Many employers have adopted a system of multiple evaluations to enhance the employee review process. Since there's more than one evaluator, the employee receives feedback from multiple perspectives and gains a well-rounded view of his/her performance. These evaluations should come from supervisors, peers, and subordinates to broaden the response -- all on a confidential basis, of course.

Be careful to solicit feedback only from individuals who are well acquainted with the employee being reviewed. In addition, take steps to secure confidentiality -- both from the employee and the reviewer. Remember, never let your review processes seem punitive, and always conduct them in the context of helping the employee grow in his/her job and career.

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I Can't Wait To Get To Work!

Is this the attitude of your employees? If work was that much fun, you wouldn't have to pay them, right? And yet, you do run into those out there who "absolutely love their jobs."

How can you make that attitude prevalent in your workplace? Studies indicate that the following factors are significant in creating enamored employees:

1. Give your employees lots of praise. Make much of this praise public.
2. Give them work they find exciting. Let them work with others who are excited as well.
3. Constantly seek out their ideas. Use as many as are practical.
4. Display a little excitement yourself.
5. Let employees know they're important, not only to the company, in themselves. Encourage their personal growth.

Your goal: let other people tell you about the excitement bubbling from your employees whenever they've encountered them on the street!

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Build Up Or Tear Down?

Never underestimate the power of words. Like everyone else, you've developed tendencies in your conversation as you talk with others. Usually, these tendencies are subconscious and not readily recognized.

As you respond to the conversation of others, you will either agree with what is being said or contradict what is being said. You may have a natural tendency to start or continue a debate, which causes you to try to raise points contrary to what has been said. After all, you think a good debate is a good time! Unfortunately for you, not everyone agrees.

Even if this is your tendency, try to take the thought advanced in the conversation by another party and build on it. In this way, others will truly want to hear what you say. You can still steer the conversation toward opposing viewpoints without creating an outright disagreement.

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Correcting An Error

Most managers agree that they know within 30 days whether or not they've made a hiring mistake. The same surveys indicate that most managers don't correct a hiring mistake on average for about a year. Denial and procrastination are the primary culprits for the delay.

But not resolving the issue quickly is unfair both to the individual and the company. The correct thing to do is to minimize the losses and take action. In order to avoid these problems in the future, establish a trial or probationary period for new hires and stick to it.

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Keep the Organizational Chart Intact!

The supervisors in your company have an impossible job. Not only are they responsible to answer to you, they've also got subordinate employees who are aware of that fact!

The result of this "in-between" managerial position -- the end run. Disgruntled employees are famous for their ability to circumvent their supervisors and go straight to senior mmanagement or owners. At that point, you must be careful how you handle this situation.

The best course of action is to support your supervisor in most situations. If you undermine his/her authority, s/he will cease to be effective and you'll encourage similar behavior from subordinates in the future. In most cases, you'll want to refer those complaints back to the supervisor.

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Do You Work In A Den Of Liars?

A company's culture can be a difficult thing to change. In general, an organization is perceived by those within it to espouse high moral character when it comes to honesty -- or to be seriously lacking in the truth department. If your company falls in the latter category, how can you effect a change in this atmosphere?

There are several steps you can take as a business manager to improve the moral fiber of your company. Most importantly, you must live what you want your employees to achieve. You must shoot straight and always state the truth in your communications with them. Honesty also denotes a standard of fairness. Make sure to handle decisions in an evenhanded manner.

If you reward truthfulness and punish dishonesty, you'll be sending the right message. This means that you can't kill the one who tells you the truth. Always deal with the problem instead of the message bearer.

Spend time on a regular basis with your employees and let them know that you value the thoughts they communicate. As a manager  you have the opportunity to influence the culture of your company more than any other individual. Make the prevailing thought in your office one you can be proud of.

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Support Your Lieutenants

How do you under-gird the managers that serve under you? Consider these suggestions to enhance their success.

- Promote your managers with a bang! Make it obvious to everyone that the new manager is legitimate.
- Delegate often and thoroughly. Give your employees the leash they need to be effective.
- Leave your managers alone. If you're in their way, your employees will always be perceived as inadequate.
- Spend time with them. Ask your employees for feedback and how you can help them.

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Does It Still Work Today?

Or the subtitle, Sacred Cows Make the Best Hamburger!

How difficult is it in your shop to kill an ineffective program? More importantly, does anyone ever look at why they do it the way they do? Failing to understand the "whys" can stifle a business.

Managers are beginning to understand that the correct question to ask is, "Would we miss it if it were gone?" Looking at every procedure and program with the understanding that each must justify its existence or be subject to termination can help a company to run lean and mean.

If you find one of these dead or dying initiatives, consider pulling the plug on the life-support machinery. Don't let your time be consumed with chasing past-prime-time programs that no longer provide current benefits

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Don't Just Reprimand - Develop!

If you're in a supervisory capacity, you will have ample opportunities to contend with behavior of your subordinates that may negatively impact your company. Such employee discussion sessions are very difficult to keep in a positive tenor. However, you can usually turn this negative experience into a positive one at a later date.

Set a time for follow-up to the earlier session. At this subsequent meeting, look for every opportunity to show the employee where s/he has made corrections and how his/her actions have improved the situation. Any mention of the corrections still necessary will be viewed in a much more positive light at this time. In addition, you've clearly communicated the importance of the issue to the employee.

If you do it right, you should be able to communicate the ultimate message -- you care about the employee and his/her role in your company. This can improve the value of the relationship immeasurably

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Get It In Writing

How many times have you walked away from a conversation convinced that you knew what had been said, only to find out later that you totally misunderstood the intent of the other party? Odds are that it has happened to you -- and always with some significant repercussions.

No matter how clear the matter appears, and no matter how strong thee significance is, document the conversation in writing. Send a memo to the other party summarizing the conversation as you heard it. This will clear up many misunderstandings before they start.

