http://www.youngentrepreneur.com/forum Have Management ideas or issues. Discuss your thoughts and concerns here. en Sat, 21 Nov 2009 12:13:09 GMT vBulletin 1 http://www.youngentrepreneur.com/forum/images/ye/misc/rss.jpg http://www.youngentrepreneur.com/forum http://www.youngentrepreneur.com/forum/f41-management/motivating-employees-the-power-of-thank-you-51259.html Fri, 20 Nov 2009 13:36:34 GMT Hi Every One,
One of the best ways to motivate your team members, whether they're employees or consultants, is by saying Thank You.

The motivational power of appreciating someone's work is proven time and time again in job satisfaction surveys. Employees rank being appreciated at their job as more important than the amount they earn when it comes to overall job satisfaction.

Once the word gets out that you appreciate hard work, and express that appreciation, other team members will be motivated to start putting forth the effort necessary to be thanked.

Here are some ways to add impact to your thank you:

1. Recognize what the team member has accomplished publicly. For example, send the employee an email and copy your boss. Use Twitter, your blog and Facebook to recognize their good job. Comment on their work on LinkedIn.

2. The uniqueness of a handwritten note will not go unnoticed. Send a thank you note but not to the team member. Send it to their boss, spouse or child. Your thank you will have a much bigger impact if you express your appreciation to someone who may have sacrificed while your team member was working on your project.

3. Write a brief article or notice to a trade organization or magazine to broadcast the quality of your team member's work. Consider putting something in your company's newsletter or other communication tool.

4. When thanking consultants or sub-contractors that are used on an ongoing basis, consider sending a gift basket, edible treats or flowers. If you decide to use this type of gesture make sure you do it at an off-peak time when their office isn't overwhelmed with cards or gifts (like the Christmastime holidays). Consider sending your thank you at Thanksgiving, Halloween, Fourth of July, etc. Or don't coordinate your thank you gift with a holiday at all.

5. Don't forget to recognize other team members like public officials that took part through approvals or inspections. Their contributions are rarely recognized. Even though they aren't paid members of your team, their contributions do make a significant impact on the success of your project. Keep in mind that there may be restrictions in place that prevent public officials from accepting gifts but the goodwill value of a thank you is priceless.

6. Recognition doesn't necessarily have to relate to the work that consultants or sub-contractors are doing for you. Keep an eye out for news about their company either online or in print. Send a note acknowledging whatever the accomplishment was (company growth, project completion, promotion, etc.)

7. If possible, invite sub-contractors' and consultants' employees to celebratory events related to your successful project. Include not only the employees that worked on the project but their boss and support staff. Quite often consultants' support staff doesn't get a chance to see the end result of their work and input.

8. Be original. Make your thank you memorable so that its impact will be long lasting.

Best Regards..... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/motivating-employees-the-power-of-thank-you-51259.html http://www.youngentrepreneur.com/forum/f41-management/board-of-directors-10-key-questions-to-ask-yourself-51258.html Fri, 20 Nov 2009 13:31:25 GMT Hi Every Body, If you are a Board Member or are considering joining a Board, you should have answers to the following 10 questions. If you are in the contemplation stage, these basic questions will help to guide your decision. If you are already serving on a Board, they will act as a... Hi Every Body,
If you are a Board Member or are considering joining a Board, you should have answers to the following 10 questions. If you are in the contemplation stage, these basic questions will help to guide your decision. If you are already serving on a Board, they will act as a reminder of why you are there, and may even prompt you to make some meaningful adjustments.

1. Why Do I Want To Sit On This Board?

What compelled you to this organization and why are you a good fit? Consider the reasons you want to associate your name and reputation with a particular organization. The company's values and beliefs should echo your own. The association should be complementary and mutually beneficial.

2. Am I Passionate About The Organization?

Good organizations need and deserve board members who genuinely care about, and can contribute to, their inner workings and objectives. Not ones who just take up space. Are you passionate about the organization and it's vision? Don't accept a position just to look good or add perceived value to your own portfolio. If your heart's not in it, it's time to move on.

3. Do The Mission Statement, Vision And Core Values Match Reality?

If not, it is your responsibility to speak up. Part of your role is to give wise counsel, and to ensure that the organization and leadership stay focused and on track. Get input from all levels of the company and engage your fellow board members. Part of the privilege of sitting on a board is to have a voice. Use yours to make a positive difference.

4. What Is The History Of The Organization?

Don't stay in the dark. Make it your business to understand what has gone on within the organization along with the current landscape. What key hiring and firing decisions have been made, and why? Check historical audit statements, forecasts vs. actuals, project timelines, projections and performance. The past is a looking glass into the present and possibly the future. Get informed.

5. Are There Negative Issues That Persist, And Why?

Insist on transparency and honesty. You are there to serve. You can't serve optimally if things are kept in the shadows or are left unchecked year in and year out. Be willing to ask the tough questions and expect timely and intelligent responses and action. Purpose to make a meaningful impact on your "watch". Turning a blind eye serves no one.

6. How Will The CEO's Performance Be Evaluated?

Every officer, especially the CEO, needs to take responsibility for the ultimate success or underperformance of an organization. Without accountability at the top, what precedent does it set for the rest of the organization? As is expected for every other person in a company, there must be clearly established performance guidelines, success indicators, and disciplinary steps--along with routine board evaluations, that must be adhered to. The life of the organization depends on it.

