Archive for September, 2011

Performance and People

Friday, September 30th, 2011

In a recent article The Success Equation, we are shown what is apparent to most company heads and team leaders: that both performance based decision making and people-based decision making are necessary to the production and bottom line. If we know this to be true, why do we continue to focus on the performance-based data? As if that data could exist without the people behind it. Taking a look at Nilofer Merchant’s article is a good start to figuring out why and how to begin changing that. If you need help changing your focus, we can help.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Lead Your Team Meetings

Wednesday, September 28th, 2011

Not many of us look forward to meetings. Whether you have them weekly, monthly, or quarterly, they are bound to be accompanied by groans and complaints. This is a problem. These negative responses towards team meetings may be because performance and contribution are down. Your meetings are lacking substance and people are no longer interested in what the team leader has to say. Is this because the team leader is no longer taking into account what the team has to offer?

It is often said that if everyone agrees than someone is not needed. This may be true, but the real issue may be that the team dynamics in the organization have been broken.  There are many leadership missteps that may be killing and destroying teamwork and cause conflict avoidance. Here are a few examples of when a leader can destroy the team.

  • Stopped being curious and really does not listen to people when issues are raised in meetings.
  • Intimidating or threatening so subordinates have fear of reprisal so they do not want to speak up.
  • History of judging people in the room (and voicing those judgments) when opinions differ from theirs or are not strong and thus people do not want to be vulnerable.
  • Appears to only be self- interested.
  • Tendency to interrupt other team members before their idea may be completed.
  • Makes personal attacks when they are not getting their way.

 There are times in our lives when we must revert back to that old childhood adage of “play nice with others”. These team meetings are essential to the core of your company. Meetings give us the opportunity to not only remain up to date on the progress of the business, but to view the progress of those responsible for it. Inhibiting ideas and squelching brain-storming will cause a fall in production from the employees and result in an eventual loss in profit. If everyone is not weighing in and openly debating and disagreeing on important ideas at your meetings, look for passive-aggressive behavior behind the scenes or back-channel attacks. What organizations find is that healthy conflict saves them a lot of time and leads to better decisions. The role of the leader is to practice restraint and to allow for conflict and resolution to occur naturally.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Adjusting Your Strategy for the Economy

Monday, September 26th, 2011

In every economy, business leaders need to adjust their strategies to what is going on and will be going on around them. You can usually see these trends and they will be good or bad depending on the industry you are in and how and if you respond. The following are the trends that need to be on your radar for the next 3 to 5 years, and they are not meant to be in order of importance, as they will depend on your particular business.

You must look at the way you do business today and think about how technology might put you out of business or severely damage your market position. If you can imagine a computer someday doing what one of your employees does, today, I can guarantee you it is coming. The shift to scanning and e-mailing and virtual meetings with video conferencing is just the beginning. This is where the switch to virtual employees comes in. Professional services firms have been moving in this direction for the last several years. Many of their employees do not have an office. They have a place to get mail, a space to meet with clients, but their main workspaces are their homes. As the cost of space continues to rise in major cities, it can make more sense to allow your employees to be virtual. It can help you be much more competitive in the marketplace by lowering costs, and often employees are more productive because they do not waste a lot of time in traffic, and they can find better work/life balance.

The high unemployment rate will more than likely affect your business model as well. The high unemployment rate will continue to take a toll on our economy. Yes, there are local pockets where the rate is lower, but the general U.S. population will have trouble absorbing its displaced workers because of increasing population, improvements in technology, and continued globalization. In addition, there will be a wage paradox: the people who are now the sole wage earner where there used to be two will need to earn more, and if you don’t give them the wage increases they need, they will start to look elsewhere. People will be forced to move where they can find jobs and to find a lower cost of living. On the plus side, with a lot more people to choose from in the market. Companies need to hone their skills on how to choose employees so that they have more “A” players to boost productivity.