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Bonuses for Referrals!

Employee referrals, that is! In a tight labor market, you need to find candidates in every nook and cranny available. Don't overlook your current employees as a source of referrals.

Make certain to inform current employees about all existing job openings and the reward offered for referring a successful candidate. Make this process public among your staff, keeping score and encouraging the program with additional recognition. The majority of hiring takes place without formal advertising and enlistment processes in a tight labor market. This program should help you to get inside the loop.

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Poor managers pummel your bottom line

Some people are naturally great managers. They know how to communicate well with people, and easily earn the trust and respect of their employees. Other managers, however, have little natural affinity for the job. They've earned the title through their hard work and seniority, but when put in charge of a group of subordinates, they wield their newfound power with a heavy hand.

Periodically, take a look at the track records of your managers. How many of a manager's employees have left the company? Replacing valuable employees is costly--especially if they quit simply because their manager was a tyrant. If a manager keeps losing staff, that's a clear sign that something is wrong. Is the manager creating an oppressive atmosphere? Could he or she be misinterpreting company policies and procedures to staff?

Before you elevate anyone to the position of managing others, make sure that the candidate has the interpersonal skills necessary for the job. If not, you can still give them a promotion, but one that does not involve having a staff. Don't make the mistake of losing five or six employees for the sake of appeasing one.

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Executives in residence-MBA programs

Imagine learning business strategy from the CEO of Texaco, or public relations tips from the CEO of Ogilvy Public Relations Worldwide. You could--by checking out your local university's MBA program..

For example, Pace University's Lubin School of Business, a New York City-based institution that grants MBA degrees, has an Executives in Residence program that gives students a chance to spend a day with high-level corporate executives. The execs are not just there to lecture; they're truly "in residence," with an office where students can drop in on them between classes. Each year, CEOs, chairmen, and presidents from the world's leading corporations take part in the program, giving MBA students the rare opportunity to personally meet and exchange ideas with some of the nation's most well-known business leaders.

If you're thinking of pursuing an MBA, you might want to look for universities offering similar programs that can put you in contact with top business professionals. Or, convince your own CEO to spend a day with local MBA students. It could be a great way for him or her to scout potential new company recruits.

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Q: What can I do for my employees, other than giving raises?

A: In one recent poll, workers named a personal praising from their manager for doing a good job as their number 1, most motivating incentive, yet almost 60 percent of employees say they seldom, if ever, receive such a compliment from their manager. Although giving an effective compliment may seem like common sense, a lot of people have never learned how to do it. Praise should be given immediately when deserved, sincerely, personally, and positively to be effective.

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Q: What steps can we take to ensure that we will stay in business?

A: A recent Labor Department survey found the following as the primary causes of business failures:

• Excessive debt--29 percent
• Inadequate leadership--19 percent
• Inexperienced management--3 percent
• Faulty planning--13 percent
• Lack of innovation--10 percent
• Insufficient sales--5 percent
• Other factors--less than 3 percent each

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Q: My staff seems lackadaisical lately. What can I do?

A: Motivating employees should not be that difficult if you follow these simple steps:

• If you clearly define the result you want, then you can use rewards and recognition to move toward those goals.
• Motivation varies from person to person. To be on target, ask your employees what they want.
• The most motivating rewards take little or no money. Try a sincere thank you and involvement in decision making, especially if the decisions affect your employees. People like to feel appreciated.
• Tell employees what you want to do and why. By involving them, you'll more easily gain their commitment and support.
• Practice recognizing people and their achievements on a daily basis.

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When you're in charge of a business you need to take responsibility for the success of the organization. By continually querying your customers and employees on their thoughts and feelings about the company, you'll begin to see a clear picture of where the business is headed.

Q: I am new to business and have a fairly small budget. How can I advertise on a shoestring?

 A: There are plenty of ways to advertise cheaply until you can learn what works:

• Ad vehicles with relatively low ad rates include weekly shoppers, free local TV guides, charity newsletters, industry newsletters, college newspapers, and small market community papers.
• Classified ads in weekly newspapers, metropolitan dailies and national magazines attract readers who are usually motivated. Individuals who are looking to buy will see your ad. Classified ads should be clear and simple, featuring one product or service per ad.
• Coupon mailers can be very useful.
• Distribute handbills on the street, post fliers on community billboards, hang ads on doorknobs, or pass out promotional material in office buildings or at conferences.

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Q: Is it true that my business can somehow buy ad space in magazines more cheaply than the price quoted to me?

A: Yes. Magazines often have space left empty because of a cancellation or because the space wasn't sold. If you have an ad ready to go ("camera ready"), you can sometimes buy this "salvage" or "remnant" space at discounts of 50 to 80 percent. Indeed, if the choice comes down to running a public service announcement (which pay nothing) or your ad, you often get the nod.

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Q: How can I cut down on the workload at the store?

A: One way is to use your commute time more effectively. Rather than listening to NPR, consider using that time to dictate memos, letters, and to-do lists. You can catch up on reading reports and industry news. Maybe the best use of that "free" time is to brainstorm--for a week, come up with five new ideas a day for growing your business. At the end of the week, review your 25 new ideas and see if you don't have a few great thoughts mixed in with a bunch of half-baked plans.

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Buzzwords, prize drawings, and "deals that can't be beat" are all good ways to lure readers to your company's advertisement. For years, clever marketers have looked to vague phrases and panacea promises to promote a new product or bring attention to a tried-and-true product; however, they can experience a negative backlash if their approach is too extreme--or too good to be true. Therefore, before you plan your next marketing campaign, be sure that your firm can stand behind what you say, state, or exclaim.

Customers should have realistic expectations for your product or service; otherwise, you risk losing consumer loyalty and confidence. Focus on the solid marketing principle of identifying a need, fulfilling demand, and communicating a clear, differentiating message. And if you add some hype, then make sure you can back it up.

