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    5 Hidden traps in meetings

     

    If you have sat through a few bad meetings, you must have experienced the following traps. Here they are and how to fix them. 1) People think they are experts. Many people tell me that they know how to hold a meeting. Actually, all they do is host a party. They invite guests, provide treats, and preside over a conversation. People talk. People eat. And nothing happens. Or, if they somehow manage to reach an agreement, no one implements it. > What to do: Learn how to lead a real meeting. Schedule a workshop or buy a book. When results really matter, hire a facilitator. Recognize that there are modern tools that help people make methodical progress toward results. These tools are practical and easy to use. Of course, you have to know what they are in order to use them. Call me (714-528-1300) for details. 2) People think they are inspiring. Many people believe that long-winded announcements impress others. Actually, it's the opposite. A long lecture quickly becomes a boring (and sometimes offensive) harangue. Why? Most employees want an active role in contributing to the business, and thus listening to a speech feels like a waste of time. > What to do: Design meetings that give the attendees opportunities to contribute. Plan questions that direct thinking toward the results that you want. Use activities that help people make decisions. Distribute announcements in letters, memos, or E-mails. Or, if you must use a meeting, keep announcements brief (less than a few minutes). 3) People think others agree with them. Many people rely on nods, smiles, and eye contact to measure acceptance. Actually, most employees will do anything to appease a boss. And if the boss seems to be upset, the employees will become even more agreeable. Then, once the meeting ends, the employees will do one of three things: 1) forget the lecture, 2) ignore the message, or 3) sabotage the idea. > What to do: Conduct meetings by a process that everyone considers to be fair. Use consensus to reach agreements and make decisions. People will accept decisions that they helped make. 4) People think others are clairvoyant. Many people call meetings without an agenda expecting that everyone will arrive sharing their vision for what needs to be done. Actually, everyone brings their private hopes, fears, and vision to the meeting. Without a clear agenda, the result is something between chitchat and chaos, depending upon the complexity of the issue. Note: A vague agenda, such as a list of topics, is almost as useless as no agenda. > What to do: Write out your goal for the meeting. Then prepare an agenda that is so complete someone else could use it to run the meeting without you. Specify each step and provide a time budget. Send the agenda at least a day before the meeting so that the attendees can use it to prepare. Call key participants before the meeting to check if they have questions or want to talk about the agenda. 5) People think meetings are necessary. Many people respond to every emergency, surprise, or twitch by calling a meeting. Actually, a meeting is a special (and expensive) process. It should be used only to obtain results that require the efforts of a group of people working as a team. A meeting is NOT a universal cure for everything. Meetings held for the wrong reasons, waste everyone's time. > What to do: Challenge every meeting for its ability to earn a profit for your business. That is, make sure the value of the results is greater than the cost of holding a meeting. If any other activity can accomplish the same result, use that other activity.

         
    5 Mistakes i made in 2005

     

    Even though I’m pretty happy with how 2005 turned out, there are still some things I wish I had done differently. Here are 5 things I aim to change for 2006 1. Didn’t take time out for me. I admit it, I have the typical entrepreneur bug. I spent way too much time working on my business and not nearly enough time on me. In 2006, I plan to take more breaks and schedule in some “me-time.” 2. Wasn’t as consistent with my own marketing. Much like not taking time out for me, I also struggled with not taking as much time as I should have for marketing my own business. (Remember the old adage of the shoemaker’s children running around barefoot? Marketing my clients’ businesses always came before my own.) Now, my business has grown rapidly, so although I’m not exactly complaining, I do wonder where I’d be if I had been more consistent about my own marketing. 3. Got distracted. One of my biggest problems is what my coach, Melanie Benson Strick, Success Connections, calls “bright shiny object syndrome.” That’s where you find yourself chasing all sorts of bright shiny objects (also known as “new” opportunities or “new” ideas) rather than focusing on your core business systems. What happens is you end up with a lot of half-finished or barely-started ideas and very few actually completed. I unfortunately have this syndrome bad. Although I’m much better than I used to be, I still allowed myself to get distracted by a few half-baked plans in 2005. Which leads me to #4… 4. Didn’t attain a couple of my business goals. Because I allowed myself to get distracted, I didn’t meet a couple of business goals in 2005. Needless to say, this mistake is at the top of my list of issues to address in 2006. Now that I know how to eliminate the vast majority of distractions, I’m looking forward to getting even more tasks accomplished in 2006. 5. Waited too long to do the things I did right. Okay, I know this is the wrong thing to focus on, but I just have to say it and then I can move on. 2005 was such a banner year for me and a large reason for that was because of the 5 Things I Did Right (you can read that article on my blog, writingusa/blog). But unfortunately, I also can’t help wondering where I would be if I hadn’t waited so long to start doing those things. Okay, I said it, and now I can move on. But please, if nothing else, don’t make THIS same mistake – read my article on the 5 Things I Did Right and see if there are a few things you can implement in your business. That may be the ticket to turning 2006 into your best year ever.

