.

And how do you get trust in organizations? Hiring the right people. If you surround yourself with talent, you will not have to invest your time in controlling your teams, but you can dedicate yourself to managing the system.

If your natural tendency is to mistrust everything, it will be very difficult for your company to work like a clock and for the work environment to be good in it. Logically, you can be suspicious of someone with whom you were wrong when hiring him.

You have to fix it as soon as possible. But if your tendency is to distrust everything and everyone, surely you have a problem with trust in relationships and you transport it to the professional field.

 

I love women-led companies

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Everything points to the fact that the right hemisphere, which has a higher proportion of gray matter, is more developed in women. This facilitates them to have a much more advanced ability for verbal expression.

They also process information better, and in a faster way.

They are more direct, more detailed, less bellicose and have less need to compete and feed their ego than most men.

But one of the characteristics that I like most professionally about women is their ability to create communities and make them grow, establishing relationships based on trust and kindness.

Confidence and a lack of need to compete makes your company structures flatter, less hierarchical, friendlier, and therefore much faster, more agile, and more efficient.

Statistically, in women-led countries there are fewer wars, and more community awareness. The foundation of sustained and sustainable prosperity is based on collaboration, not competition. This will be the companies that succeed in the 21st century.

The female guides, possibly for everything they have had to fight to obtain a leadership position, combining it with all the other personal tasks that are required of them, are much more facilitators of flexible hours, family reconciliation, teleworking and many other aspects that derive from confidence and that increase the happiness of people at work.

A few days ago I was shocked to read that in 70% of Catalan companies there are no women in management positions. We still have to evolve a lot at the level of consciousness in our country.

If you are an entrepreneur and need a good leader, do not hesitate to take into account a feminine position to guide the professionals of your company.

I would love to hear your opinion on this post.

 

General direction and interim management

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All crises are moments of opportunity for companies that want to make the leap. The current moment may be the ideal to make a definitive rethink towards a more consolidated, better structured project and, therefore, with more benefits, which will give us more probabilities of lasting over time.

If we want to give a new boost to our situation, a very interesting option is that of an Interim General Director, who can carry out this mission for a certain period agreed with the contracting company, analyzing the current situation of the company and developing an action plan. that guarantees a competitive improvement. Depending on the size and degree of professionalization of the company, the duration of this type of mission usually lasts between 12 and 24 months.

Interim managers are becoming fashionable (in the USA they are around 40% of managerial positions and in Northern Europe 25%). If this is so, it is due to the great flexibility it provides to contracting companies. The Interim are senior professionals, with an experience of over 20 years in large projects, who provide great knowledge, great security in achieving objectives and a good return on investment, since they have developed projects like yours previously in various companies. , and best of all, you will know the cost in advance. This cost may be well within the budget of companies, who may not be able to afford to pay a 6 figure salary to a CEO of their own.

The company, thanks to the collaboration with an interim, receives a monthly invoice, instead of swelling its structure with a high fixed cost to which is added another that must also be taken into account, such as that of Social Security.

The company profile that contracts this type of services are usually medium-sized companies in any sector and they need these profiles to professionalize different departments.

The projects are developed by consensus with the property of the company. The Interim professional first performs an AS / IS analysis (how the company is currently doing) to later develop a TO / BE (where we want to be at the end of the process agreed for our mission). The priority of the projects to attack is also agreed jointly, and the Interim Executive is in charge of their development and implementation.

Another advantage of hiring an Interim is that it must guarantee that everything developed must continue to function on its way.

At the General Management level, any company that wants to take a leap must work in an excellent way the points that I summarize below:

The company’s management: Having a management team fully prepared to lead an ambitious growth project that positions us where we want. Characteristics that this equipment must have. Human structure of society.

DNA of the firm: 80% of the success of companies lies in defining and applying a good culture. Most successful companies have had the ability to project their DNA and passion throughout their organization. They are used to having fairly flat structures, the managers and also the owner are close and accessible and the bureaucracy is almost non-existent because they are based on trust. Do you know what your current DNA is? What is the DNA you want to create your successful company? Do you get the performance you need? Do you know how to apply it?

Company strategy: Having a strategy for success at 3, 6, 12, 24 and 36 months, writing it, and having everyone in the organization, from the first to the last, have it internalized, marks a line between companies They survive and excellent companies.

Having clear and achievable objectives, having the necessary talent to develop them, knowing how we can achieve them, what we need to achieve and, above all, what mistakes we should not make. Have an exceptional training policy, both face-in (staff) and face-out (customers).

Be clear that our niche is that of quality, service, closeness to the customer, innovation, design, obsession with adding value and eliminating everything that does not contribute, since we will not be able (nor should we) compete for price with markets such as China, Turkey, etc.

The people: Having the right people, doing without the wrong ones and putting the right people in the right positions should be the obsession of every owner. Talent is priceless and instead has a fast and high return on investment.

If we have the right people, we can focus on managing our organization, and not on having to control what our teams do.

The right people want to be part of a winning team, contribute to generating tangible, visible results. When people start to feel a fresh air, they are infected with optimism, they get closer to success and they push with us.