7. How Will The Executives Be Held Accountable?

You need to determine if you care enough about the vision to hold the executives accountable in word and action. As a board member, part of governance is being responsible, regulating, controlling, overseeing and directing. It is both a privilege and a duty. There is no need to apologize for stepping up to the plate and performing your agreed upon duty. It's why you are there.

8. Are You Willing to Take A Stand?

Are you willing to take a stand even if it means standing alone? There may come a time when your conscience won't allow you to rubber stamp a decision that simply opposes your best judgment and the organization's best interest. Be honest with yourself about your fears, and possibly a misplaced sense of loyalty. Sometimes "rocking the boat" is a good thing.

9. What Is My Personal Commitment?

Once my name is on the roster, what next? Can I honestly commit to put the time, energy, thought and availability into the health, growth, disciplines and success of this organization? Will my schedule permit my full attention? Can I separate my friendship with the CEO from potentially sensitive decisions? Am I willing to do what it takes to go beyond the surface, and take ownership on a personal level?

10. What Can I Bring To The Board?

Boards need members who are fully engaged participants. Just being present at meetings doesn't qualify as due diligence. Think about the type of investment you can offer. What time, expertise, resources, or donor connections can you bring to the table? Volunteer, make suggestions or start a sub-committee. Be pro-active. Find ways you can personally be a part of the solution.

The best Boards of Directors are ones whose members are free to exercise the very strengths that brought them to the table in the first place. They are both valued and held accountable, along with the CEO, for their contributions and commitment to the vision, health and long-term success of the organization.

Best Regards......... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/board-of-directors-10-key-questions-to-ask-yourself-51258.html http://www.youngentrepreneur.com/forum/f41-management/lean-is-more-than-you-think-51257.html Fri, 20 Nov 2009 13:27:58 GMT Hi Every Body, When most people hear about Lean (in manufacturing or service industries), they almost always start with a false assumption about what it is. They term conjures up getting rid of people, reducing breaks, and locking up the pencil cabinet. Lean is actually light years... Hi Every Body,
When most people hear about Lean (in manufacturing or service industries), they almost always start with a false assumption about what it is. They term conjures up getting rid of people, reducing breaks, and locking up the pencil cabinet. Lean is actually light years apart from this.

The term "Lean" was coined by Jim Womack in the 1980's as a way to describe how the Toyota Motor Company was able to be productive with far less resources than the American counterparts. This included the effort needed to design and product cars, less capital investment, fewer defective cars, less inventories, and better employee engagement.

Since that time, Lean has spread across the globe, covering just about any sector imaginable. All sorts of manufacturing companies have adopted Lean, from other automotive companies to consumer product companies and everything in between. Lean has also been widely adopted in the service industries from health care to education to information technology. The reason? In short, Lean delivers business results.

Many people confuse the tools of Lean (5s, Kaizen, Value Stream Mapping, etc.) with what Lean actually is. Lean is a way of thinking that aims to reduce waste (i.e., non-value adding activity) across the enterprise in order to provide the best possible products and services to the customer. There are many components that go into reducing waste including shortened cycle time, an orderly work environment, problem solving by all employees, and many other things.

It's also important to understand what Lean is not. It isn't a fad-of-the-month driven by the consulting industry. Lean has been around and applied for decades with tremendous results. It is also not overly complex, particularly when compared to Six Sigma. The tools of Lean are available to all employees to understand and practice.

Looking at all of these things, it is clear that Lean is a business system that should be carefully considered by any organization that is looking to make significant improvements in profitability and growth.

Best Regards......... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/lean-is-more-than-you-think-51257.html http://www.youngentrepreneur.com/forum/f41-management/keep-your-office-clean-and-healthy-to-reduce-germs-and-the-spread-of-sickness-among-employees-51208.html Thu, 19 Nov 2009 12:49:32 GMT Hi Every Body,
If you're the owner or manager in an office environment, then you probably realize how quickly germs and sickness can spread among employees. And it seems that the more employees there are in an office, the more likely a virus or the flu bug will spread like wildfire. More sickness leads to more employee absences and slowed productivity. That's why it's important to keep your office environment clean and as germ-free as possible.

Are you in charge of hiring professional janitorial services for cleaning the office building after hours? If so, be sure the cleaners use disinfectant, germ-killing cleaning solutions in all the bathrooms and kitchen areas. Instruct them in how you want these areas cleaned so there's no question about cleanliness. Also, check behind them frequently to be sure they're doing a thorough job.

If your office is located in a larger office building, one in which you only rent a small office for your business, you can still check behind the cleaning service in the restroom areas and in your own office, and report any signs of neglect to the building's property manager.

Kitchen/Bathroom Cleaning

In the kitchen and bathroom areas of an office, there should be continual cleaning to ensure a germ-free environment. Even mirrors, faucet handles, napkin holders, and door handles (particularly those on bathroom stalls and entrance doors to the bathrooms) should be wiped down with a disinfectant cleaner. Toilets should be cleaned from top to bottom. If your office has a private kitchen or break area, you might assign cleaning chores to your employees to keep it clean on a daily basis. If everyone pitches in or rotates this assignment, it won't become a burden to any one individual.

