Veronicle Blog

‘Where do you want to go today?’ asks Microsoft’s advert. When Microsoft wrote that they knew that many people and firms have no idea where they want to go, or more importantly, how they will get there.

This item touches on work planning and presents a few ideas for you to consider when planning for your department or small business. Surprisingly, the benefits of strategic and operational planning are often overlooked. Many firms which spend money on planning often make it a once per year task and then, having developed their plans, let them sit unused on a shelf, in a file, or in drawer.

Each year they pull them out, dust them off and go through the planning process again only to see them filed away at the end of the process? Why? There are various reasons including: the organisational culture doesn’t support planning; the plans are irrelevant; they are too complex or too lengthy; they are unachievable.

Some time ago I reviewed and rewrote a Work Plan (Operational) for a small organisation. It reminded me that throughout the years I have always planned within areas for which I have had responsibility. Planning helps avoid crises and achieve outcomes. Here are some tips for your work planning.

TIP ONE: Make sure you find out what policies, plans and procedures exist in your organisation that should be taken into account in your work plan. For example, is there a corporate plan, information technology plan, diversity plan, safety plan? If you don’t take into account existing plans, policies and procedures, you may plan to do something that is unacceptable, unhelpful to the organisation, or otherwise counterproductive.

TIP TWO: Don’t overplan. What’s overplanning? Overplanning is producing a plan that has hundreds of key achievement objectives. Make your plan large or small enough to be achievable with your existing or expected future resources.

TIP THREE: Make your planning document in two parts. Part one contains any information you wish to include about your organisation, it’s mission, how you determined the key achievement items etc. Make part two, or an attachment, the work plan proper. That way you can circulate or update the attachment without all the PR stuff .

TIP FOUR: Use a simple, tabular layout. Headings could be something like: Item No - Objective - How you will achieve the objective - When you will achieve it - How you will know you have achieved it - Who will be responsible

TIP FIVE: Don’t include the routine in your plan. If you sell scrambled eggs and have been doing it very well for years, for heaven’s sake don’t waste your time creating a work plan that states how you will sell scrambled eggs. Focus your planning on issues you have that need to be resolved eg, strategies to increase market share.

TIP SIX: Make your plan the focus for your work efforts. This seems trite, but really, you need to integrate your plan into your daily work routine. Place a standing agenda item on planning in your staff meetings; schedule review meetings each month, quarter or less frequently.

TIP SEVEN: Ensure those affected by the plan share ownership. This can be done by seeking their help in developing, implementing and evaluating the plan. Make different people personally responsible for specific outcomes and link it with their performance management agreement.

TIP EIGHT: Think about having a limiting framework for your plan eg, ‘… our work plans will have no more than three key achievement focii, three levels of strategy and three action statements per plan.

TIP NINE: Celebrate your successes! When you achieve something in your plan, celebrate in some small way … give yourself a pat on the back. It does wonders. If you keep the above tips in mind when writing your work plan, you should produce a worthwhile and useful document.

Copyright 2005 Robin Henry

Robin Henry is a human resources and development specialist, educator and Internet marketer. He operates his online business Desert Wave Enterprises (http://www.dwave.com.au) from Central Australia, but is at the time of writing, on assignment in the United Arab Emirates.

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A survey released by the American Institute of Certified Public Accountants in the spring of 2005 illustrates a widespread problem on the lack of succession planning [deciding who will take over running the firm when the current managers die or retire]. The survey found that 60% of responding certified public accountant (CPA) firms have owners who are in the 55-to-62-year-old age bracket, and more than half (56%) have at least one partner who will retire in the next five years. However, according to the survey, 81% of these firms still do not have a written succession plan in place. Among those firms with annual revenues under $150,000, the percentage rose to 96%. If we polled small businesses in other fields, the percentages would be comparable: around 80% of small business owners have no succession plans.

Similarly, the Canadian Federation of Independent Business (CFIB) reports about 40% of small and medium business owners in Canada plan to leave or retire in the next five years, and 70% plan to leave or retire within 10 years. However, roughly two-thirds of the 4,300 Canadian businesses that responded to the federation’s survey have completed no succession planning. Small and medium businesses account for about half of the jobs in the Canadian economy, and potentially more than two million jobs could be at risk to inadequate succession planning.

