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Other Added - Effective Recognition: A Conversation with Management Consultant and Author Cindy Ventrice
Two years ago I received an email from a business professional in a related industry to which I am in. The email went something like this:Good day Tino, I happened upon your website and I really loved what I saw. It's a great site with great information. I found it very useful. I work in XYZ industry, which is related to what you do. How can we work together?I normally don’t respond to unsolicited emails. My inbox is full of spam. But this email was different; it was unsolicited but I did not consider it spam. The person that sent the email did three things that were important:1. He knew what m
All of those thi
As human beings we tend to relate to one another on an emotional level, often speaking and acting before thinking. We can psych-speak all we want about being emotionally balanced and non-judgmental but we all do it, it is the nature of being a human being.The problem here is not that we are fallible, emotional humans. The problem is that we tend to run our businesses as though they are our selves. You must begin to view your business as a completely separate entity that has no emotional baggage.If you are having trouble embracing this concept try the following exercise: Take two pieces of paper and in
What can small businesses, who may not have the funding or resources to compete with larger firms in terms of employee incentives, do to motivate their employees? The good news is that, in terms of recognition, money is not a significant factor. Once employees have what they consider to be a fair wage – in other words, they’re at 75 percent of the industry standard for their geographic area – money is not really a factor in how motivated they people are, how willing they are to stay and how valued they feel in the workplace. Then it comes down to non-monetary concerns like:
All of those thin
A person who has a lazy, slow-moving gait tends to look less commanding than someone who walks with a good posture that exudes confidence. Likewise, the way the company is organised can help it position for future growth.The world has changed dramatically. These days, being internationally competitive is the name of the game. With the dissolution of the international trade barriers and the evolution of a new global economy, many companies have gone through a continuum of transition from being international (stressing an export-import orientation), to being multinational (having major operations a
What can small businesses, who may not have the funding or resources to compete with larger firms in terms of employee incentives, do to motivate their employees? The good news is that, in terms of recognition, money is not a significant factor. Once employees have what they consider to be a fair wage – in other words, they’re at 75 percent of the industry standard for their geographic area – money is not really a factor in how motivated they people are, how willing they are to stay and how valued they feel in the workplace. Then it comes down to non-monetary concerns like:
All of those thi
Your colleagues are extremely interested in cold calling company presidents-like you, everybody with business savvy wants to reach the executives, quickly to close top dollar sales.In this business environment with collapsed organizational structures, the elimination of middle management, and the increased workload for executive assistants-it's even more challenging to break through to the inner-circle of decision-makers.So consider this--stop making the cold-call process more complicated (and considerably more painful) than it needs to be. Quit agonizing over the writing of pre-approach letters and s
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Most salespeople handle rapport casually compared to how important recognizing client rapport is. Few really prepare for rapport, and in not doing so, miss a big chance to differentiate themselves and make critical personal connections.Like all other aspects of the sales dialogue, being excellent at rapport takes thought. The goal is to create a connection and build on it in a way that is concise and genuine.As for how much time to spend on rapport, rapport can be established in two to ten minutes (or more) depending on the client, situation, and culture. Regardless of how much time, and especially
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Managing a new and growing business requires a vision far beyond what the average manager can even begin to comprehend or understand. This vision may be the ingredient which separates a leader from a manager.As the business grows, the top manager or the founder/owners turn control freaks as they believe they need to nurture the business at each step of its infantile existence step lest it falls and fails. They turn perfectionists and involve in every aspect of business believing that they are the best and most capable to run the business. This effectively kills emergence of new leadership, throttling the bus
All of those things matter far more than money does.
How can an owner or leader assess the quality of recognition currently offered in his or her workplace? That depends in part on the size of the organization. With extremely small companies –for instance, those with fewer than 10 people – you don’t really want to be doing surveys with employees. It will seem uncomfortable and impersonal. In that case, it’s going to be about having conversations and building up enough trust with people to know that they’re giving you honest answers.
This kind of honest feedback can take time; it’s built up in small, incremental steps and it’s about the questions you ask and your reaction to the responses. If an employee brings you a small-scale issue, react to him or her promptly and positively. Then they’re going to feel comfortable bringing you something else a little bigger the next time.
How do business owners and leaders sort through all the guides and ideas that are out there to determine an effective approach to recognition? First, I would give them a word of warning: Almost 90 percent of big companies have recognitio
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