Most business owners want their team to care more.
They want people to take ownership, use their time well, spot problems early and help the business improve. But that rarely happens by accident.
This week, we’re looking at two Business Waterwheel areas that sit closely together: Effort and Retain.
Effort is not just about asking people to work harder. In many businesses, the real issue is that the owner does not have a clear view of where time and energy are actually going.
People may be busy all day, but that does not always mean their work is aligned with the goals of the business. Time can easily disappear into low-value tasks, duplicated work, unclear processes or activities that feel urgent but do not move the business forward.
A useful starting point is to monitor team activity over a short period. This does not need to be complicated. For one week, each person can record what they worked on at the end of each morning and afternoon, using simple categories that reflect the main processes in the business.
The aim is not to catch people out. It is to understand how the business is really operating.
Once that information is reviewed, patterns usually appear. Some processes may be taking longer than expected. Some people may be carrying too much of the wrong work. Some important tasks may not be getting enough attention. The owner can then make better decisions about roles, processes and priorities.
But effort only becomes sustainable when people are engaged in the improvement of the business.
That is where Retain becomes important.
Keeping the right people is not just about pay. It is about involvement, trust, responsibility and giving people a reason to care about the direction of the business.
When employees are invited to contribute ideas, solve problems and take part in continuous improvement, they are more likely to feel that their work matters. They stop being passive members of staff and start becoming active contributors to the future of the business.
This requires structure. Owners need to create forums where improvement ideas can be discussed, responsibilities agreed and progress followed up. People should know what they are responsible for, what timescale they are working to and how their contribution will be recognised.
Gripple is a prime example. The Sheffield-based manufacturer is employee-owned, with Gripple stating that its employee ownership model was established through GLIDE in 2011. Its own people page describes employees as shareholders in the business, while Employee Benefits has linked the model to stronger retention, performance and productivity.
For SMEs, the lesson is not that every business needs to become employee-owned. The lesson is that people are more likely to give their best effort when they understand the business, feel involved in improving it and can see that their contribution matters.
Effort shows where time and energy are really being spent.
Retain helps keep the right people engaged in making that effort count.
Together, they help owners build a team that is not just busy, but involved, productive and committed to improving the business.
Kind regards,
Robbie Duncanson
and the Pendleton Team
