Here's a provocation for your next twelve months.
By now, you've set a working direction for the year, established clear-cut objectives. Your first-iteration plan to reach them should be in place. This now seems like an ideal time to rethink the whole thing, doesn't it? After all, one of the effects of internet time is that plans are subject to change just as soon as - or perhaps even before - they are written.
Along these lines of thinking, perhaps there are some items you missed. Maybe there are issues you didn't have time to consider, or even things your mind touched on, but quickly passed over to deal with more urgent and pressing events. If you are off-cycle, and on the verge of a new period, you can use this exercise ex ante, rather than ex post. To help you stimulate your neural pathways and hopefully create an idea or two, I offer the following thoughts for your consideration.
These "considerations" are not sequenced in order of importance. I think they are important.
1. How far in the distance is your planning horizon? Most companies today plan 12-24 months out, calling anything beyond that "vision." Internet time implies a shortened time frame for activities, but does that time-collapse extend to a shortened vision as well? How much have you thought about what you will accomplish this decade? What will be your company's impact on the millennium? (OK - perhaps millennium is too far out. What about the century?) You may say you have more pressing fish to fry. Your investors would like to see increased returns sooner than that. While this might be true enough, taking the long view can inform the short view, leading to greater returns for years to come. What do you see when you take the long view?
2. How are your prospects' needs going to change? How is their world affected by the dramatic increases in connectivity and the compression of time? What are you doing to understand their changing environment - their changing business issues? What are you doing to improve your customer's business under these slippery conditions? To take it one step further, what do your customers' customers want? While you are at it, you might stop to consider how your suppliers' needs are changing? Could those changes open up new opportunities for you, or darkly portend changes downstream totally derailing your business model? What about your distributors? Is their world shifting? Can you both benefit?
3. Who in your organization simply isn't contributing? As they say, your mileage may vary from individual to individual but everyone has the responsibility to go some distance, to make something valuable happen. Not everyone will make good on that implied promise. The often observed 80-20 rule applies to your staff as well: 20% of your people will produce 80% of the value.
That leaves 80% producing only 20%. Do the math: the bottom 10% of your organization produces almost nothing.
Who isn't making the cut? Should you be doing something about it? You may think it beneficent to provide that bottom percent with a paying job - don't. It isn't. The non-performers know who they are, but they won't cut the cord on their own. Do what you can to help them reach the bar, but if after a while they don't make it, set them free to find an environment in which they can succeed. Free up your own resources for people who make a difference.
4. Are you creating solutions to today's problems? What about next week's, next year's, or the problems of several years from now? How are you figuring out what those problems are going to be, way out there on the time horizon? Because the solution you sell today should certainly address today's problems, but the solutions on today's drawing board better not. Who in your organization is responsible for trend-tracking and forecasting?
Are you building scenarios for the future? What about prospect focus groups, or some other market-based feedback mechanism? Who is your resident futurist?
5. What do you believe about the business you are in? For most people this is a strange question - we rarely spend time thinking about our own beliefs. The collection of beliefs you hold about your business - what the Germans call Weltanschauung - is decisive in most of the choices you make. How much risk to take. What's risky and what isn't. What projects and initiatives to undertake. What kind of resources you need and whom to hire.
Whom to partner with, or should you have partners at all?
Cooperate or compete. How to treat your team. What your customers should expect from you. How hard do you expect people to work?
All these decisions stem from your beliefs, and it will help you to make them explicit. Once you surface those beliefs, you can start to distinguish which are useful beliefs and which are not.
What is the benefit of a particular belief? Is this belief relevant to your current world, or is it a holdover from some past part of life? Then, when you are ready, you can experiment with new beliefs.
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Stock For Stock Purchase
Structuring Effective Earnouts
M&A Deal Tax Implications
Technology Development Letter of Intent
6. What are the obstacles to proceeding along your current path? Yes - you've set a plan in motion, and you are taking steps toward its achievement. But what roadblocks may rise up to stop you? What things could get in your way - foreseen and unforeseen? (I know, if it's unforeseen how are you going to see it? Use your imagination, that's the point of this exercise.)
