Archive for Internet Management
06.02.08
Posted in Internet Management at 7:27 pm by
Many of us are discouraged by the networking events that we go to. We feel swamped by people just looking to get money from us, and we rarely feel as though the event was worth our time.
Yet networking should be one of the best ways to bring in new business. The key is learning to network correctly.
Even those of us who enjoy networking should remember the following tried and true rules of effective networking.
1. Give, then Get.
If you approach a networking meeting with a “what’s in it for me?” attitude, you will be just like all those sharks that have kept you away from networking to begin with. Go to a networking event looking for opportunities to help others. When you give this way, your “get” is always bigger.
2. Please, No Fishing.
Don’t be that person who offers a cold, limp fish as a handshake instead of a firm grip. Loosen it up just a little for shaking a woman’s hand, but never go soft. Otherwise, the people you meet will remember you not for all the great things you had to offer, but for your weak handshake.
3. Direct Eye Contact.
Don’t ever stare at someone, but always make sure to meet his or her gaze. A person who continuously averts his will be seen as someone with something to hide.
4. Dress Professionally.
The old adage about making a first impression is still true. As a rule of thumb, dress one step above what you think everyone else will be wearing. It can never hurt you to look as good as the next best dressed person in the room.
5. Have a 30 Second Commercial.
Have you ever met someone at a networking event, talked to them about their business the whole night, and left without knowing what in the world they do? It happens all the time. Remember to state clearly what it is that you do and who are looking to work with.
6. Write on Business Cards.
As you meet people, write information about them down on their business cards. It’s virtually impossible to remember all those little details about the people you meet, and no one will mind if you are so interested in what they have to say that you are taking the time to write it down.
7. Create a Cataloguing System.
As soon as you get back to your office, file your new business cards in an accessible way. I recommend that clients staple business cards to 3×5 cards and then write down all of the pertinent information you can. Include on the 3×5 the name of the person, where and when you met her, what she looks like, and what you talked about. Next time you see her, she will be very impressed that you remembered so many details.
8. Nice Meeting You Cards.
It is never a bad idea to send a new contact a quick card that says “nice meeting you.” Include your business card as well in case they have misplaced the one you gave them at the networking event.
9. Follow Up!
This step is crucial. If you have told a contact that you would help them in any way, be sure to follow up immediately. Do this consistently, and you will be seen as a man of his word. Don’t follow up on your promises, and you will be seen as unreliable and untruthful.
10. LISTEN.
The number one rule of networking is to listen. In fact, you should only be speaking about 30% of the time. We all love to talk about ourselves, and if you give your contacts the chance to do that they will think quite highly of you without even realizing why.
Following these rules of effective networking should not only make your experiences more enjoyable, but will help you bring in new business leads time and time again.
About The Author
M.E. Callan is principal of Commonwealth Marketing, a firm that specializes in marketing for professional services. Recognized as an expert in the industry, Callan has been published nationwide and has been the featured speaker at national seminars. Find out more at Commonwealth Marketing.
mpc@cmnwealth.com
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Posted in Internet Management at 7:19 pm by
Many potential leaders in business sabotage themselves and their organizations out of fear of empowering others. In 21st Century Leadership: Dialogues with 100 Top Leaders, Lynne McFarland, Larry Senn and John Childress assert, “the empowerment leadership model shifts away from ‘position power’ where all people are given leadership roles so thy can contribute to their fullest capacity.” John Maxwell confirms this in his work on leadership, The 21 Irrefutable Laws of Leadership. He states, “only empowered people can reach their potential,” and that barriers within the organization are created when empowerment is not present. Maxwell observed that the most common barriers to a leader’s empowerment of others are:
1. Desire for Job Security
This is perhaps the leading enemy of empowerment. A person with this issue asks, “why should I help others beneath me when they’ll just rise to take my place and ultimately displace me?” In fact, when one has the ability to lead others, and to make oneself “dispensable,” then one truly becomes “indispensable” in the organization. Maxwell calls this the “Paradox of Empowerment.”
2. Resistance to Change
In these times, the hallmark of business and life is change. According to Maxwell,
empowerment mandates that others grow and change. This is essential, and must be sought out and embraced instead of shunned and avoided.
3. Lack of Self-Worth
Some people derive self-worth, esteem and viability from work or position. When either of these is threatened, then the worth or esteem is also subject to question. In reality, true leaders recognize the value of change and realize that inherent worth is not related to title or work.
Maxwell further notes that two main attributes follow all great and true leaders. The first of these is the ability to lead by lifting up others. To do this effectively, one must not be overly concerned with who gets credit for accomplishments.
The other attribute is the ability to gain authority by giving it away. This is another paradox of leadership by empowerment.
Giving away leadership and authority necessitates choosing qualified people. This is a cultivated skill. Ask: where is empowerment missing? Look for opportunities to select quality individuals who can handle the gifts of authority and leadership. For any project, this is a path to success.