Cleaning in the Office

Give employees an extra 15-minute break just for cleaning out their desk once a week. This will help desks stay neat and organized. Remind employees to keep their desks free of clutter so the after-hours cleaning crew can do their job thoroughly. Also, provide each employee with a bottle of hand disinfectant to keep at their desk so they can keep their hands germ-free while working with paperwork and office equipment throughout the day. This will help minimize the spread of germs, especially during flu/cold season. Place reminder signs at the bathroom and kitchen doors about washing hands.

Electronic items can harbor germs if dirty and dusty. Use a safe cleaning solution, such as an electronic cleaner, to reach all the hard spots without harming your electronic device. Electronic cleaners are designed to clean without harming wires or other electronic areas. These can also be used as a keyboard cleaner, auto cleaner or dashboard cleaner for work vehicles, and even as a household electronic cleaner.

Computer keyboards are where employees' hands touch every day - all day long! Keeping keyboards clean can help prevent the spread of germs throughout the office. Don't forget to wipe fax machines, phones, printers and other devices frequently with disinfectant during flu/cold season.

If employees often have food and drink at their desk, make sure they understand it has to be cleaned daily of any food crumbs or spills. Have them use spill proof containers, and ask them not to dispose of food in their desk trashcan. Food and drink containers should instead be disposed of in the kitchen trashcan.

Electronic cleaners and auto cleaners can be purchased online if you want to stock your office area with these. Encourage your employees to take a few extra steps daily to keep their work area clean and germ-free. It only takes a moment, and they will minimize sickness as well as improve their productivity!

Best Regards........ ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/keep-your-office-clean-and-healthy-to-reduce-germs-and-the-spread-of-sickness-among-employees-51208.html http://www.youngentrepreneur.com/forum/f41-management/making-business-sense-frontline-leadership-vs-frontline-management-51207.html Thu, 19 Nov 2009 12:44:40 GMT Hi Every Body, Traditionally organizations have managed from the top down, in a management by results style. The concept of leadership has successfully pervaded the senior levels of management and gradually the style is changing. However, for our frontline employees they are by... Hi Every Body,
Traditionally organizations have managed from the top down, in a management by results style. The concept of leadership has successfully pervaded the senior levels of management and gradually the style is changing. However, for our frontline employees they are by far managed rather than lead.

What are the consequences for your business?

This approach is only effective for a small proportion of your frontline employees, for your top performers. It doesn't effectively motivate or engage your average performers or your low performers.

If you think of how your frontline employees' performance is distributed across a bell curve, most sit in the average area. These are your core performers. In a frontline management style this performance will stay static. However if your first and second level managers use a frontline leadership approach this distribution can change. Your average employees can turn into your star performers. Imagine the impact on your bottom line.

The most hidden and unused potential in most organizations lies in your frontline teams; the direct connector is through the frontline leaders.

What is frontline leadership?

Frontline leadership is about leading your team in a manner that maximizes both employee engagement and productivity.

It's taking the core skills of leadership and applying it to the frontline manager level in your organization.

Your frontline staff need to know how their job fits into the big picture, they need to know what they're doing right and how they can improve.

They need to be given the tools to reach their goals and succeed. This is what frontline leadership development is about.

Key frontline leadership skills include being able to provide balanced feedback and being able to effectively coach employees in the critical behaviours required to reach their KPIs. The result however, is more than just reaching KPIs. Employees become engaged and motivated and willing to go that extra mile for their organisation.

Engaged employees are more loyal and committed to their organisation. Because of this they become less likely to leave their job lowering staff turnover in high turnover positions. Sick days are reduced as employees are less likely to throw a sickie, just so they can have a 'duvet day'.

Productivity increases as does service delivery. When all these factors are added together you can see the incredible potential for increasing your business performance through frontline leadership.

You've heard of leadership for senior leaders and the executive team and the difference it has made to organizations. Think for a moment about how many more frontline managers you have than senior leaders - the potential for change is astonishing.

By creating effective frontline leaders in your organization you will make the most of your current resources, an essential strategy in today's business climate.

Best Regards..... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/making-business-sense-frontline-leadership-vs-frontline-management-51207.html http://www.youngentrepreneur.com/forum/f41-management/secret-to-developing-excellent-customer-service-in-your-business-51155.html Wed, 18 Nov 2009 12:00:04 GMT Hi Every One, How is life? How do you know if you have done outstanding customer service? The answer to that question can only be answered by your customers since they are the ones who are directly affected by your services. Conduct research on the opinions of your customers about... Hi Every One,
How is life? How do you know if you have done outstanding customer service? The answer to that question can only be answered by your customers since they are the ones who are directly affected by your services. Conduct research on the opinions of your customers about your company to know whether your customers are satisfied with your customer service or not.

There are companies that customers find easy to deal with and there are those which do not. Which kind of company is yours in the eyes of your customers? If your company is the former one, then your company is practicing what is called customer-focused behavior. However, if your company is included to the later one, then you must improve your customer service. To be regarded as a company which is easy to have business with, a company must know the customers' needs and expectations. Once you know their needs and expectations, act appropriately to meet their expectations to improve your customer service quality.

