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1276. Why Your Business Needs an E-Mail Policy By Judith Kallos
      Why is it imperative to have a company E-Mail Policy? It is simply good business, that's why! In addition, having a clear and detailed e-mail policy in place, one that employees sign and date before they are allowed access through your businesss' computers, is critical to you being able to enforce or react to situations that may arise at a later date.Even assuming you have the best folks working for you, or on your behalf, does not negate the need for this type of policy to be established. …



1277. How Much Is Poor Time Management Costing You?
      * If you were paying you to prioritise emails over coaching your team, would you feel you were getting a good return on your investment?* If you were paying you to waste time on trivia rather than planning your next quarters sales plan – would you think you were getting good value for money?* If you were paying you to sit in numerous unproductive meetings would you feel that was a worthwhile contribution?I suspect that the answer to those questions is no and yet, in effect, that’s exactly what y…



1278. Are You in AWE of Your Employees? By Jan B. King
      Employers have become so concerned about seeming “unfair” or worse becoming the victims of lawsuits by unhappy ex-employees that they’ve stopped requiring minimum standards of employees. This can only lead to poor individual and eventually poor company performance. Your best employee performers will resent the fact that you use company money to pay people who aren’t up to standard and will reduce their own level of performance or leave.Take back the power in your workplace and set standards of…



1279. Communication: Management's Responsibility By Robert F. Abbott
      I've just watched, again, an episode in the Back to the Floor television series, which aired on the BBC (United Kingdom) and PBS (United States). Once more, communication turned out to be a key issue, as it often does in business stories.If you're not familiar with the series, it features real-life CEOs who leave their comfortable offices (well sort of comfortable, these days) and go work on the front lines of their organizations for a week. Cameras follow the CEOs and record their interaction…



1280. Knowledge Mapping By Deependra Tandukar
      This module focuses on the basics of Knowledge Mapping, its importance, principles, and methodologies.Key QuestionsWhat is K-map?What does the K-map show, and what do we map?Why is K-mapping so important?What are some of the key principles, methodologies, and questions for K-mapping?How do we create K-map?BackgroundEach of the past centuries has been dominated by single technology. The eighteenth century was the time of the great mechanical systems accompanying the Industrial Revolution. The n…



1281. Margin Management - Using the Supplier Profitability Ratio to Hold Your Vendors Accountable By Rick Johnson
      Margin management is not rocket science. Improving gross margin is simple. You must either raise prices or reduce cost of goods sold. But, there is a little more to it than that when you consider net profit. Consider doing an activity based costing analysis on your entire account base. There are plenty of instruction manuals published on how to do this. I guarantee you that you will find some surprises. You should also consider implementing a “Margin Hold” system that forces management approva…



1282. 4 Simple Steps to Successful Delegation By Inez Ng
      Last month, my featured article was about creating a “Stop Doing” list. Hopefully, if you followed my suggestion, you now have a list of tasks that you are looking to delegate away. It seems a natural progression that I now disclose a few simple steps that will ensure your foray into delegation is a success.1. Choose the right “delegatee”Review the task and determine what skills are required. Delegation goes much more smoothly if you match the person with the appropriate skill set to the t…



1283. Big Company Intelligence on a Small Company Budget By Wendy Cobrda
      Information is the lifeblood of the economy. That’s especially true for businesses, because the ability to identify current customers and locate new prospects makes the difference between boom and bust. So how do successful companies do it? Through targeted market research, which usually means arcane computer systems, large staffs, and six-figure budgets.That situation is ripe for change, according to the CEO of Catenate, LLC, Wendy Cobrda. “Solutions that used to sell for $100,000 plus are n…



1284. The Value of Values By Eric Garner
      One of the toughest jobs a leader has to perform is to act as guardian of an organisation’s values.An organisation’s values are the things that are really important to it.In the early days of an enterprise, the values are sometimes the only thing that keeps the business going. When other factors make the chances of survival doubtful, such as funds, markets, and technology, it is the set of beliefs held by the original founders which pull the business through. The beliefs of the organization ar…



1285. Why Half of All Mergers Fail After the Honeymoon Ends By Rick Maurer
      Marriages and corporate mergers in America have at least one thing in common, more than 50 percent end up on the rocks. In fact, according to a McKinsey study, only 23 percent ever recover the costs of walking down the corporate aisle. Another study showed that over 40 percent actually lose shareholder value.These statistics should quell the corporate urge to merge, but, like young lovers, logic seldom gets in the way of romance.A merger between families illustrates the difficulty of creating …



1286. What Good Managers Must Do By Gregory Smith
      One morning at the airport, I overheard an employee talking about her new boss. “He’s a nice guy,” she said. “He makes me feel good about working here.”Like many employees, this young woman is more influenced by her boss’s “soft” skills than his technical skills. His interpersonal skills were what mattered most: including his ability to communicate, motivate and showing genuine concern. These interpersonal traits influence people to decide to quit or stay. When a manager lacks these skills, o…



1287. The New Five Truths of Employee Motivation By Marcia Zidle
      Motivation is a term that is so widely used, yet many managers know little about how it really works. But it doesn’t have to be confusing—in fact, it’s quite simple. Treat your employees as valuable assets and you will reap the rewards. Here are five truths to pay attention to in motivating your workforce. Most managers think money is the top motivator—but, it’s not.Sure compensation is important, but most employees consider it a right—an exchange for the work they do. Rather, they want is to…



