Author: Pamela Swift

Eight Ways to Engage Employees and Power-Up Performance During a Recession

Post author By Pamela Swift
Post date July 27, 2009
1 Comment on Eight Ways to Engage Employees and Power-Up Performance During a Recession

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Article Contributed by by Roxanne Emmerich
If you’ve seen the movie Jerry Maguire, you’ll remember the scene where Tom Cruise asks Cuba Gooding, Jr., “What can I do for you?” Gooding says, “Show me the money.”
Many employers think that’s the key to employee engagement. But any company that THINKS you have to pour money on employees to get them engaged will write off employee engagement efforts during tough economic times. “We just can’t afford to do it right now,” they say.
In fact, you can’t afford NOT to pay attention to engagement, especially during a recession when sales are soft. Employee engagement scores regularly account for up to 50 percent of the variance in customer service scores. A disengaged employee can cost you 30 TIMES as much in safety-related incidents. And disengaged employees are over 85 percent more likely to leave.
Engagement comes not from dollars but from more personal factors.
Eight Ways to Keep Your Employees Engaged for the Long Term
1. Listen to your employees. Most people want to work for an employer who cares enough to listen. The best way to know what your employees need and expect is to ask them—and to listen carefully to their answers.
2. Provide clear, consistent expectations. Vague policies and unclear expectations can make employees feel irritated, unsafe and even paranoid. This leads to your employees becoming disengaged. They click into survival mode instead of focusing on how to help the company succeed.
3. Give employees a sense of importance. This has a greater impact on loyalty and customer service than all other factors COMBINED.
4. Develop opportunities for advancement. The chance to work your way up the ladder is a tremendous incentive for productivity, bonding, and employee engagement.
5. Create good relationships with others in the workplace. If you have a toxic relationship with your employees, you can forget about asking them to put their shoulder to the wheel for the company.
6. Offer regular feedback. If you want to keep your employees moving forward, give them the occasional rudder report. And don’t forget positive feedback, which should ideally outnumber the negative by about 5 to 1.
7. Celebrate and reward for successes. Set realistic targets, then reward and celebrate when they are reached. And don’t wait for the end of a big project to celebrate. Pick landmarks along the way and go nuts when you hit them.
8. Move from “the company” to “our company.” The heart and soul of engagement is ownership. As long as your employees feel they are working to help YOU make YOUR company succeed, engagement will be low. Once you get them to see themselves as partners in the endeavor—making decisions, staying informed, sharing in the company’s ups and downs—everything changes. Engagement soars.
Just imagine a workplace in which employees feel important and listened to, in which expectations are clear and feedback consistent, in which relationships and shared ownership are cultivated, advancement is available, and success is celebrated.
Now stop imagining it and CREATE it!
About the Author
Roxanne Emmerich is renowned for her ability to transform “ho-hum” workplaces into massive results-oriented “bring-it-on” environments. To discover how you can create a 20/20 business vision, motivate employees, ignite their passion and catapult performance to new levels, check out her new book – Thank God It’s Monday. Now, you can get a free sneak preview at: http://www.thankgoditsmonday.com/preview_the_book/