To achieve a good customer service, your company must have good representatives in the field. You need to train your employees well since they are the ones who represent your company in the eyes of your customers. You need to train your employees on how they should handle customers and respond to their inquiries. Tell your employees that the phrase "I don't know" is illegal to be delivered to your customers, yet replace it with something like "I can get the information for you" and not to fail what they have promise. Teach your employees to never reject what a customer requires even though what s/he require is beyond the employee's knowledge or responsibility. When that happens, tell your employees to direct the customer to the right person to answer his/her concern.

Customers need a feeling that the company's employees have interests in their problems and have found every way possible to solve it. Therefore, never imply that the solution that your employees offer is the only way and they have no choice but to accept it. Avoid the phrase "This is the only way" and use "The best option is..." instead. This phrase brings positive meaning that will meet customers' expectation for options and alternatives.

Enthusiastic employees are also a positive point to your customers. Your employees need to show that they enjoy their job and are ready to help whenever your customers need them. Do not show the faces which consider that customers are troubles, but greet them with best smiles and friendly words like "What can I do for you?" However, do not overdo the enthusiasm or it may feel fake to your customers.

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/secret-to-developing-excellent-customer-service-in-your-business-51155.html http://www.youngentrepreneur.com/forum/f41-management/identifying-and-meeting-customer-needs-51154.html Wed, 18 Nov 2009 11:46:02 GMT Hi Every Body,
How is life? It is not enough to have business goals and strategies related to providing an excellent customer service experience. It isn't even enough to have a philosophy of service excellence. While these are foundations, service is about interactions and execution. Every employee is responsible for how they manage interactions with customers (both internal and external) and this includes identifying needs.

Identifying a customer's need occurs through active listening and effective communication.

ACTIVE LISTENING
Active listening is "listening with all three ears". To be effective, you need to hear what is being said AND understand emotions. Emotion is interpreted through tone, voice inflection, body language and your own intuition (gut feeling). Active listening contains three concepts: words, tone of voice and body language (55% of communication comes from our body language).

Here are some examples of using active listening to identify needs...
A customer seems to be confused about your service options (i.e., membership options, banking options, etc.) (need = help, identified through body language)

You have been dealing with an upset customer over the phone. The customer seemed happy but after hanging up you feel like they may not be 100% satisfied (need = further follow up, identified through your intuition)

A regular customer always wants to talk. He is always cheerful, uses open gestures, smiles yet needs nothing specifically. He asks you a lot of questions and is eager to share personally relevant information about himself (need = value as a person, identified by the body language, tone of voice AND words)

EFFECTIVE COMMUNICATION
The key to communication is simple, clear, positive and enthusiastic. Customers choose to use your business because they have needs (I.e., they need an answer, information, support or advice, someone to talk to, a way of increasing their physical activity, a pass or membership, financial security, etc.). You find out what a customer needs by asking and then actively listening to their response. Your goal is to understand three things:
What they want
When they want it
How they plan to use it

Customers are not always able to articulate what they need. By asking key questions and probing for more information you can define their need.

Remember, ALL customers need to feel valued.
CHALLENGES
1. WHAT GETS IN THE WAY OF YOUR ABILITY TO ACTIVELY LISTEN? IDENTIFY ONE COMMON BARRIER AND CREATE AN ACTION STRATEGY TO ELIMINATE OR REDUCE IT.
2. HOW CAN YOU SHOW VALUE?

Once you have accurately assessed a customer's needs, your next step in the process of engagement is to efficiently and effectively MEET their needs. This means doing it right AND doing the right thing. This includes:

Knowledge of your products and services. This requires knowledge beyond your department to focus on identifying what your business products or services are (features) and how the product or service will assist the customer in enjoying value (benefits). Knowledge is key to recognizing and seizing opportunities to cross sell additional programs/services or value-sell related programs/services, both techniques to add increased value to your customer. Remember, the goal is to meet the customer's need. When we engage in cross selling and value selling techniques we are trying to suggest additional or complementary products/services that the customer will want or need. We are not pushing products. When done effectively, both the customer and the business win.

Problem solving and decision-making. Customers desire their need to be addressed as quickly as possible. The more people or time it takes, the greater chance of dissatisfaction. Do you have the skills, desire, knowledge and opportunity to solve problems and make decisions at the first point of contact with the customer? If the answer is "no", consider the following questions and strategies within your department:

Do you require additional training and understanding of the products and services your business offers? What can you do to make this happen?
Do you want to solve problems and make decisions on the spot?
Do you require support in understanding policies and guidelines and the kinds of creative alternatives you have to choose from?

AT ALL POINTS OF CONTACT WITH CUSTOMERS WE NEED A WHAT CAN I DO ATTITUDE

Dealing effectively with customer complaints. Complaints are opportunities for us to learn what our customers expect from us (their perceptions), what is not working with our products/services/processes, etc. Those who complain are likely telling us what many may have experienced but never verbalized. We meet needs that come to us in the form of complaints by actively listening, identifying what we can do to resolve their problem (if we ask them we can assure our resolution actually provides value) and following up on what we promise. Take this one step further and share your learning - what was the problem and why was it a problem? If we don't know about problems we can't make proactive changes.

