Let's talk about Business Development. Times are hard and you need to find new customers. Whether you are a manufacturer, distributor, service provider or even a home business owner, you probably have a website. Having a website is helpful for EXISTING customers, but what are you doing to bring NEW customers to that website.
One of the emerging best practices for business development is blogging.
Many medium to large size companies monitor blogs about their products, services and company for the purpose of damage control and PR. That's NOT what I'm talking about.
Also, there are thousands of business owners who misunderstand how to blog as a business development tool and use it as straight forward advertising tool....come buy my product...it's the best deal ever. That's NOT what I'm talking about.
There are two critical business functions that blogging (done correctly) achieves - building credibility and attracting new customers. And, blogging does not cost one penny.
If you are not using blogging as a business tool to develop new business, you should be. We'll learn best practices in the next few postings.
Bob Tetu
Business Builder Bob
Wednesday, February 18, 2009
Friday, February 13, 2009
Business Builder Bob - Corrective Action #6
In the first post on this subject we discussed the need to immediately point out unacceptable behavior...stop it immediately without embarrassing the individual. Then meet later to talk about corrective action. Performance issues usually build up and can be planned for. Either way, here are some things to think about in preparation for your corrective action session.
First there are some obvious planning questions. What is the difference between the individuals performance/behavior and the minimum required? How did their performance negatively impact you and/or the organization?
Check your company policy to make sure you are documenting the corrective action and determining consequences consistent with the policy requirements. If you do not have a company policy, corrective action usually takes 3-4 attempts before termination can be considered. Escalating consequences are typically 1) first written warning, 2) second written warning, 3) suspension, and 4) termination.
Here are some less obvious things to think about ahead of your session. Does the impact on you and or the organization really merit corrective action? Once you start down this path, it is hard to back up without losing some credibility.
Also, are there things beyond the individual's control that are affecting their performance. This may be cause to turn your attention to a systemic issue, rather than individual corrective action.
Gather your thoughts, prepare for the 8 steps for a best practice corrective action and you will greatly improve your success rate turning these situations around.
Bob Tetu
Business Builder Bob
First there are some obvious planning questions. What is the difference between the individuals performance/behavior and the minimum required? How did their performance negatively impact you and/or the organization?
Check your company policy to make sure you are documenting the corrective action and determining consequences consistent with the policy requirements. If you do not have a company policy, corrective action usually takes 3-4 attempts before termination can be considered. Escalating consequences are typically 1) first written warning, 2) second written warning, 3) suspension, and 4) termination.
Here are some less obvious things to think about ahead of your session. Does the impact on you and or the organization really merit corrective action? Once you start down this path, it is hard to back up without losing some credibility.
Also, are there things beyond the individual's control that are affecting their performance. This may be cause to turn your attention to a systemic issue, rather than individual corrective action.
Gather your thoughts, prepare for the 8 steps for a best practice corrective action and you will greatly improve your success rate turning these situations around.
Bob Tetu
Business Builder Bob
Thursday, February 12, 2009
Business Builder Bob - Corrective Action #5
It is time to summarize and close out the Corrective Action Session. There are 3 elements left.
Summarize the agreed upon plan. What changes will be made (by when)? What results are expected (by when). Include a follow up session in your plan to make sure the individual is on track.
Second, WRITE IT DOWN. This is an essential part of most company policies for corrective action. You may have been able to prepare something ahead of time that can be edited. Or, you may have to do it now. The objective is to let the individual read what will undoubtedly be put in a file for future reference if needed.
Document the unacceptable performance/behavior, how it negatively impacted the organization, consequences if not corrected, and your action plan.
Finally, express confidence that the individual can turn this around. Make sure they know you are there to help if they need it.
These are the elements of a best practice for corrective action. I hope you don't need to do this often. Constructive Feedback is a great way to positivity reinforce good behavior and can help head this off. There will be one more post on this subject with some ideas for getting ready before a corrective action session.
Bob Tetu
Business Builder Bob
Summarize the agreed upon plan. What changes will be made (by when)? What results are expected (by when). Include a follow up session in your plan to make sure the individual is on track.