How-To Guides

How To Outmanoeuvre the Sharks

Post author By Pamela Swift
Post date July 25, 2009

Article Contributed by Naz Daud
Should every small business owner have big ambitions?
Certainly almost anyone who enters into the world of the entrepreneur or starts up their own, whether based at home, the high street or the web, has dreams of becoming a future success. After all, every large high street store, every national or international chain and every top name on the web started out as a small, fairly obscure business once. However, how can any small businesses manage to succeed in a world that seems dominated by big brands, big names and colossal empires?
It can certainly frighten off many people who see the world of business like the ocean, with sharks round every coral reef, and danger lurking in the dark depths. Add to this the current economical climate with many seemingly secure names crumbling, and even entire nations finding themselves crippled, and many would be business owners may well consider that now is not the time to start up a new venture, or aim to develop an existing one.
However, this is a terribly defeatist attitude, and brings to the table so many assumptions and myths that those who believe them to be true may well never make it in business, whatever the climate and conditions, and whatever the competition. Let’s look at the truth, and see why these assertions are untrue, and why not only is the ocean not full of sharks, but the current economical climate makes it perfect for the small business entrepreneur to jump in and try the water for themselves.
To stretch out our metaphor just a little longer, so many people suggest that small businesses are almost doomed to failure because of the great sharks out there which dominate the waters of business. If this were true in the world of the sea, then there would be no fish and chips, no marine life, nothing except sharks. But if you swam the entire ocean you may very well never even come across one. The ocean is a big place, and the truth is that whilst sharks may be at the top of the chain, the ocean is still vast, the potential massive, and clearly there are ways to survive. The trick is, like the many fish that enjoy the waters, to stay alert, to keep your eyes open, to be able to adapt if necessary, and to manoeuvre more quickly and effectively.
How does this translate to the world of business then? Quite simply, small business owners have an advantage which the larger retail industries don’t have. Size may be good in some instances, but it can also be a handicap, and can reduce flexibility, manoeuvrability and adaptability. Small businesses can change, adapt and take advantage of current trends, new developments and niche markets in ways which the bigger businesses can’t.
An entrepreneur might see a possible niche market opening up as a result of search engine trends, a news story or forthcoming weather warnings, and instantly flood the market with content, links, pay per click adverts and search engine optimized content to take advantage of the possible market interest. Larger stores don’t always seem to have their online ear to the ground as it were in the same way, and can often find that reacting to changing markets may involve several boardroom meetings and management discussions before the action starts to happen.
Small businesses which can make full use of this adaptability and flexibility, reacting to developing opportunities as and when they happen can mean that they appear higher up the search engine results than many of the international corporations. However, what about the current economical situation? Surely the bigger businesses have a bigger buffer against such strains and pressures, making them dominate the market where smaller businesses may easily crumble?
Certainly, the world of finance isn’t being especially kind to many industries at the moment, but perhaps the aspect which has surprised most people is just how many of the leading brands, bigger companies and established businesses have begun to crumble. Many have gone into administration or left the playing field altogether, whilst others have sought rescue packages from the government. What of the pressures facing the small business then? Surely this isn’t any less significant?
Just as certain is the fact that the same pressures will be facing small business owners, but there are significant differences. The flexibility and adaptability comes into play again, with smaller businesses able to identify problems as well as opportunities that much quicker, steering out of the way of danger and moving into niche markets or promotion fields which may prove to be safer or more successful. Often the larger businesses only manage to stay competitive because of the huge financial risks and gambles which they take. That’s why many of the chief executives earn such vast sums of money – they are the ones whose heads roll if the decisions they make turn bad.
Starting up or developing a small business today means being perceptive enough to understand what markets work well at a time like this, and which don’t, what promotion strategies work well, and which don’t. Thinking from the point of view of the consumer can be easier for small business owners, and it is this which allows them to be more in touch with the emerging needs, markets and opportunities becoming available, leaving the international behemoths to plough forever onwards in an almost immovable path towards whatever lies ahead.
About the Author
By Naz Daud, the founder of the franchise City Local. This franchise opportunity is for people who would like to work from home and be their own boss.

Success Attitude

How to Create a 20/20 Business Vision and Why it Matters

Post author By Pamela Swift
Post date July 24, 2009

Article Contributed by Roxanne Emmerich
At some point in his or her career, every politician gets tarred with a catch phrase–and usually not a flattering one.
George Bush, Sr. is stuck with two. There was “Read my lips, no new taxes,” of course. But only slightly less unfortunate was his dismissal of what he called, “The ‘vision thing.'”
He was trying at the time to shake the impression that he was a competent day-to-day manager but he lacked any grander vision of where he wanted to lead the country. His choice of words and tone of voice didn’t exactly help.
John F. Kennedy had a vision: “A man on the moon before the end of the decade.” And it inspired the seemingly impossible. We had about 15 percent of the needed know-how when he made that declaration.
Bill Gates had a vision that there would be a computer on every desk in America. And this was back when most people didn’t even know what a computer was!
Why vision matters
I once had a CEO look me straight in the eye and say he didn’t really “go for” visions. “I put my energy into training,” he said.
But training for what? I wondered. You do training without a vision, you’re all gas pedal and no windshield.
A study at the Sloan School of Management showed that leaders who create, communicate, and implement successful organizational visions were more successful in EVERY measure than those who did not.
Three elements of a truly GREAT vision
Powerful, effective, propelling visions all have three things in common:
1. Short, simple and strong. Shorter is stronger. Take a given sentence and ask which words are pulling their weight and which can take a hike. Change vague expressions like “high-quality” and “world-class” into specific, powerful language that reflects your values. Simpler is also better. Use words a fourth grader could understand.
2. Visual. A statement that doesn’t create a powerful visual image of the future isn’t a vision. It doesn’t give people anything to keep in their mind’s eye while they work. You need a landmark on the horizon or you’re driving blind.
3. Of service to others. Make sure your vision statement reflects an intense, focused drive to serve the needs of your customers, not just to “satisfy.”
The human spirit will not invest in mediocrity. That’s why a vision always starts with a bold and audacious idea. A vision statement is nothing less than an invitation for others to invest in your dreams and a promise to do the same in return. By following these simple rules, you can create the kind of vision that has been proven to power companies beyond what was ever thought possible.
Vision doesn’t stop at the top
Once you’ve got your vision defined–your clear, concise, powerful, visual, service-oriented vision–don’t put it in the drawer. Pour it all over your company. Let it seep into every nook and cranny of everything your company does. Put it on the lips and in the hearts of your workforce or it will never find its way into the wider world.
The turning point for a vision is when everyone sees it, gets it, and buys into participating to make it happen. And if you’ve built your vision around a bold and audacious idea, a ludicrous, unreasonable, captivating idea–like, oh, I don’t know, going to the moon–people will throw their hearts over the bar with you to make that unreasonable dream a reality.
About the Author
Roxanne Emmerich is renowned for her ability to transform “ho-hum” workplaces into massive results-oriented “bring-it-on” environments. To discover how you can create a 20/20 business vision, motivate employees, ignite their passion and catapult performance to new levels, check out her new book – Thank God It’s Monday. Now, you can get a free sneak preview at: http://www.thankgoditsmonday.com/preview_the_book/

