‘If your business isn’t performing…nobody is going to want to work there, including the business owner.’

This is just some of the gold we covered during a recent chat with Melissa Langton of Exceler8…where we talked about all things employee, employer, and of course, revenue…

In our experience, an optimised and aligned business with a healthy revenue ecosystem is a surefire way to solve most business problems that’ll be thrown your way as an SMB owner or manager.

🎥 Watch it here 👇🏻👇🏻👇🏻

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If you prefer to read rather than watch…Read the video transcript below…

Phil: Right Phil from Rain Mate to here. Really pleased to have Melissa Langton with me today. She runs Eceler8, which is a HR consultancy that deals with getting people heading into the right direction, getting, productivity and also profitability out of their staff. So, morning, Melissa. And how are you?

Melissa: Fantastic. Phil, how are you going? After a long weekend. 

Phil: Great. Great to have another long weekend. Looking forward to a bit of productivity out of this week. . Yeah. Love the holidays, but they do take a bit of a hit on that. Why? I wanna do, uh, have pick up a chat with Melissa. Melissa and I chatted a little while ago.

One of the things we do at Rainmaker is we really focus on the whole concept that revenue is an ecosystem. So an ecosystem made up of a whole range of aspects where sales is almost at the end of it. So if you wanna change the productivity in various other things, sales is the end of it. It relies on many other areas.

You’re marketing your product, your. Customer service, all of these different areas, build that, um, build up to, to eventually, you know, form a really strong revenue ecosystem. So I wanted to just pick Melissa’s brains and, and all of her experience. One of the questions we get asked is, Well, that’s great, but how do we actually get our team working in the same direction?

Some of it’s sometimes siloed and some of it’s personalities are, or it’s even one person, you know, trying to do many roles, so, So Melissa, Can I throw it up to you just to share how you can frame it up and, and how you get alignment in a team? What are the things you’ve learned and, and that you, you help, uh, organizations with?

Melissa: Yeah, absolutely. So, um, you get asked that question a lot and so do I. So yeah. I would love to be able to work with businesses that are we team coming and we just wanna be better at what we do. Um, but the reality is I work with teams that are in pain. I take that back. I work with business owners who were in pain because they have those hate HR headaches.

They can’t get their team aligned. And I think the biggest issue is what someone’s definition of aligned it’s employers. We’ll never think like an employee again. I can just vouch for that myself, but, And employees will never think like employers in its entirety. So what we need to get is alignments of perception and experiences.

So there are some shared experiences in business and some that are completely different. So for example, a business owner. They lose sleep, not because of their own mortgage. They lose sleep because they have 17 different mortgages or rents to be able to meet because they genuinely care about their employees.

And the employees have a perception, and I’m generalizing here, have a perception that, uh, they’re making all of this profit. So that must mean they have all of this money, but we know that profit doesn’t equal money in the hand. Business owner profit actually means freedom or choice. I don’t know about you Phil, but going into business, that was why I did it, is I wanna have freedom and choice.

If I wanted an easy life, I’d give a job . So, uh, it’s trying to make sure that your strategy, which is not just knowing where we’re going with the product that we have, it’s systems and process that support that strategy. How is that aligned or how is it linked? So that’s really the key is how is it linked to your employees activities every day.

So how often do you have conversations around how is what you are doing helping us to achieve blah? So it could be, we wanna get 50 new customers today. How is what you are doing and helping us to do that, That gives people the benefit of one understanding. Their perception. So it’s seeking to understand versus seeking to respond.

Um, and I find that if you, you are asking questions to actually genuinely find out versus to catch someone else, you tend to find out a whole heap of different information from people. 

Phil: So that’s what alignment is to me. So, so then your works on both for the earth side and, and sort of saying, Understand this, these, these pressures and issues coming through your employees, do you also work with the employees as you were just saying that, to sort of say, Hey, it’s, here’s other view that that’s where you’re trying to find that balance of view, is it?

Melissa: Absolutely. So back to, I think you mentioned before, around silos or people just doing their own thing. Yeah. I find that genuinely people do actually wanna do a good. What we tend to do, when I say we as managers and people, leaders, we don’t set them up for success with the right information and tools.

I’m not just talking about money here, I’m just talking about communication. So back to what I do, it’s actually giving everyone a holistic measurement of the business. And I say measurement very specifically because if we are going to improve change, get us an understanding of where we’re actually. We need to measure it and we need to measure it consistently.

So once you are able to measure the alignment in your business, and I’ve got a few, few tools to do that, but essentially it’s about measuring the satisfaction of an employer in their business, which is quite groundbreaking because generally it is. If we are measuring satisfaction in a business, it’s about all about the employees.

How do they feel or what do they think of the business? And certainly, but if we have a look at distant model, Yeah. Yes. But if we have a look at how a business operates, that is only 50%, or even, actually only one third of how a high performing business operates. The other two thirds is how satisfied is the business owner with the.

