Whether we follow our gut or a well structured plan actually depends upon how well we have practiced successfully what we have a hunch about.  If we have successfully gotten the result we want in something we have a hunch to do, then there is a good chance that following our “gut” is a good idea.  What we are actually following here, however, is muscle memory.  We are following a well structured plan that we have practiced so much it has become a hunch.

Even in cases where we have had great success, however, the caveat to following our hunch is to be observant of reality.  One guy had a great investment strategy that had worked well for him. Then, he bought six stocks in a row that went against him.  He became stubborn because of his previous success and did not recognize that the experience he was having with the six bad trades, was a foreshadowing of a changed market.  Consequently, he lost a lot of money.  So, no matter how good we have been, be open to reevaluating the facts in light of new information.

In summary, if you are in the zone, stay in the zone, but when results begin to vary, adjust quickly, let go of the hunch to move on to something new or different.

Coach Chuck

chuck@businesscoachchuck.com

Business Coach Chuck @ 973-670-7215

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It’s a Family Busiess

July 18, 2010

The challenges of running a business are huge. They inspire us in ways that we didn’t know they could. Imagine, if you will, these challenges, and then add family to the stew!! Sometimes it is a wonderful stew and some times it is a witches brew.

When I asked a prospective client why she called me, she said, “It’s my employees” she said, “they act like children.”

Two of the employees, I discovered, were her chilvdren. They were key managers. They were acting like children because they were her children. The ones that weren’t her children were working for her children. They patterned themselves after their boss, her children. Later, I observed that not only did they act like her children in the workplace, but, indeed, she acted like their mother. Statements among the three of them were like, “I feel betrayed.” “That is just childish.” This is not exactly the kind of language you’d expect to hear between a boss and an employee. Boss employee language might be something like, “you did not give the support in this situation we had agreed upon,” or, “you did not perform this task correctly.” The language was personal rather than professional.

The approach that has the potential of solving the business problem while supporting the family involves attention to both the business and personal. It involves recognizing that while business and personal in the family should be different, that is not always the case.

Acknowledging this reality results in the potential for a more profitable business and a happier Family.

How this is done is as different as families and businesses are different, but it is what Business Coach Chuck does.

Coach Chuck
www.businesscoachchuck.com

chuck@businesscoachchuck.com

Business Coach Chuck @ 973-670-7215

A happy family is 80% support and 20% accountability.

A successful business is 80% accountability and 20% support.

In other words, in a happy family, if a family member has a bad day, home is a place to retreat, renew, refresh and be loved regardless.  In a successful business, if a member has a bad day, week, quarter or year – we want to know why and how is that going to be different next time.  In a healthy family, a reasonable dose of accountability keeps us from enabling self-defeating behavior.  In a successful business – there is enough support to let the individual know that they have a team behind them.  It’s the proportion of one to the other that distinguishes the personal from the professional.

When these proportions get altered significantly, dysfunction erupts.  If one feels like home is too demanding, then joy leaves one’s life while if the work place gets “too understanding” of failure then, well, failure results.

No wonder then that family businesses are often such treacherous places.  Without clear distinctions between work and home, families and or their business can fall into disarray.

The same thing is often true of small businesses, where relationships within the business may begin more personal than business.

Working with families and small businesses to create healthier relationships for happier personal lives and more successful businesses is a very high priority with Coach Chuck.

Coach Chuck

www.businesscoachchuck.com

chuck@businesscoachchuck.com

Business Coach Chuck @ 973-670-7215

If you have a family or small business and you find yourself asking this question to yourself of employees and partners then you are getting business and personal relations confused.

Example:
A business owner (whom we will call Mary) realized her manager (whom we will call John) really did not like to work Saturdays. Recently Mary hired a person to come in every other Saturday, thereby giving John the day off. Something came up in Mary’s personal life and she had to call John and ask him to work a double shift. John agreed to. Mary Further offered to work for him on the following Saturday (a day he would normally have had to work). He agreed to that too.
It came to Mary’s attention that John had a really lousy attitude that day and even told a customer that he didn’t feel like doing something because – “I’ve been here since seven this morning and I will be here till nine tonight.” Additionally, John was beginning to act like the owner. Mary had come to rely on John but she was getting very uncomfortable.
This is a situation doomed to blow up. It happens all the time. If the people involved are family members, it is even more explosive.
As for as John is concerned, he still has to work every other Saturday and he is annoyed about that. As for her working for him on Saturday in exchange for working for him … he feels that she is putting personal matters ahead of the business which he would not be allowed to do. In his mind, his power is growing. Perhaps he has even made people think he is the owner. The fact that Mary can call in and just say she’s not coming in (which is how he interprets what she did) and he can’t creates a resentment.
The underlying problem here is that John is not clear as to what his position is. Why? Probably because Mary was so overworked that when he began taking more and more over, she was happy to let him. Michael Gerber, of Emyth, describes this as abdicating responsibility as opposed to delegating responsibility.
Defining position expectations is key.

Chuck@businesscoachchuck.com

www.businesscoachchuck.com

Coach Chuck

973-670-7215

Take the Next Step to Your Picture of SuccessGo To –
www.businesscoachchuck.com. – for details of Coach Chuck’s business coaching services and fees.

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Call 973-670-7215 and set up an appointment. There is never any pressure.

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