I have always recognized a great need to get team members motivated to do what I needed to get done. Sometimes getting the goal accomplished meant it happened in ways I didn’t expect, but in the end that was fine. Better even. Sometimes what I wanted the team to get done didn’t happen and I was always interested in why. I really think there were two reasons for differing responses by the team to my efforts at business development depending on the stage of my career that I was in.

When I was a young manager I thought I knew more than I did. I would develop a plan and then start organizing people and telling them what each one was to do according to my plan. Sometimes it worked but often the results and dedication of the team were less than desired.

I was then moved from assistant paper mill superintendent to pulp mill superintendent. In the pulp mill there was an assistant I had, Harold Tanner, who was much older (and wiser). He would always corner me and say, ” why don’t we think about this for a minute?” We would then begin to communicate our views and reach a consensus on what WE should do. Suddenly things started getting done! I learned a lot about the importance of consensus and communication from Harold. He was the one that showed me how team management could work on the job!

I put a lot of Harold into the Winning@Business process that I developed to help others manage their business more effectively. The lessons included:

  • Communicate clearly

  • Listen

  • Adapt

  • Get commitment

Easier said than done you might quip and you would have a good point. The fact is, however, that these aspects of business development are critical to long-term success. When teamwork becomes ingrained in your management process and culture, employee turnover goes down, motivation rises, commitment and dedication increase and you start seeing happier customers too. Always remember that your people will support what they help create.

Evan Wise

Managing Director of Management One Consulting