Second, WRITE IT DOWN. This is an essential part of most company policies for corrective action. You may have been able to prepare something ahead of time that can be edited. Or, you may have to do it now. The objective is to let the individual read what will undoubtedly be put in a file for future reference if needed.
Document the unacceptable performance/behavior, how it negatively impacted the organization, consequences if not corrected, and your action plan.
Finally, express confidence that the individual can turn this around. Make sure they know you are there to help if they need it.
These are the elements of a best practice for corrective action. I hope you don't need to do this often. Constructive Feedback is a great way to positivity reinforce good behavior and can help head this off. There will be one more post on this subject with some ideas for getting ready before a corrective action session.
Bob Tetu
Business Builder Bob
Wednesday, February 11, 2009
Business Builder Bob - Corrective Action #4
In the first two elements we discussed the performance shortcomings and the adverse affect of the individuals performance on you and/or the organization. In the second two elements we asked for the individual's view of the situation and for their ideas on how to improve performance. And, you added your own ideas.
This next element may be unpleasant, but it is critical. What are your next steps going to be if the performance is not improved. In most businesses, this is spelled out in company polity and it typically escalating consequences leading eventually to termination if the unacceptable performance/behavior is not improved. And, these policies break down if next steps and consequences are not made clear at each step. Ultimately, a poorly executed (and undocumented) series of corrective actions that leads to termination, may result in a lawsuit or labor board hearing for unjust termination.
So, explain what will happen next if the indiviual's performance does not improve - written warning, suspension, termination, etc. For this to be effective, make sure that it is also clear what measurement will be used to determine acceptable performance.
In the next three elements, we will summarize and finish up the corrective action session.
Bob Tetu
Business Builder Bob
This next element may be unpleasant, but it is critical. What are your next steps going to be if the performance is not improved. In most businesses, this is spelled out in company polity and it typically escalating consequences leading eventually to termination if the unacceptable performance/behavior is not improved. And, these policies break down if next steps and consequences are not made clear at each step. Ultimately, a poorly executed (and undocumented) series of corrective actions that leads to termination, may result in a lawsuit or labor board hearing for unjust termination.
So, explain what will happen next if the indiviual's performance does not improve - written warning, suspension, termination, etc. For this to be effective, make sure that it is also clear what measurement will be used to determine acceptable performance.
In the next three elements, we will summarize and finish up the corrective action session.
Bob Tetu
Business Builder Bob
Tuesday, February 10, 2009
Business Builder Bob - Corrective Action #3
In the first two elements of corrective action, we discussed the difference between the individual's unacceptable performance and the expected performance (or behavior). Then the negative impact was pointed out.
The third element is to get the the individual's view of the situation. Has there been a misunderstanding or miscommunication? Are there extenuating circumstances? This should not turn into an opportunity to make excuses, but it is important to let them have their say. Make it clear that whatever the reason, the performance or behavior HAS to improve.
Now in the fourth element, ask the individual for suggestions on changes they can make to achieve acceptable performance. This is a good way to test if they are really understanding what is needed and what is expected. Clarify their ideas and clarify any misunderstanding about what the end result must be. You can also add your own suggestions.
It is important that the indivdual leave the session with a clear understanding of what they have to do and how success will be determined. Their job may be at stake.
4 element have been described. There are still 3 more coming in the next blog.
Bob Tetu
Business Builder Bob
The third element is to get the the individual's view of the situation. Has there been a misunderstanding or miscommunication? Are there extenuating circumstances? This should not turn into an opportunity to make excuses, but it is important to let them have their say. Make it clear that whatever the reason, the performance or behavior HAS to improve.
Now in the fourth element, ask the individual for suggestions on changes they can make to achieve acceptable performance. This is a good way to test if they are really understanding what is needed and what is expected. Clarify their ideas and clarify any misunderstanding about what the end result must be. You can also add your own suggestions.
It is important that the indivdual leave the session with a clear understanding of what they have to do and how success will be determined. Their job may be at stake.
4 element have been described. There are still 3 more coming in the next blog.
Bob Tetu
Business Builder Bob
Monday, February 9, 2009
Business Builder Bob - Corrective Action #2
Step 1: Discuss the difference between the present performance and the acceptable performance. This should not be a revelation if the individual was properly trained and expectations where properly established. The difference been their performance or behavior and acceptable performance or behavior should be clear.
