In the Words of our Intern at Steeplechase Business Solutions

As summer is coming to an end and classes are beginning, our intern Ashley is headed back to school at WVU to finish her senior year.  At the end of the 12 week program, Steeplechase Business Solutions sat down with Ashley and had a few questions regarding her experience.  Take a look at what she had to say.

Ashley Steeplechase Business SolutionsSteeplechase Business Solutions:  We know that you are a marketing major.  What made you decide on that?
Ashley:  I chose this major because I like working with people to achieve a common goal. I also enjoy the hands-on experience with customers and clients, and seeing hard work pay off.

Steeplechase Business Solutions:  What attracted you to the internship offered at Steeplechase Business Solutions?
Ashley:  I love that I was able to get the chance to deliver results for their client and their customers.  Hard work is rewarded at Steeplechase Business Solutions, even as an intern, and I got the chance to work closely with a group of hardworking and motivated people. I loved the office atmosphere, where we focus on our standards for success while having fun.

To learn more about Steeplechase Business Solutions, view us on Linkedin.

Steeplechase Business Solutions:  As an intern, what did you learn this summer?
Ashley:  I learned a lot!  I learned about planning, hard work, the importance of short and long term goals, and much more!  I was not only taught the sales and marketing aspect of the business, I was taught about human resources, interviewing, and training.  It was great to help to coach others to reach and exceed company expectations.

Steeplechase Business Solutions:  When looking for a career after graduation, what is one skill that you will take with you that was learned here?
Ashley:  One skill that I will use in the future is the ability to train and coach.  While working here this summer, I learned about different coaching styles and techniques for different individuals.  I think this is important to understand that everyone learns differently, which in turn means that I have to coach and train differently.  It was so beneficial to learn this because now I know I will become a stronger mentor to everyone around me and I will be a big asset to any company.

Thanks Ashley for taking time to answer some of the questions regarding our internship here at Steeplechase Business Solutions.  The team had a great summer with you and we are excited to see you graduate this year and looking forward to working with you again in the future.

To learn more about Steeplechase Business Solutions, view us online.

 

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10 Things Great Bosses Give Their People

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Good bosses have strong organizational skills. Good bosses have solid decision-making skills. Good bosses get important things done.

Exceptional bosses do all of the above — and more. (And we remember them forever.) Sure, they care about their company and customers, their vendors and suppliers. But most importantly, they care to an exceptional degree about the people who work for them.

And that’s why they’re so rare.

Extraordinary bosses give every employee:

1. Autonomy and independence.

Great organizations are built on optimizing processes and procedures. Still, every task doesn’t deserve a best practice or a micro-managed approach. (Here’s looking at you, manufacturing industry.)

Engagement and satisfaction are largely based on autonomy and independence. I care when it’s “mine.” I care when I’m in charge and feel empowered to do what’s right.

Plus, freedom breeds innovation: Even heavily process-oriented positions have room for different approaches. (Still looking at you, manufacturing.)

Whenever possible, give your employees the autonomy and independence to work the way they work best. When you do, they almost always find ways to do their jobs better than you imagined possible.

2. Clear expectations.

While every job should include some degree of independence, every job does also need basic expectations for how specific situations should be handled.

Criticize an employee for offering a discount to an irate customer today even though yesterday that was standard practice and you make that employee’s job impossible. Few things are more stressful than not knowing what is expected from one day to the next.

When an exceptional boss changes a standard or guideline, she communicates those changes first — and when that is not possible, she takes the time to explain why she made the decision she made, and what she expects in the future.

3. Meaningful objectives.

Almost everyone is competitive; often the best employees are extremely competitive–especially with themselves. Meaningful targets can create a sense of purpose and add a little meaning to even the most repetitive tasks.

Plus, goals are fun. Without a meaningful goal to shoot for, work is just work.

No one likes work.

4. A true sense of purpose.

Everyone likes to feel a part of something bigger. Everyone loves to feel that sense of teamwork and esprit de corps that turns a group of individuals into a real team.

The best missions involve making a real impact on the lives of the customers you serve. Let employees know what you want to achieve for your business, for your customers, and even your community. And if you can, let them create a few missions of their own.

Feeling a true purpose starts with knowing what to care about and, more importantly, why to care.

5. Opportunities to provide significant input.

Engaged employees have ideas; take away opportunities for them to make suggestions, or instantly disregard their ideas without consideration, and they immediately disengage.

That’s why exceptional bosses make it incredibly easy for employees to offer suggestions. They ask leading questions. They probe gently. They help employees feel comfortable proposing new ways to get things done. When an idea isn’t feasible, they always take the time to explain why.

Great bosses know that employees who make suggestions care about the company, so they ensure those employees know their input is valued — and appreciated.

6. A real sense of connection.

Every employee works for a paycheck (otherwise they would do volunteer work), but every employee wants to work for more than a paycheck: They want to work with and for people they respect and admire–and with and for people who respect and admire them.

That’s why a kind word, a quick discussion about family, an informal conversation to ask if an employee needs any help — those moments are much more important than group meetings or formal evaluations.

A true sense of connection is personal. That’s why exceptional bosses show they , not just the worker.

7. Reliable consistency.

Most people don’t mind a boss who is strict, demanding, and quick to offer (not always positive) feedback, as long as he or she treats every employee fairly.

(Great bosses treat each employee differently but they also treat every employee fairly. There’s a big difference.)

Exceptional bosses know the key to showing employees they are consistent and fair is communication: The more employees understand why a decision was made, the less likely they are to assume unfair treatment or favoritism.

8. Private criticism.

No employee is perfect. Every employee needs constructive feedback. Every employee deserves constructive feedback. Good bosses give that feedback.

Great bosses always do it in private.

9. Public praise.

Every employee — even a relatively poor performer — does something well. Every employee deserves praise and appreciation. It’s easy to recognize some of your best employees because they’re consistently doing awesome things. (Maybe consistent recognition is a reason they’re your best employees? Something to think about.)

You might have to work hard to find reasons to recognize an employee who simply meets standards, but that’s okay: A few words of recognition–especially public recognition–may be the nudge an average performer needs to start becoming a great performer.

10. A chance for a meaningful future.

Every job should have the potential to lead to greater things. Exceptional bosses take the time to develop employees for the job they someday hope to land, even if that job is with another company.

How can you know what an employee hopes to do someday? Ask.

Employees will only care about your business after you first show you care about them. One of the best ways is to show that while you certainly have hopes for your company’s future, you also have hopes for your employees’ futures.

Now it’s your turn: What exceptional thing has a truly extraordinary boss done for you?