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Q: Can networking really help my business?

A: Networking is both a concept and a specific activity, which, if understood and successfully implemented, can mean big things for your business. Why? Because long-term customers come from relationships, and relationships are forged by networking. Business networking groups and organizations have become commonplace in almost every metropolitan city throughout the United States for a reason--they work. Begin by checking with your local chamber of commerce and with LeTip International. Also, local newspapers publish meeting or club dates for special interest groups.

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Having happy employees is one of the most cost efficient strategies you can have as a manager. Employees who are disgruntled and do not feel like their issues are heard disguise their frustration until it festers to an unbearable point. Therefore, to keep things running smoothly and efficiently, schedule a time to sit down and listen to your employees. Ask them what they believe could be improved, removed, or introduced to their work environment.

Also, query them for suggestions on how to reallocate a budget. Is there money being spent in one area that is unnecessary? Or is there a more efficient way to complete a certain task? Because your staff members have daily hands-on experience, they may have a different, more in-depth view. The key is to listen, and then when you choose to act on a suggestion, let them know that it was they who initiated the change. Listen to your people.

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The old business adage that states "it's who you know, not what you know that gives you an advantage" still works in today's business culture. However, instead of stuffing your Rolodex with a large collection of names and numbers, focus more on quality rather than quantity. In other words, get the most out of your contacts--literally.

Take your fellow business colleagues out to lunch and ask their opinion on topics that you've been pondering--anything from choosing new product names or company logos to finding suppliers. The purpose is to obtain different, innovative ideas. Furthermore, befriend a variety of professionals, from high-tech computer gurus to abstract artists. Each person brings to the discussion his or her unique experiences, attitudes, and varied answers to your questions.

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Add some color to your office and watch as your efficiency increases and your paperwork decreases. Colored labels are no longer confined to rows and rows of files (which by the way, are extremely efficient). Use see-through colored labels for highlighting important information, document control, or to emphasize map locations. Now, why stop there. Take a good look at your office, getting shabby, run down a bit?. So why not repaint it?. With a fresh new coat (and color) paint you'll not only revitalize your office, you will be giving yourself a jolt youself

The color(s) will add character to your office while at the same time helping you become more organized

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Most of the communication that takes place in business today is "one-way" communication, featuring a communicator and a listener -- and never shall the two change roles. Memos, emails, voice mails, and letters are the tools of choice for the vast majority of exchanges. This is especially true in the sales arena, where most communication is aimed "at" the customer.

Unfortunately, much is lost in this type of communication; the dimension of relationships loses importance in this environment. If business really is about meeting the needs of customers and others associated with the business, significant opportunities are lost when one doesn't deal with customers in an interactive mode.

Step away from your business and look at all of the ways you use to communicate to those within your business and with others outside your business. Establish forums for interactive communication. The quality of your business will be enhanced.

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The nature of a good negotiating session, regardless of the topic or task, is an intense time of rapid interaction. The last thing you want to do during those times is to saddle yourself with the burden of note taking. However, you absolutely must record the events of the session.

Invariably, relying on your memory of past events when you're dealing with this type of semi-confrontational interaction is going to result in gaps of understanding. Often, remembering the smallest detail can turn a negotiation in your favor. Keeping careful notes of prior sessions is of the utmost importance. Make sure each recorded interaction is carefully organized and easy to access.

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It's been said over and over -- money isn't the top motivation for most employees. However, don't misunderstand this axiom -- too little money will result in the loss of an employee. But after the money need has been met, most employees respond more to other types of job encouragements.

That's why you must take a key employee seriously when s/he begins to talk about promotions, career paths, and advancement. This is the way that a high-performing employee usually expresses dissatisfaction.

What should you do? Find a way to challenge these individuals. Promotions are limited -- there are only so many positions to go around. Often the correct answer is to change his/her current position in a manner that creates more opportunity to perform in the areas in which s/he has interest.

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Please! I'm not talking about the type that comes through a window. How many workplaces have you visited lately? Now think hard -- how many of them were memorable? What were your impressions of the places you've visited? More often than not, workplaces are sterile and devoid of any significant personality.

Allow your employees to participate in raising the comfort level of their workspaces. As a supervisor, your main focus is the function of the work space. But your employees will function better in space that feels comfortable to them as individuals.

So empower your employees to make the changes they want to their little corners of the world. Colors, plants, pictures, and other decorations that don't detract from the function of their workspace should all be allowed. Give them an opportunity to develop some ownership of their environment.

If you are the owner or manager of your small business, one of the quietest functions you will ever attend is an employee staff meeting! You will be expected to take the floor, drone on and on about the joys of working for ACME Widgets and then dismiss your charges to wonder if anything important was said.

Don't let it happen! Make the meetings you lead interactive. The secret of soliciting involvement from others is to ask questions that lead to what they want to talk about. Always ask about their frustrations with processes within the company. Ask for improvements they'd like to see in product or customer service. Ascertain how they're doing in a general way -- do they feel good about themselves and the company? Don't create an atmosphere that stifles feedback.

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You're going into a salary negotiation with a worker and anticipate he or she will be demanding to the max. Do your homework--and ask the worker to do likewise. Meaning what? Really dig out comparable wage statistics so that there's no doubt the pay you are offering realistically reflects the market. That's why you want to encourage your workers to do research, too. Frequently, employees sit down at such sessions with unrealistic expectations, and, by getting them to do their homework, you'll also help steer the negotiations towards a market-driven conclusion.

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A: The most common method for getting out of a lease is to sublease the space to another tenant. In order to sublease the space, however, your lease document must have a clause allowing for it, and normally the landlord must approve of the new tenant. The problem with subleasing is that you remain liable for all lease obligations. Because of that, an "assignment" is usually better. Because an assignment is a new contract between the new tenant and the landlord, you will be off the hook.

