By Ashlee Hofberger
It can happen to any organization: a lag in performance, slowing of cash flow, and negative reviews. While nothing specific about your product or service appears to be the issue, you can sense something is off, and it’s enough to hurt business. One aspect to consider is the people: could the issue be your employees or their manager?
Getting to the root of the problem can be tricky – you need to avoid planting seeds of distrust between the team and their leader. It can also be difficult to get straight answers from your management team.
Having seen this issue across multiple businesses, I’ve learned that the best way to pinpoint what’s draining an organization is to immerse yourself in it by jumping into the trenches. Be prepared with what you need to uncover. Then, spend a few days with employees at every level, doing the job alongside them.
Assessing Employee Clarity and Training
Start with the basics: Do your entry-level team members know what’s expected of them? You’ll see it in how they work. If they’re efficient, can train you on their tasks, and can explain why they do things a certain way, they’re clear on their roles. But if they seem scattered, lack explanations, or perform tasks sloppily — like a toddler took a stab at it — it’s time to dig deeper. Ask questions about the task itself, their training, and their thoughts on it, while steering clear of anything that points fingers at management. Try these:
- “I’ve never seen it done that way before. How did you learn that?”
- “It’s been a while since I worked the field/register. Why do we do it this way?” (Using “we” instead of “you” eases the pressure.)
- “If you were training new hires, what would you implement or change?”
Enthusiastic, forward-thinking answers suggest gaps in training — a management issue that’s fixable with effort. Half-baked responses or mumbled half-thoughts? That’s a sign of an employee mentality problem.
Decoding Company Culture
Next, examine company culture — the personality of your organization. Do your employees share your vision for the business, and does it show in their daily actions? Watch how they tackle their tasks. Are they purposeful and intentional, or do they cherry-pick the easy jobs, leaving the heavy lifting to others? If customer service is a core value, how do they enhance the client experience?
Working side-by-side reveals subtle cues. Are customers greeted warmly, with sincerity and energy, or with a monotone, box-checking script? If it’s the latter, it’s a personal issue. They know what to do but lack passion.
Then, listen to how employees talk. Phrases like, “We always try to help the customer understand ___,” signal engaged team members invested in the company’s success. But if you hear, “I’ve been told you want this done,” or “Mr. Manager says ___ is important to you,” it points to a manager fostering an “us versus them” divide, pitting the work team against owners. This mindset often creeps in unintentionally and can be coached out, but the manager must recognize it and embrace a unified team approach.
If this rings true in your organization, meet with the manager. Emphasize that their power lies in communicating the organization’s needs and leading by example. Saying, “Boss lady said it has to be done this way,” reveals they don’t grasp why the process exists, they’re not bought in, and they’re just a messenger, not a decision-maker. If there’s no progress after a few coaching sessions, recommend they look into leadership development opportunities and revisit the issue. A full-team mindset should be non-negotiable.
Spotting Patterns Across the Organization
As you move between departments or locations, ask yourself if you are seeing the same problems cropping up everywhere. Unkempt appearances, disregard for rules, or a lack of respect among team members signal poor leadership. If what you see is largely engaged employees who are curious and asking questions, with just a few bad apples, it’s a personnel issue. These underperformers must be coached up or coached out, and fast. Don’t let them erode what you’re building. Partner with the manager, sit down with these employees, and set clear expectations. Confirm they’ve been trained to succeed and then set a short timeline for improvement, such as two weeks. Attitude and effort can shift instantly; don’t give them longer.
Boosting Profitability
Once you’ve assessed daily operations and culture, turn to the numbers. Here are quick checks to increase profitability:
- What’s the minimum number of payroll hours (per position or location)? Are you over? If so, what can you adjust to reduce hours?
- Are there services eating up time without profit?
- What offerings could you add without increasing overhead? What’s the initial investment, and how long until it pays off?
Building Success from the Ground Up
A thriving company starts with a strong team and is cemented by excellent service with healthy margins. By embedding yourself in the trenches, you’ll uncover whether the root of your struggles lies with employees, leadership, or both — and where to invest for improvement. The answers are there, waiting for you to find them.
Ashlee Hofberger owns The Wash Room, a chain of high-end laundromats with three locations in Pensacola, Fla. She’s SHRM certified with a background in HR, previously owning a restoration company.
