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Problem Solving (What we do) – By Zig Ziglar

August 30th, 2009

Fortunately, problems are an everyday part of our life.  Consider this: If there were no problems, most of us would be unemployed.  Realistically, the more problems we have and the larger they are, the greater our value to our employer.

Of course, some problems are small, like opening a ketchup bottle.  Others are monumental like a seriously ill or injured child or mate, which present ongoing, daily complications.  Successful living comes when we learn to handle those business and personal problems with as little fanfare as possible.  The successful business executive can handle challenges and solve problems at a remarkable clip.  He/she makes quick and final decisions as a result of years of experience.  The homemaker with small children at home handles many “catastrophes” each hour with the same dispatch.

Many people use counter-productive methods to deal with problems: They refuse to recognize them, deny responsibility for them, pretend they will go away if they ignore them, or are just flat insensitive to them.  The first step in solving a problem is to recognize that it does exist.  Next, we determine whether the problem is our responsibility.  If the answer is yes, we must determine how serious and/or urgent it is.  When that last determination is made, we either take immediate action if the problem is simple and quickly solvable or develop a plan of action and prioritize it if the solution is more difficult and time-consuming.

Problem-solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder.  I encourage you to take the time to define the problem correctly, learn the skill of quick analysis and remember, if it weren’t for problems in your life, your position might not be necessary in the first place.  Ironing out the wrinkles and solving the problems is what most jobs are about.  Think about it, and I’ll SEE YOU AT THE TOP! 

Earn the Respect of Others by Brian Tracy

July 7th, 2009

The Most Important Measure of Success
Being respected by others is very important to each of us. A survey done by the Gallup organization found that the most prominent living Americans rated the respect of others as the most important measure of success in life. They worked very hard to earn the respect of their parents, the respect of their spouses and children, the respect of their peers and colleagues, and the respect of mankind at large.

Why You Respect Yourself
It seems that we truly respect ourselves only when we feel that we are respected by others, and we will go to great lengths to earn and keep that respect. When we feel that someone respects us for who we are and what we have accomplished, we tend to be more open to that person’s influence.

Two Things You Can Do
We can do two things to put ourselves in a position to be respected by others. The first is to develop our knowledge of our field. The more people perceive you know about your subject, the more they will respect you. The highest-paid people in almost every field are those who know more than the average people. They are recognized as experts, and they develop what is called “expert power.” Because of their superior knowledge, they are looked up to and listened to, and they are much more capable of influencing others to act in a particular way than they would be if their knowledge level were just average.

Know Your Business Well
The best salespeople are those who know their products cold. They deeply understand every aspect of their products and the ways in which their products can be used to achieve the most important goals of their customers.

Develop Your Expertise
Another way to put ourselves in a position of being respected by others is to develop our expertise. Expertise is closely tied to knowledge, but it is a little different. Expertise is the ability to do, the ability to perform well in your chosen field. Men and women with expertise are those who practice over and over in whatever they do until they become known far and wide as the very best in their field.

Action Exercises
Here are two things you can do immediately to put these ideas into action:

First, study your field in detail. Dedicate at least one hour per day to reading, listening to audio programs, studying to become more and more knowledgeable about what you do.

Second, continually upgrade your knowledge and skills in your field. Identify your weakest important skill and go to work on that.

Knowledge and know-how are the keys to the 21st century.

Four Styles of Communicators At-A-Glance – By Dr. Tony Alessandra

June 30th, 2009

As you begin to understand the four styles of communicators and how they act and respond to the world around them, you will be able to better understand your own style and identify the style of the people around you. To help you understand each style, here are a few key descriptions to help you picture each one.

Steady Relater

  • Relationship-oriented
  • Moves, acts and speaks slowly
  • Avoids risk
  • Wants tranquility and peace
  • Enjoys teamwork
  • Good counseling skills

Interacting Socializer

  • Relationship-oriented
  • Moves, acts and speaks quickly
  • Risk-taker
  • Wants excitement and change
  • Enjoys the spotlight
  • Good persuasive skills

Cautious Thinker

  • Task-oriented
  • Moves, acts and speaks slowly
  • Wants to be accurate
  • Enjoys solitary, intellectual work
  • Cautious decision-makers
  • Good problem-solving skills

Dominant Directors

  • Task-oriented
  • Moves, acts and speaks quickly
  • Wants to be in charge
  • Gets results through others
  • Makes decisions quickly
  • Good administrative skills

© 2007 Tony Alessandra

Always hold your ground In January of 1945, on a French battlefield during World War II, United States 2nd Lieutenant Audie Murphy’s unit was attacked by six tanks and waves of enemy infantry.

