By Tom Borg ©2010
I was doing a brain storming session with a client recently and an issue they were having with the
inaccuracy of their website, was identified. Several office managers complained that
no one was asking for their input, and as a result, the organization had a website that was improperly
informing their customers about new services that were being provided.
Good public relations begins at home. Happy staff equals happy customers. Meaningful and
regular staff meetings can be a very powerful tool in helping your company meet the needs and expectations of your customers. As situa¬tions come up, mini-meetings and brain-storming sessions that quickly solve problems can also be used very effectively.
Regular meetings held with a purpose can keep the lines of communication open.
Often employees feel stymied in their ability to communicate their feelings and viewpoints to management. The staff feel like second-rate people because they are never given an opportunity to be heard. What most organizations lack is a structure to insure that the meetings are held on a regular basis.
To insure that the meetings are effective, it is important that some preparation be made before each meeting. What are the challenges that need to be addressed? What is being done about the issues that were discussed at the last meeting? What is going right? Why? How can we make things even better? By asking these kinds of questions, you are building a framework to give communication within your company a place to grow and develop.
By holding meaningful and action-oriented meetings, you make it easy for your employees to communicate with each other as well as with management. Many times, it’s not a “generation gap” that prevents teamwork within a company, but a “communication gap.” By following through with a plan for communicat¬ing, you are insuring a clearer, more effective form of constant communication in your company. As a result, by keeping miscommunication to a minimum, you will have a happier and more productive group of employees.
Thursday, July 15, 2010
Little Things Make a Big Difference or 1+1+2=112
By Tom Borg © 2010
As two business partners are being seated in a restaurant, they mention to the greeter that they are in a hurry. A few moments later, a waitress is ready to take their order. She acknowledges that they are on a tight schedule and will put a rush order on having their lunch prepared. A few minutes later, the waitress returns with the lunches and the bill. She suggests to the two men that if they would prefer to pay for their meal now, it would save them a few extra minutes when they are ready to leave. The two business partners agree and express their appreciation for her thoughtfulness.
So often, small business owners overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50 yard dash. They are in such a hurry to get to the finish line that the customer’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles and 385 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the old saying goes, “Being successful should never be confused with remaining successful.” Success¬ful business owners realize that they are in business for the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Remember, by taking care of the little things for your customers, it will help you earn their loyalty for life.
List three things that may be minor but do make a difference to your customers. Decide to implement them on a regular basis.
As two business partners are being seated in a restaurant, they mention to the greeter that they are in a hurry. A few moments later, a waitress is ready to take their order. She acknowledges that they are on a tight schedule and will put a rush order on having their lunch prepared. A few minutes later, the waitress returns with the lunches and the bill. She suggests to the two men that if they would prefer to pay for their meal now, it would save them a few extra minutes when they are ready to leave. The two business partners agree and express their appreciation for her thoughtfulness.
So often, small business owners overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50 yard dash. They are in such a hurry to get to the finish line that the customer’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles and 385 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the old saying goes, “Being successful should never be confused with remaining successful.” Success¬ful business owners realize that they are in business for the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Remember, by taking care of the little things for your customers, it will help you earn their loyalty for life.
List three things that may be minor but do make a difference to your customers. Decide to implement them on a regular basis.
Implement a System that Regularly Recognizes and Rewards Your Employees Outstanding Job Performance
By Tom Borg ©2010
I remember one manager telling me that he once had worked for a different company, and was to receive a special award at the annual banquet. He finished his shift earlier that evening and hurriedly drove over to the hotel where the banquet was being held. By the time he arrived, the awards ceremony was nearing completion. The president had already passed his name earlier, and thus ignored his presence because he did not want to slow the evening agenda. This employee felt invalidated and hurt. Don’t make a similar mistake with your awards system. Make the person receiving the award feel special. People like to receive the recognition due to them; they like to feel important.
One of the best ways to get the kind of behavior you want is to outline specific criteria for
identifying outstanding job performance. Then consistently reward it when you get it. By putting together an incentive program for your employees, you are making a positive statement that you value good work.