Finally, we need to recognize that customers have both tangible and intangible needs. It is our ability to recognize and meet the INTANGIBLE need, which creates real value for the customer. Think of intangible needs as customer motives. We are all humans and desire engagement at the human, versus business, level. Here are some examples of intangible needs:
Staff who are understanding, knowledgeable and helpful
Feeling safe
Feeling important (personally valued)
Social opportunities and interaction
Self-esteem
Acknowledgment of urgency.

Best Regards..... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/identifying-and-meeting-customer-needs-51154.html http://www.youngentrepreneur.com/forum/f41-management/how-to-handle-poor-performance-managing-an-employees-performance-51114.html Tue, 17 Nov 2009 11:38:18 GMT Hi Every Body,
How is life? Communication between you and your team is critical to everyone's success. Most employees are eager to perform at a high level and your early intervention will guide them to being more productive.

This article is about performance or behavior related issues and not serious workplace issues. Serious workplace issues such as discrimination, sexual harassment, drug or alcohol during business and a host of other legally driven workplace issues needs to be dealt with differently.

If an employee is performing lower than expected or their behavior is not acceptable, your role as their manager is to address the issue(s). You are there to set the quality of work or behavior standards. The employee's responsibility lies in meeting those standards.

==>You will have a range of performance levels within your team and several different labels for employees:

**High achievers

**Strong performers

**Average performers

**Those who need improvement

**Those who perform below standards

==>Poor performance issues will fall into two main areas:

**Employees who need improvement

**Employees who perform below standards

NEED IMPROVEMENT

Employees who need improvement are usually new employees or someone who is taking on new job responsibilities. The employee is in the learning stage and needs the extra support to increase their knowledge. Here are some ideas to guide you:

**Coaching the team member on the spot helps them understand how to correct their work.

**In the short run, have an open door policy with them so they feel comfortable coming to you to ask questions. Let them know you are available for the next few weeks to support their learning. The goal here is to help them learn the work and start making their own decisions.

**Have regular meetings with them until their performance is elevated.

**Find a mentor to help them.

**Locate a training program to increase their knowledge base.

PERFORM BELOW STANDARDS

Employees who perform below standards usually have more chronic issues in their performance levels. When you notice there's a problem with the employee's performance or conduct in the workplace and you have already tried coaching the employee in question, counseling is the logical second step.

What is counseling? This is a more formal process to help the employee correct their performance or behavior. During a counseling session, you should make sure your employee is aware of the problem and you should impress upon them the importance and necessity of correcting it. Most employees will respond positive to this meeting and will go on to correct the problem. If the problem continues, you may need to evaluate their value to your team.

FOR THE MEETING

Come prepared:

**Your notes on their performance or behavior issues and what change(s) need to occur. Try to limit the issues to just a few, as too many issues can overwhelm the employee and they will shut down.

**Present the issues with respect to the employee. For example, "I know that you want to perform at your best, so I want to work with you to increase your productivity. Here are some areas where you can maximize your performance."

**Schedule meeting time with the employee

**After presenting the issues to the employee, allow them time to respond to the issues. Don't interrupt, except to ask for more clarity. It can be challenging when you are a busy manager to listen.

On the other hand, maybe you are just frustrated with the employee, as you have already addressed this issue. If the employee is repetitive or talks too much, then guide them towards summing up their main two or three points.

**Be clear with the employee what you expect them to do.

**Be prepared for you to be the problem why the employee is not performing or their inappropriate behavior. It doesn't mean they are off the hook, as they still need to meet the standards. What it does mean is you may have to change your behavior.

**Insure that the employee is part of the solution. Have them come up with different ideas on how to handle the issue.

**Summary of meeting: Issues being addressed, discussion points, expectations around performance or behavior change, and schedule a follow up date within a reasonable time limit to evaluate the performance or behavior.

**Follow up dates: Scheduling of an appropriate time is based on the issues. If it is behavior issues, then follow up quickly. If it is performance based, then the employee may need more time to solve the issue...for example, training to increase knowledge. If it is sloppiness with their work, have frequent follow ups until the new performance levels are consistent.

If it's a behavior issue.....coming in late, interrupting others, talking loudly on the phone or any other annoying habit that can potentially offend others, then deal with it quickly and in private and use the information above to work with the employee.

When a performance or behavior issue surfaces, document it immediately. This is for your eyes only unless the issue becomes chronic and you need to put it in the employee's file. When you are documenting "issues" also include their accomplishments. This provides a broader view of the employee.


Best Regards...... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/how-to-handle-poor-performance-managing-an-employees-performance-51114.html http://www.youngentrepreneur.com/forum/f41-management/why-business-owners-make-mistakes-and-sometimes-upset-people-51113.html Tue, 17 Nov 2009 11:23:21 GMT Hi Every Body, How is life? Most entrepreneurs get let down or are the victim of aggression by staff, supplier, customers or competitors at some time in their business life. Not everyone will like everything you do. You will not please everyone all the time - so do not waste... Hi Every Body,
How is life? Most entrepreneurs get let down or are the victim of aggression by staff, supplier, customers or competitors at some time in their business life.

Not everyone will like everything you do. You will not please everyone all the time - so do not waste your energy trying to. Watch your ego, but also stay focused on your goals.

Your first responsibility is your own personal success and to the success of your business.