Rank these obstacles in terms of likelihood, then rank them in terms of severity. Consider how you might deal with them if they come up. The value of this is a) like the Boy Scouts, you are better prepared; b) you may illuminate issues you have been trying to sweep under the rug; and c) you just may invent a whole new approach to get where you are going, and it just might be better than what you are doing now.
7. What, if you only knew how, would you be doing? What would you do now if you had additional resources - and should the lack of resources be stopping you? What, if you were sure it would be successful, would you jump on right away? What would you begin immediately, if your resources were limitless? (Yes, limitless can be relative.) What are you betting the future of your company on? What would you be willing to bet the future of your company on?
8. What are the most important issues, right now? Make separate lists for issues in your market and issues in your company.
Which of these issues are you dealing with, which ones are on the backburner, and which ones aren't even in the kitchen? What are the processes you use to deal with these issues? Which issues are you ignoring, or hoping will go away?
What breakthroughs might be possible by addressing or resolving issues in the latter category? Where are you "resolving" issues by compromising? What possibilities are available by refusing to compromise, or by breaking your compromises? What old stories or old ways of looking at things make these compromises seem inevitable? Where could new technologies (either material, virtual, or societal) be applied to break these compromises?
9. What are you sacrificing to accomplish your current objectives? The definition of sacrifice is giving up something of value for something of even greater value. Did you intend to give up that thing of value, or is it a thoughtless byproduct of your other choices? Do not dismiss this lightly.
In your business there are a number of priority-conflicting critical success factors. These include profitability, product development, new sales, customer satisfaction, recruiting and retention, revenue growth, sufficient capital - which one gets the most attention? And in this operating cycle - will each area get the attention it needs? Even in a lower position of priority, these areas cannot be neglected. What isn't getting done that needs to be done and how are you going to do it?
10. What is the purpose of your organization? I don't just mean increasing shareholder wealth that simply won't inspire your people to greatness. What besides that - a given - is the purpose of your company. Purpose is not something you invent, it is there already - you have to uncover it. Why do you come to work each day? What do you hope to accomplish in the long run?
What about your executive team? Your individual employees - why do they come? What do they think they are doing each day? Do you know? Have you bothered to find out? You've just completed a planning cycle, and I'm asking what your purpose is! If you can't answer this question easily, now would be a great time to start.
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Stock For Cash And Stock
Friday, April 13, 2018
Meetings Can Be Productive With These Tips
Here are ten fundamental concepts that characterize an effective meeting.
1) Definition: A meeting is a business activity where select people gather to perform work that requires a team effort.
2) A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget.
3) Short meetings free people to work on the essential activities that represent the core of their jobs. In contrast, long meetings prevent people from working on critical tasks such as planning, communicating, and learning.
4) Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these to create an effective meeting.
Post Merger Integration Approach Kickoff Presentation
Post Merger Integration Initiatives By Functional Area
Post Merger Integration Process Timeline By Functional Area
Post Merger Integration Sample Plan 1
Post Merger Integration Sample Plan 2
5) Effective meetings require sharing control and making commitments.
6) The ultimate goals of every meeting are agreements, decisions, or solutions. Meetings held for other reasons seldom produce anything of value.
7) Unprepared participants will spend their time in the meeting preparing for the meeting.
8) It is better to spend a little time preparing for solutions than to spend a lot of time fixing problems.
9) Meetings are an investment of resources and time that should earn a profit.
10) A meeting can be led from any chair in the room. And if it’s your meeting, you want it to be your chair.
Term Sheets Tutorial
Ways to Structure Deals Ver1
Ways to Structure Deals Ver2
Ways to Structure Deal Ver3
HR Post Merger Integration Plan
1) Definition: A meeting is a business activity where select people gather to perform work that requires a team effort.
2) A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget.
3) Short meetings free people to work on the essential activities that represent the core of their jobs. In contrast, long meetings prevent people from working on critical tasks such as planning, communicating, and learning.
4) Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these to create an effective meeting.
Post Merger Integration Approach Kickoff Presentation
Post Merger Integration Initiatives By Functional Area
Post Merger Integration Process Timeline By Functional Area
Post Merger Integration Sample Plan 1
Post Merger Integration Sample Plan 2
5) Effective meetings require sharing control and making commitments.
6) The ultimate goals of every meeting are agreements, decisions, or solutions. Meetings held for other reasons seldom produce anything of value.