Step 2: Describe how their poor performance is affecting you and others in the organization. Be as specific as possible. If there is a direct personal impact to yourself, let them know.
It is not enough to say performance does not meet minimum expectations. The individual must also understand why this is important. For example, it is not fair to others if they are not pulling their weight. Or, there may be other people (yourself included) who are depending on them and they are letting you down.
These two steps set the stage for trying to turn around the situation.
Bob Tetu
Business Builder Bob
Step 2: Describe how their poor performance is affecting you and others in the organization. Be as specific as possible. If there is a direct personal impact to yourself, let them know.
It is not enough to say performance does not meet minimum expectations. The individual must also understand why this is important. For example, it is not fair to others if they are not pulling their weight. Or, there may be other people (yourself included) who are depending on them and they are letting you down.
These two steps set the stage for trying to turn around the situation.
Bob Tetu
Business Builder Bob
Friday, February 6, 2009
Business Builder Bob - Corrective Action #1
Taking corrective action is meant to address unacceptable performance or behavior. Although you will want to give it a little thought before you start the session, it is very important to take the corrective action as soon after the unacceptable behavior as possible.
In fact, when you see unacceptable behavior occuring, it is imperative to address it immediately...a safety violation such as not wearing protective goggles, someone has pornography on their computer, smoking in a non-smoking area. You absolutely can not walk by without addressing it. Your credibility as a leader and superviosr will take a big hit if you let it pass.
Here's a great tip. Stop the unacceptable behavior and tell them you will meet later to discuss it. That maintains your credibility and gives you time to prepare for the corrective action session.
One other point about your immediate reaction to stop the behavior. Do not publicly embarrass the individual. That will only make them defensive and/or defiant and you may lose control of the situation. Take them aside, speak quietly, or ask others to move on. Then you can address the inividial and stop the behavior without adding embarrassment into the equation.
Don't miss the next few blogs. You may have a lot of training and investment in the individual you are taking corrective action with. Let's use a best practice to get them back on track.
Bob Tetu
Business Builder Bob
In fact, when you see unacceptable behavior occuring, it is imperative to address it immediately...a safety violation such as not wearing protective goggles, someone has pornography on their computer, smoking in a non-smoking area. You absolutely can not walk by without addressing it. Your credibility as a leader and superviosr will take a big hit if you let it pass.
Here's a great tip. Stop the unacceptable behavior and tell them you will meet later to discuss it. That maintains your credibility and gives you time to prepare for the corrective action session.
One other point about your immediate reaction to stop the behavior. Do not publicly embarrass the individual. That will only make them defensive and/or defiant and you may lose control of the situation. Take them aside, speak quietly, or ask others to move on. Then you can address the inividial and stop the behavior without adding embarrassment into the equation.
Don't miss the next few blogs. You may have a lot of training and investment in the individual you are taking corrective action with. Let's use a best practice to get them back on track.
Bob Tetu
Business Builder Bob
Wednesday, February 4, 2009
Business Builder Bob - Constructive Feedback #5
In order to include all the elements of best practices for constructive feedback, it is best to think about it before you meet with the person. Remember, you will be speaking to an individual who already has acceptable behavior and we want a positive outcome. So, here are some things you can plan ahead...
What is the desired outcome, performance or behavior change? What specific activity or action do you want to correct? What are some potential consequences if this is not changed?
What have you observed yourself and what is your reaction?
What is your lead off positive statement going to be? Can you lead off with recognition using the best practice outlined earlier in this blog? What specific behavior or activity to you want to reinforce?
What is the reason for making the change? What do you want to accomplish?
Think about some suggestions you can make to improve the performance or behavior.
Yes, this seems like a lot of preparation, but you can probably think this through in 5 minutes. You already know the answers to most of these questions. Just take a few minutes to organize your thoughts, follow the steps outlined for constructive feedback, and you will have a powerful tool for improvement.
Business Builder Bob
Bob Tetu
What is the desired outcome, performance or behavior change? What specific activity or action do you want to correct? What are some potential consequences if this is not changed?
What have you observed yourself and what is your reaction?
What is your lead off positive statement going to be? Can you lead off with recognition using the best practice outlined earlier in this blog? What specific behavior or activity to you want to reinforce?