For many of these small and medium business owners, the practices they have built up are their most valuable assets as well as their primary retirement assets. But these owners believe they have plenty of time to arrange for succession. Many business owners put off dealing with succession because it is the least urgent matter on their plate. Too often business owners cannot stand the idea of letting go of an entity they created and for which they toiled to achieve success. Apparently, these small and medium business owners need assistance both in formulating plans and in actual transitioning to future managers and owners of the firm.

Succession planning, like tax planning, is just good common sense and should be a natural part of good business practices. As soon as business owners take out life insurance policies to protect their assets for dependents left behind, they need to think of succession planning. If business owners have children who do not wish to follow in their parent’s business, then the business owners need to think realistically about the price they would be willing to sell the business to outsiders. In one sense, these business owners who plan to sell to outsiders are lucky that they can avoid the emotionally divisive issue of having to select a business heir from competing adult children or competing managers.

Succession planning would not be needed if the owner intended to wind down operations upon his retirement, but only 4% of the Canadian small and medium businesses that responded to the CFIB plan to close down their firms. The response from American small business owners would probably be similar. Yet without adequate succession planning, the firms could be in disarray upon the owners’ retirement and unfortunately the businesses might fade away.

Inevitably, succession planning forces many owners to agonize over whether to pass on their business to family, employees, or a private buyer. They also worry about selling at the right price and finding a buyer who will treat the business and staff well. All of this planning occurs at a time when they are considering retirement and the other changes in their life that will occur when they are no longer running a business. As a rule of thumb, business should start developing a succession plan at least five years before the owner hopes to step aside or as soon as the corporation acquires capital assets with significant value. It can take up to two years to sell a small business.

About 30 per cent of successions feature the previous owner advancing a loan or seller financing to the buyer, because small business bank loans are difficult to get from a bank. When there are no family members interested, small business owners should consider handling their succession through life insurance. But few small and medium business owners have that kind of foresight.

Dr. Michael A. S. Guth, Ph.D., J.D., is a risk management consultant and practicing attorney at law based in Oak Ridge, Tennessee. In addition, Dr. Guth is a financial quant and former investment banker, having worked for Credit Suisse First Boston and Deutsche Bank in London and Frankfurt. He specializes in developing investment strategies and strategic plans for small and medium-sized companies, as well as mergers and acquisitions for large corporate clients. For five years, he consulted to the electric power and gas industry in the USA, and even managed the Middle Office (financial risk control) groups for two trading floors.

Dr. Guth has taught over 30 courses on-line at the undergraduate and graduate level on topics ranging from Managerial Economics to Strategic Management to Business Law. He can be reached through web page http://michaelguth.com/economist.htm

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[This article is based on excerpts from the special report “Overcoming Resistance to Change” by Dr. Mike Beitler.]

Senior management often creates a plan for implementing an organizational change while completely ignoring the following elements necessary for every organizational change. Without these elements the attempted changes will always create a large amount of resistance. Change leaders and facilitators beware!

1. Involve the people who will be affecting (and affected by) the change. (No buy-in from these folks guarantees resistance.)

Involve organizational members in change planning. Get their input. Workers can anticipate many of the potential problems the organization will face when attempting to implement the change. Even if the workers do not agree with the change decision, they will appreciate being part of the decision-making process. Employee buy-in is necessary to avoid high levels of resistance.

2. Communicate a good reason (one that is relevant and strategy-driven) for the change. (Busy people will resist changes that they see as irrelevant.)

Have a good reason for making the change. In today’s world everybody’s busy. If employees don’t see a reason for the change they won’t get on-board. Show employees how the change is relevant to the organization’s success… and their own.

3. Designate a champion for the change. (It is critical to have a respected person in charge of the change process.)

Put a respected person in charge of the change intervention. A senior executive or the owner of the business does not have to be the “champion” of every change. In fact, it might be better to find somebody the workers can relate to. A respected co-worker may be the ideal leader for a particular change. Look for a natural leader who has already bought-in to the change.