         
    5 Reasons why recordkeeping is so important

     

    When you decided to start your business, was your first priority concerned with setting up your filing system for recording your expenses? I seriously doubt it. This simple task (yes it is simple) is usually the item that is the last thing on the new business owner’s mind. The more “important” issues of what product to sell, how am I going to advertise, how much money is it going to cost me, and how much money can I make are the first questions we consider when going into business. The task of recordkeeping is usually procrastinated until the very last minute, when it is required. It is time to file your tax return, or time to go to the bank to get a loan for the business and the banker wants to see some financial records for the business. This can be a very daunting and cumbersome task if you have to dig through receipts and expenses for the whole year! No wonder we hate keeping records. That’s no fun! Well, guess what? If you aren’t keeping good, timely, and up-to-date records monthly, you don’t need to be in business. That’s right. I said it. Here are the top five reasons why I truly believe this statement. 1. Lost tax deductions = Lost Money If you are throwing your receipts in a shoebox each month and not keeping an organized record of your income and expenses, I can bet you money that you are losing out on some major tax deductions. A smart businessperson keeps track of her income (cash in) and expenses (cash out) monthly, sometimes even weekly. You do not need a fancy accounting software package to do this. You don’t even need a computer! Simply keep a journal monthly and log in all of your receipts and invoices, and there you have it. 2. High CPA/Tax Preparer Fees = Lost Money I can speak from personal experience, that if you bring in that shoebox of receipts for the year and expect your tax preparer to record and properly deduct your business expenses on your tax return, you are sadly mistaken. Tax season is the busiest time of year for these professionals. If you expect them to do your bookkeeping and recordkeeping as well, expect to pay for it. They don’t have the time, or the desire to make sure that every receipt is accounted for. As a businessperson, it is your responsibility to make sure they are given the right totals and you can trace it right back to your tax return. 3. Too much time spent looking for receipts The time you spend looking for a past receipt for a particular purchase for whatever reason, you can be utilizing this time in advertising your business or producing your product. These are important money generating activities that you are sacrificing due to your lack of recordkeeping. 4. No financial statements Every business owner should review at least the profit and loss statement (income statement) for their business MONTHLY. This important piece of paper tells you if you are making money or losing money. How can you possibly run your business and make a profit if you are not analyzing your sales and expenses continuously? A good recordkeeping system will allow you to have this information at your fingertips. 5. No need for expensive accounting software If you are just starting your business, or are a small business owner, you more than likely do not need software to prepare your books. A simple journal that is kept monthly of your income and expenses is all you need. At a glance, you will know how your business performed for that particular month. As a business owner, you need to realize the importance of a good recordkeeping system. This should also be a task that the business owner performs for at least three to six months before delegating the job to someone else. You will be able to run your business more effectively, determine possible cycles in the business year, and know where your money is going. Your business will be much more successful if you keep a simple recordkeeping system.

         
    5 Reasons you should outsource your online tasks

     

    If you've been online for a while, either as an internet user searching for information or an online business owner, you might have seen the ups and downs of netpreneurs. You may also, for some extends, get frustrated by the result of your online activities. Especially if you are an online business owner. You just don't see any substantial growth of your online business. What went wrong? You might think. You've bought all the manuals. You've followed all the how tos. You've set up all the necessary softwares. You start to think about being cheated by those so called 'experts'. You become afraid of failure in pursuing online business success. You start to think to just quit. But, don't quit! What you might've missed was proper strategy you should've built to make your online business grow. What you've done was just tactics. You checked emails. You searched for resale rights products, you hunted for affiliate programs, you submitted you website urls, you wrote articles, you submitted articles, etc. All those activities consumed your time. You never have the time to rethink your strategy at the first place. Your strategy is your guided approach and principle toward your goals and vision. If you have not got vision, you're doomed! When you've set your vision and goals, it's easier to develop you online strategy and outsource most of you online tasks. Here are 5 reasons why you should outsource your online tasks: 1. When you set you vision and goals, it is then easier to value your time. By outsourcing you reduce the amount of time you might have wasted. 2. You need to speed up your process to see result. By outsourcing you eliminate the hassle of doing-it-all by yourself that may drag you off. 3. You need to increase your productivity. You only have 24 hours a day. No more. The most productive activities need the most of your time. You're investing your time by outsourcing the most repetitive time consuming tasks. 4. Sometimes you just need an expert to do your tasks. You don't have time to learn all the techie things. You just waste your time learning HTML or PHP just to make your site ups and running. Scripting, creating logo, submitting articles are tasks that should be outsourced. 5. Outsourcing clears up your thinking and makes you more concentrate on developing your online business strategy. The next thing you should consider is where to outsource your tasks. You have to be careful in choosing your outsource partners.

