Yep, you heard it.  After my suggestion, that’s the theme many of my clients have adopted for 2006.  And why, you ask?  Because many business owners and key corporate executives have trouble creating solid strategies for short term and long term goals.

    Often, they are “told” what their objectives are; they may be asked to develop a budget for the upcoming calendar or fiscal year, but more likely than not, it’s based on the previous year’s data and will incorporate the revenue and expenditure goals likely desired by senior executives.

    But what are the more important goals at which businesses should be looking?  How about a more effective employee retention program?  What about a zero incident/accident safety program?  And what do they want the business to look like at the end of the upcoming year?  Surely these are as important as revenue, sales and expenditure goals. 

[You've already read the stuff in blue.]

    Okay, I know – money makes the world go around.  But at what cost are businesses willing to shave expenses and increase revenues?  At the cost of even hinting that your employees ignore safety risks and cutting corners to save time?  That your team members are not worthy of some attempts to retain knowledge workers and key performers?

    The best business leaders in this country and the world all know that people drive their companies to success and it’s also their employees that separate them from the competition.  They recognize that the contribution of these folks keeps their companies in the lead and the competitors at bay.

    As a coach, I’m recommending to my clients that they seek ways to motivate employees, because it’s their people that innovate and create new products or services, and influence, sell, and service their customers.  Find ways to invent (or reinvent) your incentive programs, your reward and recognition programs and look for the high potential team members and develop them to their fullest.

    And do it soon.  Research shows that even in the “best” companies to work for, 20% of the employee base is looking outside their current employer for other job opportunities.  I can’t even begin to grab at a figure for those companies who are the “worst” at which to work.  The funny thing is, they all know who they are – they hear the employees complaining about their “bad bosses” or ridiculous customer service policies, but they are most likely unwilling or too lazy to do anything about these things.

    Trust me . . . I’ve seen more than my share of businesses who don’t even have a clue about motivating employees.  They don’t have any idea that the naysayers and actively “disengaged” staffers negatively impact the company’s bottom line, as well as profit margins and their bonuses. 

    So why not start 2006 off headed in the right direction and “Get Your Year in Gear”.  I know it will be a tough challenge, but I think you’ll find the payoff is far greater than the input.