Here is the last post sharing leadership tips. Enjoy!
Communicate, communicate, communicate! I have never seen a company fail due to an excess of communication and information. I have seen many companies fail due to a lack of communication and information. Avoid the tendency to operate within a bubble and shield people from bad news or constructive criticism. Allow accurate information to flow freely (both up to you and down from you) and encourage honest, positive communication throughout every level.
Set an example of the behaviors you expect from other people. If you want more openness – be more open. If you want less gossip – don’t talk behind people’s backs. If you want more enthusiasm – be more enthusiastic. If you want cooperation – offer a helping hand to others. Your employees will not do what you say. They will pattern their behavior after you, and do what you do.
Spend some quality personal time with every person on your team every month and encourage them to build relationships with each other. Building a real relationship with team members will pay back impressive dividends very quickly. It will also help you earn respect and credibility rather than demanding it by virtue of your position.
Don’t take things personally! Your company is a business you own – not you. Be strong enough and wise enough to hear criticism and respond to problems from an objective viewpoint. Don’t be defensive – just work hard everyday to be a catalyst for positive change.
Thursday, May 28, 2009
Monday, May 25, 2009
Leadership Tips #2
I find that many entrepreneurs and small business owners struggle to manage people. They may have technical expertise, financial savvy, a good head for marketing... but that can't get their team to work together and buy-in to the business plan. These 3 blog posts will give you a few practical tips to learn to lead effectively.
- Don’t try to create a paradise workplace for your employees. It’s not possible! They have a job, and there will be times when they have to report for work that are not convenient or they have to perform tasks they don’t like. Try to be fair and accommodating within the boundaries of what works for the entire company. Creating a culture of entitlement will only encourage employees to expect more and more and focus on their own needs rather than your customer’s needs. Your staff won’t be happy anyway – and the company won’t be well run. Be fair, but remain objective.
- Don’t allow yourself to believe that ‘it’s all about you’. When you make the transition from employee to ‘leader’, you have to shift your focus off of yourself. Your success is now defined by the success of your entire team. Focus on staff members needs and work to boost their performance - you will find that your own position will be strengthened and supported as a natural result.
- Remember that you will always receive more of what you focus on the most. This is a natural law that is absolutely irrefutable. If you focus your thoughts and actions on problems, staff complaints, financial woes or negativity – you WILL find more of those things pouring into your life. Try to channel your energy into making customers happy, bonding with your staff, bringing in new opportunities and building positive teamwork, and you will find that those things begin to thrive and expand.
Friday, May 22, 2009
Leadership Tips #1
I find that many entrepreneurs and small business owners struggle to manage people. They may have technical expertise, financial savvy, a good head for marketing... but that can't get their team to work together and buy-in to the business plan. These 3 blog posts will give you a few practical tips to learn to lead effectively.
- Remember that a true leader does not tell other people what to do – they build other leaders and teach people how to lead. Don’t focus on whether individual day-to-day functions are being accomplished or micro-manage details of ‘how’ things are being done. Focus on mentoring the staff, training them, empowering them and teaching them how to manage their own time and responsibilities.
- Don’t hold onto hiring mistakes or keep employees who are a bad fit. Admit you were wrong, terminate the relationship and move on. Communicate clearly with everyone throughout the process and be brave enough to be honest and take the hits that may come gracefully. Top managers will find that only 60% of their hiring decisions are good ones (at best).
- Find MANY wise people to mentor and advise you as you make decisions. Having key people inside and outside the comapny meet weekly, monthly or quarterly to hear issues and offer suggestions can be a great way to resolve problems and gather new ideas for improvement. Also work to find mentors outside of the organization to help you grow personally and professionally, or build new skills.
- Find balance in your style of relating to your team. Most inexpert leaders tend to lean toward the extremes. They may be very icy, impersonal and stiff when interacting with employees and customers, or they may get too friendly and involved in personal issues. Either option is out of balance and will eventually lead to problems. Try to get to know your team and understand them as individuals while still maintaining a steady focus on the company as a whole. Advocate for the company – not for yourself or for any particular individuals or projects.
