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Why Don’t Seagulls’ Feet Freeze?

19 December 2008

Seagulls spend quite of bit of time standing on ice. They don't wear fleece-lined booties or even warm socks. Why don't their feet freeze? Or worse, why doesn't the ice melt from the heat in their feet, then re-freeze, trapping them?

The answer, and the reason this question comes up in a business discussion, is countercurrent heat exchange.

The arteries (carrying blood away from the heart) and veins (carrying blood toward the heart) in the bird's legs lie next to each other so warm blood coming from the bird's 104 F interior gives its heat to the blood returning from the feet.

Why don't seagulls' feet freeze?Here's what interested me: if you have two liquids flowing the same direction, about half the heat is exchanged from the warmer to the cooler.

If they're flowing opposite directions, though, as much as 90% of the energy can move from the outgoing to the incoming.

And that's where it relates to business.

Old ways of doing business are dying. Traditional record deals for musicians, for instance. If you're creating or promoting an alternative, it can be a long slow grueling climb.

It's almost instinctive to shy away from the traditional when we're trying to be 'the new thing.' But there's still energy in the collapsing empire. Make use of coutercurrent energy exchange. Work close to the traditional lines, but in the opposite direction.

As they spiral downward and you spiral upward through the middle, you'll absorb energy. Folks who are tired of the traditional and can foresee its demise will jump ship and join you. Folks who had no idea there was something else will to the same. That proximity makes the difference between the old and the new much more obvious; instead of a new version of the old thing, you can become a new thing. (I'll write about 'anchoring' and how it gives you the advantage another time.)

It can be cold out there. Don't make your own heat when you can get it ready-made.

The Bucket and the Basket

18 December 2008

Ask a business owner what would motivate his unhappy employees and most will answer "More money!" Unless his people are genuinely underpaid, he's wrong.

Frederick Herzberg's studies on mental health in business are a sort of practical application of Maslow's heirarchy of needs (which, by the way, isn't really heirarchical.) Often called The Two Factor Theory, Herzberg's Motivation-Hygiene Theory shows that, as expected, there are things in our work which make us happy, and things which make us unhappy. What's unexpected is that they're not the same things.

Certain aspects of work fall into the 'preventing dissatisfaction' bucket. Workers need to be paid fairly. They need safe working conditions and reasonable hours. If these needs aren't met, workers will be unhappy.

Which is very different from saying that if they are met, workers will be happy.

Other aspects of work fall into the 'creating satisfaction' basket. recognition, advancement, meaningful work, a sense of achievement—when these things are present, they increase happiness (which, we assume, will increase production and value; this assumption is intrinsic to Herzberg's work.)

Which, again, is not the same as saying they decrease dissatisfaction.

The 'preventing dissatisfaction' bucket gets filled with water. Pay enough money, have a safe workplace, meet the basic needs, and the bucket is full. Add more water (by paying more money, for instance) and it doesn't pile up—it overflows. Once dissatisfaction has been reduced as far as possible (hopefully, eliminated) there's no value in trying to reduce it further.

It's not a long scale with 'unhappy' at one end and 'happy' at the other. It's not a zero sum game, where reducing dissatisfaction equals increasing satisfaction.

What you have is two separate containers. Once the 'preventing dissatisfaction' bucket is full, you can't fill it more. But the 'creating satisfaction' basket—that, you can pile to the sky.

Recognition? There's no such thing as too much. Tell every employee, every day, how much you value their loyalty and hard work. Do it sincerely. Read The Carrot Principle and put it into practice.

Achievement? How about helping every employee do as much as they can? It helps fill their satisfaction basket, and fills yours at the same time.

Keep checking the 'prevents dissatisfaction' bucket, 'cause sometimes it leaks. But once you've got it full (or if it was full to begin with, for you A+ entrepreneurs) focus on creating satisfaction for your employees and customers.

And at the same time, you'll be creating your own.

