By Dawn Josephson    

Whether you’re creating a sales letter, a brochure, a newsletter, or any other business promotional piece, you need to write in a way that not only explains your product or service, but also compels your prospects to contact you.

Unfortunately, many promotional pieces miss the mark. Outrageous claims, weak calls to action, and sloppy formatting are the common mistakes that plague most people’s writing. Such errors accomplish only one thing: They destine your promotional piece for the infamous “round file.” They also suggest that you’re uncreative and possibly incapable of delivering quality work.

To entice prospects to contact you based on your promotional mailings, you need to keep your writing both lively and factual. Here are seven “secrets” that will help you write promotional pieces even your toughest prospects can’t resist.

1. Make it readable. When you select the paper stock for your pieces, opt for white, off-white, or other soothing paper colors only. If you think using outrageous paper colors such as neon yellow or fuchsia will gain attention, think again. Hurting someone’s eyes is not the way to gain attention.

Also, be mindful of the font you choose. Sure, your computer comes with all sorts of innovative fonts, but this is not the time to try them out. Stick with a simple font, such as Times New Roman or Arial, in a 10, 11, or 12-point type. If you have to make your print tiny in order to squeeze everything into your allotted space, then you’re saying too much. As Shakespeare said, “Brevity is the soul of wit.” In the case of promotional writing, “Brevity is the showcase of your wits.” 

2.  Write a headline that gets to the point. You have less than five seconds to impress your prospects to read on. And the first thing any prospect reads is the piece’s headline. So craft a compelling headline that immediately conveys why this information is important to your prospects. The four main headline formulas that work are:

• “How To.” The formula is “How to” + verb + product/service/noun + benefit. For example: “How to Create a Store Promotion that Increases Revenue.”

• “New.” The formula is “New” + product/service + benefit. For example: “New Tax Law Saves You Money”

• “Power Verb.” The formula is “Power Verb” + product/service + benefit. For example: “Prepare a Business Plan that Boosts Company Profits”

• “Free.” The formula is “Free” + product/service + benefit. For example: “Free Booklet Reveals the Secret to Lowering Your Interest Rate”

Regardless of the headline formula you choose, avoid sounding like an infomercial. Since your headline determines if the prospect keeps reading, craft yours wisely.

3. Keep the hype to a minimum. Many people think that in order to solicit interest in their promotional piece they must write something outrageous. To some degree, this is true. Saying something outrageous is a great way to generate interest, since people naturally love controversy. Plus, if you can stir things up, you’ll get a lot of exposure. The thing to remember, however, is that you must be prepared to answer questions and/or prove everything you write. So, if you want to write something just for sensationalism but can’t back it up, don’t. You must be able to support everything you print.

4. Go easy on the posturing. Although you may produce the best products or offer the most unique services in the world, that is for your prospects to decide. Every superlative you use in your promotional piece will reduce the prospect’s trust in what you say. So, instead of telling prospects that your product is “the most extraordinary widget to hit the market” or that your service is “capable of revolutionizing the industry,” show your prospects how these claims are possible. Give the benefits of using the product or service as they pertain to your prospects’ lives so they can determine just how extraordinary or revolutionary the product or service really is.

5. Evoke images. As you write, evoke more than one of the five senses. Paint a picture with your words so prospects see, hear, smell, taste, and feel what you’re describing. Contrary to popular belief, the best promotional writers think in pictures, not words. They see the image they want to convey to their prospects, and that’s what they write.

If you are a candy manufacturer or a florist, for example, write so that your readers smell the candy or the flowers, not just see what they look like. If you are in the restaurant business, help your readers taste the food. If you are writing about business productivity, help your prospects hear the hustle of productivity and feel the rush of a sales call. Do more than just tell prospects what’s going on.

6. Make a compelling call to action. What do you want the person reading your sales letter, brochure, or other promotional piece to do? Buy your product? Call you for more information? Visit your web site? Whatever action you want your prospects to take, state it clearly.

Too many promotional pieces ramble on about all the features and benefits of the product, but they never tell the prospects to actually do anything. For example, in a sales letter you could write: “Please call our office immediately for more information on how we can help.” A brochure could say: “Order the widget at our special introductory price today.” In a newsletter you could state: “Visit our web site for more information about our new product line.” Tell prospects precisely what you want them to do.

7. Clearly state your contact information. Always let prospects know who to contact and how to do so. List a name, phone number, and e-mail address prominently on every piece. Rarely will prospects search for your contact information, so display it prominently at the top and bottom of every page. Highlight the contact information if it blends in with the text too much. Remember, the goal is for your prospects to contact you. Make it easy for them to do so.

When your promotional pieces present your information in the most compelling and factual manner, your prospects will find them and your company irresistible. So as you write future sales letters, brochures, or other promotional pieces, keep these guidelines in mind. When you do, you’ll create a promotional piece that delights prospects and makes them eager to do business with you. With well-written promotional pieces, you will attract more and better clients to help your business grow.

Dawn Josephson, the Master Writing Coach, has been helping business professionals write better to earn more since 1998. For more information, visit www.masterwritingcoach.com.

By Desirée Ward    

Great customer service—the stuff that creates loyal customers—often hinges on small actions and carefully (and genuinely) spoken words.

Business people often consider only the people who exchange money for goods or services their customers. But, what about employees? Your spouse? Son? Daughter? Best friend? Are they your customers?

The answer is “yes.” The exchange between a business and a person isn’t necessarily financial. If you do something for a kind word, a good review, or help with the dishes an exchange is made.

