The majority of businesses today are wondering how to improve their sales, revenue or market share.
Whenever I’ve been asked lately how the economy is going, I have said I think the economy is in neutral, similar to a car waiting at a stoplight. It wants to go forward or even left or right, but if it needs to turnaround it needs some more data, urging or a sign to proceed.
So what do we do while sitting at the stoplight? One suggestion is to spend time improving your most important product , your employees, partners, or associates. How do you do that?
In my reading file, I came across two pieces that really hit home. When you read the items below it may appear to be basic stuff, but if you think about it dealing with people is not rocket science.
Perhaps just remembering the Golden Rule is sufficient. But I have listed some back-to-basics items that I guarantee, if practiced, will improve your bottom line.
No matter what business or industry you’re in, you’re probably looking for ways to boost your organization’s productivity. Some of the tips gathered below should help every manager and supervisor on this endless quest.
– Clarify the task. You and your people must know what specific tasks you’re expected to perform, and how your results are being measured. What are your objectives, deadlines and standards of performance? Don’t let goals become too ambiguous.
– Emphasize commitment. People work harder if they’re committed to a project. You can increase commitment by involving employees in planning and making decisions for the tasks they perform. Let them know how they fit into the team, and why an assignment is important.
– Prioritize. Contradictory directives are confusing and wasteful. Employees should be able to distinguish between high- and low-priority tasks, both under supervision and on their own.
– Assign the right people. We function best when our jobs match our personal style and temperament. Try to ask people to perform tasks that make maximum use of their talents and abilities, and give them the authority they need to use their skills effectively.
– Provide the proper tools and training. Employees need support to build their knowledge and self-confidence. Give people opportunities to learn new skills or continue to explore areas they’ve already achieved a level of competence in.
– Let people know what rewards to expect. Personal and professional rewards linked to your department’s or organization’s accomplishments can be a powerful motivator. Give employees a chance to choose their own rewards, if possible, so they will be working for something they really value.
– Give feedback. Feedback is like a road map that lets drivers know how close they are to their destination. Give your people accurate, objective evaluations of their work in a way that lets them know their work is valued by the organization and that motivates them to continue to do their best.
– Allow employees freedom. Treat your people like mature, intelligent adults. Give them the freedom they need to do their jobs, without looking over their shoulders or requiring them to clear minor decisions with you or your superiors.
– Eliminate barriers. Help your staff identify and overcome anything preventing them from doing the best job they can. If you can’t eliminate an obstacle, do your best to find out why it can’t be eliminated, so you can explain it thoroughly to your people.
These tips came from “The Effective Executive,” Dartnell Corp., 4660 Ravenswood Ave., Chicago, IL 60640.
The publication “Over Coffee” provided the following information:
– Think about what you say. Doing what you promise is very important in business. Whether you’re dealing with a customer or co-worker, be sure you listen to what you say and follow up on it.
If you say: Be sure you:
I’ll get back to you Get back to them
I’ll find out Find out
I’ll call her Call her
Take your time Give them time
I’ll try to help Try helping
I’ll take care of it Take care of it
What do you think? Listen to what’s said.
“Over Coffee” is published by Blue Cross and Blue Shield of Alabama, 450 Riverchase Parkway East, Birmingham, AL 35298.
I realize these are all basic tenets, but sometimes going back to the basics is necessary in order for us all to get to the next level.
To the balance sheet.
Credit:
To the San Diego Convention and Visitors Bureau and DiZinno Thompson Integrated Marketing Solutions for capturing nine Adrian Awards at the International Adrian Advertising competition in New York. ConVis won a coveted Platinum Award for Overall Campaign, six Gold Honors and a Silver and Bronze award. The group was cited for their direct mail campaign, the San Diego Art + Sol magazine and the overall award for advertising excellence. Reint Reinders and his all stars compete worldwide for visitors and conventioneers, and one of the ways we capture their hearts is with the advertising that guides them here. Advertising must work because San Diego topped the $5 billion mark in visitor spending in 2000. Congratulations to Reint, and DiZinno Thompson for an excellent job!
Credit:
To the region’s oldest law firm, Luce Forward, for its recent expansion in the Del Mar area. A neutral economy has not altered the partners from reaching out to the areas where their client base is growing the fastest. Nine partners and seven associates and staff have taken a new 20,000-square-foot facility in the Carmel Valley/Del Mar area. That area is exploding with technology and manufacturing companies. Luce Forward has 220 attorneys in Los Angeles, San Francisco, Chicago and New York. Congratulations to Bob Buell and his team.