What is the reason for making the change? What do you want to accomplish?
Think about some suggestions you can make to improve the performance or behavior.
Yes, this seems like a lot of preparation, but you can probably think this through in 5 minutes. You already know the answers to most of these questions. Just take a few minutes to organize your thoughts, follow the steps outlined for constructive feedback, and you will have a powerful tool for improvement.
Business Builder Bob
Bob Tetu
Thursday, January 29, 2009
Business Builder Bob - Constructive Feedback #4
Time for a good wrap up for this constructive feedback session. If you have followed the steps in the first three posts, you have agreed on some changes that can be made to improve performance.
Summarize exactly what the change is and how it will be done. It may be a good idea to write it down so you can refer back to it later.
Also, remind the recipient what the performance objectives are. How are they measured? What will be some good signs of success in terms of improving performance.
State your continued support. Your door is open if they can use assistance. Thank them for their committment to improving performance and willingness to have an open discussion.
That is the natural ending point for the constructive feedback session, but it is not the end of the work. Remember the 80/20 rule for positive reinforcement. Watch for opportunities to make positive remarks on progress -- can you see changes in behavior, can you see changes in performance, is the person embracing the change and making an effort, etc. Any of these signs deserve positive reinforcement.
Keep the feedback flowing to help keep the person motivated. Change is a little scary and can be hard...even a change for the better.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Summarize exactly what the change is and how it will be done. It may be a good idea to write it down so you can refer back to it later.
Also, remind the recipient what the performance objectives are. How are they measured? What will be some good signs of success in terms of improving performance.
State your continued support. Your door is open if they can use assistance. Thank them for their committment to improving performance and willingness to have an open discussion.
That is the natural ending point for the constructive feedback session, but it is not the end of the work. Remember the 80/20 rule for positive reinforcement. Watch for opportunities to make positive remarks on progress -- can you see changes in behavior, can you see changes in performance, is the person embracing the change and making an effort, etc. Any of these signs deserve positive reinforcement.
Keep the feedback flowing to help keep the person motivated. Change is a little scary and can be hard...even a change for the better.
Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395
Wednesday, January 28, 2009
Business Builder Bob - Constructive Feedback #3
Your observation and personal reaction have been stated, received and understood. It's time for that good two way discussion I mentioned at the end of the last posting.
State that you want to get some ideas out before you agree on what changes to make and then offer some suggestions on how to improve the behavior or performance. Again, keep it brief and don't lecture. Give the recipient some time to digest the suggestions. Remember, you knew about this ahead of time and they didn't. Some people will push back or get defensive if you push your ideas too hard, too fast.
Ask if the recipient has any different ideas or can they modify any of your ideas to make them better. Be mindful to keep the conversation on subject. Avoid bringing other issues into it and keep the recipient on track as well. Stay focused on correcting one behavior related to your observation.
It is time to agree on a course of action. What will the recipient do differently to improve performance? It is not critical that they do it exactly your way. The more ownership the recipient has in the solution, the more they are likely to succeed. At this point, the important thing is that the recipient is committed to trying to improve and has a plan on how to do it.
If it doesn't work out, you can always start the process over again. Remember, with corrective feedback you are seeking improved performance in a person who already has acceptable performance.
State that you want to get some ideas out before you agree on what changes to make and then offer some suggestions on how to improve the behavior or performance. Again, keep it brief and don't lecture. Give the recipient some time to digest the suggestions. Remember, you knew about this ahead of time and they didn't. Some people will push back or get defensive if you push your ideas too hard, too fast.
Ask if the recipient has any different ideas or can they modify any of your ideas to make them better. Be mindful to keep the conversation on subject. Avoid bringing other issues into it and keep the recipient on track as well. Stay focused on correcting one behavior related to your observation.
It is time to agree on a course of action. What will the recipient do differently to improve performance? It is not critical that they do it exactly your way. The more ownership the recipient has in the solution, the more they are likely to succeed. At this point, the important thing is that the recipient is committed to trying to improve and has a plan on how to do it.
If it doesn't work out, you can always start the process over again. Remember, with corrective feedback you are seeking improved performance in a person who already has acceptable performance.
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