Introducing Friends of The Commonsense Entrepreneur

11 December 2008

I'd like to introduce you to some friends; a couple dozen, in fact.

Marketing guru Seth Godin's latest book Tribes inspired a social network where some of the smartest people I've met hang out and share business ideas. A small segment of that group have banded together to create a smaller network of business mentoring professionals. We're going to be sharing business ideas, not just with each other, but with each other's clients. So when you talk to me, you're talking to an international team of incredibly talented professionals.

I've created a full page to introduce them properly. It begins, though, with our shared philosophy on the state of business today. Please drop by and introduce yourself to any of these fine folks who strike your fancy.

And stay tuned for more developments!

Sacramento Speaker's Meetup Great Tip Exchange

4 December 2008

We meet each month with a group of professional and aspiring speakers who are one of the most inspiring and bright groups we're part of.

Last night's meeting was "The Great Tip Exchange." Members shared two minutes of their favorite books, web tools, business strategies, and philosophies. Sue took extensive notes and posted them at the NorCal Speaker's social network.

Non-members can read all the info and follow the links, but if you have anything to add feel free to join the group and post your comments.

Next week, I'm hoping to introduce you to a handful of folks from all over the world. I'm excited about the possibilities this group opens and just couldn't wait 'til next week to mention them, even though I'm not quite ready to unveil them yet.

Why You Should Write an Annoying Ad

20 November 2008

James comes home for lunch most days since he only works two miles from home (which is two miles farther than I ever want to commute again.)

One day recently he came in ranting about the incredibly annoying commercial he'd just heard on the radio. "Are they intentionally trying to alienate people?"

Well, sort of.

Some thoughts that emerged during the conversation that ensued:

The commercial was for a fast-food joint I happen to know James won't eat at. He didn't find it funny, although it tried to be. The company spokesperson irritates him. The whole tenor of the commercial grated.

They weren't talking to him, though. They were talking to folks who are already customers, already fans.

Why would they do that? Why would they create an ad that annoys non-fans instead of converting them? Why not find a way to get that non-fan to come in for the new special deluxe extra whatever?

Because it's not a good business model. That non-fan may try the special, but if they're already indifferent or, as in this case, antagonistic, you will not create a convert, a promoter. You'll make a single sale, or a couple single sales, but not a convert.

What about existing fans--folks who already there? Well, that's exactly who the ad is for.

Existing fans were already thinking about trying the new special deluxe extra. A little nudge today, a little nudge tomorrow, and pretty soon they'll remember to have lunch there instead of heading home. And if they like it, it's one more thing to like about a place they're already a fan of.

And what to fans do when they learn something new about their favorite this, that, or other thing?

They recruit more fans. No, they don't try to convert the indifferent, they talk to folks they've already inspected as to fitness, folks who are likely converts. They'll share what they love, extend an invitation, and probably make one or two converts in the process.

Write your marketing materials for your existing fan base. Don't waste time trying to convert the indifferent. Give your fans a flag to rally 'round and a message to go with it, and send them forth.

The result is the Holy Grail of marketing: genuine word of mouth.

Your Business Needs a Blog

14 November 2008

Does your business have a weblog? Remember the four fundamental consumer needs from my book?

  1. Get it right
  2. Get it out there
  3. Give 'em advice
  4. Give 'em a voice

Those last two, proactive advising (a form of education) and allowing your prospects, suspects, and clients to speak up about your business—a 'blog' (short for 'weblog', an online journal or diary) provides those. You post a bit of business wisdom, the latest news in your industry, something interesting that happened in the shop, at the office, or with a client, and your readers post comments.

That last bit, the readers posting comments—that's the real value of the blog.

Seth Godin's blog [http://sethgodin.typepad.com/seths_blog/2008/11/the-number-one.html] (which I read every day) included this gem today: "The blog isn't about the writer, it's about the readers"

Yup; I'm still talking about customer-centric thinking. The sad reality is that, other than your mom, not many people will read a blog that's about you.