A final method for relieving rental obligations is to buy out of the lease. This method requires the tenant to pay a negotiated lump sum to the landlord. This sum is calculated by discounting the future value of lease payments, and as such the buyout price is most often significantly less than the total of the remaining payments on the lease.

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KNOW YOUR COMPANY'S WORTH

A business's value exceeds what appears on its assets and liabilities ledger. Therefore, when determining your company's worth examine the whole situation. A business is made up of several moving parts and each contribute to the bottom line--some being tangible and others intangible. For example, a company's goodwill goes a long way in contributing to profits, but is something that can be felt but not held. Take a look at each of the following assets and then deduce a price tag for your company:

• Customer base: Analyze the current list and future growth.
• Products and services: Determine the product life cycle stage of each..
• Management and employees: How hard would it be to replace each person's knowledge?
• Brand names: Does your product lead the way in its niche?
• Partnerships: Networking and affiliation are excellent revenue generators.

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Finding A Good Lawyer, Part II of II

Q. What questions should one ask a lawyer he is considering using?

A. When interviewing a potential lawyer, you need to find out the following:

- Did the lawyer get good results? By that I mean, did he or she get your pal the results that he wanted--did the case settle successfully, did they win the trial, was the contract beneficial? Results are what count.

- Was the lawyer accessible? Far too many attorneys are hard to reach and don't return phone calls quickly. My rule of thumb is that a call should be returned within 24 hours. That's what you should insist upon.

- Are his fees reasonable? Of course you need to be conscious of fees when hiring a lawyer, but they are not the most important thing to be concerned about. As in the rest of life, with lawyers, you often get what you pay for; the cheapest is probably not the best.

- Who does the work? Many lawyers (especially at big firms) pawn your work onto underpaid, overworked associates. While this helps keep fees down, you want to make sure that the lawyer you hire is the one doing the work when it counts.

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Q. What's the best way to find a good lawyer?

A. The best way to find a good lawyer, of any type, is through a satisfied customer. A referral will tell you far more about a lawyer than a dozen television ads. So, if you know someone (or know someone who knows someone) who had a need similar to yours, find out how they like their lawyer.

If you can't get a good referral, then look on TV or in the Yellow Pages. Almost all lawyers advertise these days. Find a few you like and schedule an appointment. The first consultation should be free. You need to find someone with whom you are comfortable, who is smart and sharp, and whom you think you can trust.

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Leading Group Meetings

If you are the owner or manager of your small business, one of the quietest functions you will ever attend is an employee staff meeting! You will be expected to take the floor, drone on and on about the joys of working for ACME Widgets and then dismiss your charges to wonder if anything important was said.

Don't let it happen! Make the meetings you lead interactive. The secret of soliciting involvement from others is to ask questions that lead to what they want to talk about. Always ask about their frustrations with processes within the company. Ask for improvements they'd like to see in product or customer service. Ascertain how they're doing in a general way -- do they feel good about themselves and the company? Don't create an atmosphere that stifles feedback.

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Q: How do I know what I need to do in order to comply with the Americans with Disabilities Act (ADA)?

A: The ADA is a Federal civil rights law applying to all business that prohibits the exclusion of people with disabilities from everyday activities, such as buying an item at the store, watching a movie in a theater, and enjoying a meal at a local restaurant. For small businesses, compliance with the ADA should not be difficult. Tax credits and deductions were established that can be used annually to offset many costs of providing access to people with disabilities. To help businesses with their compliance efforts, Congress established a technical assistance program to answer questions about the ADA. You can contact the Department of Justice ADA Information Line at 800- 514-0301

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Q: Can a business really clean up my credit report?

A. Yes, it is possible to clean up a credit report, but it is a good idea to do so yourself. Consumers have the legal right under federal law to challenge mistakes on their credit report. And don't think that there are no mistakes on your report--some experts state that fully 40 percent of all information on credit reports is false or obsolete.

Get a copy of your credit report and review it to see if there is any incorrect information on it. If so, write a letter to the agency, stating that your credit report contains a mistake, and explain the mistake (you never wrote a check to Fred's Market, your name is spelled Jon not John so the information must be someone else's, that sort of thing). The credit agency then has thirty days from receipt of your letter to verify the accuracy of its report. If it cannot, or it fails to get back to you with thirty-five days, the challenged information must be deleted from your credit report.

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A company spends a lot of time and money wooing new hires to join the firm, but what happens after they are hired? As a top-notch manager, you need to be well adept at merging the new guy into your office environment.

• Create a welcome letter that includes what's expected of new hires, pertinent company information, and your thoughts about their joining your team.
• On the first day, invite them to lunch and get to know them on a personal level. Or encourage their coworkers to go eat together.
• Take an active role in their arrival by introducing them to people in other departments. If necessary, arrange interviews with key people so that they can become acquainted with one another.

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Integrating New Hires

Employees are valuable assets, and by treating them with respect and thoughtfulness--from the beginning--you will most likely have a better retention rate. Also remember that new employees know little about the office culture and may feel intimidated.

• After two months, schedule a "touch base" interview to analyze how they're adapting and answer any questions they may have.
• Implement a buddy system among coworkers; thus, they have an "assigned" person that they can approach with any concerns or with whom they can grab a bite to eat.
• Be sure to invite them to any social events outside of work, such as office dinners or an outing of golf with coworkers.

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Guess what:  While more companies are offering benefits to domestic partners, the IRS maintains that the dollars involved in purchasing these benefits are taxable income to the employee and need to be reported by employers (typically on a W-2). For employers, this means you should clearly explain any tax consequences to employees if they elect to get partner benefits.

Note: Benefits paid on behalf of spouses and children continue to be tax-free, and there are no indications that changes are afoot. 

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Q: How do I claim workers' compensation benefits?