         
    5 Reasons you should use an affiliate management software

     

    Everyone knows that if you are to have a successful Internet Business, you have to create quality products that people will be eager to buy. But let’s say that you have already created your product and that you have started to generate a good income from it. You are obviously satisfied with the results you’re getting but still … if you could just get more traffic to your site, if you could just send your offer to more subscribers, if you could only get more exposure, you know that your income would skyrocket. Well, if you want all that then there’s a great way to get it: by using an Affiliate Management Software. Here are 5 great benefits of using one: 1. Gather an army of motivated affiliates. These affiliates will work 24/7 to promote your business with no risk to you whatsoever. Whenever they send you a paying customer, you reword their work with commissions. 2. Increase Your Sales With Recommendations From Third Parties. These are much more powerful than your direct promotion. Customers will be more eager to buy your product when other people recommend it – it just gives you more credibility. 3. Never spend a dime on advertising again. Your affiliates will promote your product so that you don’t have to. You’ll get free traffic to your site and you’ll only pay when someone makes a sale. 4. Save hundreds of dollars you used to spend on ezine solo ads. Your trustworthy associates will send your offer to their own list of subscribers possibly generating thousands of dollars with zero effort on your part. 5. Never struggle to get your site a top 10 position in the search engines. You get all the exposure you could ever dream of by convincing the sites that already rank high to become your affiliates. This way your product will appear on the first page of results for all of your keywords without lifting another finger. These are just some of the great benefits an Affiliate Management Software brings, so you should take advantage of them immediately.

         
    5 Steps to maximum productivity

     

    Do you know that you get 80% of your results from just 20% of your time and effort and consequently 80% of your time is virtually wasted on non productive activities?. Once you realize this it is easy to take advantage and either reduce the hours you work or significantly improve your productivity. The 80-20 rule was first discovered by Italian economist Vilfredo Pareto a hundred years ago. Using this knowledge is incredibly powerful in combating the "not enough hours in the day" mentality of today's society. The 80-20 rule means that in any area of our lives, literally 80 percent of our fruits are derived from only 20 percent of doing "what matters". In other words, there is only a very small portion of all that we do each day, regardless of the situation, that brings us the "higher return". How can you benefit from being aware of this principle? Implementing a strategy based on the 80-20 rule can result in greater wealth and greater leisure time? Just imagine how productive you will be if 80% of your time could be spent on productive activities. You have to realise that the things that matters most should never be at the mercy of activities that matter least. Here are 5 Steps to maximumise your productivity: 1) Keep a work log for at least a week Write down all of your activities and the time spent doing them. I appreciate this is time consuming initially but it is essential you get a true picture of your working week. 2) Analyse your activities Separate your activities into high priority - those that produce a return or where only you have the skills to do the work - and low priority - activities others can do where the activity can be delegated to support staff. You will almost certainly find that you are spending most of your time on low-priority activities rather than activities directly providing a return. In almost all businesses these non productive activities tend to absorb time at a far greater rate than they should. 3) Delegate non productive activities Once you can identify the low priority activities delegate as many as possible to support staff providing training where required. If necessary employ an additional member of staff to take responsibilities - the cost will be more than offset by your improved productivity. There may be a number of low priority activities you are tempted to keep. Unless it is absolutely unavoidable don't be tempted and don't get involved in non productive activities or your productivity will fall. 4) Calculate the time required for any remaining low priority activities Once you have delegated all that you can, your next step is to calculate how much time you should be spending on the remaining low priority activities to make maximum use of your productive time. Do not work disproportionately hard at these low priority activities and set aside specific time each day or week to complete them. 5) Prioritise your remaining activities Once you have cleared out the activities that do not bring you any return, it is time to turn your attention to the activities in your life that are bringing the most reward. Prioritise your activities and concentrate most of your time just on a few high-priority activities. The objective throughout is to maximize your results from the areas of high return and to delegate those activities that have a low return. Having to spend a disproportionate amount of time on non productive activities is a major source of stress for many businessmen. Delegating these activities will therefore have the added benefit of reducing the stress you are under. It is all about doing less work for greater return. For more success in life, whether that is more money, more time with your family or just making time for golf you should start implementing the 80-20 rule immediately. It will help your career as well as your personal life and, as a bonus, following the 80-20 rule day in and day out can make you very wealthy over the long term.

