Keeping Abreast: Aligning Managers With Your Orders

One of the greatest difficulties in business has been and may always be, maintaining a good level of communication. This is especially true for the people you rely on to make your business function from day to day. It goes without saying that the most numerous employees will be junior and or regular staff that are the individuals making things happen at ground level. Here is where the most action takes place, but the most difficult decisions take place higher. As the business owner and leader, it’s your job to keep your workers functioning at a consistent level, getting everyone to pitch in and do their best. However, you’re only one person, and cannot reach out to every single person every day. Your managers are essentially your long arm strength. These people are the ones you trust to make sure your decisions are implemented and carried out as and when ordered. If your managers aren’t in the know and aligned with the company’s direction, this can lead to fallout and massive disruption. Keeping them abreast and knowledgeable should be a part of your modus operandi.

Meetings of superiors

Every week businesses around the world, conduct meetings with employees and superiors. Whether it be in the boardroom, or at the managerial level everyone in the business must be updated and give updates too. Generally, managerial meetings take place after the boardroom meetings whereby executives, partners and stakeholders discuss how various parts of the business are progressing. One way to be ready for the meeting with the managers is to be clued up on all aspects of the business that are divulged to each section and or department. Another way to be planted in this meeting is to know what you require of each manager even before the week has started. This could be things that aren’t even related to the general proceedings of the day and or week. It may be just to get employee holiday paperwork in on time, or discussing sick pay for those who are off work will an illness. The key to keeping your managers abreast is to inform them when you’re ready. All too often leaders just want to get the show rolling and show managers that they are competent enough to lead them and not be hesitant. Unless you have a clear picture of how things are going at ground level, don’t give out orders as this will result in a wastage of time.

A cohesive backroom

Every business has an advanced software interface that employees utilize to remain in the business mainframe. Using their company accounts, managers can sign in to access memos and statistics in their department. Anything from orders, sales, work history, task allocation, reports, and updates are all accessed via the managerial interface. However, the process of signing up and re-signing in are the most fraught moments in this procedure. For security purposes use two-factor authentication with plivo’s sms api. When a manager is first signing in to his or her account, proper verification of who they are must be made not just for security purposes, but to officially have them on record on the servers. If a manager somehow forgets or loses their account information, when resetting a password or changing a username, must also be met with the same level of integrity testing. This can lead to a cohesive backroom of your business, whereby only those permitted are allowed access to sensitive information, which protects your business from wannabe saboteurs.

Encouraging managers to communicate in real-time

When work is being allocated, and in the process of completion, things can often change. It may be because an order has to be altered or cancelled, an error that has been carried over from another department, or simply because the client changed their mind. Managers must communicate with other not just in the interface, but face to face also. When something needs to be changed, it’s all well and good to do so digitally through software because it’s the fastest and easiest form of relaying alterations. However, there is always a culture of rivalry and sometimes egos to play a part. If used properly these are actually great traits to have because it allows your employees to feed off of each other’s energy. However, there should be no such room for invisible territorial lines. Every manager no matter what department must feel welcome in other sections of the business, and if something needs to be discussed in person, this should be encouraged.

Keeping managers abreast of developing situations is the key to aligning your orders with employees. Not only must they be working in tandem in the business online interface, but communicating in person too.