And that doesn’t necessarily mean satisfied with staff. It’s about how satisfied are you with your systems, processes, resources, and decision making, and how satisfied are you or confident are you in your people’s ability to make that strategy happen? Now, that’s all very technical and theoretical, but what it comes down to is what’s your experience in this business as a business owner, and what’s your experience of the business as an employee and how do they align?

Once you start to understand that you can then start singing from the same hymm book, 

Phil: no doubt, that sort of opens up a watershed moment. I would say very often, cuz I’ve sort of sat both sides of the coin over many years and you know, HR has always been that traditional push down. It’s all about the employees.

Let’s do the employee survey, let’s do their salary and survey. You know, which is really, really important. But I like, I got that concept. A little bit from both sides, and ultimately it becomes, you know, one symbiotic unit that’s, that’s moving forward and feeling really comfortable. Measurement, I think.

Yeah, absolutely. Um, and even on incentivising, how do you incentivise? Those people say you are working as a unit as opposed to singular units? I think so. Are those areas that you also explore or part of what, 

Melissa: So the beauty of the measurement process that we go through, or any, anyone that can go through a diagnostic process, a holistic one, I have to point out.

But it’s actually understanding what are the priorities, because I can probably, you’ll talk to employees, they’ll give you a list of 20 things, talk to the employer. It’s a list of 20 things. What’s important is bringing those two together to say what do we have in common? Yeah. Um, and you mentioned before around incentivizing, and that’s a really big headache right now is how do I, So retention.

Well, actually people think it’s attraction, but right back to your comment around sales is actually the last thing. Attraction to your business is the last thing you should be thinking. Because it’s about what product are you delivering for your employees? What are you gonna offer them as to why do they wanna work with you?

So businesses struggle a bit with this whole concept of employer branding or culture, when really what it is. They do it all the time when it comes to their customer. I can guarantee every single time I speak to a, um, an employer or a business owner, they will be able to tell me in mind detail their product offer.

Value service that they deliver, what their customer charter is, who their ideal client is. And then I ask the exact same questions of the employees and I get just a blank look. They just go, Well, no, I said I can. So start transferring that diagnostic process to employees. Why do employees wanna work for you?

Why do they stay? So that measurement process actually solidifies that and back to those watershed moments. There is just, You run’s firing everywhere when I give them the results because overwhelmingly employees are shocked at how dissatisfied employers are. Yeah. And the, and employers are shocked at how satisfied employees are and it, it really violates that you actually have two different planets.

We need to bring you back together to start to understand some of those headaches, some of the pain points, but also what you think you do really. So if you want to incentivize, you can’t do that until you have a remuneration framework strategy. These all sound like big words, Phil. They’re actually, the concept of them is really simple.

We just need to find something that works for the business and, and the employees as well. So, It really has to be driven by the performance of the business, because if the business isn’t performing in whatever that looks like, I’m not just talking about making money. If it isn’t performing, nobody is going to want to work there, including the business owner.

Phil: Yeah, it’s so true. I think, you know, incentives and, and, and those discussions around that aren’t necessarily just for big business. Every business, you know, has has a formal incentive. And it may not be money, it may be time, it may be promotions, it may be opportunity, it may be many other things. And I think.

Taking a broader view whenever you looking at these things and not just, you know, sort of drilling them down, it’s, it’s just about, you know, paying someone another $2 a week. It’s about how, how do we actually bring that, as I said, all, all together, how do we measure it? How do we know where we are going?

That I could certainly see those watershed moments, uh, may so, That, that’s been really for me and informative, you know, someone who’s, who’s been around the, the block a few times, as you can see. And, uh, I hope anyone who listens to this also has taken value out of it. Obviously, feel free to get hold of Melissa and myself if you want to pick up on these subjects, uh, more Melissa, uh, uh, consults, uh, throughout Australia.

Uh, is that correct, Melissa?

Melissa: Yeah, We oncentrate a lot in Southeast Queensland. Yeah. But I’m about to go and do some work with businesses in Melbourne and Sydney, so there’s definite opportunities to be able to look at what businesses need, um, and deliver. 

Phil: Yeah, I love it. The way we, I suppose we tried ourselves, we try to look at.

Look at, look at the issues in a different light, in a different manner. And, you know, not roll out what was working 5, 10, 15 years ago and just, uh, was sold and promoted 5, 10, 15 years ago. And, and, you know, just looking at it from a fresh approach. And I think, you know, post covid and all of these things that, that businesses have changed and the way we need to look at them and approach what we do on a, from a management and and staffing perspective is really changing.

Fresh approach is, is really strong. So Melissa, really appreciate your time today and look forward to sharing, sharing this and, and hopefully we, uh, deliver value to, to the people who watch it. 

Melissa: Oh, thank you so much, Phil. I really, I love having these types of conversations and I could go on for hours, but that would just be boring, watching two people and a conversation around it.

But I really appreciate the opportunity and it’s awesome to be. Just explain to people how it can actually work for them, because it is possible and it doesn’t have to cost you 10 thousands of dollars. 

Phil : I think that’s the whole thing. It’s fair, it can be for a lot of businesses and, and you know, it’s scaled to, to the business, which is, is really important.

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