No matter who your customers are you have the ability to serve them, make them happy, and make them customers for life— or disappoint and frustrate them. The choice is yours.

Great customer service

Dictionary.com defines service as, “an act of helpful activity; help; aid.” That means that anything you do to help someone is a service. Customer service, therefore, is any helpful act you do for anyone you come in contact with.

To provide memorable customers service, encourage your employees to find ways to go above-and-beyond in their interactions. It is often the small things that make a memorable experience.

Here are a couple examples:

• A business sends an e-mail to new customers explaining how to find its offices. It attaches a video with a visual tour of landmarks, ending in a display of the office’s exterior. All that to make it easier for the new customer to find its hard-to-locate office.

• You expect good service and elegance at an expensive resort—personalized service at the check-in desk; crystal glassware and perfectly folded napkins in the dining room; and luxurious towels in the bathroom. But a guest was pleasantly surprised when he looked under the bed to look for a wayward sock: He found a tent card under the bed said that said, “Yes, we clean under here, too!”

The right words

While what you do for the customers is important, sometimes the most difficult part of a customer service encounter is knowing what to say as you help your customers. To make sure words do not fail you, here are some suggestions:

Situation: You want to assure the customer you will help him:

• “I’m going to do everything I can to solve this problem for you.”

• “Certainly, let me take care of that for you.”

• “Let me give you my direct extension [or cell number] in case something else comes up.”

Situation: You want to reassure the customer you understand her problem:

• “Let me make sure I’ve got this right…”

• “What you are saying then, is that…”

Situation: When you get frustrated because of a difficult customer, say to yourself:

• “If we didn’t have customers, they wouldn’t need me.”

• “My attitude is my most important tool.”

• “They’re not mad at me, they’re mad in my direction.”

Situation: You try to move a situation away from blame and into solution:

• “How is it that I can help?”

• “What is it that you would like to see happen?”

• “What would I need to do to make this right?”

Situation: After a successful exchange, you say:

• “Thank you for giving us a chance to fix this.”

• “I’m glad you called.”

• “Thank you for your loyalty.”

Desiree Ward

Desirée Ward is executive director at Alcorn, Ward, & Partners, Inc., (

www.alcorn-ward.com, www.e-learninguncovered.com) a firm devoted to training and e-learning. She can be reached at 904-343-5554 or at dward@alcorn-ward.com.

By Pat Petersen    

Which group of employees would be better for your company: a group of talented and motivated individuals, all diligently working on their own to further the goals of the organization or a group of employees who shared a common vision and common goals—a group that works together and who supports each other in furthering the goals of the company?

According to researchers Katzenback and Smith in The Wisdom of Teams, 1993), “Teams outperform individuals acting alone … when performance requires multiple skills, judgments, and experiences.” What this means is that whole is much greater than the sum of its parts. Many other researchers confirm these findings.

Virtually every organization, regardless of size, mission, product, and/or service can and will benefit by establishing teams. Don’t think that excludes you if you are a sole proprietor, an independent consultant, or a “mom and pop” business. These types of businesses also need teams in order to survive and thrive.

Needless to say, many of us are in a “survival mode” in this economy, and it will take a lot of flexibility and adaptability to thrive. Teaming can be a huge help.

Too often, however, business owners look for a “silver bullet” to solve all of their challenges, especially when it comes to helping people work better together to produce the best possible outcome for their organizations. In doing so you may be overlooking a concept that’s been around for a long time and for good reason. People produce better results when working as a team.

Do you need teambuilding?

How can you determine if teambuilding will benefit your business? If you have ever said or thought any of the following, teambuilding may be appropriate for your organization:

• I thought I explained everything well, but I didn’t get the results I needed.

• I don’t understand how people can sit next to each other and not offer help without being asked.

• Everyone gets his own piece of the pie to complete, but in the end, nothing fits together; we don’t have a whole pie, only separate slices on the same plate.

• Each one of us seems to have a different solution to issues and challenges. If they all achieve results does it matter? Should I set down a single way of doing things or would it be better to let majority rule?

• There seems to be a lot arguing among staff about which is the “right” way to do things.

• I seem to spend a lot of my time redoing everything other people have done.

If any of these situations sounds vaguely familiar, you may want to consider doing some team building, which can be done in a variety of ways, with most of them are relatively “painless.”

Before starting however, first determine what outcomes you want to achieve from these events or programs, such as improved communication, less bickering, more cooperation, on-time completion of projects, or fewer “do-overs.”

The teambuilding process

Here are some of the basic steps in a teambuilding process.

• Determine your starting point. This involves doing a baseline assessment of where the team is currently, prior to any intervention, so you can determine which process would be the most suitable. Then, be certain to conduct a post assessment to see if the results you wanted were achieved.
• Create an unbiased environment. Include the team leader working side-by-side with their team members.
• Assess preferred work styles. Determine work preferences and how those preferences affect teamwork in your environment.
• Do team profiles. Some very simple ones are available, for free, online. Some more sophisticated assessments, such as OPQ, Life Style Inventories, Myers-Briggs, can also be used. Understanding work and communication behaviors of individual team members will provide insights to you and them.
• Decide on the teambuilding exercise. Teambuilding exercises (also called interventions) can range from simple interactive games to group problem solving exercises to facilitator-led events. (See sidebar for examples.)

Many cost-effective teambuilding opportunities are available for any size team. With a little research, you should be able to find a facilitator or program that will fit your organization.

