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How to Be Small and Scrappy — and Win | Inc Magazine

**Great article from Inc Magazine.**

When you’re up against some of the biggest competitors in the industry, you need to learn to play the game differently.

Instead of trying to “be” another company, decide—and it is a decision—to use the fact that you don’t have comprehensive systems or widespread automation to your advantage.

For example, you probably don’t have a customer relationship management system in place. That’s okay: Just call new customers and say thanks. Pick a few at random every week to call and see how things are going. Use a spreadsheet to track leads and sales calls.

CRM systems can do a great job of managing hundreds of customer and sales relationships, but many companies rely on those systems to drive customer relationship activities. Now, while you’re relatively small, you can drive those relationships by making them a lot more personal.

The same is true with payment systems. I know companies that spent significant time and money designing robust payment systems before they had their first paying customer. For a small company, Paypal works fine and can be set up in minutes. Put your resources into things that help you land customers so someday you will need a robust payment system.

Instead of focusing on what your competitors do that you can’t do, think about what you can do that your competitors can’t. You can take on smaller customers; your administrative costs are lower. You can experiment with different product or service offerings;  you don’t have to worry about negatively impacting product line synergies or whether you will create turf issues between departments.

**To read the rest of the article from the original source, click here.**


Awareness Of The Simple And Successful Characteristics Of An Entrepreneur

**Great article from Andy-Gallagher.com.**

The simple characteristics of a successful entrepreneur are easily shown in the willingness of that entrepreneur to keep things as simple as possible with a basic focus on their goals on a daily basis.

You could also say the simple entrepreneur does not get drifted away be new companies, products, systems, and services, when it comes to business ventures and the entrepreneur.

I see so much lack of staying simple with a few simple goals among my peers that it makes one wonder how any consistency is obtained in the direct sales network marketing industry.

Consistency and Simplicity is so much needed in our information society and so lacking for the characteristics of successful entrepreneurship.

It is those few who are focused on 1 or 2 things that I believe create more success for themselves.

Mike Dillard says it best with his magnetic sponsoring online, when referring to one business for a long period of time, without any consideration to more complex management of multiple systems and strategies. Going with one thing until it is mastered will give you more breakthrough achievement.

It is commonly thought that the more simple characteristics of entrepreneurs or a certain type personality that make fast decisions and will go for an opportunity without much hesitation, is supposed to be the type of entrepreneur you want to work with.

Well, that is not the consistent model of attraction that is best encountered in my opinion.

What this means for me is the fewer and more focused, the better.

You cannot be partnering and working with more people than you can handle and really have a grip or control over your marketing team without extreme dedication and focus.

When people switch companies, systems, products, and marketing strategies every month, not much is accomplished. The only aspect of this that may need changing ever few years is the marketing strategies, which sometimes leads to adjustments of needed systems.

If you’re the type of entrepreneur that wants maximum results, finish what you start, giving it at least 6 months of your best work, and giving yourself maximum leverage to be able to achieve the best in asset increases.

Our performance is based upon our own ability to take the daily action steps needed to improve our own outlook of ourselves, along with the consistent habit that makes us produce with our determined and simple focus.

**Content not originated by Red F DC or any of our affiliates.**


A Victim Mentality Will Doom an Entrepreneur

**Great article from Caycon.com.**

People with a victim mentality should never be entrepreneurs. We all know the role of starting and running a business is unpredictable, and has a high risk of failure. For people with a victim mentality, this fear of failure alone will almost certainly make it a self-fulfilling prophecy.

A Victim Mentality Will Doom an Entrepreneur

I’m sure you all know someone who is the perennial victim. The problem is that most of these people aren’t likely to accept your assessment, so it’s hard to help them. They don’t see themselves as others see them, and many simply refuse to accept the reality of the world in general.