Sales & Marketing

Close More Sales: 3 Ways to Get In, Get Started and Make More Money Now – No Matter the Economy

Post author By Pamela Swift
Post date July 22, 2009
2 Comments on Close More Sales: 3 Ways to Get In, Get Started and Make More Money Now – No Matter the Economy

Article Contributed by by Joanne S. Black
Yes, the economy is lagging and budgets are cut. Yes, we have competition. Yes, clients are postponing buying decisions.
So what?
If you focus on building relationships and implement the sales strategies I reveal here, you’ll be able to close more deals and get more sales now. People will buy from you even in a lagging economy — no matter what your price point.
Sales Closing Tip 1: Recommend New Approaches
Good salespeople have always talked about creating value. Now we need to put ourselves in our clients’ shoes and be creative. We must get in and get started. Think smart, not big. It’s always smarter to have a smaller piece of something, than a big piece of nothing. Begin with a smaller project, a reduced order, or a regional, rather than global, implementation. Get in, and get to know the client. Let them get to know you. Get to know their business.
Sales Closing Tip 2: Create Metrics
Sit on the same side of the table as your client. Work together to determine the best way to get started. Always, always, create metrics with your client. How do you, together, define success? Get agreement that once this project is successful–according to the metrics you’ve agreed upon–that the client will work with you to identify other sales opportunities within their organization. A successful project breeds a successful relationship, which leads to successful referrals. This means more sales leads and more money for you!
Sales Closing Tip 3: Negotiate or Walk
Yes, the client will want to negotiate on price. That’s their job–to build business while watching the bottom line. How many times have you submitted a sales proposal to a client, and had them say, right off the bat, “Great! Where do I sign?” It doesn’t happen. We always want to get the best deal, so why wouldn’t our clients?
If you must adjust your price, then adjust the scale of your project or the deliverables as well. Always get something in return and write it into your agreement. Maybe the client agrees to write a testimonial or promises to refer you to another business unit in their organization, or to someone they know at a different company. Maybe you barter some of your services. Bartering is an age-old way of doing business, and it makes sense in many cases if you want what they have and they need what you have. Perhaps the client has software that your company needs, or a consulting methodology that could propel your business. You get the picture. Work it out.
If you can’t work things out, be willing to walk away. It’s a tough decision, but it may be your best strategic sales decision. You’ll be off to the next client who values what you offer and is willing to pay for it.
If you follow my advice in this article and in my book, No More Cold Calling™, you will build lifetime customer relationships with clients who want to buy from you over and over again even in a lagging economy. You will get more referrals. And, you will close more sales.
So, what are you waiting for? Get in and get started now!
America’s leading authority on referral selling and founder of No More Cold Calling®, Joanne Black helps salespeople, sales teams, and business owners get more referrals and attract business fast without increasing the cost of sales. Discover how to turn prospects into clients more than 50 percent of the time even in a lagging economy with her No More Cold Calling sales programs at http://www.nomorecoldcalling.com.