If that means you occasionally have to say NO to people... then so be it. If it means you have to alienate some people because they do not personally agree with your actions...then so be it. That is their problem. Listen to what other people have to say and make a judgment based on your plans, your strategies and your goals.

However, always try and be fair and reasonable and rationally explain your position if you need to.

The main thing to remember is that resentment and unexpressed anger do not usually hurt anyone except the person feeling resentful and angry. Do not suffer this burden - it is totally unproductive. Feel it and perhaps express it (constructively) and then get on with things. In other words "Get over it!"

When operating a business you are not going to get everything right every time - no one does. Those around you may be quick to point out your shortcomings, but no one is perfect. The important thing is to remain disciplined and have a set game plan and strategy.

Do not let a mistake depress or discourage you. See a mistake as a step on the path to a solution. Realize that depression and discouragement are negatives that may limit your success (if you let them).

On the other hand, no business owner becomes successful entirely by his or her own efforts. We all need a bit of help from others along the way. Remember to acknowledge those people who do help you achieve your success. Give credit where credit is due, and acknowledge the achievements of others.

Give support and you will generally receive support in return. If you want people to be supportive, you need to also be fair, understanding and reasonable when running a business or managing employees. That, along with efficiency and hard work, is how you will earn respect.

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/why-business-owners-make-mistakes-and-sometimes-upset-people-51113.html http://www.youngentrepreneur.com/forum/f41-management/the-importance-of-logistics-in-project-management-51057.html Mon, 16 Nov 2009 13:25:14 GMT Hi Every Body, How is life? According to several experts, logistics is the operational word for businesses in the future. But, what exactly is logistics and how does it affect project management? According to many, logistics is just the movement of goods. But this is a... Hi Every Body,
How is life? According to several experts, logistics is the operational word for businesses in the future. But, what exactly is logistics and how does it affect project management?

According to many, logistics is just the movement of goods. But this is a narrow view. The physical handling of goods is logistics. In general, this would include transportation of goods via sea, air or rail.

But there is more to it than this. In a much wider sense, logistics involves the physical layout, plant location, purchasing and even waste disposal. Effective logistics involves proper management and planning, accurate forecasting, inventory management, transporting, supervising of loading and unloading, customs clearing, cargo insurance, stowage supervision and warehousing. In short, logistics is the delivery of items accurately, efficiently and in a time bound manner to the place and person it is meant to be sent.

Since many projects these days are dependent on the timely delivery of inventory, proper logistics support is an important necessity. In any case, companies shell out approximately 10-35% of their total revenue on logistics. That is in itself evidence of the importance of logistics support in project management. Globalization, free market and high competition has made it imperative that companies deliver and receive with clockwork precision and on time.

Any project is a time bound assignment. Delays caused by faulty logistics cause not just loss of revenue but also lead to the loss of reputation and customer satisfaction. These are priceless assets, which are almost impossible to recoup once lost. That is why experts say that proper planning is the key to great logistics.

For reputed companies, project logistics involves the management and handling of large shipments on a global basis. These shipments would involve heavy equipment, oversized cargo and cargo that is completely time sensitive or requires a very high degree of security. To offer complete project logistics, companies often undertake feasibility studies and come up with customized, tailored solutions. This is the mark of a great logistics expert.

Some projects involve tricky requirements. It is up to the logistics team to orchestrate even the most complicated supply chains. To be viable and successful, a good logistics partner must bring with them several qualities:

- They must be competitive in their price while offering turnkey solutions that the project requires

- Route optimization must be a priority

- Complete planning and end to end solutions must be provided seamlessly

- Must provide single points of contact for all services through strategically positioned hubs.

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/the-importance-of-logistics-in-project-management-51057.html http://www.youngentrepreneur.com/forum/f41-management/profit-is-the-motivation-for-managing-a-business-51056.html Mon, 16 Nov 2009 13:21:36 GMT Hi Every Body, How is life? Building a business is a challenge. Most people measure their success in business by the size of their turnover. The problem is that as you increase turnover so your costs rise proportionately more. You end up proportionately with less and less... Hi Every Body,
How is life? Building a business is a challenge. Most people measure their success in business by the size of their turnover. The problem is that as you increase turnover so your costs rise proportionately more. You end up proportionately with less and less profit but a higher turnover.

Very few people in business spend enough time and effort analyzing which parts of their business are the most profitable versus least profitable.

They don't analyze:

· Which customers produce the best net profit and which customers don't.

· Which products or services produce the best net profit and the ones that don't.

· Which areas produce the best net profit and which areas don't

· Which salespeople produce the best net profit and those that don't.

They let the low profit factors consume the same resources as high profit factors. They somehow justify continuing to keep alive practices that should be eliminated.

Money is often wasted on fancy offices, vehicles, staff and things to impress people that have no profitable purpose. There are two fundamental questions to ask. They are,

- How does this contribute to net profit?

- How much does this contribute to net profit?

Everything else is immaterial. All the other benefits that do not contribute to profit should be questioned thoroughly and rigorously. Doing things in business that do not contribute to profit are poor business practices.

Without the analysis to identify the high profit earning factors in your business, your income and financial stability will be threatened. You will be vulnerable to downturns in the economy and variations in the marketplace.

Without this analysis you may have difficulty following two fundamental laws of business.