According to an article by Karl Perera, called “Victim Mentality – You Don’t Have to Suffer!” there are many indications of a victim mentality in a person’s thought process. Here are some key ones he mentioned, applied to the entrepreneurial environment:

  1. “When things don’t work, I secretly believe I’m the cause.” Victims act as though each business setback is a catastrophe and create stress for themselves. These people feel more importance and ego when relating problems rather than successes.A survivor believes that bad things are an anomaly to be brushed off, or just another challenge to overcome. In fact, they look forward to the challenges, and get their most satisfaction from declaring success.
  2. “When I talk to myself, I never have a positive discussion.” Second-guessing every decision affects mood,
    behavior, and happiness, and is likely to cause or intensify a victim mentality. If you are negative, you cannot see reality, leading to more bad decisions, confirming you are indeed a victim.Survivors continually relive their positives, and see themselves as miracle workers. They live in the present or the future, and rarely dwell on mistakes of the past. They have faith in themselves, and life as a whole.
  3. “When others put me down, I‘m wounded to the soul.” Negative comments from others are devastating to a victim. Offensive behavior towards you actually says more about the other person. But if you have a negative mentality you will just take what they say or do at face value, and believe that you deserve to be the victim.The survivor always stands up and fights negative comments, and usually turns the blame back on the deliverer. He is quick to counter with all his positives. He builds boundaries around negative or toxic people, and avoids them at all costs.
  4. “I believe in fate, even though it’s unfair.” If you succumb to fate, then you think you are responsible for all the bad things that happen to your business. The victim feels that he or she has been treated unfairly but is trapped. There seems to be no way out.Survivors believe that they can make things happen, rather than let things happen to them. They accept random turns in their life as new opportunities, rather than unfair punishment.

**To read the rest of the article from the original source, click here.**


Who to Follow on Twitter for Innovative Business Ideas

**Great article reposted from Entrepreneur.com.**

Who to Follow on Twitter for Innovative Business Ideas

Mario Schulzke believes in the power of ideas.

But the German-born ad agency director and part-time Ironman triathlete isn’t just keen on his own musings, Schulzke wants to help you enliven your own innovative ideas too. Enter, IdeaMensch, the Los Angeles-based website that features daily interviews with visionaries, CEOs and entrepreneurs.

How does he crystalize these concepts? Twitter, for one @ideamensch. Here are Schulzke’s top five Twitter streams to follow for finding the best new entrepreneurial ideas.

  1. @trendwatching
    Followers: 53,339
    Tweets: 1,530
    Operating out of London with hundreds of “spotters” worldwide and 160,000 subscribersTrendwatching.com is on the hunt for the latest fads. The research firm’s Twitter feed, as one would expect, is primarily comprised of previews of trends from around the globe.
    Sample tweet: Crearmoda – In Spain, design your own clothing via 3D simulatorhttp://www.springwise.com/fashion_beauty/spain-design-clothing-3d-simulator/ ( #MIY )
  2. @springwise
    Followers: 37,811

    Tweets: 2,631
    Also from London, Springwise.com posts about entrepreneurial ideas from around the world, such as customizable liqueurs in the U.K. and smartphone grocery shopping in South Korea. Through its blog, newsletter and Twitter feed, Springwise dispatches trend reports and profiles about small businesses and entrepreneurs.
    Sample tweet: Marriott’s Renaissance Pittsburgh Hotel — Guests surrender digital devices upon check-in
  3. @psfk
    Followers: 35,870

    Tweets: 22,234
    Self-described as, “Your go-to source of new idea tweets,” the New York publisher and consultancy, PSFK has one primary belief: All innovative ideas are worth sharing. What does the company tend to tweet? Ideas, ideas, ideas. No matter how big — or little — the goal is to share knowledge in the hopes that innovation begets more innovation.
    Sample tweet: New Heat Imaging Technology Makes Tanks Invisible

**To read the rest of the article from the original source, click here.**


How to Fail: 25 Lessons Learned through Failure

1. Dither, dither, dither; plan, plan, plan.
Instead: Fail fast. Fire, aim, repeat.

Time is the most valuable asset a person has, and yet it’s the easiest and most common thing wasted. Speed breeds momentum and passion, motivation and a bias for action. Learning through experience is far more valuable than learning through planning, prototyping or researching as nothing is more direct, meaningful and visceral than seeing how something works (or doesn’t).

