When was the last time you truly sat down with your staff members to get to know them beyond surface level exchanges? For many business owners, the answer may be “it’s been too long.” According to successful entrepreneur and investor Chris Allchin, neglecting meaningful connections with employees can seriously hinder business success.
Chris owns multiple companies through his private equity firm, Allchin Management, which now oversees a portfolio of over half a dozen ventures. With more than two decades of business experience under his belt, he believes the most valuable asset in any organization is its people — not customers or products. “Your staff is certainly the most important part of your business,” he stresses.
This philosophy runs counter to outdated assumptions that staff are commodities to be managed with a heavy hand. But Chris makes a compelling case that a shift in mindset is crucial for thriving in today’s economy. Through open-minded recruiting, genuine care and appreciation for individuals, he’s built high-performing teams that allow his expanding portfolio to flourish without micromanagement.
Recruiting for the Right Mindset
In Chris’s view, the hiring process should focus on skills and equally on getting an overall sense of a candidate’s character. He looks for signs of discipline, drive and stability through questions about hobbies, family life and goals. “I like knowing a little bit about their personal life, not in a personal way but to understand their motivations and perseverance,” he explains.
Chris believes married individuals with children tend to exhibit more commitment, using obligations as fuel. Personal trainers or athletes likewise demonstrate the discipline required for sales. Understanding core values and what truly inspires candidates is key. As he notes, “Not everyone is driven primarily by money. Security, purpose or flexibility could be more important to some.”
This insight-driven approach aims to bring diversity of thought while ensuring cultural fit. Chris advises, “Don’t just look for people you can teach. Find those who can teach you, grow your expertise and push you outside your comfort zone.” Surrounding oneself with talent is crucial for expanding possibilities – a lesson he’s learned through continually elevating his businesses and acquiring new ventures.
Valuing Staff as Individuals
Once hired, meaningful appreciation is vital for engagement and retention in Chris’s experience. Beyond competitive salaries, he strives to really get to know employees as multidimensional people rather than shallow representations. Small gestures tailored to individuals – from birthday flowers matching a favorite to dietary considerations on team outings – make a profound difference.
“Take the time to understand what makes each person tick rather than assume you know them based on surface level interactions,” he counsels. Regular check-ins aim to deepen bonds through two-way sharing of both personal and professional interests, goals and challenges over time. Finding even subtle ways to demonstrate active listening leaves staff feeling valued, energized and invested in their organization’s mission.
Chris also places strong emphasis on psychological safety. By creating an environment where honest feedback and mistakes don’t incur disproportionate penalties, he cultivates a culture of ongoing learning and improvement. Staff members are empowered to continually refine their skills rather than fearing repercussions. And he leads by example through relentless self-reflection on his own strengths, limitations and capacity for further growth as a leader.
Results of This People-First Philosophy
Unsurprisingly, Chris consistently attracts top talent that goes above and beyond for both customers and the business. Through nurturing a community with a shared higher purpose, he’s been able to step back from day-to-day operations at certain portfolio companies without compromise to service or outcomes. His businesses now operate more smoothly and profitably than ever as passionate, competent teams steer strategic vision forward.
Of course, Chris acknowledges not every hire will succeed regardless of effort. But he finds resetting expectations and making new connections is usually preferable to cutting ties if issues arise. “It’s always easier to retrain those you have than start over with new hires,” he states. With compassion and an open-mind, even perceived failures can turn into valuable learning experiences that strengthen workplace dynamics.
Chris continues innovating new ways to evolve his people-centered leadership approach. But his fundamental message is simple: show genuine interest in staff beyond transactional roles to form loyal partnerships that propel your ventures to greater heights.
To learn more about Chris Allchin, visit his LinkedIn profile or his website here.