         
    5 Techniques to hyperforming employees

     

    As a manager strides into the office among the staff, he has the power to positively shift the outlook of the employee for the entire day. Words, gestures, even the expression on your face spell the difference in how an employee perceives your opinion of them. These unconscious actions tell the employee what they mean to you and how valuable they are to you as a manager and to the organization. Letting the employee feel needed and appreciated is a key factor to maintaining maximum employee morale and motivation. If your employees feel that they play a key role in the company by the work they provide, then they are much more likely to say that they like their job and to strive to better themselves at that job. For many, feeling valued is just as important as high pay, and promotions. Let's build zest with these tactics: 1.Let them feel your presenceing to work and announcing your arrival is a great way to motivate employees and get them upbeat on the first hour of the day. Striding through the doors and simply saying good morning with a smile on your face can make all the difference in the world. 2. Verbal Acknowledgement. This kind of commendation doesn’t have to be over dramatic or exaggerated, most times showing respect for your employees by saying simple things like please and thank you are easy and effective ways to motivate your employees. Praise like “you did a great job” when the employee deserves it is sure fire way that verbal praise can work to motivate employees. 3. Lay clear expectationsmunicating deadlines, milestones, and job objectives are essential to completing company mandates efficiently. Sometimes these things are reported very well but they may change. These changes may not be discussed in detail and therefore causes employees to feel that they are either not important enough to be told why the changes are taking place, or that the manager has made a mistake. Neither of these thoughts will lead to a motivated employee. One way to prevent this is to always get some kind of feedback from the employee about the job so that you are certain that he knows what is expected. If there is a change in a project, inform the employee why. Keep them part of the solution to the problem. 4. Provide employees regular feedback. Let the employee know when he is doing a commendable job. On the flip side, let the employee know when you are not pleased with the outcome and state your reasons. This is a great opportunity to let the employee know how they can do better next time. Ask the employee if there is anything that you as a manager can do to help with the change. Solicit feedback from the employee. Talk it over and enjoy a real discussion. This will make the employee feel like you are not offend about the job, but that you are genuinely concerned and willing to help rectify the problem. 5. Generate consequences. Make sure to not only tell the employee when you are satisfied with the work, but also provide recognition for marvelous work. A personally written thank you card is an effective and inexpensive way to do this. When an employee fails to meet company expectations, it is demotivating to other workers, after all, they may think, “If he isn’t doing it why should I?” That is why it is so important to broadcast consequences for those who do not perform as expected. Be consistent with consequences among the staff. Employees will love working with you and you will enjoy working with them as you take a few minutes out of your day to butter their emotions. Spend time with employees during and after work. Demonstrate that you care and value them as important members of the company.

         
    6 Steps to effective communication

     

    Effective leaders are known for being excellent communicators. Here's what to do. 1) Avoid "Not." Negative talk encourages arguments, counter attacks, and attempts to solve your problems. It also creates a negative impression. For example, when you say, "I can't," you appear helpless and ineffective. Instead, talk about what you can do and what you want. 2) Deal with impossible requests by 1) acknowledging the request, 2) empathizing with the other person's feelings, 3) saying, "I wish I could fix it." and 4) suggesting a reasonable alternative." For example, imagine that you work at a resort and it is raining. A guest walks up to you carrying a golf bag, slams it against your desk, and shouts, "This place stinks! I spent thousands of dollars coming here and it's raining." You respond by saying, "You're right it's raining. And I know how upsetting it must feel to travel this far and be stuck inside. I wish I could make it stop. In the meantime, you may want to visit our indoor putting center. Our golf pro is offering instructions this afternoon." 3) Deal with difficult requests by 1) affirming your willingness to help and 2) asking the other person to help you plan a solution. For example, if your boss asks you to start another project, you could say, "I understand you want me to start a new project. And right now I'm working on another project. To help me set my priorities, I wonder which one you want me to finish first." 4) When possible, offer choices that show the consequences of different options. This allows the other person to choose both the process and its impact. For example, you can say, "That's a great idea. And there are different ways I can meet your request. We can use our existing supplies, which are free, or we can buy custom materials, which will cost $500. Which option would you prefer?" 5) Deal with complaints by asking the other person to describe a fair settlement. You can say, "What do you want?" or "What would you consider a fair solution to this?" or "What would make you happy?" 6) A smile significantly affects how you sound. It also makes you more approachable. When you frown, other people hear anxiety, caution, fear, and rejection. A smile (or at least a pleasant expression) encourages open communication.