The first law is, "Pay yourself first." As you can understand, this is very difficult unless there is sufficient profit for you to do this.

The second law is, "Take a predetermined percentage off the very top and don't spend it. Put it in a sound investment and leave it alone."

You can only comply with these two laws if you have the necessary profit to do it. Too many people in business are content to sacrifice their income for the sake of their business. This is a very limiting philosophy.

Best Regards..... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/profit-is-the-motivation-for-managing-a-business-51056.html http://www.youngentrepreneur.com/forum/f41-management/employee-motivation-work-effectively-with-the-people-you-have-50960.html Fri, 13 Nov 2009 10:36:40 GMT Hi Every Body, How is life? Employee motivation comes when employees know that they are valued by their employer and they are treated with respect. Employees are more motivated when they feel like their work is being appreciated, they are treated well and that above all, they enjoy... Hi Every Body,
How is life? Employee motivation comes when employees know that they are valued by their employer and they are treated with respect. Employees are more motivated when they feel like their work is being appreciated, they are treated well and that above all, they enjoy their work and like to contribute fully.

While looking after employees well is not rocket science, actively motivating their people is one that is often overlooked or not deemed particularly important by many businesses and organizations. They could not be more wrong: high employee motivation leads to better performing businesses, because of the well-being of those employed there. Sound pretty obvious really.

There are many different ways that you can motivate the people in your business. It is worth trying a few different activities (some formal - others less so), to ensure that you are responding to the needs of as many of your staff as possible.

Another tactic may be to present your staff with a few different motivation ideas and get them to give you their feedback on what they think would motivate them the most. In fact, just asking them will motivate them in itself!

Sending employees to training sessions outside of the business can be very good for them, as well as benefiting your business through better trained staff. It shows your employees that you believe that they are worth investing time and effort in.

You can consider and try out different sorts of incentive schemes in your business, to encourage your staff to perform better. These incentives can be changed every couple of months to maximize engagement and maintain staff morale and hence performance.

Another great way to get employee motivated is to be as open and honest with your staff about the direction of the business and allow them to have a say and give their opinions. You might not realize this, but they are likely to have given their workplace some thought too and will have useful ideas to share on different aspects of the business.

Being a good listener and being approachable is a very personal way to build engagement and motivation. A good flow of communication throughout your business also helps maintain efficiency and effectiveness too. Regular staff meetings in which your staff get to communicate openly with you is essential for you to keep a gauge on staff sentiment and for them to share their ideas and feelings with you.

Above all, employee motivation is a great, fun and productive area to spend some time on, collaborating with those involved directly where possible. Many of the ways to motivate involve little or no expense, and, where you develop this focus and skill will stand you in good stead as you grow and develop your team and business.

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/employee-motivation-work-effectively-with-the-people-you-have-50960.html http://www.youngentrepreneur.com/forum/f41-management/time-management-strategies-for-students-50921.html Thu, 12 Nov 2009 10:25:13 GMT Hi Every Body,
How is life? In the school we learn many things: languages, mathematics, biology, chemistry; the next step after school is college, and the load of homework and knowledge just increases exponentially. If we don't have good strategies to effectively manage our time, in no time we will run out of time and will be inside a cycle of stress and anxiety.

The bad thing about the current education format in many parts of the World, is that we as students, don't get education on how to properly manage our time. And what is worse, we are getting bombarded with assignments and projects, so we never get the time to reflect about this issue.

If you are a student and you are reading this article, you are very steps ahead the majority of students around the World. At least I take for granted that you know there are some effective ways to manage your time during this phase in life. Most people just continue with useless time management tactics and they carry on the ignorance to their adult life, living a life of stress and deadlines.

Three of the basic time management strategies every student must integrate in their life are: planning, prioritizing and focusing.

Planning is the first step. You can start very basic with just a notebook and a pen. At the very start of your day, jot down your to do list for the day. If you are making big task, break it down in steps and put some of these smaller steps as part of your day.

The second step is to prioritize. When you are coupling time management and studying, you'll have to know which ones are the tasks that are truly important and put them first on the list. Experts recommend doing the task that is more time consuming and boring first. This way you'll be mentally freer the rest of the day!

Finally, you'll need to focus. During teenage years this can be pretty hard. Text messages, IM, calls, they all contribute to losing focus. However when the time comes to do what we have to do, focusing will have to be exercised. Turn down all elements that distract you and get to the task at hand!

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/time-management-strategies-for-students-50921.html http://www.youngentrepreneur.com/forum/f41-management/10-steps-to-making-your-staff-meetings-fun-and-productive-50894.html Wed, 11 Nov 2009 13:16:35 GMT Hi Every Body, How is life? Many studies have shown that according to people who attend meetings, the majority of meetings are considered to be a waste of time. This view is even more prevalent when regular staff meetings or review meetings are considered. However with some... Hi Every Body,
How is life? Many studies have shown that according to people who attend meetings, the majority of meetings are considered to be a waste of time. This view is even more prevalent when regular staff meetings or review meetings are considered. However with some thought, and use of the techniques below, you can hold effective meetings that will meet your business objectives as well as energize and strengthen your team.

Use the top ten below to make your meetings more effective for everyone, while still having fun.