Find out the kinds of incentives and rewards that are important to your employees and managers by asking them. You can do this in one-on-one conversations or in staff meeting. Once the program is instituted, be sure to constantly work at improving it. If the program is started and there is no follow-through, it can result in creating cynicism and resentment.
The awards don’t have to be fancy cars or elaborate trips to Hawaii. Something quite simple and inexpensive will work. It could be a dinner for two at a popular restaurant. A gift certificate to a popular retail store or a picture of the employee or manager in the monthly newsletter or on the wall in the lobby is also effective. Other ideas include a special designated parking spot for a month or a framed certificate of achievement. All awards should include a personal word of thanks from the president or owner.
The key to an effective award system is that it should be ongoing and include something that will be remembered. Sometimes, although a cash reward is appropriate, many employees and managers will end up spending the money on bills. The result? They don’t remember anything special from earning the award.
Once you’ve decided on the approach you will take, call a general meeting with all of your employees and managers. At this time, explain to them why you are instituting the incentive program and explain how it will work. Make sure they understand the process. By encouraging questions and suggestions, you will help employ¬ees feel more comfortable with it. After one month, make any necessary adjustments. Re-evaluate it on a regular basis and constantly work on improving and refining it.
By using a system to consistently reward your employees and manager, you will create a built-in incentive system for them to constantly strive to do the best job possible.
1. What type of an incentive system could you implement in your company?
2. What kind of efforts would you reward?
3. How much could you budget for this system?
4. What kind of incentives or rewards would you be able to pro¬vide to your outstanding employees?
I remember one manager telling me that he once had worked for a different company, and was to receive a special award at the annual banquet. He finished his shift earlier that evening and hurriedly drove over to the hotel where the banquet was being held. By the time he arrived, the awards ceremony was nearing completion. The president had already passed his name earlier, and thus ignored his presence because he did not want to slow the evening agenda. This employee felt invalidated and hurt. Don’t make a similar mistake with your awards system. Make the person receiving the award feel special. People like to receive the recognition due to them; they like to feel important.
One of the best ways to get the kind of behavior you want is to outline specific criteria for
identifying outstanding job performance. Then consistently reward it when you get it. By putting together an incentive program for your employees, you are making a positive statement that you value good work.
Find out the kinds of incentives and rewards that are important to your employees and managers by asking them. You can do this in one-on-one conversations or in staff meeting. Once the program is instituted, be sure to constantly work at improving it. If the program is started and there is no follow-through, it can result in creating cynicism and resentment.
The awards don’t have to be fancy cars or elaborate trips to Hawaii. Something quite simple and inexpensive will work. It could be a dinner for two at a popular restaurant. A gift certificate to a popular retail store or a picture of the employee or manager in the monthly newsletter or on the wall in the lobby is also effective. Other ideas include a special designated parking spot for a month or a framed certificate of achievement. All awards should include a personal word of thanks from the president or owner.
The key to an effective award system is that it should be ongoing and include something that will be remembered. Sometimes, although a cash reward is appropriate, many employees and managers will end up spending the money on bills. The result? They don’t remember anything special from earning the award.
Once you’ve decided on the approach you will take, call a general meeting with all of your employees and managers. At this time, explain to them why you are instituting the incentive program and explain how it will work. Make sure they understand the process. By encouraging questions and suggestions, you will help employ¬ees feel more comfortable with it. After one month, make any necessary adjustments. Re-evaluate it on a regular basis and constantly work on improving and refining it.
By using a system to consistently reward your employees and manager, you will create a built-in incentive system for them to constantly strive to do the best job possible.
1. What type of an incentive system could you implement in your company?
2. What kind of efforts would you reward?
3. How much could you budget for this system?
4. What kind of incentives or rewards would you be able to pro¬vide to your outstanding employees?
Friday, June 18, 2010
Don't Tell Your Customers What They Can't Do - Tell Them What They Can Do
By Tom Borg ©2010
Have you ever seen these signs posted in various businesses?
If you BREAK IT - you BUY IT.
No Shirt-No Shoes-No Service
We Reserve the Right to Refuse Service to Anyone.
Shoplifters will be prosecuted to the full extent of the law.
CLOSED
Do not lean on the glass display counter.
NO LOITERING
These signs are not very inviting are they? It seems that the owners good intentions have gone astray.