A: First, promptly report the work-related injury to your employer. Most states require that this be done within 30 days following an injury. If an injury occurs over time (for example, carpel tunnel syndrome), you must report your condition soon after you discover and realize that it is caused by your work.

Next, get the medical treatment you need and follow your doctor's orders. Finally, file a claim with your workers' compensation carrier--your employer must provide the necessary forms. Ask someone in the personnel or benefits department.

Finally, make sure you save copies of all correspondence with your employer, its insurance carrier, and your doctor concerning your workers' comp claim.

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ASSERTING AUTHORITY

As a manager, your assertiveness level conveys your authority and need for respect. Therefore, to be an effective leader you need to communicate in certain ways.

• Timing: When requesting a major task, don't just mention it in passing. Arrange a time in which you and your employee can meet and discuss the issue. Thus, by setting aside a specific time, you have emphasized the importance of the topic.
• Location: When discussing a priority issue or criticizing an employee's job performance, choose a neutral location, such as a meeting room. By selecting a common room, you have the option of leaving the room should the employee become unprofessionally upset.
• Get to the point: Be direct when discussing an issue. Your employee will appreciate your telling them exactly what is on your mind without their having to decipher what you mean.

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MORE WAYS TO ASSERT YOUR AUTHORITY

As a leader in your company, the ability to communicate in an authoritative and concise manner will increase your employee's respect for you as manager.

• Use singular pronouns: When requesting a favor, use "I" and not "we." For example, by stating "I need this report by Monday," you are clearly defining that you are in charge.
• Be specific: State a deadline for the project.
• Eye contact: Be sure your body language mirrors your request. Look your employee in the eye and focus on them.
• Confirm: Verify that employees understand what you want them to do. This confirmation may be done via a memo or by asking them to rephrase what they are going to do.

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Q: What legal form should my business take?

A: You have three options. A Sole Proprietorship is the quickest, easiest way to start a business. Simply get a business license and you are ready to go. In a sole proprietorship, profits and losses are simply included on your individual tax returns. A Partnership is an association of two or more people working as co-owners of a business. Partners share unlimited liability, and each is usually responsible for the acts of the other. A Corporation is a separate legal entity and therefore minimizes the personal liability of the owners. To set up a corporation, you must file an application for a legal name, pay a corporate franchise fee to the state in which you file, appoint a board of directors and corporate officers, and keep minutes of periodic meetings of the board.

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You Are Your Employees' Keeper

In many situations, employers have been held legally liable for employees' actions that occur while they're representing your company. Other situations have occurred where companies were found liable for their employee's actions after they've left a company function, such as a party at which liquor is served. Now, the courts are beginning to look at cell phone usage in autos in this same light.

The scenario is simple -- your employee is making business calls while driving. Statistically, that caller is four times more likely to have an accident. If the accident happens, the company could be held liable for the employee's actions.

Consider providing employees with a written policy that indicates what cell phone usage is considered acceptable while the employee is taking care of company business. While this may not provide complete protection for your company, it is a significant step in reducing your risk.

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Do You Stay In Your Position?

When you own your own business, they're all your positions, correct? You can make any decisions for any employee, position, or procedure that you want. The problem is -- there's no guarantee that you'll make them well.

This can particularly be true when you employ managers who have supervisory responsibility. Their role lends itself to a close knowledge of the positions of the subordinates they supervise. They have an understanding of those situations that you most likely don't have. Accordingly, decisions affecting their subordinates and their related jobs should be theirs to make. Your managers are in a better position to make these calls than you.

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Nontraditional Media Advertising

Many small businesses avoid media advertising because of the relatively high costs associated with this method of promotion. Of course, the benefits can be significant -- media exposes your business to larger numbers of potential customers than any other form of advertising.

A new method of media advertising is proving to be successful - and cheaper! Ad agencies have begun to target areas where their customers spend significant amounts of time shopping and playing -- in theaters, restaurants, malls, amusement parks, and so on. The costs are relatively small considering the ads' strong effectiveness, especially since your customers come to your ads.

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Leaders, Not Managers

If you're grooming the apparent heirs to your throne, it's important to understand the difference between leaders and managers. A good manager has a backward focus -- always evaluating what has happened and trying to adjust systems and procedures for improvement. Managers are invaluable for running programs and handling individual activities. If a business is going to be productive, good managers are essential.

Keep in mind, however, that most managers aren't leaders. Leaders focus on the future. Leaders have a vision about what the company can become as the weeks, months, and years pass. Typically, most organizations have one key leader. If you are that individual in your business, you need to groom a replacement. This process will take a significant amount of time, so start early.

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How Well Do You Take Initiative?

Many writers have described initiative as the cornerstone of leadership. But how do you develop initiative, or the ability to make things happen?

"Shakers and movers" have the ability to create their own opportunities. They see favorable situations before they become obvious to the average person. Once they identify the possibilities, they follow through, identifying the steps necessary to translate potential into reality.

For some, taking initiative is as natural as getting out of bed in the morning. For others, these kinds of thoughts never occur naturally. Can you develop initiative? Absolutely, yes! Usually, taking initiative is a matter of mind set. Identify the barriers that cause you to fear failure and eliminate them. 

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The Three Biggest Tax Mistakes Made By New Business Owners
Let's get right to it!

1. Failure to keep books. If you do things correctly, your bookkeeping records will clearly reflect the earnings and expenses of your business. This will enable easy and accurate tax preparation as well as appropriate support in the event of a tax audit.

2. Falling behind on tax payments. Self-employed individuals don't have the benefit of withholdings. Estimated payments are required to be calculated and paid four times a year.

3. Mixing personal and business funds. Failure to separate these funds can draw extreme scrutiny upon IRS examination.

Don't make these mistakes in your business. 

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Finding Employees In An Uncertain Business Environment

With the economy changing at a frantic pace, how difficult is it to find top talent? Many employers are having to scale back, resulting in a larger labor pool than was available in the recent past.