Patricia Petersen

Patricia E. Petersen, MS, MBA, is an organization and human resource consultant with Leadership Development Associates. She can be contacted at 904-631-8219 or

corpleader09@gmail.com.

Sidebar 1

Examples of teambuilding exercises

• Interactive games. These create an environment that may be competitive, but when team-appropriate behaviors are employed, the outcomes change. These can be board games, survival games. ball toss, puzzle solving, or project building, to name a few. The cost for games ranges from free to several hundred dollars.

Remember, though, that the objective of the game is not just to have fun—but to understand and improve teamwork. Consequently, it is important to discuss the game playing in terms of teamwork: What roles did each person take on? How did you decide on your goals? How did you communicate? What frustrations did you feel? How can these experiences be applied to work?

• Participative events. These facilitator-led exercises can range from $200 to several thousand dollars, based on complexity and facilitators needed. Examples include: low and high ropes courses; outdoor expeditions such as, scavenger hunts (orienteering) and sailing; or indoor events such as cooking schools, computer games, or mystery theatre.

Again, remember that discussion about the event (as described above) is critical to its success, otherwise the expense is just a recreational activity.

• Group problem solving. One of the most effective teambuilding events does not cost anything but yields tremendous results. It is employee involvement in solving organizational problems. The key here is to do group problem solving as part of your organizational culture, focus it on real problems as they arise, and act on the team’s solutions.

Sidebar 2

When does a group become a team?

What are the indicators that a work group has turned into a team?

The goal of most teambuilding sessions is to take a group of people who work together and transform them into what Katzenbach and Smith define as a real team: A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

The key phrase here is “… they hold themselves mutually accountable.” In most instances, a team is focused on a specific mission/objective/purpose, which is clearly evident in their actions and behaviors. They use a collaborative, solution-oriented process to come to a consensus about their plan of action, methodology for implementation, and continuous improvement. They have criteria that define success.

When a team is functioning well together, you will see them:

• Interacting with each other often, throughout the day;

• Clarifying and confirming action plans;

• Adapting the plan of action, as new information is shared;

• Helping each other, without being asked;

• Remaining focused on their mission; and

• Celebrating their successes.

From your perspective, the most important result will be that your business will gain focus and improve productivity with fewer headaches for you and much happier, engaged employees.

By Larry Levy    

Each year, the amount of data stored on business computers grows at a rapid pace. In a typical business, this involves capturing mission- and nonmission-critical information—including financial, contact management, e-mail and various other forms of data—placing them on servers or devices designed to store this information.

In addition, many companies have transitioned to a paperless environment. This transition utilizes document imaging and scanning systems to transform documents into digital formats and saves them on the same storage devices. In most cases, a high percentage of this information is critical to the survival of the business.

The problem

What happens to all that information when you have an unexpected data loss? Unless you have a strategic backup and recovery plan, that information is gone. Data can be lost or destroyed in many ways, but the most common data disasters are:

• Hardware or system failures,

• Human error (accidental deletions),

• Software failures or viruses, and

• Natural disasters.

Recent studies have concluded half of all companies that lose their data to some type of disaster will not survive beyond six months, and of those who do survive, 90% will be out of business within two years. The question is not if, but when will data loss occur In your business? It is inevitable.

Solutions

Backup and recovery solutions have evolved over the years and various technologies have come and gone. Tape backup has been the workhorse for many years with businesses using a variety of tape technologies. For most businesses, this outdated solution has become time-consuming and cumbersome.

A growing number of businesses have moved to disk backup strategies. The method involves attaching an external hard drive to a computer or server and backing up the data up to this device. This solution works as long as the drive is available in the network, and does not experience failure or damage due to an unforeseen disaster. There is no benefit to backing up data to a device and have that device unavailable when you need it the most!

The next generation

A relatively new and blossoming technology is off-site or “cloud” data protection. Off-site protection is the process of transferring data from the source (generally one or more business servers) to a secure datacenter where the information is protected from natural and person-made disasters, including intentional and unintentional deletion of information. The data is transmitted securely using advanced encryption techniques, which protects the information from those who do not own it.

Until recently, off-site storage technology has been available only to large enterprise organizations. However, with the recent introduction of secure cloud storage technology, the availability for off-site data protection has reached the small business sector in terms of both availability and cost. A number of companies provide off-site data protection, all with varying degrees of simplicity and complexity. In addition, some companies offer an additional level of protection that actually lets you recover the entire computer system. This technology is widely known as disaster recovery (DR). The application takes a snapshot of the entire server or workstation and allows the computer to be restored to a particular point in time.

The next step

When researching on-line backup companies, look for a company that is solely focused on protecting your valuable data and can provide the necessary service and features to meet your specific needs. Do not rely solely on price. The old saying “you get what you pay for” bodes well here. Electronic business information is one of your most valuable assets. Without it, it is only a matter of time before a company is not viable. As you begin your solution search there are some key elements to remember:

• Test your backups. This is critical. It is one thing to back up your data, but you cannot stop there. You must make sure your information can be restored. Too many companies think they have accurate and current backups only to find the tapes do not work or the external storage device is damaged. Companies spend millions of dollars annually and countless person-hours trying to recreate data they thought was backed up.

Make sure you can restore quickly, easily and reliably. The speed at which you can restore your valuable data is very important. The faster the recovery, the less the financial impact to your business.

• Double-check what you are backing up. Make sure your data backup and recovery strategy covers all the information you need it to cover. This includes but is not limited to, e-mail, applications, operating systems, document files, and database records such as customer contact information and all financial transaction data.