What is the second-most important asset? Passion. People only have so much passion, intellect and interest to devote to ideas without seeing results, without seeing the fruit of their labour. Give people the chance to succeed and the opportunity to learn without drowning them in the process. Few things are more demotivating than working on a project for an extensive amount of time just to see it canceled shortly before it would have seen the light of day.

2. Postpone hard decisions until you have to make hard trade-offs.
Instead: Make decisions earlier to create options and build flexibility.

Make decisions before you think you need to. You’re probably too late if you come to the point where you realize you have to make a choice between hard trade-offs. By waiting to make a decision you’ve created trade-offs instead of options. Postponing decisions in the attempt to optimise your results is probably a waste of your resources in other ways.

3. Copy tactics.
Instead: Create strategies.

Blindly following the tactics and path of other companies is a sure route to failure. The right tactics are indelibly linked to the internal and external environments a company faced at a particular point in time. Companies regularly fail by adopting old business models or basing a business on artificially protecting old business models. Re-applying another company’s tactics neglects to consider the process and path they took to success.

Followers focus on tactics and tools rather than strategies and goals.

4. “Fight the good fight.”
Instead: Pick the right battles, at the right time, with the right people. *

There is a time and a place for everything. Make prudent decisions based on your present and future situation and capabilities rather than fighting every battle that comes your way. The hardest part for every startup is staying in the game, thus do everything you can do to stay in the game give yourself the opportunity for future success.

Implications:

  • Leave big, systemic, intractable problems to big companies with the resources to get knocked down and get up again. Instead, solve simple problems (big and small) where you can have a direct impact.
  • Let large companies create standards. Stay away from basing your success on re-creating the wheel for the industry. If your valuable, innovation solutions for your customers are meant to be industry standards, then they will naturally become the standards, but do not depend on systemic change for your success.
  • Leave large, cross-industry partnerships between incumbents to large, established companies. Startups will almost always be caught between the old battles and priorities of established companies, better to not depend on having to solve their relationships for your success.

5. Solve your problems.
Instead: Solve their problems.

Alternate interpretation: Solve buyers’ problems instead of solving sellers’ problems.

Don’t create solutions that make things easier for you. Create solutions that solve problems for your customers and buyers; they typically don’t care about your own internal problems.

**To read the rest of the article, from the original source, click here.**


Can Venture Capital Save The World?

(This article is the cover story of the December 19, 2011 issue of Forbes.)

Bahawalpur in eastern Pakistan is known for magnificent palaces built during the British Raj, but in the dusty part of town where most of the 400,000 residents actually live, four dozen farmers have gathered in the decidedly unpalatial concrete building that houses the local branch of the National Rural Support Programme Bank. Their darkened, sun-creased faces testify to the toll of tilling soil in one of the hotter places on Earth (at 11 a.m. in mid-June it’s ­already heading toward 105 degrees); many twist their hair into head scarves, and all don cotton ­tunics known as kurta.

Suddenly the front door swings open and a tall woman with piercing blue eyes and brownish blonde hair struts in, dressed in a red tunic and baggy pants. Accompanied by the bank’s president, Rashid Bajwa, Jacqueline Novogratz whips out her red notebook and gets down to business. “What kind of livestock do you have?” she asks one client. “How many male calves? How much money are you saving at the bank? What do you do with that cash?” An hour later, the notebook now filled with minute details of how, exactly, the farmers intend to pay back their loans, as well as whether their daughters go to school and what they want their children to do when they grow up, Novogratz walks out of the bank, satisfied. “I’m feeling optimistic about rural Pakistan,” she tells me, as a pickup truck, loaded with field hands, rumbles past a mosque. “Farmers are making good money.”

Novogratz plays the role of auditor because, as CEO and founder of the Acumen Fund, helping people starts with financial due diligence. In April Acumen sank $1.9 million into the bank in exchange for an 18% stake, one small investment in a decadelong experiment in charitable giving. Instead of shoveling aid dollars to causes or governments that give away life-­sustaining goods and services, Acumen espouses investing money wisely in small-time entrepreneurs in the developing world who strive to solve problems, from mosquito netting to bottled water to affordable housing. It’s a new twist on the old adage about teaching a man to fish, except that Novogratz wants to build an entire fish market.