7) Unprepared participants will spend their time in the meeting preparing for the meeting.
8) It is better to spend a little time preparing for solutions than to spend a lot of time fixing problems.
9) Meetings are an investment of resources and time that should earn a profit.
10) A meeting can be led from any chair in the room. And if it’s your meeting, you want it to be your chair.
Term Sheets Tutorial
Ways to Structure Deals Ver1
Ways to Structure Deals Ver2
Ways to Structure Deal Ver3
HR Post Merger Integration Plan
Unique Methods To Drive Performance Motivation
Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge.
A recent Gallop Poll stated that about 20% of people queried described themselves as “actively disengaged” at work. Most of these people also said that they were not given the proper tools to do their job or that they were not given clear directions for completing the task. From this Poll, we see statistics that are astounding. These employees who are being described as “actively disengaged” are costing employers more than 300 billion dollars a year! This same Poll showed that these people are more likely to go hooky or to be late and are also described as less enthusiastic to their jobs.
A frequent mistake that employers make is levying too many regulations for employees to follow. This is highly de-motivating for the employee! They feel that they are not empowered to creatively carry out tasks for fear of breaking a rule. Having employees feel that they are not trusted is another critical mistake that management makes. Creating rules and polices that question an employee’s trustworthiness is common practice in major businesses. An example includes allowing a certain number of days off when a family member dies. This assumes that if there were no limit on the number of days, the employee would take advantage of their time off. The following are tips to create a work environment that fosters motivation.
Guidelines for an Enjoyable Work Environment
1. Minimize rules and policies to the essential. Rules are there to protect your business and create structure; if a rule does not serve that purpose, then you will need to consider retiring that particular policy.
PMI Planning and Execution Model
PMI Planning Guideline
post merger integration plan
post deal integration Ver3
post deal integration sales force
2. After the rules are established, it is essential that all employees know what is expected of them. Ensure apt promulgation of all regulations.
3. Establish a code of conduct. Implement a collaborative effort which involves all or most of the employees that work with you. A vision and mission statement keeps the ship sailing towards a common goal. • Follow the rules- no exceptions. If management fails to practice what it preaches, can it expect its employees to keep within the bounds?
4. Management should address inappropriate behaviors immediately before they become habits. Use counseling or a progressive discipline approach rather than a “you’re in trouble” approach.
5. Clearly broadcast work place guidelines for professional behavior.
6. Seek employee feedback on rules and policies. Request for ideas to enhance these policies for greater employee empowerment. Sometimes staff have great ideas; after all, they do the job everyday!
7. Ensure that these novel ideas of consistency in enforcing policy don’t come as a cold shock to rank and file. If you have been letting employees “get away” with things in the past, you should meet with them and explain that the new policies are there for everyone’s mutual benefit.
post merger integration training course show
Mergers and Acquisitions Integration in Biotechnology
Mergers and Acquisitions Integration in Telecommunications
Merger Communications Plan Ver1
Merger Integration Best Practices
A recent Gallop Poll stated that about 20% of people queried described themselves as “actively disengaged” at work. Most of these people also said that they were not given the proper tools to do their job or that they were not given clear directions for completing the task. From this Poll, we see statistics that are astounding. These employees who are being described as “actively disengaged” are costing employers more than 300 billion dollars a year! This same Poll showed that these people are more likely to go hooky or to be late and are also described as less enthusiastic to their jobs.
A frequent mistake that employers make is levying too many regulations for employees to follow. This is highly de-motivating for the employee! They feel that they are not empowered to creatively carry out tasks for fear of breaking a rule. Having employees feel that they are not trusted is another critical mistake that management makes. Creating rules and polices that question an employee’s trustworthiness is common practice in major businesses. An example includes allowing a certain number of days off when a family member dies. This assumes that if there were no limit on the number of days, the employee would take advantage of their time off. The following are tips to create a work environment that fosters motivation.
Guidelines for an Enjoyable Work Environment
1. Minimize rules and policies to the essential. Rules are there to protect your business and create structure; if a rule does not serve that purpose, then you will need to consider retiring that particular policy.
PMI Planning and Execution Model
PMI Planning Guideline
post merger integration plan
post deal integration Ver3
post deal integration sales force
2. After the rules are established, it is essential that all employees know what is expected of them. Ensure apt promulgation of all regulations.