• Back up frequently. Daily backup is best, but do it no less than weekly. Thoroughly search your computers and servers. Some data can be stored in obscured places. If you are not sure, contact your IT department or IT provider.

• Know your Internet speed. The bandwidth (speed) of your Internet access affects how fast your data is backed up. An initial backup can take several days to complete, but future backup jobs should only take minutes or a few hours.

• Backup in more than one location. Some, but not all online data protection providers have multiple data centers or servers protecting their clients’ data. You, too, should store your information in more than one place. If this is your disaster recovery strategy, make sure these facilities are protected against all types of disasters and intrusion.

• Make sure data is encrypted. Data encryption is critical to protecting data on local external devices and to a secure cloud storage facility.

Whatever backup and recovery solution you choose, make sure it is capable of protecting all of your valuable data—not just some of it! You or your data backup service provider should test your recovery strategy often. A secure and reliable data protection service or solution is the best assurance your business can have for long-term survivability!

Larry Levy

Larry Levy is the director of sales and product development for YottaXpress, a small-business data protection service. YottaXpress is offered by Yotta280, Inc.,

www.yotta280.com, a leading provider of complete data protection solutions. He can be contacted at llevy@yotta280.com or 904-674-2110.

Patience is a virtue and knowledge is essential.  

By Erica Courtney

We have seen the statistics. The federal government spends more than $550 billion on goods and services annually. That is $10,000 per second, every minute of every day. This is normal spending and does not even include the $787 billion recovery package passed by Congress last year to jump-start the economy. In addition, there are millions being spent on disaster recovery/natural disaster events.

Have you thought about penetrating the government marketplace? Perhaps it is time to stop thinking about it and do it. While you sit and wait, your competition is most likely figuring out what they need to do to be successful in this space.

Typically, companies fall into one of three categories:

• Those that have been writing proposals for months or even years, spending countless resources with no awards granted. They are just about to throw in the towel and can’t understand why they are not successful.
• Those that have never attempted to enter the space and have no idea where to begin.
• Those that need a bit of direction but not full positioning.

The fear of the unknown is scary but as with anything in life, you just need to know how to play the game. It is not that hard if you have the right tools in place along with the proper know-how. Take the proper steps in the beginning and you’ll be doing business with the federal government before you know it.

1. Get registered. As required by law, at a minimum, your firm must be registered in a few systems. First, you should have a D-U-N-S number, assigned by Dun & Bradstreet at no charge to federal contractors. (Go to http://fedgov.dnb.com/webform for information on obtaining the nine-digit number.) Then register in Central Contracting Registration (CCR) at https://www.bpn.gov/ccr/default.aspx.

You will be asked basic information about your company such as points of contact, size, and products and services offered. If you are a small business, you will also register with the Small Business Administration. When your CCR is complete, you will see a prompt to register your information in their system.

Next register at Online Representations and Certifications Applications (ORCA) at https://orca.bpn.gov/. Because this is a regulatory site, completing the form can be complicated. Set aside some time to complete your entry and ask for help if needed. CCS has a great resource page at www.courtneysolutions.com/resources.html for more information related to company size standards, codes, regulations, and opportunities.

2. Differentiate your company. Once your company is registered with CCR, SBA, and ORCA, you can begin scrolling through Web sites such as www.FedBizOpps.gov looking for open market solicitations. Of course, so are millions of other companies, so you need to be one of a handful that stand out.

Being classified as small or disadvantaged is not enough, because there are millions of small businesses competing for the same jobs. More contracts do go to small businesses than in the past, but the majority of money goes toward large businesses that can perform many tasks and manage the overall projects. There is room for both. Search the Federal Procurement Data System (www.fpds.gov/fpdsng_cms/) to see exactly how federal funds are spent.

So how do you differentiate your firm from others? Here are some questions you should ask yourself:

• Do you have a contracting mechanism in place to make it easy for federal, state, and local buyers to do business with you?
• Have you been pre-screened for compliance and competency?
• Have your prices been deemed fair and reasonable for the taxpayer? If yes, then you save the buyer vast amounts of time spent to do background checks and manage risk.
• Do you have a fixed-price contract? (If you do have a long-term fixed price contract in place, buyers using stimulus funds must buy from you over others as stipulated by Congress in H.R. 1 ARRA Section 1554.)

3. Get a fixed-price contract. Across the board, fixed-price contracts are used most often by all major federal organizations when acquiring goods and services. But it is not easy to get one. In fact, more than 90% of all applications get rejected immediately, spawning a whole industry of consultants to help companies work through the process

General Services Administration (GSA) is the federal government’s largest acquisition arm and owns/leases more federal buildings than any other entity. You must apply through the GSA to secure a fixed-price contract, but the process can take from six months to more than a year with a consultant’s help. Without a consultant, the process is virtually unmanageable for the average business owner who does not have the time or resources to devote to the tedious process.

However, when choosing a consultant to outsource this function, make sure you hire a firm that not only gives you the tools to be effective in this marketplace but the know-how. You may have a contract, but if you do not know what to do with it, you have just wasted a lot of money. (For more information on GSA go to www.gsa.gov. Click on “For businesses,” then “Getting on schedule.”)

Tackling the government market can be daunting but the rewards are well worth it if you are willing to put some effort into it. Get good guidance from a reputable consultant and have a clear plan for what you sell and to whom you intend to sell. Understand that nothing happens quickly in the government.

Once you have your first shot at government work, make it count and do the best you can. Once that door is open others will soon follow. Be persistent and smart about approaching this market. There is no reason you can’t succeed and grow your business exponentially.