The bank in Pakistan is a good example: Acumen’s financial injection has enabled the bank to lend small amounts (up to $350) to farmers. The bank charges 28% interest—exorbitant unless you consider the 9% to 10% the local money lenders charge per month. Acumen has given Pakistani farmers the ability to access cash at credit card rates, versus the loan shark terms of before—a staggering 125,000 clients have tapped the bank for $30 million in new credit this year. Novogratz’s infusion has also allowed the bank to take deposits for the first time, introducing the idea of savings, and 6% interest rates, to a community that has been locked in poverty for centuries. Since April 10,000 farmers have deposited $7 million in the bank, which of course has resulted in yet more loans.

Novogratz obsesses over such numbers. (“How many liters per day of milk are the cows producing?” she asks a farmer later that afternoon as she takes cover from the heat in a grove of ­rosewood trees.) Hence, the signature notebook, which she ritually fills with observations and talking points that she turns into Acumen propaganda— specifically, Jacqueline’s Journal and Jacqueline’s Letter. Field visits, says the 50-year-old Novogratz, “give me insights and quantifiable data I can bring to conversations that have, frankly, been devoid of them for so long.”

Quantification is key. Acumen Fund is quite literally a philanthropic venture capital fund, which has put $69 million to work in India, Pakistan, Kenya, Tanzania, Uganda and Rwanda. Its loans and equity investments mandate the same benchmarks traditional VCs use, with a twist: Since the donor-investors don’t get their money back—all returns are reinvested in Acumen—progress is measured not in ROI but rather against the good that could have been done by simply giving the money away. No easy task but one that makes Acumen’s mission more critical: to prove that altruistic capitalism can solve the world’s ills.

**To read the rest of this article from the original source click here.**


The Ten Biggest Lies of Business School

Here are the ten biggest lies of B-School you should protect yourself against:

1. You will be rich. My experience (and from talking to others) is that it will take you 2 or 3 times as long as you think it will take to succeed after Business School.  So take it easy running up your student loans and credit card debts expecting you’re going to be a rock star later.

2. You are smarter than people without an MBA. You were smart enough to get in to Business School.  That doesn’t mean you are smarter than other people without an MBA.  Stay humble.

3. There’s always a right answer. B-School students are usually very analytical and achievement-oriented. They like to think there’s always a “best” answer. There’s not.  The perfect answer is always the enemy of the good enough one.  You make decisions you can with the best information available.  Life and business today doesn’t let you count how many angels can fit on the head of a pin.

4. If you’ve made it this far (to B-School), you’re destined to succeed. In my B-School, there were always amazingly talented executives coming in to give talks on business and life. They’d always compliment us on what a great school we attended and why we had our future by the tail.  It made us all feel invincible — destined to succeed once we set out on our various career paths.  It doesn’t work that way. I know B-School classmates who’ve failed miserably, under-achieved, gotten divorced, gotten severely depressed, etc.  B-School is a great educational opportunity in life, but you still have to go out there and succeed. Nothing is given to you as a birthright.

5. You know how to “fix” the first few companies you join after school. You’ve probably worked at companies were people who’ve been there for 2 decades roll their eyes telling you about the new hotshot MBA who just started and is now telling everyone how to do their jobs.  It’s so clear to him, yet others find it deeply offensive that he would think he knows how the company works when they’ve spent countless years there and are still trying to figure it out.  All hotshot MBAs should wear tape over their mouths for the first 3 months on the job and not be allowed to “fix” anything.

6. Discounted Cash Flow (DCF) will always tell you what a company is worth. MBAs love DCF. They think the true answer to what a company is worth is always a DCF away.  Just crank it out on a spreadsheet or whiteboard, show the boss, and move on to the next problem.  Unless you’re going to be a sell-side analyst, you’ll never do a DCF after B-School.  And even the sell-side analysts get their underlings to do them.  And no one reading your reports will read them anyway.

