A business is like a bicycle. Unless it moves forward, it falls down. That’s why virtually every company’s long-term strategy emphasizes growth. It moves the business forward, making many things possible.

For the company and its shareholders, growth is the key to increased profits. For the firm’s customers, it funds the research and development that result in new and improved products. For employees, it’s the best guarantee of bigger and better opportunities.

“Wonderful,” you say. “But where does growth come from?” Basically, from ideas.
“And where do ideas come from?” From people, of course. And the most likely people are its employees—you as well as the people who report to you.

After all, who knows the business better than you? Who else sees, on a daily basis, where needs exist . . . where improvements can be made . . . where opportunities beckon?

Such ideas occasionally pop into mind, seemingly out of thin air. Learn how to coax them into existence, however, and you will not only get more of them, you will get better ones. Here’s how.

Take a good look at your company. See it for what it is—not just another company manufacturing a product or rendering a service, but an organization geared tooffer a range of products and services to the public, providing it can identify what the public needs or wants. Think! What additional products or services might your company offer its customers?

Put on your various hats. You’re not just an employee. You’re a citizen, a homeowner, a taxpayer, a wife or husband, a parent, a consumer. You eat, dress, drive, play, shop, travel and do many other things. In your various identities, you use a variety of products. Which have been unsatisfactory? How can they be improved . . . or replaced?

Cash in on your expertise. No matter what your job, there is some aspect of the business that you know better than almost anyone. Build on that. In terms of your own department, function, territory or responsibility, how can your company enhance its market share of some product or service? Are there any smaller businesses it might acquire that appear to fit into its organization?

Brainstorm with others. Two heads are frequently better than one. Therefore, on the job, at lunch, during a break, talk things over with your colleagues. What should your company be doing that it isn’t? What opportunities is it overlooking? What unique strengths ought it be taking advantage of? Talk to people in other areas of the business who may bring new perspectives to your thinking. Such informal task forces can often produce startlingly good ideas.

Tap your own sources. We all know people outside our business who are especially resourceful. It may be your spouse, a bridge partner, a neighbor—anyone. Tell them what you’re looking for and pick their brains. Ask them what they would like to see in the way of new products and services. Most people are flattered to be asked for help. And you never know when lightning will strike.

And those are some of the ways in which you can keep your company’s bicycle moving forward.

Set Realistic Goals for Your People
When committing plans to paper, in an effort to make themselves look good, some managers are sometimes tempted to set deadlines that are unrealistic, or ask for too little money for a project, or claim that they can get a job done with fewer people than are actually necessary.

In order to keep their promises, they then set goals for their people that are overly ambitious. In turn, they either end up putting in a great deal of overtime, or they submit shoddy work.

The remedy: before handing out an assignment, make sure you have enough people to get the job done; make sure each employee is the best possible choice for the assigned job; and make sure all deadlines are realistic.

You may not end up looking heroic, but you won’t look foolish, either.

Fight Pessimism in the Ranks
Pessimism can be virulently infectious. The employee who always sees the worst side of things, who moans about how badly things are going, can spread his feelings to others. Unless corrective action is taken, a cell of unhappiness can multiply rapidly, murder morale, and adversely affect productivity.

One way to prevent the pessimist from doing damage is to give him as little to work with as possible.

The pessimist will magnify an office rumor into a portent of doom. Antidote: don’t let rumors start. Communicate frankly and regularly with your people; scotch wild stories before they get started.

Griping can be healthy, up to a point. But don’t permit gripe sessions to become too regular or too protracted. Complaining can become habitual and, if it does, a paralysis of the spirit can sweep through an organization.

Finally, make sure you aren’t at fault. People often take their clues from the boss. Before complaining about the crepe hangers, therefore, be sure you aren’t inadvertently encouraging them by example.

Don’t Just Stand There—Do Something!
Most speakers just stand there, gripping the podium with both hands, shifting from one foot to another, occasionally looking up from a prepared text.

They may be talking about a fascinating subject, but their presentation is about as attention-getting as the hum of distant traffic. Result: an audience full of glazed expressions, wandering minds and numb bodies.

One way to keep your audience alert is to do something in front of them. It needn’t necessarily be anything very dramatic—although drama can rivet attention—but it should be designed to break the monotony. Some suggestions:

• Try one or more elaborate gestures—wave a clenched fist above your head, or clap your hands.
• Take a newspaper clipping out of your pocket and show it.
• Pound on the speaker’s table to emphasize a point.
• Recite a short poem.
• Sing a line from a popular song that sums up something you’ve said.
• Give a short demonstration. For example, pour water from one container into another.

Some speakers habitually enter stage directions in the margins of their talks so that they can remember to perform the stunts they have in mind. A little rehearsal is a good idea, too.

Try doing something in conjunction with your next speech. It can add interest to what otherwise might be “just another speech.”

How To Encourage Your People To Produce
As a manager, you are valuable in direct proportion to the caliber of work that your people turn out. If they produce, you are doing your job; if they do not, you are rightfully held responsible. Some suggestions for getting them to work on all cylinders:

Consider their feelings. Be courteous toward them. Consider the effects on them of any decisions you make. Take their problems into account and do all you can to build up their pride in what they do.

Don’t insist on going by “the book.” Judge people by results. If an unorthodox solution works and pleases those who use it, don’t dismiss it.

Listen. It’s the most effective way of learning what’s on the minds of your people. Never dominate a conversation or meeting by doing all the talking yourself if you want to find out what your people are thinking.

Set objectives. Your people should have a sense of direction. For maximum effect, allow them to participate in setting their goals.

Demonstrate high expectations. People tend to perform according to what is expected of them. If they sense that you have confidence in them and expect a first-rate job, that’s exactly what they will try their best to deliver.

Grievance Checklist
Although the losses due to employee grievances have never been totaled up, you can be sure they are substantial. Quite aside from the obvious losses due to such things as strikes and slowdowns, consider the high cost of dissatisfaction: hostility, accidents, absenteeism and employee turnover.

Reasons for gripes range from personality clashes to poor working conditions. One thing is certain: there is always a reason, real or fancied. And each costs money and good human relations.

Are you unwittingly contributing to your people’s grievances? Find out by scoring yourself on this checklist. Answer “Yes” or “No.”

1. Do you let each person know how he or she is getting along at least twice yearly?
2. Do you listen to your people?
3. Do you try to get the complete story behind a complaint?
4. Do you act immediately on little gripes?
5. Do you check the record, investigate and get all the facts?
6. Do you carefully analyze the facts?
7. Are your decisions fair?
8. Do you explain to the employee why your decision is fair?
9. Do you take full responsibility for the decision?
10. Do you follow up after a suitable length of time to make sure the employee is satisfied?

Rid Yourself of Those Nuisance Tasks
Some people are overworked. But others are simply drained by worry over what has to be done. One of the major culprits in building up tensions is the nagging thought of the accumulated small jobs put off from day to day.

Here is a simple solution. Make a list of these undone jobs. Then start your next day by tackling a few of these nuisance chores. Before you know it, your list will be completed—if you keep at it. You will derive a feeling of accomplishment and your mind will be freed for important work.