Wednesday, May 20, 2009
72% of Americans Want to Work for Companies that Support Charitable Causes
According to a new survey on corporate community involvement released by Deloitte USA LLP, 72 percent of employed Americans would choose to work for a company that supports charitable causes when deciding between two jobs with the same location, responsibilities, pay and benefits. The response rate climbs to 87 percent for employed students over the age of 18.
“The market for talent is competitive and a company’s commitment to communities is a decision factor for many Americans,” said James H. Quigley, CEO of Deloitte USA LLP. “We have found both statistically and anecdotally, that people want to work for an organization that lives its values and gives them a reason to feel proud.”
Other Key Survey Findings:
• Ninety-two percent of Americans think that it is important for companies to make charitable contributions or donate products and/or services to nonprofit organizations in the community
• Eighty-seven percent of Americans believe it is important for companies to offer volunteer opportunities to its employees
• Seventy-three percent say that workplace volunteer opportunities help companies contribute to the well being of communities
• Sixty-one percent think that they help to communicate a company’s values
• Fifty-eight percent believe that workplace volunteer opportunities improve morale
“The survey results confirm that people think corporate America has a responsibility to its communities and that employees appreciate the opportunity to contribute together,” said Anne Rouse Sudduth, Deloitte’s national director of community involvement.
Many leading companies agree that commitment to the community is a business imperative. Corporate community involvement initiatives, such as workplace volunteerism, are integral to creating a workplace where employees feel they can connect with one another.
“Community Involvement and workplace volunteerism are important to the development and growth of our people, and are unique ways we can enhance their work experience at Deloitte,” added Quigley.
Harris Interactive® fielded Deloitte’s corporate community involvement survey interviewing a nationwide sample of 2,169 U.S. adults (18+), of whom 1,328 are employed. The survey has a margin of error of +/- 4 percent. Additional survey results are available upon request.
“The market for talent is competitive and a company’s commitment to communities is a decision factor for many Americans,” said James H. Quigley, CEO of Deloitte USA LLP. “We have found both statistically and anecdotally, that people want to work for an organization that lives its values and gives them a reason to feel proud.”
Other Key Survey Findings:
• Ninety-two percent of Americans think that it is important for companies to make charitable contributions or donate products and/or services to nonprofit organizations in the community
• Eighty-seven percent of Americans believe it is important for companies to offer volunteer opportunities to its employees
• Seventy-three percent say that workplace volunteer opportunities help companies contribute to the well being of communities
• Sixty-one percent think that they help to communicate a company’s values
• Fifty-eight percent believe that workplace volunteer opportunities improve morale
“The survey results confirm that people think corporate America has a responsibility to its communities and that employees appreciate the opportunity to contribute together,” said Anne Rouse Sudduth, Deloitte’s national director of community involvement.
Many leading companies agree that commitment to the community is a business imperative. Corporate community involvement initiatives, such as workplace volunteerism, are integral to creating a workplace where employees feel they can connect with one another.
“Community Involvement and workplace volunteerism are important to the development and growth of our people, and are unique ways we can enhance their work experience at Deloitte,” added Quigley.
Harris Interactive® fielded Deloitte’s corporate community involvement survey interviewing a nationwide sample of 2,169 U.S. adults (18+), of whom 1,328 are employed. The survey has a margin of error of +/- 4 percent. Additional survey results are available upon request.
Sunday, May 10, 2009
Monday, May 4, 2009
Studio Days: Develop a top quality web video - fast and affordable!
Why do it yourself? When for $500 you can have it done right!
Our team of experts will help you create a 2-3 minute web video in just a few short hours. Why waste your time and energy with equipment, set up and editing only to end up with a low quality video that won’t get results?
Schedule a session on one of our convenient Studio Days and enjoy marketing support, styling and excellent production quality for a song.
Akamai Consulting is partnering with Beverly Green and Cori Chavez to offer integrated, professional and affordable web video production on our Saturday Studio Days. I will kick things off by defining your value, clarifying your message and writing a script.