7. The “soft” courses (leadership and people management) are least important. I remember talking to the professors from the Management Department at my school who had to teach the courses on leadership and people management.  They used to lament that the MBAs never paid attention to them in class.  Yet, the Executive MBAs (usually in their 40s or 50s) always told them that these courses were the most important of all the B-School classes they took.  You learn after B-School that the perfect answer or strategy means nothing if you can’t get people around you to buy in to it and help you achieve it.  To do that, you need to motivate them, listen to them, connect with them, and support them when they need it.

8. You are going to be more creative and entrepreneurial after Business School than before. In my experience, B-School makes you less creative, the longer you’re in it.  They teach courses on entrepreneurship but it’s kind of an oxymoron the idea of the analysis paralysis B-School Students being entrepreneurial.  You will learn a lot of tools and frameworks in B-School, but you won’t learn how to start a company.  You just need to start a company.

9. Your peers will give you lots of tips and insights that will help you succeed in your career. In my experience, the majority of B-School students are lemmings.  They don’t know what they want to do afterwards, so they just do what their peers say they should do (maybe that’s why they applied to B-School in the first place).  Ten years ago, everyone at my school wanted to be a dot com entrepreneur.  That didn’t work out so well and most students later went back to being investment bankers or management consultants.  Your peers don’t know what you want to do with your career.  You need to start listening to that voice inside your head.

10. The Ivy League MBAs will be even more successful. An Ivy League credential will be a big plus for you on your resume – no question.  However, you have to realize that if you’re getting an Ivy League MBA, you’re probably 10x more susceptible to the previous 9 lies than other MBAs.  Don’t let yourself be the next Jeff Skilling, the smart Harvard MBA, who worked at McKinsey and then went to Enron and drove the company off a cliff.  He had a golden resume – and where did it get him?

If you treat B-School like an amazing educational experience, chances are you’ll get a lot out of it.  Just keep your attitude and sense of entitlement in check.

As Casey Kasam used to say, “Keep your feet on the ground, and keep reaching for the stars.”

**Content not originated by Red F DC or any of its affiliates.**


11 New Year’s resolutions for PR and marketing professionals

As we prepare to ring in the new year, let’s take a few minutes to reflect on what’s most important as a marketer or PR practitioner, particularly as the media landscape continues to evolve.

Below are some reminders and/or resolutions related to our practice. These are simple rules. And the best part: they’re fairly easy to incorporate into working life, yet as guiding principals can make a big difference.

Resolve to be a better writer—in 140 characters or less. In an age of tweeting, being succinct is key and helps in making your content viral.

Resolve to think outside the confines of “traditional” PR. Instead of relying on an age-old press release, ask if a topic is better suited to a blog or social media post.

Resolve to know your audience. “Beats” are fluid in these days of the continuous news cycle. Know your audience and their of-the-moment interests. Resolve to check your contacts’ latest posts and tweets before reaching out with an idea or topic.

Resolve to be a storyteller. Some media deal in straight facts and figures; others paint with a different brush. Don’t bore with market potential for a new widget if that’s not their bag; instead tell them what they want to hear, which typically boils down to how it will impact their reader’s life.

Resolve to speak measurement upfront, not when asked by the client. What does the program, strategy or tactic you’re suggesting really do to impact the bottom line? If you can’t answer that question, both qualitatively and quantitatively, then perhaps it’s not the great idea you thought it was.

Resolve to be SEO friendly. Why make it hard to find the product or messages you’re trying to convey? Think of keywords that matter and use them in your blog, release and outreach so they can get crawled and drive traffic.

Resolve to be more visual. If a picture is worth 1,000 words then why not? Multimedia is the new text; incorporating photos and video makes a story more impactful.

Resolve to stay ahead of the game. This is one of the hardest challenges in PR. As fires, last-minute deadlines and “urgent” requests fly into the inbox hour by hour, it’s important to dedicate a portion of the day to ensure you’re staying ahead—or at a minimum on track—of your regularly scheduled program.

Resolve to slow it down and clean up your act. In this age of short, snippy emails and social media postings, it’s easy to post quantity over quality. Before you hit “send” take a second (or even third) look. It pays not to be sloppy.