Keep a close eye on the business section of your newspaper where you can find announcements about companies that are laying off. What areas of their companies are being downsized? You may be able to recruit talented individuals to fill your staffing needs. 

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Employee References In Today's Marketplace

Many supervisors take pause when asked for a reference for a former employee. If your information results in a decision in the hiring process, you may leave yourself and your company open to a potential liability suit.

The best option is to receive permission from the previous employee to give a reference, preferably in writing. If that permission is refused, your best bet is to stick with factual information only.

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Look At Me!

The results of the latest psychology studies are out. One major finding: the most effective managers at the highest levels of any company maintain eye contact when they're involved in a conversation with an individual. Is this a skill you've learned?

Most likely, the personality traits behind the eye focus are the reason for that skill. Regardless of your personality, however, you can learn to focus your eyes on others during conversation. Your effectiveness level depends on it.

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The Ad Game

Pick up your favorite newspaper section and read all of the ads. Now close the paper.

Which ads could you remember without looking at them twice?

Go back and carefully look at each ad that made such a strong impression on you. What was it that struck your memory? The experts tell us that you most likely noticed the headlines of the printed ad. See if the experts are right in your case.

Now, evaluate your company's print ads. Do they give you the same feel as the ones you like? Don't be afraid to show the "good" ads to your marketing advisors.

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Praise Liberally To Achieve Results

Okay, as an employer, you're an expert at the reprimand. After all, it's your job to correct improper behavior.

But how well and how often do you dispense praise? Praise is a much stronger motivator than the fear of reprimands. Overcome the tendency to point out only negative behavior and reap the results from this powerful incentive tool. 

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Excuses For Not Giving Praise

Many managers and employers have several reasons why they don't offer praise to employees more often. The following list contains some of the more common excuses. If you find yourself in this list, set your sights on overcoming these tendencies.

"I expect the best." Great -- but don't fail to recognize it when you get it.
"I'm a high achiever." Does that mean you're the only one?
"I'm not a warm person." That doesn't let you off of the hook!
"They're just doing their jobs." Recognizing accomplishment is your job -- do it!
"I'm just here to head off problems." Very soon, no one will want to work for you.

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Save Your Emails

In this day of short memories and tendencies to blame others, having evidence of the discussions that take place with others can be of utmost importance in "setting the record straight." One easy way to do so is to save your emails.

If possible, save and catalogue your emails on your computer. Many programs have an easily accessible function to allow you to archive your emails into separate folders by project or chronology. You can often find the data necessary to clarify a misunderstanding and avoid any further conflict. 

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Are You A Verbal Bully?

When dealing in a negotiation session, many individuals believe they must dominate the conversation to be successful. Trying to make your point rapidly may seem like the best strategy, but silence can often be more effective.

You should use silence to

-let the other side know that you're listening.
-plan your next tactic.
-make certain you correctly phrase your points.
-appear deliberate, not hurried.

Evaluate how much you use silence when posturing. You may find you should get by with fewer words.

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Excess Compensation And The IRS

Corporations that pay their own income tax can often fall into a classic tax trap -- paying excessive compensation to its owners. This can be a significant problem in years when profits are up and owners deciide to pay bonuses that are larger than usual.

If the IRS contests the compensation as being more than what is reasonable for the work effort provided by the individual, the excess compensation can be re-classified as dividends paid to the owners rather than salary. The net effect -- those excess dollars are taxed both to the corporation and the individual -- a nasty surprise!

Consult with your tax advisors to determine if you have risk in this area. Don't wait until you have a substantial profit year -- it may be too late at that point.

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Do You Manage Results?

As a manager, the tendency is to evaluate employees based on the relationship they have with you. This mistake can harm the profitability of your company at several levels.

The correct analysis is to determine an employee's effectiveness level in the company's operations. If an employee is effective, you may need to tolerate some attitude issues in the process. It could be that an employee's strong attitudes are what make him/her effective!

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How Capable Are You?

A better question - how capable do you want to be? Your business and your abilities are more often than not a reflection of the attitude you carry into them.

Many individuals and businesses are described as "high-performing." A closer look usually reveals a group of employees who are focused on positive attitudes toward everything they encounter - even the problems they confront.

This type of attitude can only be fostered from the owners and managers. The good news - it's contagious. Start to let your attitudes rub off on your employees and watch the difference that occurs.

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How Should You Fire An Employee?

Never a pleasant task, firing an employee can be less traumatic if handled in the correct manner. Here are a few tips.

Make sure that the employee understands the expectations of the job, from hiring throughout employment.
Each employee should have employment goals that are regularly reviewed on a periodic basis.
Any shortcomings should be noted at each performance review.
Reasons for dismissal should be discussed and noted in writing.

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Okay, So You Screwed Up

You're the boss, so you aren't allowed to make mistakes, right? Actually, your errors may be one of the best supervisory opportunities that you have.

Every individual makes mistakes on the job. Often, the relationship of supervisor to employee is such that it appears that the "boss" points out others' mistakes but never admits to any of his own. Using your own mistakes as a teaching tool for your subordinates can result in a better sense of camaraderie and a more receptive audience for your supervision.

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Keep It Simple

An overstressed society is quickly looking for solutions to the overwhelming mountain of constant time burdens. While this may mean different things to different people, one thread is common in most situations - reducing time commitments. For most, this starts with work schedules.

Why do we work so much? Most answers fall into two camps - a drive toward more money or a belief that the hours are necessary to do the job. Both of these are misperceptions in the vast majority of cases. The need for money can be reduced in nearly all situations. Living on less is the answer. Most jobs rarely require the effort that the workaholic mindset perceives, either. Does your job really require 60 hours per week? Or do you believe that you must do the work that no one else can? Look carefully in the mirror to see if you really want the simplicity.

