A few weeks ago, I shared some of my favorite tips for hiring new talent into your coaching business.

From hiring a specialist to finding people who can run your business and never underestimating the power of a rising star - there’s a lot to consider.

But what happens after you’ve hired someone to ensure they have the best chance to succeed?

Today, I want to dive into how to manage the people you’ve hired, sharing the top 3 things I’ve learned over my career.

Let them actually do their job

How to Manage (1)

You’ve hired someone to fill a specific role in your coaching organization, whether it be another specialist coach, a marketer, an admin, a business developer, a contractor, or someone else entirely.

Obviously, it’s important to bring them up to speed with the systems you use, the company culture, and expectations.

But once you’ve done that, do your best to step out of the way and really let them do what you hired them to.

The absolute worst thing a manager can implement is this micromanaging mindset where they hired an expert and are now telling that expert what to do.

They were clearly chosen among the other candidates for the role for a reason, so remember that.

Now, if you’re hiring someone young who’s a rising star that you’re training to reach a certain level, that’s different.

But if you’re hiring for a specific role and you’re bringing somebody in with experience, empower them to run - you’ll be amazed at how well they do with automony.

Give performance-based bonuses or raises

How to Manage (3)

I think this is another really powerful opportunity for any business owner or manager to take advantage of. 

When it comes to ensuring your employees’ happiness, compensation plays a huge role, and I’m not a huge fan of people having to beg for raises. 

If their performance is valuable to your coaching business and you’re excited about it - great.

Compensate them every six months, annually, or give them a little something extra for the holidays.

This way, you’ll keep them engaged and interested in your business.

If their performance hasn’t been great, you should be having conversations with them well in advance of any compensation talks so you are both clear on performance expectations.  

Ultimately, I think being transparent and ahead of the game when it comes to compensation changes is a big deal.

Ensuring that nobody feels in the dark surrounding their performance and pay is always a really important aspect of your job as a manager/owner and it shouldn’t be overlooked.

Encourage entrepreneurship within your company

How to Manage (4)

I’ve spoken a bit about being an “intrapreneur” before from the perspective of somebody who wants to land their dream coaching job.

Basically, the term “intrapreneur” boils down to being innovative within a company. This means helping take ownership of the bottom line, company culture and bringing an innovative mindset to improve the business as a whole.

Now if we look at this same concept but from the position of the manager, it’s essential to encourage innovation among your employees.

Along the same lines as micromanagement, there are few things worse as an employee than not being allowed or encouraged to be creative and share new ideas. When companies force their employees to be stagnant and recycle the same ideas over and over again, it never ends well.

Additionally, also make sure that people are compensated if they’re responsible for driving new lines of revenue or dramatically increasing conversions. 

This is a small way to show your appreciation for all of the hard work, innovation and dedication that your employees have put in. By feeling appreciated, they’ll be encouraged to continue to work hard in the future as well.

I say all of these things because I believe in them.

As your company gets bigger and bigger, moving through some of these things becomes a little more challenging.

But for coaches who are running smaller businesses, you should have the opportunity to do all of the things that I mentioned above, keeping people excited and retaining your employees.

It’s incredibly expensive and time-consuming to hire people, so if you find somebody that’s good, do everything you can to keep them and help them grow within your organization.

If they feel like there’s a ceiling, whether it be on their growth, compensation, or opportunity, you’re probably gonna lose them.