Eric Johnson is a regular contributor to the Investor’s Value View newsletter. To learn how to reach Mr. Johnson or to subscribe to Investor’s Value View, visit http://www.valueview.net
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05.30.08
Posted in Internet Management at 9:18 pm by
As business managers we often feel as if we are asked to do impossible task. It really does not matter what industry or product you are trying to manage, obstacles are going to appear which seem insurmountable. Owners, bosses and fellow employees may seem like the enemy and not an ally in your goals. Everyone demands the impossible without regard to how it can be achieved. And this is how it should be!
It makes no sense to approach life with an “I’ll take what comes my way” attitude, and this is true in business management as well. As a leader of an organization, big or small, large things must be asked from all involved. Many times we are going to ask people to accomplish something that may be impossible in their eyes. It is your job as a manager to show them that it is possible through constructive and assertive leadership.
For example, sales are down and production in Europe is to blame because they have communication problems, and are focused on too many markets at the same time. In addition, the owner of the company cannot make a decision and communicate that decision to all levels of the organization. You could take the approach of simply accepting the outcome, because the owner is never wrong, or you can take another approach.
The constructive approach would be to focus on SELLing your solution to the problem, and there is always a solution. Given the above circumstance I would schedule a series of trips to Europe with a definite agenda to over come the obstacle. I would then go out of my way to play to the owner’s ego by showing them that my solution would generate more income for them personally, and or make their life easier. At no time would I become argumentative or demanding. I would just keep politely, and continuously selling my agenda until it becomes the “owner’s idea”. My ego is not important; getting results is the only thing that matters and you will not accomplish this by picking fights.
Now that example may seem a bit simplified, but this approach always works. Turning an obstacle into a win for you organization is like removing the blade from the stone. It may seem impossible, but it is not. At the end of the day, results speak for themselves, and it is really the only thing anyone will judge you by. Don’t let your ego, and your lack of vision be your personal obstacle.
Bill McRea is the publisher of Free Marketing Information Free marking information from a successful marketer that has created a wide range of legitimate and profitable businesses on the interent.
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Posted in Internet Management at 3:14 pm by
Delegation is a subtle, yet vital art in business. It can work very effectively for you - but only if you use it well. And use it for the benefit of all involved. There is a vital ‘ground rule’ that you must accommodate. And that’s around a clear ‘level of authority’ to act…
Most business owners, managers and executives who are successful have a clear strategy for making the most of their own skills. To quote Stelios Haji-Ioannou, founder of easyJet, the originator of no-frills short-haul airlines in Europe, in their latest in-flight magazine:-
“They find out what they’re good at and delegate the rest.”
Nothing too amazing there then. Yet so many bosses fail to do this. They sit on stuff they aren’t good at for all sorts of reasons, and key actions are performed late, or badly, or worst of all, never get done at all.
Delegation through your people effectively resolves this. Yet you need to ensure that they have the skills that you haven’t (which means that you creatively recruit people who can).
These people are capable of learning the stuff you want to delegate and even improve it, with their own particular capabilities, to deliver it better than you could yourself.
But they need help in getting this right. Picture something delegated, in the middle of a meeting, without clear understanding around how far they can go.
- Do they think about it and take action?
- Do they always check with you - which isn’t going to be very effective at all, is it?.
- Or do they take a special interest in the shine on their shoes, every time you start looking round for some help.
So, here are four sizes of delegation you can cut to fit both individuals and circumstances. You tell them that they judge each issue by the following ‘levels of authority’:-
- Level One
You make every decision in this area and deliver it without reference to me (the boss) (leaf).
- Level Two
You make every decision on this and inform me as you take action (branch).
- Level Three
You make decisions and discuss with me before you take action (trunk).
- Level Four
Decisions in this area are so vital that we take decisions together after debate, before any action is taken (root).
The descriptions at the end of each line come from Susan Scott’s excellent, if fearsome book Fierce Conversations. If you have a series of decisions you can take at leaf level, then they aren’t going to be too disastrous if they go wrong (leaf falls off - not the end of the world). Up to root - where a mistake here can easily be life-threatening. It’s a neat analogy.
For the boss, these levels give some degree of safety and analysis of a persons capabilities to make the right decisions. For the individual, they know how far they are permitted to go in an issue. This builds trust and confidence.
They also know the whole series of levels (the whole tree) exists and that they will be able to achieve a higher level if they show they can get this one right. Hugely rewarding and stimulating.
Having a boss who takes the care to set this up clearly also means, frankly, that they are probably setting up their individual employees to succeed and so will be around them as they need help and guidance (some might call it coaching!).
And a boss who is able to delegate a chunk of their work to people who may well be able to do it better and to grow their capabilities and confidence is the ultimate win-win.
Ah yes. And the business grows. What with all these employees growing in their skillset and confidence and with a boss who is working at peak, in a focused way, using his or her true strengths to the max.
Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, http://www.coaching-businesses-to-success.com.