3. Establish a code of conduct. Implement a collaborative effort which involves all or most of the employees that work with you. A vision and mission statement keeps the ship sailing towards a common goal. • Follow the rules- no exceptions. If management fails to practice what it preaches, can it expect its employees to keep within the bounds?
4. Management should address inappropriate behaviors immediately before they become habits. Use counseling or a progressive discipline approach rather than a “you’re in trouble” approach.
5. Clearly broadcast work place guidelines for professional behavior.
6. Seek employee feedback on rules and policies. Request for ideas to enhance these policies for greater employee empowerment. Sometimes staff have great ideas; after all, they do the job everyday!
7. Ensure that these novel ideas of consistency in enforcing policy don’t come as a cold shock to rank and file. If you have been letting employees “get away” with things in the past, you should meet with them and explain that the new policies are there for everyone’s mutual benefit.
post merger integration training course show
Mergers and Acquisitions Integration in Biotechnology
Mergers and Acquisitions Integration in Telecommunications
Merger Communications Plan Ver1
Merger Integration Best Practices
How to Avoid Deadline Performance Stress
Stress, burnout and physical exhaustion have become a way of life for many people. You need to feel that you can get a handle on what stresses you, and diffuse this stress in different ways so as to maintain both your physical and emotional health.
The ways we and others cause stress can come from habits or our own thoughts and feelings about how things are going. Or perhaps your own actions can be adjusted to cause less stress.
If you want to be calm and relaxed, with less stress then be sure to read these different stress management techniques for some ideas to help.
1. Be organized. You can plan all you want, but if you cannot find the project, list or information you were to work with, it is pretty stressful.
2. Make a list of what you want to accomplish, and then decide which are the most important things to do on that list. Do that first and then go to your less important items.
Presenting The Merger and Acquisition Deal Ver1
Presenting the Merger and Acquisition Deal Ver3
Presenting the Merger and Acquisition Deal Ver4
Presenting the Merger and Acquisition Deal Ver5
Presenting the Joint Venture Deal
3. Allow for interruptions and changes. If you schedule yourself so tight that you can’t be interrupted for the 15 minutes you spent talking to an unexpected caller, you may find yourself highly stressed. Chill out and realize that there will be some interruptions and you can handle that.
4. Have realistic expectations of yourself and others. No one is superman. You cannot get three days work done in one day. Don’t wait till the last minute and put so much stress on yourself with huge amounts of work.
5. Take some time for a break a couple times a day. It is like changing gears and allows your mind to rest for a few minutes while you do something you enjoy, not something you have to do.
6. Find some time each day to exercise or take a walk. This helps to burn off more stress.
7. Once you are done for the day, take some time to relax. Find hobbies that you enjoy and that reduce your stress.
Stress is a part of life, but you also need ways to de stress and not let it get the best of you. These different stress management techniques and tips should help you find ways to manage your stress.
post deal integration treasury department
Supply Chain Integration
The First 100 Days of Post Merger Integration
Types Of Merger Integration Approaches
Ways To Post Merger Integrate
The ways we and others cause stress can come from habits or our own thoughts and feelings about how things are going. Or perhaps your own actions can be adjusted to cause less stress.
If you want to be calm and relaxed, with less stress then be sure to read these different stress management techniques for some ideas to help.
1. Be organized. You can plan all you want, but if you cannot find the project, list or information you were to work with, it is pretty stressful.
2. Make a list of what you want to accomplish, and then decide which are the most important things to do on that list. Do that first and then go to your less important items.
Presenting The Merger and Acquisition Deal Ver1
Presenting the Merger and Acquisition Deal Ver3
Presenting the Merger and Acquisition Deal Ver4
Presenting the Merger and Acquisition Deal Ver5
Presenting the Joint Venture Deal
3. Allow for interruptions and changes. If you schedule yourself so tight that you can’t be interrupted for the 15 minutes you spent talking to an unexpected caller, you may find yourself highly stressed. Chill out and realize that there will be some interruptions and you can handle that.
4. Have realistic expectations of yourself and others. No one is superman. You cannot get three days work done in one day. Don’t wait till the last minute and put so much stress on yourself with huge amounts of work.