Erica Courtney

Erica Courtney is the president of Courtney Consulting Solutions,

www.courtneysolutions.com. While serving in the U.S. Army, she was responsible for buying millions of dollars worth of goods and services to support some of the most highly deployed units in the country. To contact her, call 904-371-1938 or visit her Web site at www.courtneysolutions.com.

By Michael R. Clark

The need for managers and supervisors to be able to coach employees effectively is greater today than ever before—for several reasons. Consider, for example:

• Employees in today’s workplaces are being asked “to do more with less.” This means companies are demanding the successful completion of more and different tasks than required in the recent past. Employees need to be taught how to do them.

• Many job applicants lack the literacy and/or math skills necessary for the jobs for which they apply. As a result many teaching-learning moments will occur between the supervisor and employee for acceptable performance to occur.

• A number of research findings show that approximately seven out of ten employees in the 18 to 35 age group believe there are no absolute ethical standards. In their view, honesty or honest actions depend on convenience. This either requires closer supervision or coaching employees to higher ethical standards.

Fortunately there are “tried and true” coaching strategies that managers and supervisors can use to improve the performance of their employees, both quantitatively and qualitatively. If you apply the following coaching principles, you will motivate and modify your employees’ performance towards much higher levels.

1. Expect employees to be successful. There exists a body of research that suggests that employees in general will perform according to expectations. As a supervisor, if you think certain employees will be successful, then they probably will be. But, if you think employees will not succeed, then they probably won’t. The reasons for this generally exist within the relationship between the employee and supervisor.

2. Assess current performance first. You must know the specific levels at which employees are performing, before you can coach effectively. You can usually determine the level through a combination of observation, performance feedback conversations, and normal monitoring of work. A written performance improvement plan is recommended for all employees.

3. Know how to address nonperformance issues. As a supervisor, you have three basic approaches to handle employee nonperformance issues: Avoid the issue altogether, which usually doesn’t solve anything; threaten the employee with a negative sanction, which may stop or fix the performance issue in the short run but only creates other problems between the supervisor and the employee; or collaborate with the employee to fix the issue. Collaboration is the preferred method.

4. Clarify expectations. Employees need to know what success means, as well as what it means to perform at the highest level, the lowest level, and everywhere in between. Show your employees what the expectations are for each level, and then let employees choose to perform at a given level for their own reasons. (Of course, each level of performance comes with its own rewards or consequences.)

5. Check for understanding. Do not assume that employees understand verbal communications, even when they say, “I don’t have any questions.” People differ in many ways and have different life experiences, which affect understanding. Because of these differences, we make mistakes when we communicate with each another. The only way to account for differences is to make sure the receiver (the employee) of a message understands the message, so the sender (the supervisor) must check the receiver’s understanding by asking a few questions about the message.

6. Use the 2+2 strategy. This amounts to talking to employees about their individual performance for at least a couple of minutes every couple of weeks. Supervisors talk to employees about work all the time. They don’t, however, usually talk much about the employee’s individual performance except when an issue arises, or during the annual performance evaluation process. Make it a point to  talk with employees about their performance at a minimum a couple of minutes every couple of weeks.

7. Reward good behavior. Use positive consequences (rewards) for desirable behavior (performance). Identify ways to reward both employee performance and effort. At a minimum, use verbal praise when it makes sense. One way to determine how to reward employees is to actually ask them what would be rewarding to them.

8. Sanction nonperformance. Nonperformance is undesirable behavior. Use negative consequences to change undesirable behavior. A technique called “corrective feedback” can be used to deal with any type of performance issue.

9. Give specific, timely feedback to employees. Give performance feedback to employees, on a consistent basis. Also, it is acceptable to give general feedback, such as, “That was an excellent effort;” however, the feedback is more powerful when it is specific. For example, say, “That was an excellent effort. I especially liked the way you showed empathy to the customer, and then asked how you could help and didn’t pass the person to someone else.”

10. Use the “pull style” coaching as much as possible. Telling employees what to do (“push style”), is easier than pulling the solution out of them through questioning and guidance (“pull style”). But, as a result of using the “pull style,” employees are more likely to be accountable and will also grow much more because they are learning to think on their feet and solve their own problems.

This list of 10 coaching principles is not exhaustive, but if you use them consistently, you will find employee satisfaction and accompanying performance levels will rise to higher levels—which is the point of coaching.

Michael Clark

Michael Clark is a senior consultant/trainer for the Division of Continuing Education, University of North Florida, where he specializes in developing and conducting management/supervision training programs.  He is also owner of MRC Consulting, which specializes in the creation and implementation of both organizational and management/supervision development strategies. He can be contacted by e-mail (mrcconsulting@earthlink.net) or by phone, either 904-620-4200, or 850-545-1451.

SIDEBAR

Want more information on coaching?

The tips in this article came from these reference materials, where you can find more ideas on coaching your employees:

• Why Employees Don’t Do What They Are Supposed to Do, Ferdinand Fournies, McGraw-Hill, 1999.

• Coaching for Improved Work Performance, Ferdinand Fournies, McGraw-Hill, 2000.

Want more information on getting more from your employees? Go to http://advantagebizmag.com/archives/1556.

By Brad Raney

Last year was a difficult year for businesses, regardless of size or industry. Everyone’s sales suffered. This left many companies in the Catch 22 of having to downsize—even in the sales department— just to survive the economic landslide. Organizations were forced to reduce their ability to reach out to clients just at the point when they needed even more face time and client “touches” to maintain market share.