What happened next is the stuff of legends.

In the face of a seemingly insurmountable enemy and against all odds, Audie Murphy grabbed a .50-caliber machine gun and, with bullets flying past him, held his ground.

His heroic actions saved the lives of the men in his unit and earned him recognition as a Congressional Medal of Honor recipient.

What’s more, Murphy, as countless other Medal of Honor recipients before and after him, forged an epic legacy and left an indelible success lesson from which we can all learn and benefit: Always hold your ground.

Ignite Passion – C. Tetley

June 4th, 2009

Values, goals, special feelings of purpose and drive can fade away during challenging economies. How do we change and bring back that fire that once inspired us? That contagious passion that others could feel and found so appealing. We can remember when long hours of hard work seemed to fly as our sincere inner passion drove us to success. We almost could not wait to take our ideas and make them into realities.

If we look at our careers as a loving relationship, we can once again ignite that same passion we felt before for our businesses. We must remember to not let days become routine and stop to appreciate the simple pleasures. An email or telephone call from a prospect requesting a quote is a success. Your action created a reaction!

You went into business for a reason – you felt strongly and intensely for the idea of owning your own business. It was not for the mere reason of divorcing your corporate boss.  Your goals became your drivers in an intense pursuit of being a successful business owner. If you ask yourself, that desire is still there. You still care and our devoted to your business. You business may have changed but you can change with it. Here are a few ways to ignite your passion about your business:

1) Communicate – Talk to your mentors, your customers, your employee and your competition. Act as if you were creating your business from scratch again. Really know these people who are important to your business. They may have all grown and have new experiences and ideas to share.  Listen attentively without planning what you’ll say next or impatiently waiting your turn to speak. Pay attention to the tone of voice, body language and eye contact of your customers. Ask open ended questions. Celebrate positive experiences with small rewards. Offer support and empathy when needed.

2)  Spend an hour or two with your sales team each week - After all,  the family that plays together, stays together.

3)  Get involved – Work on a project together. Schedule brainstorming sessions to develop new products or service. Feed into your team’s creativity. You hired your employees for their talent and they want to share it.

4) Combat routine and boredom -  Non-communication and low energy only means a dry well. Change things up. Rotate functional positions creating a cross training opportunities and strengthen your bench. Change the date of weekly meetings.  Invite guest speakers from other departments to attend your meetings. Hold meetings outside on nice days.

5) Reminisce about accomplishments and how they were achieved - The early days when passion was at an all time high. Be spontaneous and let them good memories flow.

Working as a team will naturally turn things around. Amongst the ashes, we find can find our true incentive.  

 

Your Employee Handbook – By David Port and Sara Wilson

June 4th, 2009

How to attract and retain your industry’s top talent.

1) Pick winners
It’s easy for an entrepreneur to get caught up in numbers. How much were sales last year? What percentage is business expected to increase–or decrease–in 2009? But for entrepreneurs focused on running and growing thriving companies, success goes beyond the numbers. It starts, in fact, with people. Attracting and retaining top talent is an entrepreneur’s No. 1 priority, says Bob Prosen, CEO of The Prosen Center for Business Advancement and the author of Kiss Theory Goodbye. From motivating your employees to covering their most basic health needs, making your employees feel cared for and secure could be your best insurance for lasting success.

(2) Invest in people
So how do you build a business with a strong foundation of human capital? Build a business where people want to work. Jay Jamrog, senior vice president of research at the Institute for Corporate Productivity has found that today’s work force is attracted to diversity, an office that’s equipped with the latest technology and a brand that matches the work environment. Even in a down economy, attracting qualified talent can be a challenge. And it’s expected to stay that way. In its October 2008 “Taking the Pulse, Talent Branding” survey, the ICP in conjunction with HR.com found that about 83 percent of respondents expect there will be greater competition for talent five years from now.