5. Take some time for a break a couple times a day. It is like changing gears and allows your mind to rest for a few minutes while you do something you enjoy, not something you have to do.
6. Find some time each day to exercise or take a walk. This helps to burn off more stress.
7. Once you are done for the day, take some time to relax. Find hobbies that you enjoy and that reduce your stress.
Stress is a part of life, but you also need ways to de stress and not let it get the best of you. These different stress management techniques and tips should help you find ways to manage your stress.
post deal integration treasury department
Supply Chain Integration
The First 100 Days of Post Merger Integration
Types Of Merger Integration Approaches
Ways To Post Merger Integrate
Insightful Succession Planning
Of late, the topic of succession planning has sparked much concern. However, it seems few organizations have heeded the warning. According to a Human Resource Planning Society and Hewitt Associates study, fewer than 60% of companies have a succession plan in place.
Below are some of the most common myths about succession planning.
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority. According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies. 85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Doing Fairness Opinion
Doing M&A Rollups Ver1
Doing M&A Rollups Ver2
Do You Really Have A Strategic Alliance Strategy
Institutionalizing Strategic Alliance Skills
Myth #3: There need only be a succession plan for C-level team members. During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division.
Myth #4: Succession planning should be handled on a case-by-case basis. Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department.
Myth #5: Good talent is easy to spot. As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success – management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent assessment as part of their succession planning processes.
Myth #6: Succession planning only pertains to baby boomers. According to SHRM and CareerJournal Job Recovery and Retention Survey, 76% of all employees are looking for a new job. This means that your top performers may be leaving sooner than you imagine. As such, it’s important to think about succession planning – not as a one-time effort – but as an ongoing process to continually grow and develop your organization.
Corporate Director Indemnity
Corporate Formation Consent
Corporate Governance Best Practice
M&A Deal Rationale Template
Deal Screening Process Workflow
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority. According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies. 85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Doing Fairness Opinion
Doing M&A Rollups Ver1
Doing M&A Rollups Ver2
Do You Really Have A Strategic Alliance Strategy
Institutionalizing Strategic Alliance Skills
Myth #3: There need only be a succession plan for C-level team members. During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division.
Myth #4: Succession planning should be handled on a case-by-case basis. Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department.
Myth #5: Good talent is easy to spot. As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success – management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent assessment as part of their succession planning processes.
Myth #6: Succession planning only pertains to baby boomers. According to SHRM and CareerJournal Job Recovery and Retention Survey, 76% of all employees are looking for a new job. This means that your top performers may be leaving sooner than you imagine. As such, it’s important to think about succession planning – not as a one-time effort – but as an ongoing process to continually grow and develop your organization.
Corporate Director Indemnity
Corporate Formation Consent
Corporate Governance Best Practice
M&A Deal Rationale Template
Deal Screening Process Workflow
The Practical Guide To Developing Great Employees
As a manager strides into the office among the staff, he has the power to positively shift the outlook of the employee for the entire day.
Words, gestures, even the expression on your face spell the difference in how an employee perceives your opinion of them. These unconscious actions tell the employee what they mean to you and how valuable they are to you as a manager and to the organization.
Letting the employee feel needed and appreciated is a key factor to maintaining maximum employee morale and motivation. If your employees feel that they play a key role in the company by the work they provide, then they are much more likely to say that they like their job and to strive to better themselves at that job. For many, feeling valued is just as important as high pay, and promotions.
Let's build zest with these tactics:
1.Let them feel your presence. Coming to work and announcing your arrival is a great way to motivate employees and get them upbeat on the first hour of the day. Striding through the doors and simply saying good morning with a smile on your face can make all the difference in the world.
2. Verbal Acknowledgement. This kind of commendation doesn’t have to be over dramatic or exaggerated, most times showing respect for your employees by saying simple things like please and thank you are easy and effective ways to motivate your employees.Praise like “you did a great job” when the employee deserves it is sure fire way that verbal praise can work to motivate employees.