With half the year gone, 2010 is looking more promising. The big challenge is how to recover the lost contact with clients and begin to rebuild and grow sales. A three-step process can help you accomplish this: lead, follow, and get out of the way.

Lead

Leadership can be demonstrated in a number of different ways. However, a simple way to demonstrate it is through developing talent, attitude, and trust.

• Talent. To turn aptitude into skill, conduct weekly developmental sales meetings that do more than cover general housekeeping items. For instance: Plan your meetings in a series to keep attention and energy flowing from one week to the next. Incorporate current industry trends, late-breaking news, and product knowledge. Other suggestions: take the team on a field trip to see a new business or bring in an outside speaker.

Try engaging your team with a monthly feature called “You Run the Meeting.” Assign responsibility for planning one sales meeting each month to a team member, on any topic they choose.

• Attitude. Help your team become prepared mentally for the task at hand. Reward great performances publicly during the sales meetings with a “Wall of Fame” where great sales are posted, and individually with small gifts and tokens to let each person know that you care about them and value their efforts.

If an employee’s attitude (a disposition, not a temporary mood) becomes negative, take that person aside (perhaps at lunch) and talk about what is clouding his or her vision and how you can help get the person back on a positive path.

• Trust. Don’t place blame; show you trust your staff, even when mistakes happen. Help them to solve problems while teaching them how to avoid making the same mistake again.  Value your team members’ opinions.

Follow

“Following” means listening and taking into account suggestions and ideas that can make your department function at a higher level. Here are three ways to follow:

• Channel the energy. Every team member has his or her own unique set of experiences, hopes, dreams, passions, and desires. That diversity of thought is very powerful if channeled into creative problem solving.  

• Build attitudes from within. Channeling and directing a team’s energy helps to create a culture of teamwork, trust, and respect. This positive environment breeds a positive attitude that increases productivity.

• Have fun. When tension builds within the department, take note and do something to ease the stress. Some suggestions: Have an impromptu team lunch; go to a movie as a group; hit a happy hour on a Friday afternoon.

Get out of the way

Getting out of the way—letting go—take courage and trust. It is the most empowering way you can motivate a sales team. To get out of the way:

• Let your staff make decisions. Sales—and decisions leading to signing on the dotted line—are made in the field. Give your staff the authority to make decisions as they deal with clients. How much authority? Give them parameters that allow them to deal with customers while keeping you comfortable.

• Learn from mistakes. The only way sales people really learn their craft is in making mistakes. Do not assign blame; rather, look for ways to avoid the mistake in the future. And, in the meantime, back up your staff.

• Pave the road. Give credit where it is due; never take credit for your sales team’s success. Create an environment that allows each person to flourish— “paving the road”. Smooth out the bumps, put up signs telling them when danger is approaching, and then get out of the way and let them drive as fast as possible toward their personal goals!

Brad Raney is local sales manager of CBS47 and is the creator of the “Improve Your VOWELS” program and Web site. He can be reached at brad@ImproveYourVowels.com or 904-343-0169.

By Linda Nottingham

Many employers avoid the process of conducting formal employee performance reviews because they are uncomfortable with confrontation. Don’t make that mistake! Handled properly, a performance review can be a fulfilling and satisfying experience for both you and your employee, and it will improve employee loyalty and morale.

As a boss, one of your primary responsibilities is to help your employees achieve success in their jobs and grow more proficient. The compelling reason for taking this responsibility seriously is the reality that every employee is either contributing to the mission of your business, or is not—and you don’t need people on your payroll who are not helping you succeed! Every employee needs to contribute 100% toward this effort. Employees represent your business to vendors, clients, and others; you want them “on-message” and maximally productive.

Start at the beginning: The job description

Giving a performance review that results in good feedback and improved productivity begins with a written job description that details the employee’s responsibilities. You should give a copy of the job description to each employee at the time of hire, and review it with them at that time. As you initially go over the job description, schedule the date and time when the first performance review will take place—such as in three or six months.

Then, stick to the plan. Barring extreme circumstances, don’t change the evaluation date. Moving the date devalues the job and the employee. It sends a message that you don’t think the evaluation is very important. (Employees almost always think performance reviews are important.)

Put ticklers into your own calendar and when the time for the first review is approaching, send the employee a current copy of the job description and ask him or her to come prepared to talk about performance. Give employees a week or two to think about a “self-assessment” based on the job description.

It may be a surprise to you, but almost all employees know what they do and don’t do well, and they are usually harder on themselves than you would be. In all likelihood you will never have to originate a negative point; they will beat you to it.

On the day of the evaluation, set aside adequate time and don’t allow any interruptions. Put your Blackberry or phone on silent and hold all calls. For higher level employees, consider doing the review off-site over a long lunch. This is your chance to reiterate the mission of the organization and share your vision.

Begin the review by identifying something you believe the employee does really well and speak about the value of that to you and the company. Give specific examples. Then move to the self-evaluation and go over the job description, allowing the employee to identify and explain strengths and weaknesses—again in terms of specific examples.

When an employee identifies a weakness or deficiency, ask what you can do to assist in resolving the problem. For example, does he need more access to you or better clarification? Does she need in-house training? Are there external training programs which would help? Make note of these deficiencies; they become the basis of employee performance goals.

As you discuss the job, you may find that the job description needs to be revised because of changes in actual practice—additional or fewer duties or different responsibilities. This is also a great chance to explore cross-training opportunities, as well as the employee’s long-term and short-term goals.