But O! so many people will read a blog that's about them.

If you want to know more about blogging for your business, Sue has written an eBook for her clients. It's straightforward and clear, packed full of how-to and why-to which will help you get started blogging, or make your existing blog a little better. For under $30 you'll get a questionnaire to jump-start your blog, and pages of densely packed, but clear and understandable, information and instructions on exactly what to do, why to do it, and how to do it. You can order it from her website.

Discoveries: Yet Another Excellent Marketing Author

11 November 2008

I keep stumbling across older books that never caught my attention before. I'm currently reading two excellent books by Harry Beckwith: Selling the Invisible (1997) and The Invisible Touch (2000) which I'd never heard of before two weeks ago. Maybe I wasn't ready.

"Many outstanding big-picture thinkers are always looking for, and burdened by, this search for perfection. But too often, the path to perfection leads to procrastination.

Don't let perfect ruin good."

—Selling the Invisible, p. 76

"For years, physicists discussed an important phenomenon: the gravitationally completely collapsed object.

Physicists knew these objects had profound implications. These objects could answer the question "How did the universe be begin, and how might it end?"

For years, this discussion was just among leading physicists. Then some creative physicist devised a better name for a gravitationally completely collapsed object.

He called it a black hole.

Suddenly, the whole world was interested. People were intrigued by the concept of a hole in space, which itself already seemed like an enormous hole. The idea of something black in space, which already is black—well, this whole concept intrigued millions of people.

Now people were talking. Sci-fi movies featured half-mad cowboy astronauts rushing suicidally into black holes.

The words "black hole" changed how people thought. Most important, the words helped people get the idea of a gravitationally completely collapsed object.

Your words matter. One word or metaphore can quickly define your concept and your uniqueness, and make your concept compelling."

—Selling the Invisible, p. 193

"The first good lesson of marketing, then, may be this. Look. Just look around. And look carefully. See what is there—rather than what you expected to find."

—The Invisible Touch, p. xiii

"You need to take not just a wise look at your business, but a naive one. You want someone who will clearly see the folly that you and others too close too the business are missing. You need someone who sees what they truly see, instead of what they think you want them to see. You need to stop, pull back, look, and have an outsider help you look.

Find a boy to tell you what your emperor is wearing."

—The Invisible Touch, p. 22

I'm insatiably curious. When I discover a writer who reinforces what I think, it's great. When I find one who challenges me and even makes me think something I've never thought before, that's the Holy Grail of reading.

Dipping into the Pool of Wisdom: Manners Matter

3 November 2008

Sensitive people who value good manners have a larger pool of wisdom available to them than those who don't care what others think of them.

People need to feel safe to communicate. In Crucial Conversations, the authors point out that the most effective people in their studies had the ability to get everyone involved in a conversation to put all the information they had on the table. Having all the information was the key. People who don't feel safe, hold back. Usually, what they hold back is the most emotionally sensitive stuff. Of course, that's where the passion is, and often, where the real value is.

Yes, there are some people so confident that they feel safe to say exactly what they mean in any conversation. They'll get the benefit of free and open conversation with others just like them.

What they won't get is free and honest communication with more sensitive types; folks who won't feel safe opening up their most passionate thoughts.

Unless there's a valid argument that emotionally sensitive people are fundamentally less intelligent, there's an enormous pool of data, wisdom, passion that some folks are denying themselves.

Manners matter. Being polite isn't just a throwback to antiquated mores. It's a practical tool for making the most of relationships, personal and professional.

Cube Farm Report #1

27 October 2008

A Guest Report

It doesn't all have to be serious, does it?—jdc

Observation: there is something very psychologically weird about working in a cube farm... cubes, when used in an organization to compartmentalize workers, seem to create a powerful metaphor for the entire work environment.