4. Create a transition management team. (No one individual is charismatic or talented enough to implement an organizational change.)

If your organization is large enough to have many departments or teams, a transition management team offers many advantages. This team can function as a community of practice, providing both ideas and emotional support. Simply pick a change leader from each department, and then encourage regular meetings. Be sure to support the transition management team with organizational resources (time and/or money).

Well, I’m running out of space in this article. I hope you find these elements to be helpful. I reveal the other 3 essential elements to change and much more in my special report, “Overcoming Resistance to Change.”

Dr. Mike Beitler is the author of the special report “Overcoming Resistance to Change” where he reveals the other 3 essential elements to change. Get it at
http://www.mikebeitler.com/overcomingresistance/

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In working with and coaching people across the country, one of the top requests we continually receive is how we can help people manage their time better.

Many people think of their time management skills in relationship to their time organization device. Yes… your calendar, Outlook, or PDA can be an extremely valuable tool in helping you to organize your time, but those things are not your time, nor do they have any power to determine where you use your time.

Time Management is a mindset. It is the way you look at and value the hours and minutes of each day.
When you hold onto the mindset that there is a shortage of time, that it is scarce… that is what it becomes. When you consciously choose to look at your time in a state of abundance, it becomes abundant. Your power to manifest your reality now and will always be one of the greatest influences in your experience.

Who determines where you spend your time? You do. Who determines how you view your time? You do. Breaking old patterns can certainly be challenging and I know that you have the power to do so.

While your time is a limited commodity, it is not a scarce one.

None of your other commodities regenerate themselves. If lose your money, it is gone until you earn it again. If you ruin a friendship, they aren’t guaranteed to return. When you health is compromised, it takes an incredible effort to restore it. When you waste your time you lose the opportunity alone, not its future value. What other commodity can you completely waste or abuse and wake up the next morning with a replenished supply?

This is not to say your time isn’t precious. I would agree 100% that your time is one of your most valued resources. That doesn’t mean it has to be limited. Our greatest intangible resources are never limited - they just require focused energy to be harnessed.

My best advice is to ask yourself what is the source of your mindset about your time. When did you first start feeling overwhelmed? What actions could you take TODAY to start creating positive momentum? What are your priorities? When is the last time you created a TO DON’T list? That’s right, a list all the things you need to STOP doing to waste your precious day and get you off track.

Have fun, take control of your life, and…

Be FREE!

Eric is president of Freedom Speakers & Trainers (http://www.deliverfreedom.com) & an instructor & personal coach on memory, goals, attitude, time management & communication. He is a national know memory trainer that has worked with thousands of companies to enhance their memory. He is co-author of Winning The Name Game, an at home study course that teaches individuals how to remember the names of everyone they meet. http://www.winningthenamegame.com

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Did you know that people who lead strategically resemble
fine-tuned machines? By focusing on their strategies,
leaders see a bigger picture, they understand the reasons
why and recognize the worthiness of elusive opportunities.

Effective leaders make strategic use of and add value to
every challenge in four important ways:

1) Thinking through the lessons to be learned in each
situation;

2) Leveraging the available sources, imports and exports of
energy;

3) Boosting weak, diffused signals and messages of meaning;

4) Sharpening the leading edge of innovative efforts -
their people.

What are these attributes of strategic leaders? Let’s
describe those functions by comparing them with common
mechanical devices:

=> Engine - converting one energy source into a greater or
more focused source of energy;

=> Pump - concentrating and directing a source of energy in
such a way as to provide a focal point for the user of that
energy;

=> Processor - manipulation of energy in such a way as to
make a value, logic or null based decision to channel that
original energy source;

=> Channel - a directing of or being a conduit for energy
without adding or enhancing that energy source in any
appreciable way;

=> Amplifier - the expansion of energy by using methods of
analysis in such a way so as to increase or strengthen the
original energy source;

=> Filter - maintaining smooth, stable, unpolluted flows of
energy through the cleansing, clarifying process of open
and honest communications

=> Catalyst - that which encourages and facilitates speedy,
significant course changes or positive actions

=> Transformer - the conversion of energy into another form
so as to increase or enhance the magnitude of the original
energy source;

=> Synthesizer - combining or composing the elements of an
energy source in such a way as to create a new or greater
whole form of energy;

=> Carburetor - mixing or combining a supply of energy in
such a way as to facilitate a more powerful or effective
use of that energy source.