The trends above should not be looked at in isolation. You need to combine them and consider what they mean. For example, many people are finding it easier and not too costly to go into business for themselves and generate a $1 million+ business from home with just a computer. They get a virtual assistant, virtual bookkeeper, several virtual employees, create a great website, hire a company that acts as their call center, and within a very short period with a good strategy they can become a formidable competitor with little investment.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Stop Procrastinating

Friday, September 23rd, 2011

Procrastination is the enemy. In every facet of your life there are deadlines that need to be met. Whether it’s a work project, school project, when your bills are due (yes, those are deadlines too), they are in place for a reason. It’s not called “get it to me when you feel like it” line, so why do so many people treat it as such? The very definition of deadline is the time by which something MUST be finished or submitted. Nowhere in that definition does it say, “But it’s alright if you don’t.” If you procrastinate and miss the deadline on a school project, you may fail that course. If you procrastinate in paying your bills and continually miss the deadlines for paying you will end up sitting in the dark. If you don’t meet deadlines on work projects, what do you think the next step will be? You will probably be looking for another job.

 When we go into companies and start enforcing goals and deadlines there is inevitably someone who seems to look at deadlines more as guidelines. I just had that happen recently. Someone in a department was demoted because she could not meet the goals and deadlines of the department. Even when she was demoted she continued to miss them as the new supervisor would enforce them. It became a huge problem and the employee started trying to make it look like the new boss had it out for her and the supervisor was the problem. The reality was the past culture and this person’s mindset was that deadlines and goals were only guides and she was so used to missing them, making excuses and that being acceptable, that she could not wrap her head around that deadline was the minimum standard.

Deadlines have to be enforced as well. If you allow your employees to constantly turn things in late with nothing but a slap on the wrist, then why would their habits change? Meeting deadlines is easy enough to do with prioritization and focus. Figure out what the priorities are and focus on them. You have to stop being apathetic about mediocrity and plan to succeed. Those deadlines won’t be so hard to meet if the plan is to climb the corporate ladder rather than waste away at the bottom.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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“A” Players

Wednesday, September 21st, 2011

Every company that we have met that has a cash flow problem or were unsatisfied with their growth or profits also had a people problem. Growth problems attributable to bad strategy are also people problems because companies that choose the right people (including advisors, consultants, and coaches) are less likely to have strategy problems. Think about it, the employees of the business are like the cogs that keep a machine running. So doesn’t it make sense that when you have rusty pieces in the machine it won’t operate at optimum performance? My partners and I have yet to meet a company that could demonstrate that at least 50% of their employees were “A” players-most have 25% or less. Research shows that replacing even one “B” or “C” player with an “A” player has a big impact on a person’s business.

Some companies have a misunderstanding of what would happen if a company made the commitment to do what it takes to put top performers in every position in their company. Some of these include:

  • There are not enough “A” players out there.
  • It will take much longer to hire people.
  • It is too complicated.
  • It takes too much manpower.
  • It can’t happen in our industry.
  • It is too costly.

These are all myths. Building a high-performance organization can be achieved and learned by any company. Just like any machine that takes proper maintenance and care to keep it running smoothly, when problems are ignored the repairs are costly. It is much more efficient and cost effective to ward off those repairs. People are already spending time interviewing candidates. They just need to learn the right techniques and processes to determine whether people they interview are the right choices for the positions. The real challenge is having an organization wide commitment to a high-performance standard, and practice makes perfect.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Paying Too Much Attention on Price Competition?

Monday, September 19th, 2011

People often spend more time figuring out how to build their fantasy football teams, plan their vacations, and handle other various unimportant matters than they spend on building their business strategy. While strategic planning is more difficult and is likely to result in some mistakes, not putting the proper time into strategy is inexcusable. Business strategy should be revisited at least quarterly in every business. Most companies do not make the time and it costs them millions in future revenue and profits they’ll never see.

Too many companies make a lot of changes to the business only to find that those changes had little impact on its ability to increase market share, or worse yet, caused market share to decline. It is also common to go into companies and find only a small percentage of their clients/consumers showing loyalty. The predominant discussions among their salespeople revolve around price. Many business owners mistakenly believe there is nothing that can be done to change client/consumer focus on price.

A big part of building a strategy that helps avoid price competition is having the ability to segment the potential client/consumer base and target ownership of specific segments. The more segments you want to own, the higher your cost structure. The key to segmentation is not looking at market segments by customer size, geography, industry group, or other traditional demographics, but to look at them by need or want that your company best serves. Here are some examples:

  • Are they the type of customer that only looks for the lowest price no matter what?
  • Are you in the hospitality business and are they looking to be pampered?
  • Are you in the fitness business? Are your target customers the ones whose doctors have told them that they will die before 40 if they do not trim 40 pounds?
  • Are you in transportation, freight forwarding, and logistics industry and your clients are always squeezing you for the lowest price? Could you charge them more and still save them a lot of money if you helped them solve the inefficiencies in their logistics functions?