I write this report from captivity: my first experience in cubetopia. I have been here not two months... yet it feels much longer. The walls of the cube mimic the invisible walls around me. When I try to save a document to a shared folder, permission is denied. When I surf offsite, a notice pops up noting that I can expect to be spied upon. I click "ok." I always click "ok."

Everyone goes to lunch at the same time. Meetings are called with a device called "Outlook" which is run by a smarmy device known as "Clippy." Clippy embodies the very essence of the cube farm, micromanaging everything in a persistently unhelpful way. Do not try too hard, or Outlook will crash.

I have learned to write documents with a program called "Word." Actually, I write everything as a text file and save as Word. No one knows the difference. I've bribed Clippy to keep his mouth shut.

Everything in the cube farm is "putty" colored - the phones, the walls, the computer, the clocks, -- and even the very air seems canned and cream-colored.

Strategically placed machines devour money and return inferior coffee. You can select "whitener" in your coffee. No one knows what "whitener" is. But they know it is good for them.

Life is good in the cube farm. Perfect. Cubical. You should come. Become one of us. We have benefits. Retirement. Every need will be taken care off. You don't need to think. ever. again.

Over, and out.

Erika

Personal Attention Wins Again

27 October 2008

I have a knack for breaking websites. Coders and security mavens weep when they have to talk to me because stuff breaks for me in ways and at times that no one has ever seen before.

You'd think that when I encountered a problem online, I would be the first to realize this. How silly. I'm also the person who, when you call me to tell me about your computer problem, it just starts working miraculously mid-call, and never fails again. I only seem to remember the happy times when I was magic.

One of the websites I break often is Eventful.com. These poor folks provide an excellent free service which I have broken more than once.

Last week, I tried to update the venue for our NCAE meeting. and in a separate vanity shot, attempted to update the date and time as well. Both blew up. Then I blew up.

When I submitted my unhappy comments using their web form, I was ready to go away and create my own event-planning tools (as I did seven years ago when I couldn't find blogging tools I liked.)

And then, Willy emailed me.

Not "The Eventful Support Team" but Willy. Willy's email signature says he's a "Community Relations Specialist." Had I read that on their website I would have been amused. Reading it at the end of his friendly, sincere, helpful email, I knew it was a real job description, not just a title.

A personal response wasn't what I expected. It was remarkable—not only beyond what I expected, but worth talking about (my two favorite meanings of 'remarkable.')

A personal response turned me from an unhappy almost-ex-user to a pleasantly surprised promoter. Eventful, it seems, actually cares about my experience at the website, and wants to hear when something doesn't meet my expectations.

A complaining customer is trying to give you a free business consultation. Ignoring them is like hearing an engine noise when you're driving, and just turning up the radio.

Back Home Again

27 October 2008

As you may have noticed, I haven't posted here in the four and a half months since I started writing at Schmoozii. I'm changing both: I'm dropping my efforts over there in order to focus here. I can't be well-rounded; I need to be sharply pointed.

Join Us at Schmoozii

19 June 2008

Beginning today I'll be posting small business commentary at Schmoozii, a professional portal. I'll let founder Theron Nolen tell you what that means in his own words:

"I’ve tried a lot of social networking sites, but I never found a site that fit my interest. The crowd was always too young, or too many recruiters (even though I was a recruiter in the past), or too many people looking to sell something I didn’t want to buy. I wanted content that would help me in my professional goals without having to sort through irrelevant content. So I created Schmoozii for professionals that want to meet people with similar goals and read content that is relevant to their career."

I think it will be less noisy than MySpace, more focused than Facebook, and less HR-oriented than LinkedIn. Not that I have anything against any of those (I have a presence on each) but Schmoozii manages to be different from them all.

The Commonsense Entrepreneur newsletter will contain a link each week to new content at Schmoozii, which will only be available to Schmoozii members. It's free to sign up, and so far, it's been pretty painless for me.

Don't Get So Caught Up in What You're Doing That You Forget What You're Doing

2 April 2008

Listening to Tom Peters talk about public speaking, he mentioned 'backing into' things; that so often, we didn't head into something intentionally. It sparked an indirectly related thought: the thing we're doing is rarely the thing we're doing.