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Mistakes Managers Make

A recent list of most common managerial mistakes reads as follows:

Focusing on products instead of customers.
Believing that past successes will work in the future.
Using a typical pyramid structure.
Clinging to false beliefs.
Becoming obsessed with avoiding risk.
Not allowing employees to tell you the truth.

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The Secret To Motivating Your Employees

The secret is (wait for it) there is no secret!

This topic often mystifies employers. What seems to work in the past appears to quit working. What works with one employee doesn't work with another. This may be the most frustrating part of supervision.

The reason for the confusion - motivators are dependent on needs of the employee. What they need today is different than what they need tomorrow. The best motivation for one employee is not a motivator at all for another.

You can best sort this out by simply asking your employees what they want. No single solution works for all people or for all times. If you're going to be successful at keeping your employees happy and productive, you must solve this puzzle.

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How Do You Handle An Aggressive Negotiator?

You've seen them in the past - the "bad boy" negotiator on the other side of the table. Aggressive, pushy, obnoxious - these are the nicest things you can say about him. How should you handle him?

Here are some suggestions. Don't respond to his pushiness. Let him talk - his teammates may get tired of his behavior. Go over his head. Walk out! Tell him he's being unreasonable and that you won't deal with him in that manner.

Putting together a combination of those factors should help to contain this animal. Find your own best approach and use it consistently.

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What's Your Company's Stress Level?

Some organizations seem to thrive on stress. When the doors open in the morning, stress is present and remains so until the last minute of the workday. As a manager what should you do?

Perhaps nothing. Stress can be positive or negative. Without stress, very little would be accomplished. The management tenet that is most often repeated in this decade is - without change, an organization will die. Since change leads to stress, successful organizations are usually stressful ones.

The secret - welcome the stress with open arms! Look at the reasons for stress, challenge them and eliminate them when appropriate. Then move on - there will be another stress opportunity waiting at the next corner.

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Meetings, Meetings, Meetings

If the number one time-eating activity is standing in line, meetings must be a close number 2! Very few of us mind effective, necessary meetings. And nothing is more frustrating than the unnecessary, meaningless meeting. How can meetings be improved? Consider these suggestions.

Make an agenda for every meeting.
Evaluate the structure and content of each meeting after it's held.
Define the roles and rules for each participant.
Make changes as necessary to improve the next meeting.

If you keep at these steps, you improve the quality of your meetings and eliminate the unnecessary ones.

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Work Your Relationships!

Do you want to keep the customers you have? You should. The cost of keeping existing business is much less than acquiring new relationships.

What is the most important factor in keeping a customer? Bottom line--how well you know your customer. Keeping a customer happy is a direct reflection of how well you know them and their needs. Make plans to get to know your customers better today.

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What Do You And You And You Think?

How do you run your operation? Are you a benevolent dictator? Or are you too busy to make any decisions at all?

One of the most valuable decision-making resources that you have available is the opinions of your employees. Allowing them to add input to decisions for your company can increase the quality of the choices you make. In addition, your employees will take ownership in their work and your company if they participate in the process. Besides, the only person who believes in benevolent dictatorship is the dictator himself or herself!

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Time Wasters - Part 1

If you're a business manager or supervisor, most of the time you waste is because of personnel issues. Discipline issues, correcting others' problems, doing others' work and retraining are on top of the survey lists of biggest time wasters.

Spending more time in orientation and delegation can avoid the "wasted" time that occurs on the back end of a project. Evaluate how you might improve these critical supervision areas in your business.

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Time Wasters - Part 2

Another group of time wasters for managers are the traditional time traps - phone calls, breaks, meetings, interruptions, reading mail, etc. Tremendous time investment goes into these areas, and yet we put very little effort into managing them.

The secret to managing time in these areas is to create systems to deal with them. In each area, decide how you can effectively manage your company while not allowing these issues to waste your time. Apply your system consistently until you are comfortable with your progress.

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Three Critical Managerial Skills - Part 1

There are three widely recognized skills that are necessary for successful managers. The first is basic job skills.

In order to be successful, a manager must have a basic understanding of job skills on several levels. Knowledge of elementary business principles is critical. Understanding the industry in which a business operates is equally important. Having personnel skills is important in establishing your role as a leader as well. None of these basics require an MBA or dozens of years of experience. Fill in the gaps in any area in which you're not fully comfortable.

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Three Critical Managerial Skills - Part 2

A second skill set that is critical to effective management involves life skills. Managers must be individuals who are comfortable within a wide range of circumstances.

An effective business is always a changing environment. Effective managers must be able to deal with change and make changes on a personal level. Strong ability to deal with problems at a conceptual level is a plus for the manager. Businesses often present less-than-clear problems requiring solutions from those in management. As part of these "well-balanced" skills, the ability to separate personal from professional is key. Those who learn to cope will find success.

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Three Critical Managerial Skills - Part 3

The last set of traits necessary for a strong manager is a well-developed sense of character. There are several key character traits that lead to motivated and efficient leadership in a managerial role.

Knowing who you are creates a sense of consistency in dealing with business issues. Being able to set aside personal desires for the good of a company is important as well. Most often, the best managers will be humble individuals who are glad to give credit to others when it is earned. Strong moral fiber, integrity and dignity are character traits that support leadership. Who the person is compliments well with job and life skills. Put this package together and you'll thrive in any environment.

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Protect Your Calendar!

If there's one thing you know as a manager, it's that the demands for your time come from many directions at a rapid pace. Since you have to wear many hats, your calendar can become overly full.

Don't feel guilty about protecting time spots on your calendar that can't be interrupted. You may need to do this to work on specific tasks. Or, more likely, you simply may need a "sanity break" at some point during the day. What you do with the time will be up to you.

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Slow Down!