         
    6 Succession planning myths...debunked

     

    Of late, the topic of succession planning has sparked much concern. However, it seems few organizations have heeded the warning. According to a Human Resource Planning Society and Hewitt Associates study, fewer than 60% of companies have a succession plan in place. Below are some of the most common myths about succession planning. Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority. According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time. Myth #2: Succession planning is only an issue for big companies. 85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them. Myth #3: There need only be a succession plan for C-level team members. During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division. Myth #4: Succession planning should be handled on a case-by-case basis. Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department. Myth #5: Good talent is easy to spot. As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success – management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent assessment as part of their succession planning processes. Myth #6: Succession planning only pertains to baby boomers. According to SHRM and CareerJournal’s 2005 US Job Recovery and Retention Survey, 76% of all employees are looking for a new job. This means that your top performers may be leaving sooner than you imagine. As such, it’s important to think about succession planning – not as a one-time effort – but as an ongoing process to continually grow and develop your organization.

         
    6 Ways to help your employees beat stress and work more

     

    If you would like your business to employ highly motivated and high-energy level employees then investing in the workplace atmosphere and facilities will help and will reduce work-place stress significantly. Research confirms that if your employees are stressed then that will cost you even more money in missed workdays and increased on-the-job injuries over both the short term and the long term. In addition to the negative repercussions of having stressed out employees, your business may be experiencing lower productivity and poor quality of output. It is both clear and obvious that some very cost effective strategies could minimize stress on the job and provide your employees with opportunities to reduce other stress related problems. Below is a list of 6 ways in which you can help your company reduce stress for your employees while increasing the output of your business: 1. Provide an attractive and comfortable work environment whenever possible to reduce stress. Pleasant surroundings can do more for a person’s attitude then we often realize. Create a less formal atmosphere by adding plants or improved decoration, even if that is just in a rest room it will help. 2. Supply a quiet room for your employees to take their breaks in. Not the canteen or games room, this room should be separate from the normal "hustle and bustle" of the work-place. It will give your employees an opportunity of a quick 10 minute break from work and anywork related stress that they may be experiencing. 3. Instead of giving orders 100% of the time try to create opportunities for employees to make decisions that will directly affect their job performance. This gives them a sense of personal power and less stress because they feel they have some control. 4. Thank your employees for work accomplished and recognize them for exemplary performance. A quick thank you will go a long way in reducing complaints and stress. Be genuine and only thank when workers have worked well otherwise you will be rewarding sub-standard activities. 5. Always choose ergonomically sound equipment, tools, and furniture. These will make work easier for your staff, reduce workplace injuries and therefore limit any compensation claims. In addition workplace stress will be reduced and staff, equipped with the correct tools, will be more productive. 6. Go out of your way to create opportunities for the employees to meet, socialize and build relationships away from work. Set up a bowling team from work where you gather and play once a week or maybe a softball team, or even a book club, for employees only. When staff realize you have their interests in mind and are doing all you can to improve working conditions they will respond and you will see an improved atmosphere and productivity.

         
    6 Ways to maximize learning

     

    Here's how to gain the most from training events. 1) Know what you want Before the workshop, set learning goals for yourself. What do you want to learn? How can this program help you? What would make you feel that your time was well spent? 2) Ask for what you want As the program unfolds, ask questions that guide the presentation toward the information that you need. Also, seek out specific ideas that will help you. 3) Focus on your success Rather than fight against new ideas, greet them as possibilities. If the ideas seem unworkable, seek out ways to modify them so that you can use them. Or find parts of them that you can use. 4) Encourage the speaker Learning succeeds best when you become involved. Thus, ask questions, make comments, participate in the projects. Pay attention. Let the speaker know that you are interested. This encourages the speaker to do a better job. 5) Care for yourself Keep your body comfortable so that your mind can absorb more. Take a brisk walk during breaks. This increases your heart rate, which pumps fresh blood through your brain. Avoid eating a large, heavy meal. This sends blood to your stomach and away from your brain. 6) Be grateful Thank the speaker after the program. Either write a note or stay to express your appreciation. Also thank the people who organized the event in your company. Seek them out to express your thanks.