…helping you, to help your people, to help your business grow…
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05.27.08
Posted in Internet Management at 10:11 am by
If you don’t know where you’re going, how are you going to get there and, come to think of it, how are you going to know you’re there if you arrive?
The business plan. Okay, okay. I can hear your sighs and groans already. But a business plan needn’t be boring and dry. Gaining insights into your target market, learning about your competition and projecting income can be kind of exciting. Yes, I’m a bit of an “information freak” but you, too, can find many interesting details when researching for your plan.
Many of us just plain don’t know where to start. It’s no surprise - they sure didn’t teach it to us in high school, which was a real disservice, if you ask me. Did you know that 99% of all businesses in Canada are small businesses (companies comprised of fewer than 100 employees)? It’s beyond me why we don’t better educate our young students in entrepreneurial activities, but then, I digress. Let’s get back to your business plan.
A traditional business plan is made of up a number of topics such as, the executive summary, company fact sheet, company overview, market overview, target market, competitive research, a marketing plan, financial projections, break-even analysis, S.W.O.T. analysis (strengths, weaknesses, opportunities, and threats), and worst-case-scenario. Think of it as the roadmap guiding your business toward the goals you have defined in your plan.
How, exactly, does one go about preparing a business plan? Well, the best place to begin just may be your local library or your computer, to use the vast array of resources on the Internet. Research your target market and competitors. Utilize resources available through banks and trust companies to predict your income and expenses. Be creative!
I know it sounds a little daunting, but if you take it in bite-sized pieces, it can be accomplished in a few weeks. “A few weeks?!” you moan. Well Rome wasn’t built in a day, was it? A pretty important piece of real estate - and your company is just as important to you. You don’t really want to rush through the planning of something as critical as your business, your livelihood, your dream, do you? I didn’t think so. So take the time, do your homework and celebrate your business’ success!
Pam Ivey is founder and partner of Visual Persuasions Canada, a boutique agency which offers comprehensive marketing and design services tailored to Real Estate Professionals.
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05.11.08
Posted in Internet Management at 11:28 pm by
In the new corporate environments where everyone wears more than
one hat, trainers are often responsible for a myriad of duties
beyond just facilitating new training classes. Their job is
often that of Maintenance, IT Guru, Subject Matter Expert,
Coach, Instructional designer and Copy clerk. There is an
incredible amount of work that has to happen for a training
event to occur. Let’s look a little closer at the process.
Training starts with a new tool/ new behavior or a new policy.
The training team is brought in at the development stage to work
as a subject matter expert. They may be asked to do a Needs
Analysis to identify what skills or behaviors will need to be
learned or changed. They may also be engaged in the
instructional design, so they need to see the project from the
ground up. Training is called upon to represent what they think
the client responses or questions may be and help the developers
prepare to answer those questions.
Once the focus of the training has been identified the trainer
will often be involved in the creation of the training
materials. This can consist of everything in the instructional
design process, from screen shots to learning activities, to
knowledge checks. As the training guides are created the trainer
serves as guinea pig for the materials, editor, and system
tester to see if the material validates the learning. One the
materials are complete the training team is often responsible
for printing, collating, binding and distributing the materials
for use. They are also responsible for long term maintenance of
the materials, constantly updating any changes in the process.
The training team then steps into the role of liaison between
departments. They discuss calendars, launch dates, business
demands and space availability to help determine opportune
training schedules. They often take on the role of communication
and are responsible for any hoopla that is created around the
training initiative.
The trainer is then in charge of preparing themselves and the
training room for the training event. They must attend Train the
Trainers to make sure that they know how to deliver the
material. They must take notes and practice their facilitation
skills on anything that they may have difficulty with. The
trainer will prepare the room, making sure all the systems work,
testing any projectors, sound systems, computers or lights that
might be needed.
If the training event is a new computer tool or program the
trainer tests access and response times in the training databank
and confirms that the students will be able to log into the
system and that the system mimics what will happen in the live
data base.
If the training involves change management or behavioral skills,
the trainer must be able to provide reasons for buy in and
examples of successful implementation of the skill. In change
management situations the trainer is often called on to act as
proponent, counselor and communication liaison. The trainer is
often the voice of the client as well as that of the agent.
Once the training event is complete the trainer steps into role
of coach or observer and goes back into Needs Analysis to assess
the effectiveness of the training event, close skill gaps and
provide additional support to the trainees as they practice new
skills or behaviors.
Trainers are often considered the point of contact to verify and
validate information and are expected to be current on any
changes, deals, policies or information in the daily
interactions of their clients.
The training team is an integral part in the ongoing growth and
development of a company and it takes flexibility, intelligence,
personality and the ability to plan, multitask and deliver. They
are expected to stay current in training practices, build their
own skills and apply new training techniques into their
presentations. As the world of training evolves to include
e-learning, Web CT and blended learning the trainer must be able
to adjust and provide value services in an ever demanding Call
Center environment.
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