A business associate and I walked into a Mexican-American restaurant for lunch. Our eyes were met by a sign that read, “Banks don’t make tacos; we don’t accept checks.” Next to the words there was a sketch of the owner with a scowl on his face. That first impression had already left a bad taste in my mouth, and we hadn’t even sat down to order our meal. What the owner of this restaurant does not realize is that the message he is sending out to his potential customers is not positive. Actually, it’s downright negative. What he’s saying is that he doesn’t trust his customers.
Is this the message he really wants to express to his customers? Probably not. But, he is expressing it.
A couple of golfing partners decide to try out a new golf course. They walk up to the clubhouse and are met with a barrage of negative signage: “Clean your spikes before entering club¬house.” “Shirt and shoes must be worn at all times.” “Replace all divots.”
What the owners of this golf course are doing is setting up a negative impression before the first ball is even teed up.
Why do these two examples of poor service in America exist? Because the owners are forgetting a very important truth. Charles Lamb, the great English essayist, said it best when he wrote these words, “Damn it, I like to be liked!” People like to be liked. They don’t want to be told what THEY CAN’T DO. They want to be informed of what THEY CAN DO. They want to be made to feel that they are welcome.
A better way for the restaurant owner to inform his clients of the policy of not accepting personal checks could be to tell them what forms of payment he will accept. The sign could read this way:
“Your Visa, Master Charge, Diner’s Club, and American Express cards are most welcome. Unfortunately, we do not accept personal checks.”
A better way for the golf course to communicate its rules to customers would be to have the signs read this way:
“In order to provide you with a quality golfing experience we ask that all participants follow our rules of golf etiquette. Thanks for your cooperation! As always, it’s a pleasure to serve you.”
“We want to keep our clubhouse looking it’s best for you! Please clean your spikes before entering. Thanks for your cooperation.”
“In order to keep our golf course in top condition for everyone’s enjoyment, please replace all divots. Thanks for your coopera¬tion!”
“We want you to look your best! Please wear your shirt and shoes on the golf course and in the clubhouse.”
The impressions a customer receives when he walks into a business or organization are merely a reflection of the owner’s values and people skills and how he or she chooses to express them.
Most restaurants have a sign over the coat rack that reads, “Not responsible for lost or stolen articles.” That’s what the owner would like you to believe at least. What the sign is really saying is “WE DONT WANT TO BE responsible for lost or stolen articles.” Legally, they really are responsible; they just don’t want you to know it. Most restaurants that I have surveyed report that they rarely have had anyone lose a coat or a personal belonging. So, my question is why put up the negative sign? Remember, we are trying to make this a positive experience for the customer. Negative signs do not help.
Earl Nightingale used to tell the story of a very popular restau¬rant in Florida that is still in business today. The customers observe a sign over the coat rack that reads, “Of course we are responsible for your belongings when you are a guest in our restaurant. So, relax, enjoy yourself, and have a good meal. Remember, serving you is our number one purpose. This restaurant has taken a very different approach to reminding its customers that they are important. In so many words, the owner is telling his customers that he cares about them and that he is responsible.
After one of my talks during which I mentioned this restaurant, an elderly woman came up to me and asked, “Where is that restaurant located? My husband and I live down there part of the year and would love to visit it.”
Have you ever seen these signs posted in various businesses?
If you BREAK IT - you BUY IT.
No Shirt-No Shoes-No Service
We Reserve the Right to Refuse Service to Anyone.
Shoplifters will be prosecuted to the full extent of the law.
CLOSED
Do not lean on the glass display counter.
NO LOITERING
These signs are not very inviting are they? It seems that the owners good intentions have gone astray.
A business associate and I walked into a Mexican-American restaurant for lunch. Our eyes were met by a sign that read, “Banks don’t make tacos; we don’t accept checks.” Next to the words there was a sketch of the owner with a scowl on his face. That first impression had already left a bad taste in my mouth, and we hadn’t even sat down to order our meal. What the owner of this restaurant does not realize is that the message he is sending out to his potential customers is not positive. Actually, it’s downright negative. What he’s saying is that he doesn’t trust his customers.
Is this the message he really wants to express to his customers? Probably not. But, he is expressing it.