         
    7 Common sense tips for managing people

     

    Copyright 2006 Colleen Kettenhofen “Example is not the main thing in influencing others. It is the only thing.” Albert Schweitzer 1.You set the standard: Work as hard, or harder, than your employees. Be a role model when managing people. Strive to know more than your best employee (or best sales rep) about your product line, industry, and their jobs. This doesn’t mean you have to know everything. Still, educate yourself. I frequently hear in my seminars, “My boss has no idea what I really do in my job. The challenges, the pressures I face, and the time constraints.” 2. Be an effective communicator: Communicate the good, the bad, and the ugly at least weekly. In study after study, employees and business leaders overwhelmingly want a leader who is “straightforward.” I hear this over and over in my leadership seminars and workshops worldwide. Good interpersonal skills are crucial in managing people. 3. Be authentic, be real: The #1 trait people want to see, to willingly follow their leader is honesty. How can you expect them to look up to you if they don’t trust you? Leadership is all about honesty and integrity. 4. The top 5 things: Ask your people point blank, “What are the top 5 things I can do to help you succeed?” For example, if they are salespeople, what can you do to motivate them to be out in the field instead of in the office? 5. MBWA: Management by walking around. Be accessible to them. Get in the trenches with your team. Nothing will gain respect for you more than that. This is another trait I consistently hear from my participants that they want to see in their leaders, and from their management team. 6. Be willing to fight for them: But before that, set the standard so they know how far they can push something before they ask for it. And when is enough…enough. 7. Get the facts first, listen: Never question their integrity without first gathering all the data. Have an open mind. Let them tell their side of the story. Just because you acknowledge what they say doesn't mean you have to agree. This leadership article on managing people represents the opinions of a large cross section of employees, most of whom are managers themselves. In presenting approximately 100 leadership programs a year worldwide for the past ten years, these are the top 7 “common-sense” traits I hear employees most want from their managers. I refer to them as common-sense as it seems most leaders would know how important these people skills are to possess. Yet, many in management have risen in the ranks due only to their “hard skills” or technical skills. Many managers are promoted to management positions without any formal training in the area of communication and managing people. As a result, they can be too overbearing, or just the opposite, non-confrontational. If nothing else, develop your communication and conflict-resolution skills. It’ll save you money in the long run. As a manager, it’s imperative to know how to manage people. The courts are filled with hotheads, people who said the wrong thing at the wrong time. Or worse, said nothing at all, and enabled the behavior of a difficult employee until it reached a crisis point. “Sow an act, reap a habit; sow a habit, reap a character; sow a character, reap a destiny.” G. D. Boardman

         
    7 Ways to be unreasonable

     

