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Past Issues
Mat, 2005
Keep The Good Ones
Employee Retention Techniques
April, 2005
What We Measure Part III
Why we measure Sociability.
March, 2005
What We Measure Part II
Some perspective on Readjustment.
February, 2005
Are You Being Served?
Profiling in the Restaurant and Hospitality Industry.
What We Measure Part I
A deeper understanding of Ascendency.
Motivating Termites
Selecting the most motivational rewards for job performance.
We Don't Care What Your Think
Because We Measure Behavior Instead.
Of Course It's Legal
To Use Personality Profiling in Hiring.
Do Unto Others (Or Not)
Good Advice for Sales People.
The Paul Principle
Give employees what they need to succeed.
After I'm Gone ...
Using Profiling to sell or buy a business successfully.
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The MRA Team Spirit Newsletter - May, 2004
Note: This essay originally appeared in the MySweatEquity.com Newsletter
After I'm Gone ...
By John Loven - President, MRA Team Spirit
If you're considering selling your business, you have a vested interest in
continuing the success of the business as your participation lessens. Many factors
determine how your enterprise has succeeded until now. One particularly important
factor is your own personality style. Employees and customers have come to expect
a certain set of behaviors: how you exercise authority, how you relate to people,
how you handle changing circumstances, how much you are or are not willing to
improvise when SOPs are in question. These aspects of your personality are a
powerful binding force in your corporate culture and your customer relationships.
Personality Profiling of yourself, key employees, and prospective buyers
can be a very valuable step in preparing to sell your business and to step back
from it's management. Having an objective measurement of how you work with
employees and clients can help you lay the most profitable foundation for change.
Supporting Sales:
If your own relationships with key customers are a key to continuing business,
the you'll want to know how the new owner will relate to them. If the new owner
has a very different style from yours, you'll want to prepare key customers for
the change, or look for a more compatible buyer.
Your sales people all have an individual sales style. Knowing the personality
styles of key sales people will help prepare them for the change. If, for
instance, consultative selling is working well for you, if your sales staff
spend lots of time talking and thinking together with the clients, you'll
want to preserve that. If sales are going well, then plainly the customers
are pleased with the consultative approach. If a new owner says "cut back
the talk and visits - that's inefficient - just call 'em once a week.", the
chances are high that you'll lose customers and loose some good sales people
too. Knowing the personality type of the new owner can help identify a winning
combination.
Supporting Management:
In many small companies the manager and the employees hire each other. That is to
say, the staff winds up being people who like the manager's personality style and
vice versa. The incoming owner can make the transition much quicker with a clear
picture of the personality styles of the managers and key employees. If there
are radical personality differences between the current ownership and the
new owner, you can start planning a team building effort and preparing
people for the change early on.
MRA Team Spirit (www.MRATeamSpirit.com) provides MRA profiling to
regional companies, using several time-tested measurements of behavioral traits.
Reports based on the profiling instruments are written in clear, actionable
business language. No psychobabble here. We'll work with you to integrate
the reports into the transition process.
-John Loven
Questions or Comments? Let Me Know.
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