As you complete the performance discussion, review with the employee the items you both agree need to be improved and decide how and when they can be achieved. Write out the review immediately after the meeting. Give a copy to your employee and put an original that each of you has signed into their file. And set the date for the next review in writing.

Then follow-up. The employee’s success is your success.

Linda S. Nottingham is president of JAX Realty Advisors, Inc., and is a member of the Jacksonville chapter of SCORE. She facilitates several of the Business Advisory Councils for the Jacksonville Women’s Business Center. She can be reached at lnottingham@bellsouth.net or 904-534-1283.

SIDEBAR 1

Write SMART performance goals

As you and your employee go through a performance evaluation, you should be noting things he or she did (and continues to do) well, as well as things he or she could and should improve upon in order to optimize their contribution to the organization. These improvement areas are the basis for employee performance goals.

For example: Assume the employee has a problem getting projects properly organized so that they are completed on time. A solution you both agree would rectify the problem is for the employee to learn how to use Microsoft Project Management software.

A SMART employee performance goal (that is, one that is Specific, Measurable, Achievable, Realistic, and Time-based) might read: John will complete a four-day computer-based training on Microsoft Project 2010 Essentials by October 1, 2010.

SIDEBAR 2

Performance and compensation

In some organizations, performance reviews are divorced from compensation discussions. In others, employees expect that at the end of the performance discussion, adjustments to wages or salary will be discussed.

If you do not want to discuss compensation in the review, make that clear as you prepare the employee for the review. If, however, you link performance evaluation with compensation, come prepared to discuss any adjustments.

You may want to take advantage of this discussion to review other perks your company offers, such as healthcare insurance plans, life insurance, or 401(k ) plans. Most employees—even those who pay a portion of their health insurance premiums—are not aware of the value (cost) of their benefits. Paint a complete picture of what the employee is receiving.

Even if you cannot offer an increase in wages because of economic circumstances, don’t put off the performance review. The review becomes even more important because it gives you the opportunity to discuss the company’s plans to turn things around. Employees may not have a guaranteed right to a raise, but you’ll be a smart boss to communicate honestly with them.

Furthermore, people work for more than just money. Your employees need to know that they are contributing to the success or growth of the business and that you value their contributions. In advance, consider whether you may be able to offer non-monetary incentives to your employee, such as a change in title or flexible work hours.

If it is not financially possible to give a raise at the time of the performance review, be prepared to indicate when the compensation for that individual will be reconsidered. For example, if you think new contracts will bring in additional revenue in six months, tell your employee you will revisit the compensation issue then. Set a date, and then do it, even if you have to defer the raise again.

The key is trust and communication. Your employee needs to believe that you have the ability and the desire to balance what is good for the company, along with what will benefit or promote them.

By Mark Parow

A quality document imaging device, such as a multifunction printer/copier (MFP), can save you time and money by simplifying the work in your office. This type of machine would allow you to produce your own marketing materials, create professional presentations, and make consistently high quality documents without having to wait for a print shop.

But, choosing the correct MFP can be a daunting task. To make the MFP buying easier, here are the essential questions (and some tips) that can help you in your selection process:

• What is a document imaging device? Document imaging is an information technology category for systems capable of replicating documents commonly used in business. Document imaging devices usually include the ability for one machine to scan, print, fax, copy, and print.  

Scanning converts paper documents to electronic files that can be placed on a PC desktop or a hard disk, or be sent to an e-mail, fax, or to a URL address (which allows people to access the document without having to download large files to their computers). Scanning is very useful for archiving, sharing, and transmitting files, especially those that contain graphics, handwritten text, or other non-text elements.

If you intend to use your MFP for a lot of scan-to-e-mail jobs, you’ll also want Lightweight Directory Access Protocol (LDAP) support. This allows the MFP to search the corporate intranet for specific e-mail addresses when the user scans documents. Without LDAP capability, the device can only scan to addresses stored in its address book or manually entered at the control panel by the user.

An MFP typically has USB connectivity, which lets users print documents by plugging their computer into a USB port on the machine. Ethernet is usually available and wireless connectivity is sometimes available as an option. Both Ethernet and wireless allow more than one computer to connect to the MFP.

Faxing is also included with some MFPs (though it is usually offered as an option).

• Do you need a color MFP? Should you to choose a model that prints in black and white (monochromatic) or color? Consider if you really need a color MFP. Color MFPs cost more to purchase as well as to operate. Be sure to compare the actual cost-per-page when choosing a color MFP. Page yields are based on 5% page coverage. If you are printing full color photos, your cost-per-page increases and the toner yield decreases dramatically. If you only print color occasionally, a better choice is a monochrome MFP and then either outsource your color printing or purchase a small color laser printer for your color printing.

• Are your documents secure? When selecting your next MFP, be sure to follow the five golden rules for security:

1. Ensure users identify themselves. Look for an MFP with security feature that require users to put in a special code before they make copies or print out documents.

2. Lock down the machine’s administration rights. This protects software running on the hard disk of the device.

3. Keep the firmware up to date. This will make sure you have the most current security updates.

4. Have a standard for the device settings. Treat MFP’s in the same way as other workstations and apply the same security procedure.

5. Dispose of them in the same way as you would PCs. Discarded devices can retain sensitive information on the hard disks, and the disposal procedure for an MFP must be the same as that of PCs, with the hard disk always being wiped as a precaution.

• What are the paper-handling capabilities? If you print many copies daily, scan, or engage in high volume printing, you should consider a copier with an automatic feeder. This device helps you to make more copies quickly and with minimum intervention.