————————————————————

Making skilled use of leadership in these suggested roles
could improve, energize and empower the success of your
strategic planning process. By being mechanical you could
become an instrument which enables energy flows.

Remember energy can not be created and it can not be
destroyed. However, energy can be re-directed, converted
into new forms or released into the environment and become
another form of energy.

You could also think of using these mechanical processes to
develop, train and nurture the leadership behaviors, skills
and competencies of your people.

“Dreams grow holy put in action;
work grows fair through starry dreaming,
But where each flows on unmingling,
both are fruitless and in vain.”
- Adelaide Anne Procter

Are you using your planning process to energize and
electrify the commitment of your people to imaginatively
exploit the opportunities of change? Leaders help transform
dreams into holy action and energizing, empowering work
products.

Be that strategic leader who empowers others to be proud of
and enjoy the fruits of their labors!

Copyright © 2005, Mustard Seed Investments Inc.,
All rights reserved.

About the Author:

Bill Thomas teaches leadership techniques using strategic,
innovative, evolutionary-focused concepts - his 2-Volume,
how-to Manual, “Strategic Organizational Leadership: Create
& Deliver Fail-Proof, Breakthrough Plans”, uses an
energizing process of group development to produce value
empowered results! “See it, Plan it, Lead it, Improve it!”

http://www.leadership-toolkit.com/planning.html

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Recognizing good performance through praise or other positive action is one of the simplest and most cost-effective ways to motivate people. It provides three major benefits:

1. It lets people know that their performance was valued, and increases the likelihood that they will continue to perform well.
2. It builds confidence so that people are willing to try new things, and develop further in their jobs.
3. It leads to greater job satisfaction which in turn builds commitment to the manager and the employer.

Don’t underestimate the need people have for recognition. Any occasion when recognition could have been given but wasn’t, for whatever reason, is a missed opportunity. Here are four ways to encourage good performance:

Direct Praise. Give a subordinate a direct compliment for good performance.
Example: “John, you did a great job of dealing with that travel agent this morning. She was being difficult, but you stayed very calm.”

Earshot. Tell someone else about a subordinate’s performance so that he or she overhears you.
Example: (Near Peter’s office, so he overhears) “Dennis, why not ask Peter about budget revisions. He handles that kind of problem really well.”

Third-Party Recognition. Encourage someone else to offer recognition for good performance.
Example: “Sheila, it was Tony who made sure we completed our agenda yesterday. Why don’t you tell him how well he did?”

Formal Recognition. Respond to good performance by doing something official.
Examples: Memos to other (colleagues, your manager, upper management, personnel file or mention at a staff meeting or management meeting;

Giving positive feedback through direct praise is probably the most commonly used form of recognition in management situations. However, earshot, third-party, and formal recognition are equally effective at publicizing the success of an individual to others whom he or she respects. Remember, most people feel they get too little recognition for what they do; very few feel over-recognized.

Marcia Zidle, the ‘people smarts’ coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management. Subscribe by going to
http://leadershiphooks.com/ and get the bonus report “61 Leadership Time Savers and Life Savers”. Marcia is the author of the What Really Works Handbooks resources for managers on the front line and the Power-by-the-Hour programs fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.

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Electronic billing or online billing presents opportunities to significantly reduce the cost of sending bills and receiving payments. Experts have identified three areas of cost savings:

1. Decrease in postage from paper suppression

2. Decrease in the number of calls to a customer service organization

3. Decrease in the number of days a sale remains outstanding.

In this article we will explore how to effectively use online billing to decrease the dollars spent on paper and postage.

In order to save on paper and postage you must encourage the customer to decline receiving a paper bill. Some companies rightly ask the question, “Can we legally suppress paper?” A good question and one in which you should ask the attorney on staff; however, in most instances you can safely say yes, as long as the customer has a choice; however, how that choice is presented will determine how much money the company saves on paper and postage.