(3) Avoid turnover
Finding talent is one thing; keeping it is another. According to a September 2008 study by AchieveGlobal, 23 percent of workers in the U.S. expected to leave their jobs within a year. High turnover can be especially debilitating for a growing company. Jamrog estimates that turnover often happens in the first year or two of employment, especially with younger employees. Therefore, he recommends establishing a professional relationship quickly. Serve as a coach or mentor, and your employees will take notice. Also, keep them challenged with assignments or projects and offer opportunities for professional development. Prosen emphasizes knowing what’s important to your employees and then pushing them to maintain a work-life balance. He also recommends offering long-term incentive plans.

 

Do it correctly, and your efforts can pay off big time. Tom Walter, founding partner and CEO of Tasty Catering, a Chicago-area events planning and catering company, has been enjoying 27.5 percent annual sales growth since 1995 and projects sales to reach $6 million in 2009. Interestingly, his company was also voted “Best Place to Work in Illinois” in 2008 by The Business Ledger and has had a turnover rate of only 1.7 percent in the past two years. Walter’s talent-management strategy includes many of the suggestions recommended by the experts. Initiatives include a mentoring program that pairs the more senior employees with newer ones, a continuing education program, a reward and recognition program, and free lunch for all employees.

(4) Make benefits a priority
Don’t overlook the basics. With retirement and health care more frequently covered in the news today, younger employees are paying more attention to benefits like health insurance and 401(k) plans, says Jamrog. “If you can [offer these benefits], do it,” he adds. “It gives you a competitive advantage because most small companies and medium companies are cutting back.”

If hearing the words health care causes you to cringe, it’s understandable. After all, health-care premiums have more than doubled in the past decade and, since 2000, have increased five times faster than workers’ earnings. It will cost the average small business an extra 12 percent in 2009 merely to provide employees with the same level of benefits they provided last year, says Steve Roper, owner of Roper Insurance & Financial Services, an agency that sells employee benefits to small businesses.

But all is not lost, thanks to an emergence of new tools and tactics that empower small businesses to regain control of their benefits and assemble packages that cost effectively cover employee health and retirement needs while helping to attract and retain top talent. “Even when your business is being squeezed by the economy, you can still take care of your employees,” assures Bernard DiFiore, president of BenefitMall.

Unum, a workplace benefits provider, states in its “Buyers Study 2008” that “a successful benefits portfolio can no longer rely on a one-size-fits-all plan.” The right approach, it asserts, involves “connecting the latest benefits and plan designs with flexible funding options.”

(5) Shop smart
Consider the following guidelines when shopping for benefits: For starters, find a go-to advisor who can help devise a benefits strategy, then shop on the business owner’s behalf. “You don’t want a policy peddler,” Roper says. “You want someone who’s going to hold your hand and walk you through the process.” 

It’s also vital to involve yourself and employees early in the process. “The companies that appear to be having the most success managing their benefits are those that say to their employees, ‘Let’s look at our options together,’” says James Gelfand, senior manager for health policy at the U.S. Chamber of Commerce.

Lay a foundation and build on it. Start with a solid group-benefits foundation and “layer on voluntary products that meet workers’ expectations and add little or no direct cost to the company’s bottom line,” Unum says.

That approach applies to health and retirement plans alike, says Aliya Wong, the U.S. Chamber’s director of pension policy, who suggests business owners start with a simple retirement savings or prototype 401(k) plan. She says, “These types of plans are generally less expensive, and they let you start small and build your way to a larger plan.” On the health side, consider flexible, multiple-option plans that allow employees to select among various plan configurations, from bare bones to robust. 

Given the steady stream of new plan designs, features and cost structures, DiFiore recommends that small businesses and their brokers make benefits shopping an annual exercise in tandem with a yearly market analysis. And keep in mind that the lowest-cost package isn’t always the best fit.  

By David Port and Sara Wilson

Engage Your Sales Team – C. Tetley

June 3rd, 2009

Engage and get fired-up! Today is another day to look for opportunities and make it happen. You may not make a fortune but if you treat each day as a deposit into your success piggy bank,  soon you will be rewarded.

Worry is a cloud that does not allow us view possibilities. We focus so intently on worry that we neglect our family, our business and ourselves. Those focuses are the strength of our soul. When we feel we have support,  the sky is the limit. We should be proactive and react when change is needed. Get mad when there is injustice, take a breath and be grateful for the gifts of life.