Instead of manually placing the papers, you just put the stack on the feeder and the copier automatically makes the copies for you. Be sure to ask how many originals the document feeder can hold. You don’t want to purchase an MFP that can only handle 50 pages, if you consistently scan or copy 100 page documents.

• How much paper does the MFP hold? Even if you have a small office, you should definitely look for an MFP with proper paper handling capabilities. You need a capacity of at least a couple hundred sheets if you want to avoid constant refilling of paper trays. If your volume is much higher, you may want to consider an optional large capacity paper tray. Also remember to ask if you can add additional paper storage devices as your business printing and copying needs increase.

• How does a new model compare to my old one? Before purchasing any product, ask your dealer for a side-by-side comparison with the “old” product you use today. This will bring the differences between the old and new model into clear focus and help you make an educated decision. Be sure to ask about features that your old MFP or copier does not have that you would like to add to your new MFP.

• Should you purchase a maintenance agreement? Today’s maintenance agreements usually include all service and all consumables (with the exception of paper in most cases), but can vary greatly in regards to replacement guarantees, in which the dealer will replace the equipment if it’s not performing to your satisfaction with a comparably equipped unit. Usually the dealer will be given a set period of time in the maintenance agreement to address the problem, and if they can’t get it resolved, you will want to have the option to replace it.

Replacement procedures vary widely from one manufacturer to another, so be sure to have the dealer include the replacement guarantee within the maintenance agreement, not within the lease agreement.

This way, the dealer is making the guarantee and therefore is responsible for replacing the equipment.

Mark Parow is president of Envision Net, www.onlinetoner.net. He can be reached at Mark@onlinetoner.net or 904-396-4401.

By Suzanne K. Lemen

Most managers complain about their lack of time. They work long hours and are under relentless stress. The recession has exacerbated the problem: They are working longer and harder than at any other time in their careers.

The problem is further compounded if you are a small business owner, because when you own your own business, you often feel that you have to do everything yourself. But do you? Granted, you may do it all yourself because:

• You like to do it. It gives you satisfaction to see the finished product;

• It’s easier. You don’t have to explain or teach—both of which take time and patience;

• It’s faster. Because you are skilled at doing the task, you get it done quickly. If you were to hand off the task to someone who is less skilled, that person would take more time;

• You get it done right. Because of your skill, you can do the task right the first time, unlike someone who must learn how to do it.

All of these reasons may be legitimate, but unless you learn to delegate, keeping everything to yourself will eventually inhibit the growth of your business. You need time to focus on important strategies like business development and strategic partnerships. And your employees need to learn new things and feel as if they are progressing in their development. Delegation accomplishes all these things.

Because delegation is so important—to your sanity as well as to the life and success of your business—it’s important to identify what you should be delegating. Essentially, the tasks to be delegated are those that are not the best use of your time or those that require skills and knowledge you do not have. In the business lifecycle, needs change. To be successful, a business owner must be able to adapt and give up tasks to others. If your business has hit a plateau, this may be the reason.

Identify tasks to delegate

Delegation should be a well thought-out process—not a “dumping ground” of grunt work.

• Understand how you use your time. Write down what you do for a week, a day, or even a few hours. Do these activities support the strategies and goals of your business? Are you spending time on tasks that others should be doing?

• Identify your special skills. As you review your list, you may find items only you can do. Code them accordingly.

• Label tasks that can be delegated. What do you currently do yourself that could be delegated in a nine-week time period? You will be surprised at how many things you do out of habit and not for any strategic reason. If someone else can do the task, label it for delegation. (And if you find some tasks no longer serve a viable purpose, eliminate them.)

Why nine weeks? This period gives the employee to whom you delegate a sufficient amount of time to learn and practice the task. It also gives you a sufficient amount of time to accept that you don’t have to do it yourself.

How to delegate

Effective delegation requires seven steps.

1. Define and prioritize responsibilities. What is the task to be delegated? What are the tasks that need to be completed? Break down large activities into all of the steps.

2. Identify to whom you should delegate. Who is capable of handling this new responsibility? Consider current workload and qualifications (skills, knowledge, and experience). Employees feel empowered and valued when they take on new responsibilities.

3. Teach. If the employee does not currently have the skills or has never done the task, teach him or her how to do it. Work with the individual until you are comfortable he or she has developed the skill set.

3. Assign, and set a deadline. When must the task be completed? Ask the employee for input on the length of time to complete the task and provide guidance.

4. Establish checkpoints. Plan a timeline to check on progress and coach/counsel the employee on progress. Keep to the schedule

5. Provide authority. Don’t micromanage the delegated task. Give the employee authority to be successful even if the steps aren’t exactly the same ones that you would use.

6. Turn over ownership. While you may provide advice and counsel, let the employee “own” the task. It is tempting to get involved and “take back” the task when there are challenges. However, you don’t “own” it anymore so resist that temptation.

7. Reward accomplishment. Be immediate and specific with your feedback. Make sure you assign credit appropriately to your employee.

Finally, once you have delegated a task, don’t take it back. Instead, keep reviewing your own workload to see what else you can give away. You, your employees, and your organization will all benefit.

Suzanne K. Lemen, SPHR is CEO of Dynamic Corporate Solutions, Inc. www.dynamiccorp.com, a human resources consulting company which she has led for the past 18 years. She also owns Orange Park-based Idea Staffing. She can be contacted at slemen@dynamiccorp.com or 904-278-5383.