Next, gather advice from celebrity stylist Beverly Green on how to project your best image for the camera. She’ll offer guidelines on color, fashion, hair and makeup - and will be present for filming to touch up your look in person. Best of all, you’ll have Bev’s and my expertise at your disposal during the shoot for coaching on camera presence, voice, message and non-verbal communication!
Cori Chavez, a professional videographer and editor, will shoot your web video at her studio in
Ready to get started?
Call Cori at (303) 931-6364 to book your Studio Days shoot at one of the following convenient days and times:
May 30th, June 13th, June 27th or July 11th at
8:00, 9:30, 11:00, 1:30 or 3:00
You’ll connect with Bev and me in advance to prepare for filming. Then simply show up on set at the Indra’s Net office at
If you’re an entrepreneur, author, speaker or even job seeker in the
Friday, May 1, 2009
Dig Deep to Unearth your Real Financial Picture
Particularly during economic downturns or periods of change, it's important to conduct a real financial reality check so you can take necessary actions to improve your fiscal situation and put monitoring systems in place. Every financial activity – whether it is paying bills, collecting on invoices, borrowing, developing investor offerings or setting budgets and sales targets - should be in your head every second of the day.
For starters, get good information to sit down and study. Pull the latest accounting reports, cash flow projections, budgets, AP and AR reports, loan statements, bank statements and anything else that may be relevant to your financial picture. As you dig into this information you have 2 goals:
1. Get a grip on your REAL financial situation.
2. Understand issues that may impact your financial stability so you can deal with them.
What specifically should you look for?
Global trends. These days, you can't run a company without thinking globally. That means continually trying to figure out which new factors or variables will likely affect your financial model and adjusting your strategies accordingly. While you can’t control problems that have cropped up and that may continue to develop at various hot spots across the global economy, you can take proactive steps now to shelter your business from unwanted consequences of a worldwide downturn. After all, if your company's underlying financials are strong, you should be able to capitalize on competitors' weaknesses and continue to grow, even in adverse economic times.
Cash flow problems. Happiness for a business owner boils down to one simple thing: positive cash flow. Good business owners think about cash flow every day. But there are a lot of people who forget (especially in boom years) that the business world is cyclical and that you must have money to make money. The best thing about volatile economic conditions is that they remind managers to refocus their attention on the basics. Look ahead, understand the marketplace, put contingency plans in place for potentially painful scenarios, and remember that it could take as long as 12 to 24 months for the full ramifications of today's economic problems to hit your business.
AP/AR issues. If there is one single point of vulnerability in most companies, it's accounts receivable. That's because entrepreneurial companies almost invariably make the mistake of paying much more attention to making sales than to collecting receivables. That's never a great idea, but when the economy slows down and more customers start taking longer and longer to pay their bills, the result is a cash crunch. Be very selective about whom you give credit to and how much credit you give them. Remember that you don't want just any customer! You want the kind who pays you and pays you promptly. Keep a good grip on your collections practices: bill promptly, follow up regularly, track results, get involved in the process when necessary, and cut off the juice to people who don’t pay. As for accounts payable… never pay before you have to, plan ahead for bills and payroll expenses, avoid interest fees and late charges, communicate with your suppliers and run reports on AP every single week so you know where you stand.
Strong banking relationships. Now is the time to step back and take a dispassionate look at your credit picture and then address any problems before they come back to haunt you. Are you in a position of liquidity? Can you identify nonproducing assets that are leveraged and find ways to reduce that leverage? How much of a credit line do you truly need? In far too many cases, entrepreneurial companies wind up borrowing because of poor cash flow practices and not out of true need - and that makes bankers nervous. Another point to keep in mind when evaluating your banking relationship: does your banker feel calm about your company and its current condition? Here's why that matters. An anxious, discontented loan officer is likely to ask you to pay down your credit line at the first sign of difficulties, which are practically inevitable in a global downturn. You don’t want to get caught in a position where your banker has expectations that you can’t meet!