M&A Workflow Charts
Managing Receivables in Post Merger Integration
Motivating the Merger Integration Teams
Effective merger and acquisition solutions
Strategic Alliance Best Practices
3. Lay clear expectations. Communicating deadlines, milestones, and job objectives are essential to completing company mandates efficiently. Sometimes these things are reported very well but they may change. These changes may not be discussed in detail and therefore causes employees to feel that they are either not important enough to be told why the changes are taking place, or that the manager has made a mistake. Neither of these thoughts will lead to a motivated employee. One way to prevent this is to always get some kind of feedback from the employee about the job so that you are certain that he knows what is expected. If there is a change in a project, inform the employee why. Keep them part of the solution to the problem.
4. Provide employees regular feedback. Let the employee know when he is doing a commendable job. On the flip side, let the employee know when you are not pleased with the outcome and state your reasons. This is a great opportunity to let the employee know how they can do better next time. Ask the employee if there is anything that you as a manager can do to help with the change. Solicit feedback from the employee. Talk it over and enjoy a real discussion. This will make the employee feel like you are not offend about the job, but that you are genuinely concerned and willing to help rectify the problem.
5. Generate consequences. Make sure to not only tell the employee when you are satisfied with the work, but also provide recognition for marvelous work. A personally written thank you card is an effective and inexpensive way to do this. When an employee fails to meet company expectations, it is demotivating to other workers, after all, they may think, “If he isn’t doing it why should I?” That is why it is so important to broadcast consequences for those who do not perform as expected. Be consistent with consequences among the staff. Employees will love working with you and you will enjoy working with them as you take a few minutes out of your day to butter their emotions. Spend time with employees during and after work. Demonstrate that you care and value them as important members of the company.
Merger & Acquisition Executive Summary Slide
Know the Merger and Acquisition Process
Merger & Acquisition Intro Letter
M&A Process Step By Step
M&A Why and How
1.Let them feel your presence. Coming to work and announcing your arrival is a great way to motivate employees and get them upbeat on the first hour of the day. Striding through the doors and simply saying good morning with a smile on your face can make all the difference in the world.
2. Verbal Acknowledgement. This kind of commendation doesn’t have to be over dramatic or exaggerated, most times showing respect for your employees by saying simple things like please and thank you are easy and effective ways to motivate your employees.Praise like “you did a great job” when the employee deserves it is sure fire way that verbal praise can work to motivate employees.
M&A Workflow Charts
Managing Receivables in Post Merger Integration
Motivating the Merger Integration Teams
Effective merger and acquisition solutions
Strategic Alliance Best Practices
3. Lay clear expectations. Communicating deadlines, milestones, and job objectives are essential to completing company mandates efficiently. Sometimes these things are reported very well but they may change. These changes may not be discussed in detail and therefore causes employees to feel that they are either not important enough to be told why the changes are taking place, or that the manager has made a mistake. Neither of these thoughts will lead to a motivated employee. One way to prevent this is to always get some kind of feedback from the employee about the job so that you are certain that he knows what is expected. If there is a change in a project, inform the employee why. Keep them part of the solution to the problem.
4. Provide employees regular feedback. Let the employee know when he is doing a commendable job. On the flip side, let the employee know when you are not pleased with the outcome and state your reasons. This is a great opportunity to let the employee know how they can do better next time. Ask the employee if there is anything that you as a manager can do to help with the change. Solicit feedback from the employee. Talk it over and enjoy a real discussion. This will make the employee feel like you are not offend about the job, but that you are genuinely concerned and willing to help rectify the problem.
5. Generate consequences. Make sure to not only tell the employee when you are satisfied with the work, but also provide recognition for marvelous work. A personally written thank you card is an effective and inexpensive way to do this. When an employee fails to meet company expectations, it is demotivating to other workers, after all, they may think, “If he isn’t doing it why should I?” That is why it is so important to broadcast consequences for those who do not perform as expected. Be consistent with consequences among the staff. Employees will love working with you and you will enjoy working with them as you take a few minutes out of your day to butter their emotions. Spend time with employees during and after work. Demonstrate that you care and value them as important members of the company.
Merger & Acquisition Executive Summary Slide
Know the Merger and Acquisition Process
Merger & Acquisition Intro Letter
M&A Process Step By Step
M&A Why and How
Proven Ways To Resolve Customer Conflicts
Customer security is one of the prime considerations of any retail outlet today. Whilst implementing key marketing strategies in order to promote products and increase sales, retail managers also need to be thinking about how safe their customers feel in-store and ways they can improve the attractiveness of their space for shoppers.