A couple of golfing partners decide to try out a new golf course. They walk up to the clubhouse and are met with a barrage of negative signage: “Clean your spikes before entering club¬house.” “Shirt and shoes must be worn at all times.” “Replace all divots.”
What the owners of this golf course are doing is setting up a negative impression before the first ball is even teed up.
Why do these two examples of poor service in America exist? Because the owners are forgetting a very important truth. Charles Lamb, the great English essayist, said it best when he wrote these words, “Damn it, I like to be liked!” People like to be liked. They don’t want to be told what THEY CAN’T DO. They want to be informed of what THEY CAN DO. They want to be made to feel that they are welcome.
A better way for the restaurant owner to inform his clients of the policy of not accepting personal checks could be to tell them what forms of payment he will accept. The sign could read this way:
“Your Visa, Master Charge, Diner’s Club, and American Express cards are most welcome. Unfortunately, we do not accept personal checks.”
A better way for the golf course to communicate its rules to customers would be to have the signs read this way:
“In order to provide you with a quality golfing experience we ask that all participants follow our rules of golf etiquette. Thanks for your cooperation! As always, it’s a pleasure to serve you.”
“We want to keep our clubhouse looking it’s best for you! Please clean your spikes before entering. Thanks for your cooperation.”
“In order to keep our golf course in top condition for everyone’s enjoyment, please replace all divots. Thanks for your coopera¬tion!”
“We want you to look your best! Please wear your shirt and shoes on the golf course and in the clubhouse.”
The impressions a customer receives when he walks into a business or organization are merely a reflection of the owner’s values and people skills and how he or she chooses to express them.
Most restaurants have a sign over the coat rack that reads, “Not responsible for lost or stolen articles.” That’s what the owner would like you to believe at least. What the sign is really saying is “WE DONT WANT TO BE responsible for lost or stolen articles.” Legally, they really are responsible; they just don’t want you to know it. Most restaurants that I have surveyed report that they rarely have had anyone lose a coat or a personal belonging. So, my question is why put up the negative sign? Remember, we are trying to make this a positive experience for the customer. Negative signs do not help.
Earl Nightingale used to tell the story of a very popular restau¬rant in Florida that is still in business today. The customers observe a sign over the coat rack that reads, “Of course we are responsible for your belongings when you are a guest in our restaurant. So, relax, enjoy yourself, and have a good meal. Remember, serving you is our number one purpose. This restaurant has taken a very different approach to reminding its customers that they are important. In so many words, the owner is telling his customers that he cares about them and that he is responsible.
After one of my talks during which I mentioned this restaurant, an elderly woman came up to me and asked, “Where is that restaurant located? My husband and I live down there part of the year and would love to visit it.”
How to Delegate For Maximum Results
How to Delegate for Maximum Results
by Tom Borg c.2010
Michael Gerber the small business guru calls this being able to
“Stop working in the business and to start working on the business”.
Let’s face it, most business owners have a hard time with delegation. Part of the reason is, over the years they have had to do a lot of different things to make their business successful, and often they enjoyed doing many of those different things.
Some of the typical excuses why small business owners do not delegate:
1. They don’t feel anyone who works for them can do it “exactly the right way”.
2. They don’t feel secure enough to give the authority to others
3. They don’t trust the people that work for them to do the job effectively
4. They will only delegate small inconsequential responsibilities
Some of the benefits for delegating are:
1. It gets the job done.
2. It can grow your people
3. It will allow your people to feel involved
4. Better and greater productivity.
A good way to look at this idea of delegating is to look at the game of baseball. The manager can’t play all nine positions of the team. Even if he could play all nine positions he couldn’t do them all at the same time. If he is going to do a truly effective job of overseeing and really maximizing the talent and potential of his players he has got to be the manager not one of the players.
Here are some basics on delegating a job effectively.
1. Pick the person you want to delegate to
2. Plan out how you will delegate the job
3. Explain to the person:
a. What you want him/her to do.
b. What you don’t want him/her to do.
c. How well you want it done.
d. When you want it done by.
4. Discuss with them how they plan to do it and answer any questions they may
have.
