Three good habits that we adapted at The Moery Company that have helped us succeed.
Hello and welcome to JP Moery’s Association Hustle Podcast. President of The Moery Company, JP’s mission is to arm today’s associations with insight and strategy to thrive and a progressively complex and competitive business landscape. 21st century associations must move forward with a little bit of hustle and revenue development at their core.
It’s a special time of the year for everybody. We’re budgeting, planning, developing partnerships, and making decisions about who we’re going to work with next year. As we’re all making plans for 2021, it’s a great time to reinforce good organizational habits. Habits that make good sense. Things that have a compounding effect on improving individual behavior, collaboration, and building momentum within your company. Every organization is different and recently our team discussed the corporate habits that have really helped our organization.
Some background information on our company and how we’re set up: we have thirteen team members and our core competency and offering are sales, marketing plans, and programs for associations. We also provide consulting for our clients through qualitative and quantitative research to help their organizations grow better.
Here are the habits that have helped us succeed:
Regularity and consistency. No one likes surprises. Regularity is very important for small organizations. It’s important to be regular and consistent because it gives people a certain amount of comfort to operate.
How do we do that? Some are external functions, some are internal.
1. Twice weekly team pep rallies via Zoom. A 30-minute meeting with the entire team when we cover business fundamentals.
2. A weekly report sent each client that include pipeline activity for the week, agenda for the following week, and opportunities to collaborate.
3. Monthly team meetings. These are a from pep rallies because they’re more strategic. We go through the profit and loss statement, the balance sheet, and provide overall transparency on what is happening with the business. Everyone needs to know the trajectory of the business and we cover a lot of those strategies there.
4. Bi-weekly one-on-ones with the manager. These are more internal. Every team member has a conversation with their manager at least every other week, “What’s on your agenda? Here’s what’s on my agenda. What are our next steps and action items that we need to cover before we meet again?”
5. Quarterly reviews. Where is the team member with their goals? It’s a compounding effect because then we go into the annual review process.
At this point, there are very few surprises. Plenty of time to get feedback, sort out issues, evaluate challenges, leverage opportunities, take advantage of things that we see in the market that we can respond to. Plenty of chances for everyone to make a point or receive one. Very, very powerful.
Thought leadership. Every team member has a voice and they provide thought leadership for various digital platforms. We have a podcast, newsletters, videos, blogs, and more. Everyone on the team submits content for those thought leadership assets. It gives voice for everyone, internally and externally. Even publicly, they have a voice. It builds a culture of showing the team that their expertise is valuable.
Providing thought leadership internally and externally gives everyone a chance to contribute and it makes them feel valued. If you look at data regarding job satisfaction, people want to feel like they’re bringing something to the team and that what they bring to the team is actually valued by the company. Wow, we knocked it out of the park and I thought we were just having people submit thought leadership pieces for the newsletter.
Demonstrating trust. Regularity and consistency enable us to trust team members to do their job. I know they’re going to do and send their weekly reports and I trust them to do the work. Secondly, I don’t track vacation time because, frankly, I don’t care. I want you to enjoy your time off. I don’t track time at the office and we’re not watching the clock. You have a job to do and I trust that my team will do it.
There’s a lot of sharing, collaborating, and pitching in because people feel trusted. They can try new things and feel like they can ask for help when they need it. Or, they can pitch in when someone is off.
This enables us to adapt quickly to change and I’ll give you a very specific example. Our ability to adapt to a virtual work environment was very easy when everything shut down in March. Why? Because, I trusted my employees to work from wherever 10 years ago when we launched the company. Trust enabled us to move quickly and to adapt.
So, when you have regularity and consistency, when you give people a voice, and when you demonstrate trust it provides a strong and incredible base to build off of.
I appreciate you so much for listening to this podcast. I want to give you a gift. If you send me your address to JP@MoeryCompany.com, I will send you a complimentary copy of my first book Association Hustle. Here’s how you pay me for it: zero dollars. Instead, please share this podcast on social media, with a friend, or your audiences. I would be grateful for it.
Talk next week.
We hope you enjoyed this edition of JP Moery’s Association Hustle Podcast. We’d love to connect with you. Check out our blog at moerycompany.com and subscribe to our weekly newsletter. You can also connect with JP on LinkedIn and Twitter at @JPMoery, as well as The Moery’s Company’s Instagram and Facebook page. To purchase a copy of JP’s book, Association Hustle: Top Strategies for Association Growth, go to JPMoery.com.
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