Lighting
Good lighting is a key aspect of the customer experience. Stores require lighting that allows customers to see what they are doing and to ensure that no area of the shop is dimly lit or dark, as this is where thefts or attacks could occur. This is particularly important in fitting room areas and in toilet and baby-change facilities where customers are out of the general flow of the shop and there is a reduced staff presence.
CCTV systems
Customers are comforted by the presence of CCTV systems in retail stores. They know that these systems are designed to prevent crime and automatically feel safer in an environment where cameras provide a deterrent to would-be criminals. A CCTV system also often means at least one member of staff dedicated to security and this also makes customers feel more at ease.
Space
The retail environment is one that’s constantly under threat from petty crime – from shoplifting items to pick-pocketing customers.
This type of crime is easier to commit in small, crowded shops, where people are more tightly packed into a space and it is difficult for staff, security cameras or general shoppers to see what is going on. It’s easy for people to put goods in their bags without paying for them or to steal a handbag and be out of the shop before anyone’s realised. A key way to defeat this type of crime is by arranging your goods so that there’s more space in the store. This makes it immediately more obvious if someone is acting suspiciously, and customers are more likely to be aware if someone is too close to them or demonstrating threatening behaviour. There are various other ways that you can make your customers feel safe, but lighting, space and visible CCTV security go a long way to reassuring customers that they are shopping in a safe environment. The safer and more confident your customers feel, the more likely they are to spend money in your store.
Taking the Myth Out of M&A
Tips for Negotiating a Deal
What Value Does Merger Advisors Add
Business Valuation Methods
Cash Flow Model
If you WOW a customer at the Moment of Truth , the average customer will walk away and tell 5 people about the experience. If you fail to meet the customer's expectations at the Moment of Truth , customers are very likely to tell 11 people about the problem they had with your company. If you drop the ball with customers at the Moment of Truth , but rebound with a quick customer recovery, research shows that the customer will tell up to 17 people about your service recovery. Did you get that? Customers will tell 5 people if you WOW them, BUT if there's a problem and you quickly fix it, they will tell more than 3 times as many people as they would if no problem had occurred at all. One of the fastest and easiest ways to grow your bottom line is to equip your front line employees with skills to respond to complaints and problems in such a way that they completely regain goodwill and restore the customer's confidence. Read on to find out exactly how to do this.
1. Resolve problems as quickly as possible. The faster the resolution, the better the chances for maintaining loyalty. TARP, Inc. found that ninety-five percent of complaining customers would remain loyal if their complaint was resolved on the first contact. That number dropped to seventy percent when the complaint was not immediately resolved. In fact, the speed of resolution has a greater impact on future loyalty than the resolution itself. Strive to resolve complaints on the first contact and when that isn't possible, final resolution should occur within 5 - 10 business days in order to maintain and build loyalty.
2. Give Them Something. Coupons, product samples, and other freebies have a definite impact on loyalty after a service failure has occurred. Years ago American Airlines gave me 7000 frequent flyer miles after I experienced a gruesome delay. And that gift of miles, was enough to make me come back. But don't take my word for it: A study conducted for the Society of Consumer Affairs Professionals (SOCAP) found that 58% of complaining consumers who received something in the mail following their contact with consumer affairs departments were delighted, versus only 40% of those who did not receive anything. Giving customers token items, such as coupons or product samples, after a service failure both increases the perception of value and serves to maintain loyalty.
3. Only allow the friendliest, most helpful, and diplomatic employees to talk to customers. Employee courtesy and attitude are critical factors in regaining the goodwill of customers who have experienced a problem. Customers contacting a company with a problem want to talk to a person who is courteous, professional sympathetic and understanding. Additionally, employees must be skilled in communicating with diplomacy, expressing empathy, and representing the company credibly and convincingly during times of consumer distress. The attitudes and behaviors of frontline professionals form powerful lasting impressions with customers whether these impressions are positive or negative.
4. Encourage your people to "Be Gumby". You remember Gumby don't you---the green rubbery figure that Eddie Murphy portrayed so hilariously on Saturday Night Live? In my seminars I teach employees to "Be Gumby" when it comes to dealing with customers. By being Gumby, I mean do whatever it takes to service customers. This includes being flexible, bending over backwards, making a 180 degree turn when you were heading another direction on a non customer-impacting task. It might even mean standing on your head. The idea is to be completely customer focused. Being Gumby guarantees you'll always make customers happy.