For your business to survive, you must feel passion and share it with your employees each day. Your   positive energy will become contagious and get everyone engaged.  A smile alone say it all. Find joy in your business, ask your employees to write their top 5 reasons they enjoy their job and ideas on how to increase business. Sincerely recognize your employees and customer for their commitment.

Recognize the fear of your sales team:

Fear of Rejection - A sales person’s biggest downer is rejection. No return phone call, a great sale that vanished or being hung up on for the 10th time. Surveys have shown that a sales person will not contact a prospect again if they have been rejected 3 times before. These same situations are often opportunities.

Fear of Uncertainity- Will a sales person be successful this week, this monthor this year? The best remedy for uncertainity is constant and open communication withyou.  Acknowledge difficulties, celebrate up small successes with incentives and stay positive.

Fear of Success – Unbelievably true. Since it may be new to a sales person, they are not sure what it looks and feel like. Will the bar now be raised up to the stars with greater expectations? Get them excited and let them know that you understand that success does not always come easy and that you will help them during the slower, less successful times.

Fear of Failure – This fear can be almost paralyzing. Work and review sales tool with employees because doing nothing only gaurantees failure. If an employee works at it each day, the possibilities and creates synergies leading to certain success amongst the group.

How well a company does during challenging times is greatly determined by the reaction of its leadership. Do you thank and offer an incentive program to employees to keep them energized and focused on sales goals? Surviving is dependent upon maximizing your competitive advantage, which can only be achieved by our human assets, our employees.

Three Skills to Improve Conversation By: Brian Tracy

May 27th, 2009

One key to becoming a great conversationalist is to pause before replying. A short pause, of three to five seconds, is a very classy thing to do in a conversation. When you pause, you accomplish three goals simultaneously.

The Benefits of Pausing
First, you avoid running the risk of interrupting if the other person is just catching his or her breath before continuing. Second, you show the other person that you are giving careful consideration to his or her words by not jumping in with your own comments at the earliest opportunity. The third benefit of pausing is that you will actually hear the other person better. His or her words will soak into a deeper level of your mind and you will understand what he or she is saying with greater clarity. By pausing, you mark yourself as a brilliant conversationalist.

Ask Questions
Another way to become a great conversationalist is to question for clarification. Never assume that you understand what the person is saying or trying to say. Instead, ask, “How do you mean, exactly?”

This is the most powerful question I’ve ever learned for controlling a conversation. It is almost impossible not to answer. When you ask, “How do you mean?” the other person cannot stop himself or herself from answering more extensively. You can then follow up with other open-ended questions and keep the conversation rolling along.

Paraphrase the Speaker’s Words
The third way to become a great conversationalist is to paraphrase the speaker’s words in your own words. After you’ve nodded and smiled, you can then say, “Let me see if I’ve got this right. What you’re saying is . . .”

Demonstrate Attentiveness
By paraphrasing the speaker’s words, you demonstrate in no uncertain terms that you are genuinely paying attention and making every effort to understand his or her thoughts or feelings. And the wonderful thing is, when you practice effective listening, other people will begin to find you fascinating. They will want to be around you. They will feel relaxed and happy in your presence.

Listening Builds Trust
The reason why listening is such a powerful tool in developing the art and skill of conversation is because listening builds trust. The more you listen to another person, the more he or she trusts you and believes in you.

Listening also builds self-esteem. When you listen attentively to another person, his or her self-esteem will naturally increase.

Listening Develops Discipline
Finally, listening builds self-discipline in the listener. Because your mind can process words at 500-600 words per minute, and we can only talk at about 150 words per minute, it takes a real effort to keep your attention focused on another person?s words. If you do not practice self-discipline in conversation, your mind will wander in a hundred different directions. The more you work at paying close attention to what the other person is saying, the more self-disciplined you will become. In other words, by learning to listen well, you actually develop your own character and your own personality.

Action Exercises
Here are two things you can do immediately to put these ideas into action.

First, make a habit of pausing before replying in any conversation or discussion. You will be amazed at how powerful this technique really is.

Second, continually ask, “How do you mean?” in response to anything that is not perfectly clear. This gives you even more time to listen well.