1. Define the purpose of your meeting. Take a step back and think about why you need to have the meeting. A clear definition of purpose will lead you to a clear structure for the meeting. Some common purposes are; communication of information, problem solving, decision making, strengthening relationships, building alignment, and sharing of best practice. Make sure that all participants understand and buy-in to the purpose of the meeting.

2. Set a clear agenda. Once you have defined your purpose you can create an agenda to achieve it. List the subjects that need to be covered each with an allotted time, and an indication of outcome. Distribute the meeting agenda well in advance of the meeting together with any background information that people need to read.

3. Set the tone. As the leader of the meeting you set the tone and model the desired behavior. Are you formal or informal, light hearted or serious? Each of these styles will set a different tone. The leader needs to show each participant that they are being listened to and respected. A warm genuine approach will facilitate cooperation and collaboration.

4. Start and end your meetings on time. Practice good time keeping habits by starting on time, keeping to time limits for agenda topics and ending on time. This means that sometimes you will need to begin your meetings before all the participants are present. If you get into the habit of waiting for people to arrive, you will encourage regulars to start to come late as they know the meeting will not start on time. Ending on time is respectful to all participants of the meeting.

5. Have fun. Encourage people to communicate in an appropriate but playful way. A serious idea does not have to be heavy hearted and morose. Laughter is an energizing force. Contrary to old school beliefs, time is not necessarily wasted by adding levity and humor.

6. Balance control and flexibility. Run the meeting, but do it with balance. Your role is to keep the meeting on track, moving towards achieving its purpose and agenda. But be flexible enough to explore a new idea or approach even if at first it does not seem to move towards achieving your objectives.

7. Allow for some creativity and spontaneity. In planning the meeting agenda allow time for creativity and spontaneity. Ask questions of the team to get feedback on issues and ideas. Listen closely to what is being discussed as this will create an atmosphere conducive to idea generation and creativity.

8. Review understandings and actions. At the end of the meeting review the agreed actions and agreements. Actions need to be specific and include who is responsible, what other resources are needed to accomplish the tasks and the timeline for completion. One of the most discouraging situations is when there is a lack of good follow through and many of the good ideas generated appear to have fallen into a black hole.

9. Hold other meetings. Sometimes meetings get bogged down with important issues that would be better addressed outside the current meeting. This often happens when you need one or all of the following: other people, more information, more time or a different environment. When you see the meeting getting bogged down, bring the discussion to a close and take an action to address the issue in a separate forum.

10. Review and evaluate. On a regular basis review and seek feedback on how well the meeting is being receiving and if it is achieving its purpose. If it is not, try a different approach using the techniques above. Alternatively consider bringing in a professional coach/facilitator to intervene.

Best Regards.... ]]> Management Ryan Heatherson http://www.youngentrepreneur.com/forum/f41-management/10-steps-to-making-your-staff-meetings-fun-and-productive-50894.html http://www.youngentrepreneur.com/forum/f41-management/disagreement-with-business-partners-50247.html Sun, 25 Oct 2009 18:32:36 GMT hi, just signed in. hope anyone can give some pointers on how to deal with this dilemna.. i recently resigned from my work to start a small business. start-up capital infused was (supposedly) 50-50 between my father and me. the business is registered as a single proprietorship under my... hi,

just signed in. hope anyone can give some pointers on how to deal with this dilemna..


i recently resigned from my work to start a small business. start-up capital infused was (supposedly) 50-50 between my father and me.

the business is registered as a single proprietorship under my name.

from the start, i handled operations, accounting, legal, marketing, human resource, among other things.

my father handled engineering (machinery, improvement, etc.) and with me, give direction to where our business was going. the business establishment is placed on a small building he owns (ergo free rent). he is currently employed.

apparently, we did not take into account that sales & marketing was a big factor in making the business grow. my mother took charge of this department (with no initial capital shared at all)

it was agreed that no one would touch the profits. because of this, i got a part-time job at night for my own personal expenditures.


already 5 months into the business and profits have proven to be significant.

..

my mother, for some reason, started meddling with how i handled operations instead of minding her own business.

a big fight ensued over breakfast meeting.

long story short, we have different business plans. my father wanted to go corporate. because of this he (with my mom) wanted to loan for new inventory and a new truck and use the profits for the next two years paying for this loan.

i, on the other hand, would want that we steadily churn production until we hit ROI in about 10 to 12 months then take it from there.

voices were raised, things that weren't supposed to be said were said. the last insult that got me fired up was that they wanted to see the books to see if i was stealing money from the cash box and that i was getting a bit too close with one of my female staff.

that was uncalled for. i sleep 4 hours a day running operations while doing part-time while my mom "loans" from the cash box for her other business and my dad DOES NOTHING AT ALL except ask how the sales was for the day.

eventually, i told them i wanted out. i wanted my share of the capital back and i'll be trasferring the business to my dad. good luck to them.

my dad does not want me to give me back my money and is delaying the transfer of business, which means i'm still stuck in operations, sleeping 4 hours a day and dealing with insults from them.

i'm really thinking of going through legal means, or just closing down the business until they give me back my capital.

...

sorry for the long post. i really need sound advice on this. tia. ]]> Management kmi http://www.youngentrepreneur.com/forum/f41-management/disagreement-with-business-partners-50247.html