Following are the different categories of choices:

Either Or
Would you like…
Call Customer Service
More Money
Reward

The “either or” choice gives the customer a choice to either continue receiving a paper statement or enroll in e.billing, but not both. This choice is presented when the customer first click on the enroll button. A message comes to the forefront telling the customer that if they continue and enroll to receive an e.bill they will no longer receive a paper statement. The customer must then click the accept button in order to continue. When the customer clicks accept their bill is electronically marked and no longer printed.

Pros

This method is excellent for suppressing paper. Customers understand right up front that the paper will be suppressed. The most technologically savvy customers have no problem with this method.

Cons

However, those who are a little timid with technology and don’t want to lose the paper, or have had a bad experience with an online solution in the past will shy away from this option.

Adoption

You can count on the 30 and under crowd signing up for this option; however, the 30 and older will be a mixed bag. If you have run the demographics and find that you have a technologically advanced population then this option is for you.

Would you like…

“Would you like to discontinue receiving your paper bill?” This question is usually asked at the end of the enrollment process. The customer then has the option to choose yes or no. If “yes” then their bill is marked with a do not print, if “no” then the customer has access to the bill online and will continue to receive the paper bill in the mail.

Pros

You give the customer the ultimate flexibility of how to receive the bill.

Cons

Most customers will answer no. “If the company is going to offer, I will take both paper and e.Bill.” Cost savings is still a reality but not for the hard numbers of print and postage.

Adoption

Large population of adoption; however, a low rate of cost savings because customers will generally take both options, “two is better than one” will be the customers philiosphy.

Call Customer Service

When signing up for e.Bill the customer is told that paper statement will no longer be sent; however, if they would like to receive a paper statement they will need to call customer service.

Pros

You give the customer an opportunity to receive theirpaper bill as well as the electronic bill. The customer has a sense of control in that they can contact customer service to get their paper bill.

Cons

The customer who is skiddish about technology will opt out of the online billing option simply because the threat of losing paper.

Adoption

The 30 and under crowd, no problem with adoption. Others will adopt however the rate of climb will be slow.

More Money

A customer can continue receiving a paper bill if they are willing to pay for it. Usually companies use this option with a customer base that does not easily switch to another service. When using this type of negative campaign customers who want the paper will call with a not so sweet word or two for your customer service representative.

Pros

You get a high rate of adoption and save a ton of money.

Cons

A potential to upset the customer base, which if they are a low churn customer base then, no problem; however, if the customer base can jump ship quickly they will.

Adoption

High - you will see double digit adoption quickly and invoice processing costs will go down dramatically.

Reward

A reward makes the customer feel good and makes the company look good. Rewards can include prize drawings, cash giveaways, or money off the bill for a few months. Rewards are an excellent way to increase adoption and decrease costs.

Pros

Your adoption rate goes up at a pretty steady clip and your customers feel good about your company.

Cons

This will cost a little bit of money up front, but in the online billing world you have to “spend a little to save a lot.’ To suppress or not to suppress is a question that begs an answer. Use any of the above techniques to suppress and start saving invoice processing costs now.

Jeff Downs is an experienced billing solutions specialist and an expert in online invoicing strategies and solutions. He helps companies slash the cost of billing through the effective use of electronic billing strategies. Take a look at the billing industries best practices at www.bestpracticesystems.com.

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Many people are not successful in their life because they are not willing to start small. They expect their beginning has to be grand and spectacular. So they are not willing to do small things faithfully. They are not willing to do anything small and they are not willing to make a small step in their life toward their dreams and goals.

Let’s put it this way, when we are faithful to do small things, we will be faithful to do the big things.

People who can be trusted with small things tend to be that kind of people who can be trusted with the big things. What ever we do with $1 bill, we will do the same thing with $ 1 million. If we abuse our $1, we will tend to abuse the $1 million.

We were once babies, the first day we were born, we couldn’t feed ourselves, we didn’t run up and down the stairs, and we couldn’t even change our own diapers. Our parents or caretakers were the ones who fed us, changed our diapers, gave us a bath and taught us how to stand and walk.