Strategic Alliance Best Practices
Strategic Alliance Intro Letter
Strategic Alliance Readiness Checklist
Strategies for Going Public
Taking Company Through A Sale
This type of crime is easier to commit in small, crowded shops, where people are more tightly packed into a space and it is difficult for staff, security cameras or general shoppers to see what is going on. It’s easy for people to put goods in their bags without paying for them or to steal a handbag and be out of the shop before anyone’s realised. A key way to defeat this type of crime is by arranging your goods so that there’s more space in the store. This makes it immediately more obvious if someone is acting suspiciously, and customers are more likely to be aware if someone is too close to them or demonstrating threatening behaviour. There are various other ways that you can make your customers feel safe, but lighting, space and visible CCTV security go a long way to reassuring customers that they are shopping in a safe environment. The safer and more confident your customers feel, the more likely they are to spend money in your store.
Taking the Myth Out of M&A
Tips for Negotiating a Deal
What Value Does Merger Advisors Add
Business Valuation Methods
Cash Flow Model
If you WOW a customer at the Moment of Truth , the average customer will walk away and tell 5 people about the experience. If you fail to meet the customer's expectations at the Moment of Truth , customers are very likely to tell 11 people about the problem they had with your company. If you drop the ball with customers at the Moment of Truth , but rebound with a quick customer recovery, research shows that the customer will tell up to 17 people about your service recovery. Did you get that? Customers will tell 5 people if you WOW them, BUT if there's a problem and you quickly fix it, they will tell more than 3 times as many people as they would if no problem had occurred at all. One of the fastest and easiest ways to grow your bottom line is to equip your front line employees with skills to respond to complaints and problems in such a way that they completely regain goodwill and restore the customer's confidence. Read on to find out exactly how to do this.
1. Resolve problems as quickly as possible. The faster the resolution, the better the chances for maintaining loyalty. TARP, Inc. found that ninety-five percent of complaining customers would remain loyal if their complaint was resolved on the first contact. That number dropped to seventy percent when the complaint was not immediately resolved. In fact, the speed of resolution has a greater impact on future loyalty than the resolution itself. Strive to resolve complaints on the first contact and when that isn't possible, final resolution should occur within 5 - 10 business days in order to maintain and build loyalty.
2. Give Them Something. Coupons, product samples, and other freebies have a definite impact on loyalty after a service failure has occurred. Years ago American Airlines gave me 7000 frequent flyer miles after I experienced a gruesome delay. And that gift of miles, was enough to make me come back. But don't take my word for it: A study conducted for the Society of Consumer Affairs Professionals (SOCAP) found that 58% of complaining consumers who received something in the mail following their contact with consumer affairs departments were delighted, versus only 40% of those who did not receive anything. Giving customers token items, such as coupons or product samples, after a service failure both increases the perception of value and serves to maintain loyalty.
3. Only allow the friendliest, most helpful, and diplomatic employees to talk to customers. Employee courtesy and attitude are critical factors in regaining the goodwill of customers who have experienced a problem. Customers contacting a company with a problem want to talk to a person who is courteous, professional sympathetic and understanding. Additionally, employees must be skilled in communicating with diplomacy, expressing empathy, and representing the company credibly and convincingly during times of consumer distress. The attitudes and behaviors of frontline professionals form powerful lasting impressions with customers whether these impressions are positive or negative.
4. Encourage your people to "Be Gumby". You remember Gumby don't you---the green rubbery figure that Eddie Murphy portrayed so hilariously on Saturday Night Live? In my seminars I teach employees to "Be Gumby" when it comes to dealing with customers. By being Gumby, I mean do whatever it takes to service customers. This includes being flexible, bending over backwards, making a 180 degree turn when you were heading another direction on a non customer-impacting task. It might even mean standing on your head. The idea is to be completely customer focused. Being Gumby guarantees you'll always make customers happy.
Strategic Alliance Best Practices
Strategic Alliance Intro Letter
Strategic Alliance Readiness Checklist
Strategies for Going Public
Taking Company Through A Sale
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