Stimulate Your Business – By Jeffrey Wang

May 23rd, 2009

There’s $787 billion in the economic stimulus pot, but it can’t help you if you don’t know how or where to get it. Data on stimulus money is publicly available, but pinpointing what’s relevant to your business is a daunting task: $400 billion-plus is being distributed at the local and state levels, and there are more than 89,000 of these agencies around the country.

That’s where organizations like National Strategies, Inc., Onvia and Business Matchmaking come in.
In February, National Strategies, a business-to-government consulting firm that helps companies break into contracting and procurement markets, launched the Stimulus Opportunity Roadmap, an online database of tens of thousands of “shovel-ready” projects that could be funded by the stimulus. “We’re able to figure out all the streams of dollars through the stimulus package that are relevant to X business,” CEO Al Gordon says. “Once we do that, we put together a strategy of how we access those dollars by literally matching up–by project and location–what you’re selling with funding [opportunities] and go after them.”

With Recovery.org, public works information aggregator Onvia provides a similar service. The site captures all government spending information from the American Recovery and Reinvestment Act of 2009 and reports it so business owners can identify and pursue the appropriate projects.

Michael Balsam and Eric Gillespie, respectively Onvia’s chief solutions officer and chief information officer, say the purpose was to carve out stimulus-specific projects for small- to medium-sized businesses, and provide those businesses with opportunities to bid on work.

You can sift through information based on project type and location, and if you register, Onvia alerts you when matching projects appear in the database. “In many cases we are the trigger for our clients to pursue business,” Gillespie says. “The government is the last client standing … and what we do serves to help businesses get access to projects from the government.”

Balsam says Onvia is the only central portal that not only notifies clients of new postings, but also provides access to additional materials when they arise. “At each step of the process, we’re going to be adding supporting source documentation,” he says. “As the money is set aside, we notify the public of that; when a request for proposal is made available, we’ll post the documents online. Incidentally, this is not something the government can do.”

Go Where the Grass Is Green
Where do the greatest opportunities lie? In energy efficiency and sustainable technologies, says NSI’s Gordon, not only because of the billions earmarked for the cause, but also because the entire stimulus bill is full of “green” components. In fact, he recently spoke to one particular company in the energy industry whose CEO expects to hire another 50 employees based on the work available from government contracts. “That’s a big win for the stimulus package.”

But most important, business owners need to be ready to seize on contracting opportunities because the bill is pushing for all money to be committed by September 2010. “It’s on your shoulders since you’re looking at a relatively short time frame. If you sit back … it’s not going to come,” warns Gordon. “But if you take the bull by the horns, develop a plan and match what you’re offering to these various streams of money, you could be in the game.”

If the red tape is what’s holding you back, the folks at Business Matchmaking are ready to help. And, says executive producer Chuck Ashman, the process isn’t as difficult as you might think.

Ashman sees the stimulus package an as opportunity for business owners to break into contracting and procurement. “Our attendance application and interest on the website is up about 60 percent in the past 90 days,” he says–the biggest increase since the company was founded six years ago.

Beginning in June, Business Matchmaking will embark on a 15-city tour to train business owners on ways they can benefit from all the extra money going into state agency coffers. “We’ll take the top buyers from state and federal agencies, and people from the Small Business Administration, and [explain the process] to companies that have never sold to a government agency, but who have an appetite for it,” Ashman says.

In addition, Business Matchmaking has partnered with the small business arm of American Express to launch a program that helps companies in the same industry collaborate and go after contracts together. “A lot of small-business owners have the desire to sell to a federal agency, but can’t handle it alone,” Ashman says.

Jump These Hurdles
The major problem is that small-business owners are intimidated by the red tape they think exists when dealing with the government. At one time, the process may have been complicated, but that’s no longer true, Ashman says. For example, getting on the government registry is simple: Make one free phone call to Dun and Bradstreet to get what’s called a DUNS number, use that number to register in the Central Contractor Registry and you’re eligible to work with the government.

Much of the information is available on the internet–sometimes exclusively so–so it’s also important to be comfortable working online. Then, look into programs that give you a leg up, especially if you’re a minority, a woman or even a disabled veteran. “There are a tremendous number of companies eligible, but they haven’t taken advantage of the opportunity,” Ashman says.