Resolve to clear your head. When the going gets tough, the tough can get stressed. And what good does a foggy, frenetic brain do when push comes to shove? Little. There’s something to be said about the five-minute break. Try it. You’ll be better at your job because of it.

Resolve to give good counsel. Tell your boss or client(s) what they need to hear, not what they want to hear. This can sometimes be intimidating, but it’s important, and only right. We’ve all been there—there’s an expectation that PR will simply take orders—but you know in your gut the effort at hand will net nothing but peeved media and bloggers and worse, backlash that could damage several reputations, both the company and yours.

**Content not originated by Red F DC or any of our affiliates.**


Entrepreneurs are public servants, too

Check out this great article found on USAToday.com

Picture a young person — let’s call her Jane — starting college in 2007. Surveying the slowing economy, she congratulates herself on her auspicious birth date. She won’t graduate until at least spring of 2011. By then, everything will be fine! Whoops.

As she languishes in underemployment, Jane gets an idea: If she can’t get a job, she’ll make a job. A recent Kauffman Foundation-funded poll found more than half of millennials would like to start a business — anything from designing iPhone apps to painting houses.

Except that launching a business is a risk, and like the average student these days, Jane has close to $30,000 in loans. They are now coming due. So she puts her entrepreneurial dreams aside to bartend by night and hawk lattes by day, mostly for the cash flow. It’s understandable for Jane, but too bad for society as a whole. Because there’s a simple way to help young people become entrepreneurs despite their loans, if we recognize that starting a business is a public service — and reward it as such.

Helping loan-strapped students

There’s no question that the $1 trillion in outstanding student loan debt in the U.S. is causing serious economic anxiety. “It’s where the mortgage market was a few years ago,” says Anya Kamenetz, author ofGeneration Debt and DIY U (a manifesto for tackling the high cost of education). That’s as scary as it sounds, with plenty of blame to share. Students over-borrowed, and banks lent six figures to people majoring in English at schools that graduate fewer than half their students in six years. U.S. taxpayers are backstopping many of those loans, and the percentage of students defaulting in the first two years is rising (from 7% in 2008 to 8.8% in 2009). Something has to give.

Recognizing that, the federal government created an “Income-Based Repayment” (IBR) program a few years ago that caps repayment of federally backed loans at 15% of discretionary income, with outstanding balances forgiven after 25 years. A single person earning $40,000 annually would pay approximately $300 a month, max.

But with little marketing, few people subscribed. In October, the White House, eyeing growing protests from the Occupy Wall Street movement and elsewhere,decided to trumpet this option more loudly and announce broad eligibility for new loans (basically, for current students) that would cap repayment at 10% of discretionary income, to be forgiven after 20 years. People who earn low incomes (under $20,000 per year) can put off payments.

Intriguingly, the Obama administration is marketing IBR specifically to potential entrepreneurs as a way to boost job creation (though anyone can apply). The Small Business Administration‘s website touts the “Student Start-Up Plan,” enticing people to “Defer Loans. Not Entrepreneurship.” This is quite smart; even if a small business produces revenue, its owner can easily have income under $20,000 as she re-invests incoming cash. IBR means she doesn’t have to worry about student loans on top of bank loans or start-up costs. “It’s a perfect setup,” says Scott Gerber, head of the Young Entrepreneur Council and co-founder of Gen Y Capital Partners.

How it would work

But if we truly believe, as the SBA claims, that “young entrepreneurs are key to our economic success,” then we can do better than 10% and 20 years. We already do better for some people. The federal government also runs a program called Public Service Loan Forgiveness for people who work for government agencies and certain non-profits. Aside from capping payments, the government forgives outstanding balances after 10 years — a major boon if you have $50,000 in loans and earn $30,000 a year. The recipients are deserving, but why is someone who works for a non-profit after graduation more deserving of loan forgiveness than someone who creates the wealth that allows people to donate to non-profits in the first place? Starting a business “is doing a service to the economy, going out and creating jobs,” Gerber says.

If we want to sweeten the deal for Jane and her ilk, we should give them the same loan terms as public servants. And not just for current students taking out new loans, but for a broad swath of people willing to start businesses.