    First decide what you really want to do. What would make work worth working at and life worth living. Then figure out how to do it. Most people look to what they know they CAN do as a guide to what they WILL do; I think to get anything important done in the world, you have to look towards what you WANT to do, and then figure out how to do it. When most people think about what they are committed to, they consider where they can build a bridge to from where they already are. What would happen if you chose where you wanted to go without considering your current circumstances and then worried about how to build that bridge? There is nothing wrong with being reasonable, except that "what is reasonable" is a poor guide to action when designing actions to push the future. Being reasonable will help you feel safe in the sense of knowing that your actions will turn out pretty much the way you expect them to. But it is dangerous in that same sense of producing predictable results; what is predictable has, by definition, been done before. And what has been done before is unlikely to make much of a difference in the future. Paul Lemberg Seven ways to be unreasonable. “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adopt the world to himself. Therefore, all progress depends on the unreasonable man.” - George Bernard Shaw “Insanity is doing the same thing over and over expecting different results.” - Rita Mae Brown “So what else is new?” - Paul Lemberg Being reasonable My dictionary defines being reasonable as being rational. Rational, it says, means being reasonable. A vicious circle: I know I'm in trouble already. Going further, reasonable also means being governed by reason; which in turn means explanations, justifications, underlying facts, good judgment, normalcy, plus the capacity for logic and analytic thought. Further, being reasonable means being within the bounds of common sense, as in arriving home at a reasonable hour, and lastly it means not excessive or extreme. I'm all for logic and analytic thought, but does following the dictum "be reasonable" sound like a good way to build a breakthrough business? The very idea of "being reasonable," prescribes something restrictive. It exhorts us to remain "within the box," to do what sensible people would do: not to over commit ourselves, to be cautious, to avoid risks, to hold our trump cards. What is the alternative? To be unreasonable, of course. Being unreasonable, like it's more cautious cousin, suggests multiple meanings. Here are seven applications of being unreasonable. 1. Think beyond what is normal, proper, and appropriate. Typically, one of the first things prospective clients say to me is, "But you're not from our industry. How can you understand our problems, much less provide solutions?" My response is always the same: "That's the last thing you need. You already have plenty of people thinking similarly and use over-used ideas." What you need is thinking un-bounded by the traditional logic of your industry; ideas that can bring an un-reasoning perspective. 2. Eliminate the reasons why. There are reasons why we have to do things a certain way. There are reasons why certain approaches to business are going to work and others will not. There are reasons why things should be the way they are and not some other way. Challenge the reasons why and ask people to set them aside. Ask, "Well, what if we did. What would happen then? Would that work? What would work better? What would really rock you?" 3. No more excuses. When someone in your company doesn't produce the desired results--results to which they have committed, perhaps promised themselves and their departments--they usually have a reason why not. Looking at it this way, you always have one or the other: desired results or reasons why you don't. People act as if those reasons are almost as good as the results. How do I know this? Because they always say something like, "Well, it didn't work, but here's why not," or "We didn't get 'it' done, because..." Or, worse still, " We didn't even try because..." Remove people's option to resort to reasons why not. Take away their option to resort to excuses. I think the entire working world would shift if there was no recourse to the "excuse" option--if all you could do was produce the desired result, or try another way to get the desired result, or try another way, and so on. 4. Set unreasonable expectations. Ask people to go beyond what they think is reasonable or normal, Ask them to go beyond cautious commitments that hedge their bets, to make risky pronouncements that exhilarate them but might threaten the natural order of things. Place big giant stakes in the ground--then figure out how to deliver. Figure out how to turn those unreasonable expectations into reality. Taking this approach will dramatically increase effectiveness and productivity--and ultimately cash flow, if it works nicely--in any business. Why should you settle--why should your customers settle--for what is reasonable and predictable? Why accept the norm, the average, the median? Apply unreasonable thinking. Set unreasonable expectations. 5. Make unreasonable requests. This approach will aid every executive when working with vendors, contractors and employees. Remember "Just say no?" Try "Just ask for more." Keep asking for more, better, sooner. Up the ante. Ask people to perform beyond their best. This is not a negotiating tactic. It is not "nibbling." It is asking people to perform beyond their own sense of what is reasonable. Sometimes people will fail to meet these unreasonable commitments--don't beat them up for it. Sometimes you will get stellar results you wouldn't have dreamed of previously. 6. Make unreasonable plans. Does this sound like an oxymoron? Most companies plan to achieve reasonable results relative to past successes and failures, or even worse, relative to questionable industry lore. Instead of setting these kind of goals, begin with a more profound question: what would make a really big difference? What would cause a breakthrough for the company? What would dramatically increase shareholder value or profits? What would be "worth doing?" The answers may not be reasonable; they may instead take you down a path towards huge success. 7. Forecast unreasonable futures. Most businesses forecast their results--revenues, growth rates and so on, based on prior year's results. They call this reasonable, and similarly they assume industry norms and consider them reasonable. But in the twenty-first century, driven by the incredible rate of change in all aspects of our: culture, industry, customer's businesses, our workforce, available technology--to think that anything dating from last year remains the same in this one--this isn't just not reasonable, it might be totally ridiculous. Take into account all the factors--bring everything you know about the situation up-to-date, add to it all the future changes you predict--and use that to forecast unreasonable results and make unreasonable plans. So what to do? Should you give up all pretense of rationality and logic? Should you step outside the norms and ignore the accumulated wisdom of your industry? "That would be great if it works out," you say, "but if it doesn't, my job is on the line." Right? Well, yes, but... Unreasonable thinking does not mean un-thinking. Unreasonable thinking is about exploring. Pushing the envelope. Cross pollinating. Intuitive inventing. It may be that the line separating unreasonable ideas from ridiculous ideas lies where thinking is left behind. Or perhaps the line lies only in hindsight. I think the fear of failing, the fear of jeopardizing your future, is the biggest obstacle to creating great results. Yet the only way to create big giant breakthrough results is to take the road less traveled--to create ideas and programs that are unreasonable--and going for it. If you fail people will--with perfect hindsight--call your idea ridiculous. But if you succeed... wow!