1288. Why Employees Are the Best Source of Cost-cutting Ideas By Chuck Yorke
      Cost cutting has become a necessary and important reality in the modern corporate world. Yet many executives do not realize that their people are actually the best source of cost reduction ideas.There are several reasons for this.For starters a highly motivated workforce that understands the bottom-line and its significance to the future of a business and by extension their own future in employment can make a huge difference in any cost reduction effort. It also means that any cost-cutting ide…



1289. Terrible Meetings - Ten Ways to Spot Them! By Martin Haworth
      Sometimes, better than giving advice about how to run things well, it can be useful to have a hit list to notice to help you identify when things are less than productive. Meetings can be hugely productive, especially if you keep a sharp eye out for these Ten things:-No AgendaWhen there is no agenda, there is no opportunity to prepare, no framework for the meeting and no purpose. When this happens a lot, there is a tendency for 5 below.Wrong people thereEver been to a meeting where there was …



1290. 10 Fundamentals for Effective Meeting By Steve Kaye
      Here are ten fundamental concepts that characterize an effective meeting.Definition: A meeting is a business activity where select people gather to perform work that requires a team effort.A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget.Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these t…



1291. Is Your Company in Need of Family Therapy? By Garrett Coan
      How Companies Are Like FamiliesLike a family, a company is a group of people who have an ongoing relationship with one another. Companies have several things in common with families:1. Families have distinct ways of communicating and degrees of togetherness. For example:• Communication may be overt or covert.• Relationships tend to be enmeshed (too close; overly involved) or disengaged (not at all close; uninvolved).• Boundaries may be described as diffuse (extreme togetherness), rigid (extrem…



1292. Quick Tip - Effective Meetings Earn a Profit By Steve Kaye
      Most people treat meetings as a free resource that can be used to deal with any issue. As a result, huge amounts of time and money are wasted on trivia.A meeting is a business activity (not a social event) and should be designed to earn a profit. Here’s how.1) Calculate the cost of the meeting by multiplying the number of participants (N), their labor rate (R), and the length of the meeting (t). Then add all other expenses (E), which should include travel, materials, refreshments, room ren…



1293. Improvements In A Large Public Electric Utility In South America By Jose Sanchez
      The company decided to develop and implement an improvement program. The main thrust was to propose strategies and alternatives for the implementation of a quality program.Later on, the company declared the "Year of Quality", which kicked off the beginning of an improvement program focusing on providing better service and paying more attention to the customers. That same year, after several internal attempts on the part of the company to carry out such a program, executive management requested…



1294. Managing Your Manager By Michael Whitney
      A managers job in the workplace is to convey meaning in the actions of their employees, and they are looking for certain attributes during the interview process that you should know about. First, most managers love employees that agree with their point of view. This dangerous fundamental emotion is a basic human feeling. We all want our point of view to be understood.As a new employee looking for a job you can attack this one of two ways. You can either agree with your boss and risk the …



1295. The High Cost of Employee Turnover Among Project Managers By Craig Ruvere
      Imagine for a moment this scenario from a frustrated Senior Manager of a large pharmaceutical organization: “Our organization has experienced a large turnover among project managers in the past year. This creates problems providing ongoing quality and service to our stakeholders. We just don’t know what is causing the problem!” Sound familiar? Well you’re not alone. I remember that filmmaker Woody Allen once said that “80% of success is showing up.” However, the greater challenge is find…



1296. When Code Freeze Turns To Code Slush By Luc Richard
      Time To Market (TTM) is a vital concept that every executive understands. Releasing a product to market before your competition gives you a significant first-mover advantage. As such, project managers are extremely pressured to shorten their project schedules. But does accelerating code freeze optimize TTM?All things being equal, the sooner you declare code freeze, the faster you'll reach TTM. Slipping the code freeze date will most likely result in an overall schedule slip. But declaring the …



1297. Delegating Responsibility By Andrew E. Schwartz
      Too many managers waste both time and energy performing tasks an employee could perform just as well, thereby lowering productivity while raising operating costs. The answer to the problem is easy—delegation. However, many managers still limit their own effectiveness, create imbalances in the organization, waste their department’s time and energies, and fail to develop their subordinates by either ignoring or mismanaging the techniques of delegation.Why? Delegating responsibility insures that …



1298. Does Your State Like To Keep Your Workers Compensation Secrets Hidden? By Steve McArthur
      Workers compensation secrets are hidden deep within piles and piles of bureaucratic mumbo jumbo. They are sometimes used as high priced paper weights for over worked government workers who may or may not be totally interested in seeing that you find the exact information that you are looking for. However, this is just an opinion. From what I've seen on the Internet finding information about workers compensation secrets can be confusing at best.Where do you start if you want to find relevant fa…



1299. Decisions: How Close Are You To A 100% Strike Rate? By Eric Garner
      Managers, team leaders and their staff can take as many as a hundred or more decisions in the course of a day, each day and every day. Many of these decisions are, of course, no more than automatic responses to familiar situations in which they have to choose between two or three options. However, from time to time, we all have to take decisions on which the course of our future and that of others depends. Then, it is a question of making sure they are right. Here are 6 principles to guide you…



1300. How To Fire Someone
      For Many Managers The Only Thing More Stressful Than Getting Fired... Is Firing Someone Else! Here's How To Do It Without All The Stress If you manage people for any length of time, it's likely that, at some stage, you'll need to let one or more people go. It might be because they aren't performing to your expectations; because you no longer need their role performed; or because they've breached the law or a company policy. Whatever the circumstances, firing or retrenching someone is a confront…



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