Poor practices you can fix swiftly. When business conditions worsen, entrepreneurial companies sometimes get sloppy with key reports. They either compile financial data late (perhaps because they don't want to face the bad news) or they ignore the data they do have. Crack down on such situations immediately. Look for other early indicators of financial stress. Are you paying your own bills so late that you're getting penalized? That's a sure sign of bad news. Is your staff getting wind of slowing sales and lean bank account balances? If so, talk openly about where you are and what you’re going to do so that they can relax and get back to the business at hand. You ignore bad financial habits to your detriment.
All businesses exist to make money. To grow your company you have no choice but to become a financial guru: researching, tracking, studying, sharing and using financial data to guide decisions.
For starters, get good information to sit down and study. Pull the latest accounting reports, cash flow projections, budgets, AP and AR reports, loan statements, bank statements and anything else that may be relevant to your financial picture. As you dig into this information you have 2 goals:
1. Get a grip on your REAL financial situation.
2. Understand issues that may impact your financial stability so you can deal with them.
What specifically should you look for?
Global trends. These days, you can't run a company without thinking globally. That means continually trying to figure out which new factors or variables will likely affect your financial model and adjusting your strategies accordingly. While you can’t control problems that have cropped up and that may continue to develop at various hot spots across the global economy, you can take proactive steps now to shelter your business from unwanted consequences of a worldwide downturn. After all, if your company's underlying financials are strong, you should be able to capitalize on competitors' weaknesses and continue to grow, even in adverse economic times.
Cash flow problems. Happiness for a business owner boils down to one simple thing: positive cash flow. Good business owners think about cash flow every day. But there are a lot of people who forget (especially in boom years) that the business world is cyclical and that you must have money to make money. The best thing about volatile economic conditions is that they remind managers to refocus their attention on the basics. Look ahead, understand the marketplace, put contingency plans in place for potentially painful scenarios, and remember that it could take as long as 12 to 24 months for the full ramifications of today's economic problems to hit your business.
AP/AR issues. If there is one single point of vulnerability in most companies, it's accounts receivable. That's because entrepreneurial companies almost invariably make the mistake of paying much more attention to making sales than to collecting receivables. That's never a great idea, but when the economy slows down and more customers start taking longer and longer to pay their bills, the result is a cash crunch. Be very selective about whom you give credit to and how much credit you give them. Remember that you don't want just any customer! You want the kind who pays you and pays you promptly. Keep a good grip on your collections practices: bill promptly, follow up regularly, track results, get involved in the process when necessary, and cut off the juice to people who don’t pay. As for accounts payable… never pay before you have to, plan ahead for bills and payroll expenses, avoid interest fees and late charges, communicate with your suppliers and run reports on AP every single week so you know where you stand.
Strong banking relationships. Now is the time to step back and take a dispassionate look at your credit picture and then address any problems before they come back to haunt you. Are you in a position of liquidity? Can you identify nonproducing assets that are leveraged and find ways to reduce that leverage? How much of a credit line do you truly need? In far too many cases, entrepreneurial companies wind up borrowing because of poor cash flow practices and not out of true need - and that makes bankers nervous. Another point to keep in mind when evaluating your banking relationship: does your banker feel calm about your company and its current condition? Here's why that matters. An anxious, discontented loan officer is likely to ask you to pay down your credit line at the first sign of difficulties, which are practically inevitable in a global downturn. You don’t want to get caught in a position where your banker has expectations that you can’t meet!
Poor practices you can fix swiftly. When business conditions worsen, entrepreneurial companies sometimes get sloppy with key reports. They either compile financial data late (perhaps because they don't want to face the bad news) or they ignore the data they do have. Crack down on such situations immediately. Look for other early indicators of financial stress. Are you paying your own bills so late that you're getting penalized? That's a sure sign of bad news. Is your staff getting wind of slowing sales and lean bank account balances? If so, talk openly about where you are and what you’re going to do so that they can relax and get back to the business at hand. You ignore bad financial habits to your detriment.
All businesses exist to make money. To grow your company you have no choice but to become a financial guru: researching, tracking, studying, sharing and using financial data to guide decisions.
Subscribe to:
Posts (Atom)