Fix the System, Not the Cleaning Technicians

It's a sobering thought, but business owners are often the last to know about problems brewing inside their own companies. Many employees are afraid to bring potential issues to their boss' attention. They fear doing so will cost them their job, so it seems safer to remain silent.

As an example, let's say your office staff schedule appointments using Google calendar. Clients frequently call to cancel or reschedule appointments, which leads to confusion when the phones are especially busy. They have two choices: Alert you to the problem, or continue trying to make things work.

Very often, employees choose the latter. They worry their boss will view the problem as a performance issue, not a breakdown in the system. In this scenario, that could result in an appointment not being updated in the system and a technician showing up at a home that was cancelled—an embarrassing (and costly) error.

Mistakes happen in every business, but what if they're happening repeatedly and no one has told you? Sure, you'll figure it out eventually, but in the meantime your costs, efficiency, and customer service take a hit. Your company may also suffer.

Are you blaming employees when you should fix the system instead?

When dealing with day-to-day problems in your company's operations, there's a tendency to focus on employees. A better approach, however, is to start by looking for failures in the system, not in the people. How do you make this shift? Here are a few tactics to try.

1. Be more welcoming
Get honest with yourself and assess your management style. Do your employees feel comfortable approaching you with problems? Are you easy to talk with, or are you quick to criticize your staff for mistakes?

If employees fear blame or reprimand when they approach you, they won't feel comfortable bringing you “bad news.” This means you'll be missing out on opportunities to fix issues before they escalate into costly problems.

If employees believe you're open to hearing the good, the bad, and the ugly, however, they will come to you quickly when issues arise. This will allow you to avoid problems and perfect your day-to-day operations. Appreciate the courage it takes to bring problems to the boss, to admit when something isn't working right, and thank them for placing their trust in you.

2. Resist laying blame
There's a natural tendency to assign blame as a quick fix to complex issues. Combat this reaction by developing a wide-angle view of problems. The goal is to avoid immediately point fingers at an employee, and instead focus first on shortcomings in your operation.

This approach is less threatening, which makes employees more eager to reveal and seek solutions for problems and mistakes. Group ownership of a problem can also build team spirit and increase employee empathy and morale.

3. Listen with a beginner's mind
There's wisdom in experience. However, if you've owned a business or managed employees for many years, it's possible to get entrenched in your own point of view. Luckily, you have a tremendous resource in your employees.

Listen to what they say with an open mind, putting your own judgments on hold. When employees can tell you're empathetic to their feelings and know they will truly be heard, they're more likely to share. This can help you gain new insights into the inner workings of your business.

4. Give plenty of praise
When someone reports a systems breakdown, thank them for stepping forward and let them know how much you value that type of information. Reward these brave employees, even if it's only with your gratitude and praise.

People are far more interested in speaking up and helping when they know it won't fall on deaf ears. What's more, someone who feels acknowledged and appreciated is also eager to help fix the problem and become part of the solution.

5. Brainstorm and bond
Put preconceived notions aside and get creative with your staff about solving systematic problems. This gives you an opportunity to better evaluate where your employees' talents lie and their potential for growth within your company. It also lets them put on a “management hat” and see at things from your vantage point.

You'll make the final decisions, of course, but getting everyone's input can make your job easier and improvement measures more successful.  Employees feel proud and accomplished when they contribute to the solution and when you put their best ideas into practice.

6. Make changes
Nothing shuts employees down more than knowing their suggestions will go ignored. When an employee presents you with a problem, act on what they tell you. Taking action on the issue will validate their feelings and make them more likely to return to you if the system breaks down again.

Some problems have their roots in outdated systems, so it's important to give your employees the appropriate tools to do their jobs well. In our earlier example about scheduling, switching to a newer software such as Zenmaid or Service AutoPilot, specifically designed for cleaning businesses, could eliminate many errors. Such software includes helpful built-in features like automatic texts and emails to remind employees and customers of schedule changes.

7. Ask for help improving as a boss
Managers are eager to review employee performance, but are often reluctant to have their own strengths and weaknesses judged. Asking for employee feedback on your management style, however, can be worth its weight in gold.

To overcome employee fears about expressing their opinions, make it clear you sincerely want their input. Say something like, “Hey, what can I do to make your experience here better?” or “How can I be the kind of manager you need?” If you've been putting the previous steps into practice, and being a more open and earnest boss, it will be easier to create an honest dialogue in this area.

By following these seven steps, you'll begin to notice a change. Each time a difficult problem arises, your employees will feel more comfortable coming to you rather than “making it work.” They'll have no doubt that your open door awaits them.

Armando Bello, CEO