Almost always, what we're engaged in physically is not the outcome, it's the process. I was listening to Tom while I was walking. I don't walk every day in order to get somewhere, just to be walking. I walk to get fit and lose weight. I walk to force myself to get out of the house into the sunshine and fresh air. I walk because it gets me away from the endless communication of the phone and computer.

Measuring how far I've walked isn't precisely productive. Measuring how I feel, physically and emotionally; now that means something.

Stop and think about what you're doing, physically; the project you're on, the task you're doing. Now, stop thinking about it, and think about its intended outcome. Why are you doing it? What's the goal? Is what you're doing (physically) really moving you in the most efficient or effective manner toward what you're doing (outcome) ? Hopefully it is. But if you don't stop and think about it, it's easy to think you're walking because you need to walk, and not because you need to be healthy.

My Book 49 Commonsense Business Observations Reviewed

25 March 2008

(Otherwise known as "Mutual Admiration Society Continues")

While you're visiting Trevor's Simplicty blog you can now take a minute and read his thoughts on my first book. (Not included in Trevor's review is his comment to me offline that it makes a good read in the tub.)

New Column on Simplicity

20 March 2008

Trevor is at it again, writing a column for TrainingZone.co.uk, a large training organization in the UK. An excellent introduction to how Trevor thinks and his message of how simplicity is, well, simple.

I especially like the practical tips at the end of the article. I'm almost afraid to try them for fear I'll have something to learn . . .

'Simplicity is the Key' by Trevor Gay

Playing Good Boss, Bad Boss with Trevor Gay

10 January 2008

I 'met' Trevor at Tom Peters' website. When it reached the point that I knew a comment I was reading was posted by Trevor even before I saw the signature, I knew it was time to introduce myself and express my appreciation.

Looks like Trevor is getting some much-deserved appreciation from the New York Times.

The Times links to Trevor's post Good Boss, Bad Boss and quotes from it. Hopefully visitors will stay to read more; Trevor's experience shows in everything he writes—along with his ever-so-British sense of humor and obvious devotion to his wife; both qualities I can identify with.

Go catch up with Simplicity. Genuinely useful stuff for entrepreneurs of any ilk.

Regrouping

7 January 2008

While I invest some mind-power in writing (business plan, book, manifesto for ChangeThis.com) please feel free to investigate the Napoleonic link above, various videos featured below and with Napoleon, and my special risk-free offer.

Stay tuned for two more case studies and the results of all that writing.

Marketing in Thirds

14 November 2007

A link at Scott Andrew's site (see 'Walkingbirds') led to an article about Radiohead's new album and those who did (or did not) choose to pay for the digital version of the album.

First, the good stuff. This is an extremely underrated marketing concept:

            When choosing between a pricey option and (potentially)
            free digital album, most people are going to pick the
            cheaper of the two. What if there was a middle option,
            something far cheaper than the deluxe package but of more
            value than the digital album? Many consumers would opt for
            the second-cheapest option. More revenue for the band, more
            satisfaction for consumers.

It's easy to make the mistake of offering two choices, one absolutely tip-top, with a price to match, and one dirt cheap, that's, shall we say, lesser in quality? But when you're marketing a 'want', that's dead wrong.

Most people, when faced with a decision like that, have a 'default' setting; the easy choice. And, as you might guess, humans tend to be economical creatures.

Offer a third choice: better quality than the least expensive, less expensive than the tippy-top model. Now, people can reward themselves, showing their discerning taste, without being extravagant. Well, that's how they'll rationalize it; in the end, virtually all our decisions are made on emotion and rationalized afterwards, but that's another story.

It also works if only the middle choice is you; the others can be your competitors, Ms. Top O'TheLine and Mr. Economy Model.

But, farther down, this apparent misconception:

            Are people ready for the kind of lower quality recordings that
            tend to come from do-it-yourself projects?