When developing your strategy, you must understand the potential marketplace at least 3 years out and project how you think your industry is changing in terms of products, customers, technology, delivering products and services, sophistication of employees, and other pertinent matters. Once you’ve considered these factors, you need to segment the different types of clients you have and which segments you want to own. Then build your strategy to own them. Just take the time to build a winning strategy. The results will be considerably more rewarding then winning in fantasy football.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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It’s almost 2012: Time to THRIVE regardless of the economy.

Friday, September 16th, 2011

Our goal at Activate Group, Inc. is to help C-level Executives learn and implement the most relevant concepts from key business books, thought leaders and fellow executives that can help you maximize and accelerate your growth and profitability.  We want to invite you to attend the following workshops and webinars that we believe will be valuable to you.

Executive Workshops:

Success Habits of Effective Leaders

October 6, 2011

Miami, Florida

Sponsored by Bank United

Four DecisionsTM Executive Workshop

November 3, 2011

Davie Florida

Keys to Forming an Awesome Strategy

December 8, 2011

Miami, Florida

Sponsored by Bank United

Learn about all our upcoming events at: http://www.activategroupinc.com/events/    

 

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Make a Decision

Friday, September 16th, 2011

Decisions, decisions, decisions…who’s making them in your company? Do you have a good decision process and are the right people involved in the decision making? Are they being made in a timely manner? Are they good decisions? If you find yourself mired down in a bog of disappointment by the answers to these questions, the following reasons may be why:

  • There is a lack of good decision-making processes for key decisions.
  • Too much time is being spent on matters that are unimportant.
  • Not enough time is spent on matters that are critical.
  • Companies fail to make decisions regarding critical matters.
  • Senior management involves itself in the wrong issues.
  • Many decisions should be delegated to lower tiers, but senior management does not delegate responsibility.

Does any of this sound familiar? To start pulling yourself out of that bog of disappointment, there is a framework that we have come up with to guide you through the decision-making process:

For all decisions, 12 questions should be asked:

  1. What is the goal in the decision?
  2. What are the consequences/costs of making a bad decision?
  3. Why am I involved in this decision?
  4. What is my role in this decision?
  5. Do I (we) have the expertise to make a proper decision?
  6. What criteria should we use to make a good decision, and how will we rank and weight them?
  7. Are there proven tools to help us make this decision?
  8. Who else should be involved in this decision, and what rile should they play?
  9. How much information is appropriate for this decision?
  10. How much time should I spend on this decision?
  11. How long am I willing to wait to make this decision?
  12. How many alternatives should be considered?

By using this list, one can help avoid making major decisions without taking proper precautions. The list also helps balance risk, time, and cost.

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Does Beauty Equal Success?

Wednesday, September 14th, 2011

There was an article written recently that can be found on Economist.com that brings up the argument that better looking people are more successful in just about all aspects of business. The article “The Line of Beauty” mentions that “physically attractive women and men earn more than average-looking ones, and very plain people earn less.” It seems that looks are considered more of an asset than the education you earned to be a success.

We are all told during our educational years, that to enter the professional field we must look the part. The clothes we wear are just the superficial aspect of it though. As humans, we naturally gravitate toward beauty. We would like to think we are above it all, but studies have shown that the majority of us are not. Daniel Hamermesh and Jeff Biddle, both economics professors, held a study that concluded that less attractive people earn 5-10% less in all occupations across the board.

Surely when planning your business and focusing on making your company a success the last thing on your mind was how your looks may affect that success. And that is where those thoughts should stay, in the back of your mind. Your professional appeal is important, but maintaining your business goals and seeing to the growth of your company take precedence over how someone else may perceive your facial structure. The bottom line is just that, the bottom line, and if that’s where your focus lies and you continue to see that bottom line grow, well then isn’t that a measure of your success?

Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please visit his website at www.activategroupinc.com or contact Howard Shore at (305) 722-7216 or shoreh@activategroupinc.com.

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Four Key Training Factors

Tuesday, September 13th, 2011

What are the factors that cause the difference between successful and unsuccessful training initiatives? (more…)

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