5. Let them do the job.
So in summary, as Tom Monahagn learned to do, start delegating the right things to the right people and watch your business grow.
Monday, October 26, 2009
Making Service Count
Making Service Count
By Tom Borg© 2009
I have included a tip from one of my latest books Making Service Count – How to Deliver Outstanding Customer Service and Make Your Small Business More Profitable.
So often, small business owners and managers overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50-yard dash. They are in such a hurry to get to the finish line that the customer or client’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles 386 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the saying goes, “Being successful should never be confused with remaining successful.” Successful business owners realize that they are in business fro the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Your customers and clients will thank you by doing business with you for long, long time.
Check out this short Customer Service Tip Video: http://bit.ly/a1jnPS
By Tom Borg© 2009
I have included a tip from one of my latest books Making Service Count – How to Deliver Outstanding Customer Service and Make Your Small Business More Profitable.
So often, small business owners and managers overlook the little things that mean so much to their customers. Running a business is like running a marathon; yet, some people run it like it was a 50-yard dash. They are in such a hurry to get to the finish line that the customer or client’s real needs and wants are overlooked. Successful business owners realize that they are running a race, and this race is 26 miles 386 yards long. They know that in order to be a winner, they must take care of the “little things” throughout the entire race. Like the saying goes, “Being successful should never be confused with remaining successful.” Successful business owners realize that they are in business fro the long haul, not just the short ride. Take note of all the little things that are important to your customers. Set up a system to make sure these expectations are met. Your customers and clients will thank you by doing business with you for long, long time.
Check out this short Customer Service Tip Video: http://bit.ly/a1jnPS
How to Change Your Business Paradigms
By Tom Borg© 2009
As I mentioned in an earlier blog, paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
So how do we change our business paradigms? Paradigms are common. Every business owner or manager has a set of business paradigms that govern the way they think and act towards the situations they find themselves in. Paradigms are functional. They help us distinguish what is important and what is not.
Have you ever heard the saying “I’ll believe it when I see it?” Well, the paradigm effect reverses the common sense relationship between seeing and believing. Another words, our paradigms can cause us to “only see what we believe,” as a result, we are unable to clearly see the situation as it really is, but only as we perceive it to be. We must remember that there are several different ways we can tackle a business problem. We must be careful not to let our paradigm become “the paradigm” or the only way to do something. Paradigms, too strongly held, can lead to paradigm paralysis, a terminal disease of certainty.
It is best to remain flexible in turbulent times and keep what is called a “paradigm pliancy.“ Try using these action oriented questions to help you change your business paradigms and develop successful solutions to your business problems.
1. What is a business challenge you are currently facing in your business?
2. How could changing your business paradigm or your problem solving approach, help you
create a profitable solution?
3. What new problem solving approach could you try?
3. Who else in your organization needs to be involved?
4. When will you begin tackling this challenge?
By Tom Borg© 2009
As I mentioned in an earlier blog, paradigms are “problem solving systems”. With an outdated or ineffective paradigm, your business could be headed towards extinction. With the right kind of paradigm, your small business will thrive in today’s economy.
So how do we change our business paradigms? Paradigms are common. Every business owner or manager has a set of business paradigms that govern the way they think and act towards the situations they find themselves in. Paradigms are functional. They help us distinguish what is important and what is not.
Have you ever heard the saying “I’ll believe it when I see it?” Well, the paradigm effect reverses the common sense relationship between seeing and believing. Another words, our paradigms can cause us to “only see what we believe,” as a result, we are unable to clearly see the situation as it really is, but only as we perceive it to be. We must remember that there are several different ways we can tackle a business problem. We must be careful not to let our paradigm become “the paradigm” or the only way to do something. Paradigms, too strongly held, can lead to paradigm paralysis, a terminal disease of certainty.
It is best to remain flexible in turbulent times and keep what is called a “paradigm pliancy.“ Try using these action oriented questions to help you change your business paradigms and develop successful solutions to your business problems.
1. What is a business challenge you are currently facing in your business?
2. How could changing your business paradigm or your problem solving approach, help you
create a profitable solution?
3. What new problem solving approach could you try?
3. Who else in your organization needs to be involved?
4. When will you begin tackling this challenge?
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