Um, 'ready' for it? People are clamoring for cheap music, and as far as I've been able to tell in my 45 years of listening (I'm not counting the years when I couldn't speak yet) I've come to the conclusion that the average listener couldn't care less about quality recording, or, in fact, about quality performance. They care about snappy tunes that touch them emotionally, which they can hum later and sing along with after a few listens.

It's a classic mistake musicians make: garage bands playing clubs will invariably include long blazing guitar solos, at least one drum solo, some fancy bass work—hey, let's show off our musicianship.

Nobody cares.

Nobody but other musicians, and they're 1) a smaller demographic than 'everyone' and 2) usually in the lower ranges of your economic target (what's the difference between a guitar player and a medium pizza? The medium pizza can feed a family of four.)

So, if you're obsessing about quality on your recordings, unless you're recording exclusively for other musicians, you're wasting your time. No, I'm not saying you shouldn't care. Just applying some Voltaire something-or-other about good enough versus perfect.

Oh; and as a web designer, I was apalled to find non-linking text underlined twice. Underlined text is a hyperlink. Emphasize with bold, italics, color, size—but not a semblance of a broken link. Please.

More scribblings below the special offer . . .

Risk-Free Consultation

My goal is to help small businesses succeed, while succeeding myself. As one step on that road, I would like to offer you a risk-free half-hour consultation. Let's discuss the biggest challenge you're facing in business, your most recent 'learning experience' (some call them mistakes), or your dreams for your career and yourself. Let me convince you of my ability to understand your issues quickly and offer practical guidance to help you succeed.

My usual fee is $50 per half-hour. If, at the end of our discussion, you don't feel that I've helped, you keep your check.

Regardless, I also sincerely ask for your honest feedback, and the right, if I choose, to include that feedback here on my website and in my book (credited to you, or anonymous; your choice.)

Please call toll free (877) 771-7746 or email Book@CommonsenseEntrepreneur.com (or use the contact form) to arrange your risk-free half-hour consultation by phone, email, or letter, or if you're in the Roseville/Sacramento area, in person at your place of business.

De-Motivator

11 November 2007

I recently heard about one of the greatest de-motivational managerial actions I can imagine. A local business, planning ahead for a special sale, told their salespeople that every customer should be introduced to a manager.

They were also told that, for every customer who left without speaking to a manager, the salesperson would be fined $150.

Not surprisingly, half the sales force quit at the end of the meeting, leaving the company scrambling to prepare for a huge sale.

Tom Peters explains a discovery they made while researching In Search of Excellence: negative reinforcement, that is, punishing employees in order to change their behaviour, creates erratic results. Applying the examples from the book, in the case we're discussing it's entirely possible that salespeople, instead of working harder to get customers connected to managers, would instead find creative ways to either keep people away from the sale, or cover up when someone chose to leave instead of being held captive.

It absolutely defies the concept that responsibility and authority must be balanced. How can you hold an employee responsible for a customer's actions? What if the customer chooses not to speak to a manager? Do you use force? If you know that 20% of this week's pay is on the line with each customer who exercises free will in a way incompatible with company policy, how long will it be before salespeople have them hog-tied in a back room?

Fine; I'm exaggerating. But it's hard to avoid hyperbole when I ponder the enormity of wrongness with this whole idea.

Take Our Poll!

9 November 2007

Which is your greatest business challenge today?

Getting new business
Hiring good people
Managing money
Work/life balance

Only one vote from each IP address is counted.