I remember the day my baby girl was born; we had to feed her milk every day, 4 to 8 times a day, changed her diapers, and we were excited watching her growing and learning how to stand and walk.

The excitement in your life comes from the fact that there is progress in your life. When you feel like you are progressing in your life, that’s when you feel happy and excited! That’s why it is important to set a new goal after we achieve our previous goal.

We went through a process of growing, from small to big and from big to bigger and bigger.

We learned how to stand with our feet, then walk, and then run! Before our parents had to feed us and changed our diapers, today, you can eat by yourself and even go to the bathroom by yourself when it is necessary to do so.

So don’t be too hard on yourself when things are not going as fast as you want them to be and don’t give up on life when you fail in pursuing your dreams and goals.

A little progress is better than nothing at all. What’s important is, keep learning and keep growing day by day.

I want to end this article by reading you a Bible verse that comes from Isaiah chapter 43:2-3

“When you pass through the waters, I will be with you; and when you pass through the rivers, they will not sweep over you. When you walk through the fire, you will not be burned; the flames will not set you ablaze. For I am the LORD, your God…”

So be willing to start small. Learn more, study more and grow more. You can do it! Remember that God loves you very much and He cares for you!

© Copyright 2006 Pebden.com, Author: Entjik Jeffrie, CEO of Pebden.com, All Rights Reserved.

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Leadership entails getting results, and getting results entails human relationships. To an important degree, the more closely the people and the leader bond, the more results will accrue.

However, most leaders and the people they lead look at those relationships as a one way street: charismatic leaders being commonly defined by sentiments bestowed on them from the people. But great leadership is really a two-way street, also involving sentiments going from the leader to the people.

We never know how good we are as leaders until we are delighting in the people we lead and, through that delight, leading them to get continually better results while they become continually better as leaders and as people.

For instance, I recently received an email from my old company commander inviting me to a reunion. He wrote, “I was the luckiest rifle company commander in the Marine Corps when I was surrounded by the best group of infantry officer lieutenants I ever knew. And they were all in our company!”

I had not heard from him in many decades, but I remember not so much what I did but what he did. He went against the grain of the leadership style and conduct of some officers I knew — officers who got the job done by being pretty much focused on themselves and their careers.

My ex-company commander, however, got the job done by being inspired by the troops, not by himself.

Out in civilian life, I’ve seen other leaders take a similar delight in and be inspired by the people they lead, and I have come to realize that this penchant is really a powerful, though rarely used, leadership tool.

To use the tool properly, three things must be kept in mind.

1. Delight must happen within the context of high results-expectations. In your delight, don’t be hampered by the bigotry of low expectations. My company commander was known for having his men undergo the most difficult training and take on the toughest assignments. He delighted in his troops not just for what they wanted to do but what he challenged them to do. After all, leadership is not about having people do what they want to do. If they did want they wanted, you wouldn’t be needed as a leader. Leadership is about having people do what they may not want to do and be committed to doing it.

2. Delight must be truthful. Don’t try to manipulate people through your delight. When the circumstances called for it, my company commander was brutally honest with us. If we weren’t measuring up to his high standards, we’d know about it from him in forceful and vivid ways. His honesty was a leadership lesson: have the troops see themselves as they should be seen, not as they want to be seen. Sure, he riled us up many times. But because his honesty helped the troops become better Marines, it was eventually accepted and even welcomed.

3. Delight must be practical. My company commander was always linking the delight he found in the troops with lessons learned in accomplishing missions and best practices that came from the lessons. His delight wasn’t meant to have people feel good about themselves but to motivate them to take actions to be continually better. In that striving to be better and, getting better in the striving, we bonded. Clearly, going where we had to go and doing what we had to do, we were often miserable; but through it all, there was, in the back of my mind at least, the compulsion not to let him down — and not to let each other down.

You may not have thought about delight as a leadership tool, but it is one of the most effective because it goes right to the heart of getting results through the cementing of right relationships. Keep these three factors in mind when expressing your delight, and your leadership will be blessed daily with new opportunities.

2006 © The Filson Leadership Group, Inc. All rights reserved.

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box, and live web site link. Email notice of intent to publish is appreciated but not required; mail to: brent@actionleadership.com

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com

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