Your MSP business is going to be more successful if it is able to naturally impart good leadership practices to leadership staff and those whom they manage. There are a number of ways to do this, but as with anything qualitative in life, sometimes, the direct approach is best.
When you’re training someone in a new position, it’s integral that you explain the reasons behind the process you’re endorsing. You need to give those you teach the “why”. Why do you follow up with all leads in marketing at least five times? You need to show that this isn’t an arbitrary figure, but a practice designed through examination of the available data. Additionally, you need to communicate where there are exceptions to such a rule, such as in situations where prospects have expressly rejected future contact.
Intuition Is Diverse
The truth is, some things that may seem intuitive to you could be anything but to your staff. Accordingly, you’ve got to give comprehensive instructions to lead with the greatest success. And you can’t be afraid to get into the trenches and do some of the dirty work yourself. Even with high-level professional employees, showing, rather than telling, often communicates most effectively.
Growth Over Time
f your business started with five or six who worked beneath you and has expanded to 50, then those who have remained are almost definitely in management. If you got down in the trenches with them, explained why it was essential for your MSP business to conduct operations a certain way, and additionally, explained exceptions and the like— or direct idiosyncrasies— of your process, then these tenured individuals are likely to do the same for employees they bring on.
At a certain level, micromanagement ultimately ends up doing more harm than good. You want your leaders to evince the qualities you yourself follow naturally, and without overt goading. From marketing to service provision to troubleshooting and public relations, establishing such an attitude of approach will naturally enable your MSP business.