There could, of course, be abuse. It’s pretty easy to create a “business” for tax purposes, and people could create businesses (e.g. “Jane, LLC”) for loan purposes, too. A good policy could set qualifying benchmarks for business growth or perhaps use existing SBA standards to establish business legitimacy. One would also hope that within a few years, a new business would kick off enough cash that loan caps and forgiveness would not be necessary. But current efforts to boost job creation (like home weatherization programs) have been prone to abuse, too. You could restructure a lot of student loans for the $535 million we taxpayers spent propping up Solyndra. Giving entrepreneurs better loan terms subsidizes new business growth without choosing favorites. It would make those first boot-strapping years easier, and long-term loan forgiveness, when necessary, would be a nice way of thanking people for giving it a whirl.

Can’t find a job? Do something entrepreneurial for a decade and, afterward, you’ve got a clean slate to try something else. Or maybe our Jane will start the next Google. In that case, a few thousand dollars in loan help could be the best investment the taxpayers ever make.

Laura Vanderkam, author of the forthcoming All the Money in the World, is a member of USA TODAY’s Board of Contributors.


Ten Team-Building Tips for Managers

  • Communicate goals clearly. Employees look to management for basic company goals. When those goals are not clear, disagreements will erupt as employees try to define goals themselves. By clearly laying out goals, everyone begins in the same place and understands where the business is going.
  • Define responsibilities. Offices run best when everyone clearly understands their responsibilities. Provide each employee with a distinct definition of his or her own responsibilities, both individually and as it relates to group projects. This eliminates confusion over who is accountable for what, and allows employees to relate without struggling over responsibilities.
  • Provide equal training. Make sure that each member of your staff is trained and equipped to complete the tasks at hand; divisions surface when one member is unable to perform necessary duties. Provide ongoing training — if additional time is needed, pair two employees to learn from each other. Make sure, though, that it’s an equal teaching relationship, where both employees are gaining new skills.
  • Encourage relationships. Most offices are busy places with many demanding deadlines. But allowing employees an occasional extended lunch to go out together and relax outside of the work environment can build understanding that will transfer back into the office and improve working relationships.
  • Empower. Give decision-making power to the people working on the project. Give them the authority necessary to get their jobs done, but observe the process to make sure they’re rising to the challenge. Trusted employees can make decisions without fearing consequences, and good employees will value that trust and seek to make the best decisions.
  • Provide feedback. Don’t make a group second-guess your opinion of its work. Be clear not only in your initial expectations and assignments, but also in your opinion of the work. Open and frequent communication, where employees are clear on where they stand, will help them feel more secure and willing to work together.
  • Reward. Provide rewards to the office as a group. Whether it’s an award, a luncheon, or some other treat, providing the whole office with an encouraging reward for hard work will build team spirit and bring your employees back in with renewed enthusiasm for their jobs.
  • Set reasonable deadlines. Reasonable deadlines are often subjective, and time lines vary based on need. But you can build a spirit of teamwork by dividing assignments equally, providing compensation to employees who are working additional hours, and reworking less important deadlines to allow for a little more time.
  • Meet regularly. The best way to understand your employees and to let them know they’re not alone is to meet regularly with them. Whether it’s a monthly lunch meeting or an organized meeting with specific agenda items, it’s critical to keep the lines of communication open. This allows you to gauge not only their needs and productivity, but will also help you assess any team-building concerns that need to be addressed.
  • Discourage “backdoor” reports. Inevitably, there will be at least one employee who will attempt to report to you after every meeting — giving a play-by-play slanted in his or her favor. Don’t encourage this behavior, and resist the temptation to use this employee as a fly on the wall. Backdoor tactics can severely undermine an otherwise positive office environment.

    Building a team means creating a noncompetitive and encouraging work environment — the kind of environment that fosters positive working relationships. When employees feel valued and know that they don’t have to vie against one another for recognition, they will be comfortable and confident in working together to achieve their common goal.

Source: http://www.allbusiness.com/human-resources/employee-development-team-building/11366-1.html#ixzz1hmIHeH00