9 responses so far

Getting new business: 8 (89%)
Managing money: 1 (11%)

Why Bad Employees Should Be Fired

8 November 2007

There's an interesting article from CareerBuilder.com posted at CNN.com. It's entitled Why bad employees don't get fired. We've all received poor service, or been stuck with a co-worker who makes your life miserable. The article offers ten reasons employers don't fire the perpetrators. I thought I'd address each of these for the practical entrepreneur:

  1. The employee has a relationship with someone higher up
  2. The boss relies on the employee
  3. The employee brings more value to the company than he or she costs
  4. The boss thinks it could be worse
  5. The boss is afraid of the employee
  6. The boss feels sorry for the employee
  7. The boss doesn't want to go through the hiring process
  8. The employee knows something
  9. The employee has everybody fooled
  10. He or she is not really a bad employee

They're all wrong, of course. Assuming that reasonable training and disciplinary measures have failed, if an employee would be fired if it weren't for these excuses, then it's time for them to go despite them. Here's why:

  1. The employee has a relationship with someone higher up—Friendship (or more) isn't a valid reason to keep an employee who isn't performing. If anything, the relationship should allow for better communication, creating a better employee, not a candidate for firing.
  2. The boss relies on the employee—Cross-train. Rethink your reliance. My father used to give engineers the indispensibility test: stick your finger in a glass of water. Your level of indispensibility can be measured by the hole left when you pull it out. You may think this employee makes your life easier, but in the long run, driving away customers and other employees is doing exactly the opposite.
  3. The employee brings more value to the company than he or she costs—Not likely. This, again, is short-sighted. Unless you have a bona fide genius, it doesn't take many disgruntled ex-customers or employee lausuits to overbalance the 'value' a troublemaker seems to bring.
  4. The boss thinks it could be worse—Only if the hiring process is faulty. If you have trouble hiring the right people, address that problem separately.
  5. The boss is afraid of the employee—Get legal help. Now.
  6. The boss feels sorry for the employee—You've already tried to help with training and discipline. The next stage of 'help' is tough love. Kick the bird out of the nest. If you really want to be charitable, let them stay home and mail their paycheck. But don't bring trouble into the office to 'help' someone.
  7. The boss doesn't want to go through the hiring process—If you don't hire a replacement for the problem employee, you're going to be hiring replacements for their co-workers. Or looking for a job yourself. Avoiding an unpleasant task is unprofessional and counterproductive.
  8. The employee knows something—(In the sense of carrying important corporate knowledge in their head.) This can be tough. In the long run, if they won't share what they know, you're better off taking the re-training hit and replacing them with a better employee. Besides, you have to deal with this every time they take a day off, and you'll be dealing with it in a big way when they find another job and don't give you notice. It's much better to manage a bad situation on your own schedule than to have one thrust upon you.
  9. The employee has everybody fooled—Here's where measurable performance makes the difference. No matter how slick a persuader they are, if you have verifiable statistics showing that they're not producing, something's wrong. Find out what it is.
  10. He or she is not really a bad employee—One complaint doesn't make a pattern. But a pattern makes a 'bad' employee. Assuming once more that they've received appropriate training and discipline, if complaints continue, this one just isn't true.

The excuses above are common. Common thinking leads to common behaviour, which leads an entrepreneur to common results.

You're better than that. Stand out from the crowd with your uncommon management style.

FREE 45–minute presentation

5 November 2007

The NCAE invites you to a presentation that will discuss some of the challenges facing small business, and thoughts on solutions, including an open discussion of YOUR challenges. The presentation will be held at:
Pavilion Realty, 537 G Street, Suite B in Lincoln on Friday, November 16, 2007 at 6:00 p.m.

Topic: An Introduction to Commonsense Entrepreneurship

Speaker: Joel D Canfield, The Commonsense Entrepreneur

Seating is limited; please RSVP by using the NCAE contact form or calling (916) 771-9297. Coffee and scones will be provided. Enter to win a FREE half-hour consultation with The Commonsense Entrepreneur (a $50 value which you must be present to win).

 

[1] Each chapter in 'The Commonsense Entrepreneur' will include suggested listening, locations, and libations to enhance your reading and learning experience. I thought it would be fun. Note: although the CDs will be custom made, I respect intellectual property; any music included will be legally purchased. I thought you'd want to know.