Because you're a high energy, exceptionally productive individual, you don't have time for the trivial. You have a lot to do and you're going to get it done NOW! But this can be a hindrance to communication. If you approach others with the clear signal that you're short on time and in a hurry, the only thing that will be heard is that you don't have time for them at that moment. Don't let your communications be hindered by this approach.

Instead, stop and focus on the one to whom you are speaking. Give them your attention for the time you're talking with them--and then resume full speed!

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Do Other People Cause You Distress?

Of course, all of us could answer that question "YES" at times. For those of us who are technically oriented and somewhat introverted as well, this can be a constant state of existence. Technical skills are often the reason an individual opens a business. Technicians may also prefer the technical work that they do to the people interaction their businesses require from them. If you find yourself always dreading interaction with people, you may need to develop your social skills to be successful in business.

Usually, the fear of a confrontation is more significant than the confrontation itself. Start with the admission that you can't succeed in your business with only your technical skills. Slowly begin to create opportunities for regular interaction with customers, employees, and vendors of the business. The more these are practiced, the easier it will become to develop comfort in these situations. Keep a journal of your concerns before a me! et! ing and the results of the meeting afterward. You will see a pattern of unsubstantiated concerns develop before your eyes.

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What Are Your Three Biggest Time Wasters?

We all have them--those things that we do that don't benefit us and take too much of our time. Get out a piece of paper right now. Go ahead--you can read the remainder of this tip after you've listed your top three time wasters. What did you write on your list? Do you have them in priority order? If so, great! Let's look at the number one item on your list.

How can you avoid spending time in this manner? What will happen if you no longer spend time on this issue? What do you need to do to eliminate this as a waste of time in your days and weeks? If you've answered these questions honestly, you're now ready to carry out the action plan you've just laid out. Continue to do so with the other two items. Work on these solutions for about a month. If you've been successful, it's time to make a new list! If not, go back to the original list and start over. Either you were wrong about these issues being wastes of your time or you need to look for ne! w ! solutions to each problem.

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What Are You Doing When You Hurry?

One psychologist believes that the pace you set tells a great deal about you and your abilities. Studying behavior, abilities, and results of several executives actions over a period of time suggested some interesting conclusions.

The predominant tendency is to increase the speed of one's actions when doing something that is outside of the individual's areas of strongest competency. The more unsure the individual of the task, the faster they went.

Accordingly, less work usually resulted from faster actions. The next time you find yourself "in a hurry," stop and ask yourself: Is my rush because I'm not quite sure of what I'm doing?

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Change Your Hiring Philosophy!

If you feel that you're not always getting the best candidates in the workplace, ask yourself this: When do I try to hire? The most common answer is that you begin your hiring process when you need someone to fill a position. This approach is rarely successful in today's marketplace. Usually, you'll find candidates that are a loose fit at best.

A better approach is to look for candidates continuously. If you find an outstanding candidate, you may be able to find a position for this talented individual. Using this approach, you'll rarely find yourself without capable people when someone leaves your company.

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How To Kill New Ideas

Owners and managers frequently are guilty of killing all ideas in their companies that don't start with them! Even if you don't recognize that tendency in yourself, you should guard against this possibility.

Using the ideas of everyone in your organization will create a wealth of innovation. Your company will thrive and grow in this environment, but will suffer without it. Work at establishing a system that gathers ideas throughout your organization. When a good idea comes along, publicly praise the idea and the idea originator.

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We're Never Wrong. . .

Is that the attitude around your company? If so, you can often mask some real problems.

This type of company frequently has several "sacred cows". There are several policies that aren't working well, but owners and managers fail to recognize these failures. When you believe you can't do anything wrong, you usually don't see the mistakes.

Step back and take an objective look at your company. Don't hesitate to make changes when they need to be made.

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How to Handle Fighting Employees

What do you do when your employees are locked in battle? As a supervisor, this can be a difficult situation to confront.

First things first -- discuss the situation with each of the employees. Sort out the facts from the emotions. Ascertain whether or not the two emmployees have discussed their problems with each other. As you do this, you may discover a solution to the problem.

If not, you may have to impose your will on the two employees. Help them to focus on the reason that you're all together - to serve the needs of the company. If they indicate that they can't do that, you may have to make a change in your personnel.

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They're Acting Strange. . .

If you see the following signals from one of your employees, you may have a worker on the way out.

- Are they on the phone, but not to business customers or vendors?
- Has their been a significant increase in time out of the office?
- Have personal work behaviors changed?
- Are office doors closed more than usual?
- Is there a tendency toward withdrawal and detachment that wasn't there before?

These are behaviors that would be consistent with someone planning a departure from your company. Forewarned is forearmed - if you want to get them to stay, take action. Otherwise, be prepared to replace them if you need to fill their position.

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Do You Communicate Efficiency?

After many years of making group presentations, one fact always confronts me as I close my session. I always seem to have an excess of time whenever I'm well prepared.

Even if you know your material well, failing to organize will result in a presentation that takes longer to communicate the same points. Even the best lecturers will ramble a bit without a scripted outline.

If you make the same presentation repeatedly, try an experiment - do it both with and without an organized list of points to present. Check the time after each and determine if there is a difference. Use what you learn to improve future presentations.

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You'll Need a Trash Bag. . . or Two!

If you've never organized a desk before, how should you start? First step -- get a garbage bag and lay it in the floor. Take all of the paper off of your desk top and place it in the floor, as well.
Now, the game begins. You must sit in the floor, between the paper piles and the garbage bag, close to your desk. Pick up the paper one piece at a time. The question is simple: What would happen if I throw this away? If there is no good answer to this question, throw it away! Otherwise, put it back on your desk.

If you've played well, you should have a few pieces of paper on your desk when you finish. The bonus round of this game involves sorting those few pieces of paper and putting them where you can easily find them.

By the way, don't hurt your back when you carry those garbage bags to the door!

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