The main obstacle to get over is the intimidation factor, but NSI’s Gordon points out that business owners should prepare for what comes after, too–the transparency and reporting requirements. “Make sure you’ve got people trained to deal with the government. Every company is going to have to report the dollars they received and how they were used and the impact of those dollars.”

Any reticence is understandable, though. “I’d call it busy-ness. The toughest commodity for a small-business owner is [time],” Ashman notes. “If someone says, ‘You’ve got to go to this training program and learn how to get certified,’ I’m sure they’d say, ‘Sure, but only if you can do it at 2 am on a Thursday.’”

Fortunately, Business Matchmaking, SBA and SCORE are taking it to businesses, and these stumbling blocks are being addressed. Ashman’s also optimistic that policymakers and politicians are noticing that small business is where jobs are and should be created. “The most encouraging thing I see with the stimulus package is an across-the-board recognition of the significance of the role of small business.”

Steps to Keeping Your Sales Team Stimulated – C. Tetley

May 22nd, 2009

Love your sales teams they are your business’ life’s blood.

1)   Stay focused. Don’t lay off to lay off. Analyze your sales reports for the past two years. Was there an increase in productivity after a group was laid off? How did your sales numbers fare during that period with less staff? Did you end up having to rehiring to stimulate sales?

2)   Keep recognition at the top of  your list.  A team’s good attitude is jet fuel to sales activity. Budget restraints, use an incentives broker to find quality incentives at a discount and invest in your bottom line.  

3)   Communicate frequently and openly. Share challenges and success.

4)   Post your goals and achievements.

5)   Create training opportunities with scheduled cross training and classroom education.

6)   Interact with sister departments for team building and training.

7)   Schedule fun days so that everyone can let out some steam and team build.

8)   Reveiw the importance of being positive, emphasizing the product or services values to each prospect and customer. People want to work with someone who is retaining a business as usual attitude. Grumbling will only mean they are closer to loose a sale.

9)   Greet your sales staff each day. Walk around and/or use email to deliver a “good morning” or “good job”.

10)  Get a commitment from your sales team to communicate back with you when they are worried or frustrated and sincerely listen. Together, you can form ideas and feel that you are truly a team.

Meeting and Incentives are Business’ Stimulus Plan – C. Tetley

May 21st, 2009

Remember the days of offsite meetings and incentives? Trips to Laguna Beach, California in the spring was simply a beautiful place to conduct sales meetings. The weather was always around 75 degrees each year with people walking around bare foot in the sand. When I had the opportunity, I would invite my husband to join me for the evening for a nice walk after a long day and dinner. 

Lately, those offsite meetings and incentives are tabo. No longer viewed as an inspiring location for long hours of strategizing and planning. We all looked forward to each evening to refresh ourselves and participate in team building before the next 9 to 10 hour meeting the following day.

From these annual offsite meetings came creative ideas, developments, goals and financial objectives for the following year. Attending these offsite meetings never resulted in coming back into the office with a savage tan unless, someone stayed over for the weekend. We often returned exhausted from our long hours of meetings but at the same time with incredible motivation to work harder. Our motivation and message from these events were immediately shared with our teams to begin work on our new goals.

A large insurance and financial services company cancelled an event in Atlanta, Georgia a few month for over 55,000 employees. This event is often a reward for those providing excellent service and for sales for their company.  Many of these employees worked weekends and long hours to reach their goals and attend this special event.

Who loose when off-sites and incentives are no longer part of business? The consumer, the financial services company, the vendors, they City of Atlanta, the hotel, the airline and our country. The stimulation ends. When did it become wrong to receive an award or motivation for working hard?

The U.S. Travel Association estimates that meetings and incentives are responsible for $101 billlion in spending in this country, $16 billion in federal, state and local taxes and 1 million jobs. That is a huge impact on our economy. Meetings are responsible for almost 15% of the 737 billion in total travel.  Business travel contributed $240 billion in spending, $39 billion in taxes and 2.4 million jobs!

Social networking cannot take the place of one on one networking. Face to face is still and will always be the best way to establish and retain relationships. Recognizing employees, b2b customers, vendors and channel distributors are essential to the well being of most industries in this country.

 
     
 

 
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