         
    8 Golden techniques to get people to love the rules

     

    Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge. A recent Gallop Poll stated that about 20% of people queried described themselves as “actively disengaged” at work. Most of these people also said that they were not given the proper tools to do their job or that they were not given clear directions for completing the task. From this Poll, we see statistics that are astounding. These employees who are being described as “actively disengaged” are costing employers more than 300 billion dollars a year! This same Poll showed that these people are more likely to go hooky or to be late and are also described as less enthusiastic to their jobs. A frequent mistake that employers make is levying too many regulations for employees to follow. This is highly de-motivating for the employee! They feel that they are not empowered to creatively carry out tasks for fear of breaking a rule. Having employees feel that they are not trusted is another critical mistake that management makes. Creating rules and polices that question an employee’s trustworthiness is common practice in major businesses. An example includes allowing a certain number of days off when a family member dies. This assumes that if there were no limit on the number of days, the employee would take advantage of their time off. The following are tips to create a work environment that fosters motivation. Guidelines for an Enjoyable Work Environment • Minimize rules and policies to the essential. Rules are there to protect your business and create structure; if a rule does not serve that purpose, then you will need to consider retiring that particular policy. • After the rules are established, it is essential that all employees know what is expected of them. Ensure apt promulgation of all regulations. • Establish a code of conduct. Implement a collaborative effort which involves all or most of the employees that work with you. A vision and mission statement keeps the ship sailing towards a common goal. • Follow the rules - no exceptions. If management fails to practice what it preaches, can it expect its employees to keep within the bounds? • Management should address inappropriate behaviors immediately before they become habits. Use counseling or a progressive discipline approach rather than a “you’re in trouble” approach. • Clearly broadcast work place guidelines for professional behavior. • Seek employee feedback on rules and policies. Request for ideas to enhance these policies for greater employee empowerment. Sometimes staff have great ideas; after all, they do the job everyday! • Ensure that these novel ideas of consistency in enforcing policy don’t come as a cold shock to rank and file. If you have been letting employees “get away” with things in the past, you should meet with them and explain that the new policies are there for everyone’s mutual benefit.

         
    8 Ways to avoid litigation when you sell a business

     

    Based on recent litigation storm clouds, business owners planning exit strategies better batten down their legal hatches. As a small business owner, your company most likely represents a significant portion of your net worth. That’s why it’s crucial not to let litigation wash it away when the time comes to convert your years of hard work into cash. Selling a business involves substantial amounts of money and a wide range of issues including warranties and representations, disclosures and contractual obligations. Consequently, there are many opportunities for litigation to arise. Not only is litigation highly unpleasant and disruptive to your lifestyle, it is also very, very expensive - even if you win. But other than wishing, hoping and praying, what’s a small business owner to do? Rather than complaining try something more constructive. Here are eight strategies to follow when selling your business that can help minimize litigation issues. 1. Honesty is the best insurance policy. Tell the truth about your business. Do not attempt to hide any problems or issues that, if left undisclosed, might be the basis for future litigation. Rest assured that the cost of disclosure in a transaction is very small when compared to the cost of litigation for non-disclosure. 2. Develop a confidential business review. This is a high-quality and comprehensive document that describes your business and its background. Within this document, clearly disclose any negative issues that are involved in the business. Not only will disclosure reduce litigation risks, it will also add to your credibility with potential buyers and save you time by eliminating those who are unwilling to accept the realities of your business. 3. Accurately communicate historical financial results. Do so in a manner that demonstrates the earning power of your business. Ideally, this information will be presented in a summarized format that recasts your discretionary and certain other expenses to show EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization). 4. Require your buyer to go through extensive due diligence. Due diligence is the process by which a buyer conducts an independent investigation of the information you have provided about your business. The written due diligence materials should be incorporated into the final legal documents to minimize your litigation risks. 5. Assemble a strong team of experienced professionals. Your accountant and your attorney will play key roles, and their expertise will reduce litigation risks. You may also benefit from the assistance of an experienced intermediary, broker, or merger and acquisition firm that specializes in selling privately owned businesses. However, before hiring an intermediary, make certain that they do not charge up-front fees and that they have a litigation-free track record. 6. Ensure that closing documents are thorough and complete. Not only must these documents contain appropriate legal language, they also must anticipate and address potential disagreements that may occur after closing – disagreements on issues like equipment or inventory values and condition, collection of accounts receivable and more. These issues are easily addressed during the courtship phase with a buyer, but they can cause major problems after the transaction is closed and the honeymoon phase is over. 7. Be careful with employment, transition and consulting agreements. If you enter into longer term agreements with your buyer, make sure the terms are entirely consistent with your retirement plans. Otherwise you run the risk of being unwilling or unable to perform your obligations, and that can lead to litigation. 8. Maintain confidentiality throughout the entire selling process. Although confidentiality will not directly protect you from litigation, it will help minimize the risk of losing valuable employees, customers and vendors during the process. One of the best ways to avoid litigation is to help ensure your buyer’s success, because that success significantly reduces the basis for damage claims. The goal is a successful, worry-free transition. Take the time to recognize and act on the many opportunities you have to minimize your litigation risks and reap the benefits later.

         
     
         
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