Principles And Strategies
Team A Harold Moreland
Learning Team Reflection Principles and Strategies StoneStonefield Limousine Services
The number one strategy in managing a company of mostly drivers is to avoid micro-managing. As the owner You will not be able to ride along with the Chauffeurs on a daily basis to experience the interaction they will have with the customer. You must allow people to apply their creativity to their positions and use their own thought processes, and not try to do real-time hands-on management, as it will literality be impossible in this business. By not micro-managing, and letting employees be all they can be, they just may develop a passion for the business.
If however Bradley feels the need to micro-manage, he should do so in areas in which he is proficient in, such as customer service and marketing or perhaps develop the company’s advertising and social media strategy and leave the dispatching and fleet maintenance and daily operations that sometimes bog down an owner of a small company to people who are paid to do those things. One effective management principle for owner Bradley Stonefield is to discern between what he knows very well and what he knows somewhat. That way he can focus on the areas he specializes in while taking more of a hands-off approach in others.
A weekly team meeting is an effective way to hold managers accountable. At the start-up of just about any business it can consume you 24/7. Bradley has to keep in mind there’s always someone else who can take over to help him. There are other capable people he can empower to do the same work and make decisions, while he can focus on overall building the business as a whole. Example, Customer service can be an intense environment. Can a wrong decision be made when handling the requests and demands of clients if the intent was to take care of the customer, while that decision was based on one of our guiding
Learning Team Reflection Principles and Strategies StoneStonefield Limousine Services
The number one strategy in managing a company of mostly drivers is to avoid micro-managing. As the owner You will not be able to ride along with the Chauffeurs on a daily basis to experience the interaction they will have with the customer. You must allow people to apply their creativity to their positions and use their own thought processes, and not try to do real-time hands-on management, as it will literality be impossible in this business. By not micro-managing, and letting employees be all they can be, they just may develop a passion for the business.
If however Bradley feels the need to micro-manage, he should do so in areas in which he is proficient in, such as customer service and marketing or perhaps develop the company’s advertising and social media strategy and leave the dispatching and fleet maintenance and daily operations that sometimes bog down an owner of a small company to people who are paid to do those things. One effective management principle for owner Bradley Stonefield is to discern between what he knows very well and what he knows somewhat. That way he can focus on the areas he specializes in while taking more of a hands-off approach in others.
A weekly team meeting is an effective way to hold managers accountable. At the start-up of just about any business it can consume you 24/7. Bradley has to keep in mind there’s always someone else who can take over to help him. There are other capable people he can empower to do the same work and make decisions, while he can focus on overall building the business as a whole. Example, Customer service can be an intense environment. Can a wrong decision be made when handling the requests and demands of clients if the intent was to take care of the customer, while that decision was based on one of our guiding