Tag: ITB Partners

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How To Navigate Open Enrollment Benefit Choices

Employers cringe this time of year because it can be confusing to comprehend the unfamiliar concepts of benefit offerings and then identify which benefits are a suitable match for their employees.

Open enrollment is an opportunity for employers to adjust the benefit options they previously offered their employees or elect new plans. This period for most companies falls in November, to which all forms must be returned and processed for the new benefit plans to take over on January 1 of the new year.

It takes weeks or even months for HR professionals to investigate and negotiate with various insurance carriers to align the right fit for their organization.

This is what HR professionals are for, so don’t fret! Flex HR is your dedicated Human Resources backbone for all things HR. We’re an HR outsourcing and consulting firm that delivers all the HR support you need – including help with those confusing and complicated benefits.

Flex HR Is Your Benefits Solution Management Provider

Consider Flex HR as your benefits solution and management provider. We manage the complex benefits and insurance process for you. We work with your broker to deliver the census data for the broker to analyze market comparison costs, all the while the current vendor provides renewal information.

Founder & CHRO of Flex HR, Jim Cichanski, explains “we act as the client’s HR department, working with the broker to achieve the best plans possible for the cost the company is willing to pay.”  Employees may be offered quality health, vision, dental, disability, and even pet insurance plans that are consistent with the company’s culture. “We do what it takes to offer employers and their employees the best plans achievable. Sometimes that takes getting creative by adding higher deductibles and a GAP plan to strategically project for the future years of not seeing large increases,” Jim outlines. We work with all industries and companies of all sizes.

After the benefit and insurance selections are made, our Flex HR team communicates and conducts the open enrollment process for you. It’s imperative to personalize these messages to employees, so they understand the guidance they are receiving in choosing their perfect plan.

Our dedicated and dependable experts reduce your leadership roles from consuming the burden of completing these tasks. We seamlessly systematize your company’s benefits to increase effective record keeping and ensure all reconciliations are up to date, protecting critical employee files. Our support keeps your organization in compliance with employment laws.

Contact Flex HR today for your benefits enrollment needs.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is important to me, so please leave a comment.

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Another Breakthrough!

On September 26, I posted an article titled don’t become a hostage!  I spoke of two examples of managers being held hostage by troublesome employees.  I stated that one of the managers had an Epiphany that led to terminating the employee in question.  A new manager resolved the other situation last week.

Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.

As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest.  Since my original post, a few exciting changes have occurred.  The first and most important was the resignation of the General Manager.  He left to take a job in a different industry sector.  A more experienced general manager replaced him.  These changes happened shortly after the publication of my article, almost exactly a month ago.  After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store.  She is now working under the General Manager who originally trained her.

So why did the new general manager act on the situation, whereas the former GM ignored it?

    1. Experience beyond this company
    2. External networks of competent employees
    3. He refused to be a hostage

The former GM was still learning the job while dealing with a dysfunctional team.  He was not fully competent and lacked confidence.  I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.

On the other hand, the newly appointed General Manager is an accomplished GM.  He has significant prior General Management experience with another big box retail brand.  Competent and confident in his leadership abilities, he took a different approach to the situation.

A toxic employee can do significant damage to a work environment.  Team cohesion, morale, and eventually productivity and profitability will be affected.  Wise managers know to deal with the situation immediately.  They do not let them faster, to metastasize into an even bigger problem.  The situation question went on for far too long.  As I stated earlier, I lay the blame on the Regional Manager.  He had long known of the situation.  His strategy included a meeting where he told the team to “work out” their differences.  It is no surprise that the team could not resolve their issues by themselves.  A more experienced, decisive leader replaced the former GM.  It was only then that the problem was correctly identified and resolved.  I hold the regional manager responsible for the problems created by his inability to resolve the issue.

When this type of disciplinary issue arises, decisive intervention is required.  The resolution should include progressive discipline supported by the appropriate level of documentation.  The next-level manager must become involved when a  manager is not fully competent.  In this case, the fear of going through the holiday season shorthanded clouded management thinking.  They became hostages.  There is no justification for suffering under these circumstances, as there is always a solution.

Conclusion:

In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive.  This is a concern that second and third-level managers must be tuned into.  The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Accommodating the Disabled in the Workplace.

There is so much buzz about Diversity, Equity, and Inclusion (DEI) in the workplace, but what about disabled persons and their accessibility (or DEIA)? The goal of putting DEIA initiatives into place is to value all individuals in a company, giving them the opportunity to show their strengths, but also ensuring they are given the tools they need to succeed.

Human Resource experts know all too well that few organizations put in the proper plan of action for hiring people with disabilities. Employers should verify their company handbook is updated to include policies and best practices for employees with disabilities to be given the capabilities needed to fully participate at work. And with the increase of employees working remotely, companies should focus on disability inclusivity to drive motivation and retention.

The Americans With Disabilities Act (ADA) safeguards the rights of employees with a disability by enforcing businesses to comply and offer reasonable accommodations to allow employees to work for a job they are qualified to do. But what exactly are considered reasonable accommodations and how can businesses welcome, and best practice these parameters?

Flex HR’s own Lytana Kids, HR Consultant, was interviewed by Authority Magazine to share her expertise on how businesses make accommodations for customers and employees who have a disability. 

“In practice, the ADA requires companies to consider accommodating an applicant or an employee who has a need that may be out of the norm from others,” Lytana clarifies. She explains some reasonable accommodations “for example, maybe you have an employee who has a back problem and an ergonomic chair may provide the support they need, or a hearing impaired applicant who may need an interpreter to assist with their interview, or technology added to their computer that allows them to receive information differently rather than audio.”

These alterations are nominal in costs, not causing a business undue financial hardship. Choosing which modifications are practical for each employer is crucial, as this is a key approach to creating a long-lasting culture of acceptance. Developing an inclusive workforce is critical to represent the customers a company serves. Furthermore, it allows for more creative and innovative thinking for career growth.

Lytana shares that “as an HR leader I believe setting the right tone and culture is instrumental in the creation of the company being acceptive of differences, once this happens it’s not a special program that people have to follow, it’s a culture.” A key piece to this is training both for managers and HR professionals. “Both groups must know and understand the law, be realistic in their approach to accommodations and be willing to think outside the box. Another very important best practice is an “accessibility” employee resource group. This group not only has to be supportive of each other but should have an executive sponsor who learns what they, as employees, may need to then provide that support for the growth of the business. This is a win-win for both the company and the employees.”

As you now understand, Human Resources plays a major role in how workplace disability inclusion is adapting positive changes for organizations. The priority in the workspace should be validating all employees feel welcomed, appreciated, comfortable, and valued for their differences in a supportive work environment.

Flex HR customizes plans for each client, letting you choose as many or as few services as you need, depending on your business. Reach out for more info today! 770-814-4225 or 877-735-3947 (1-877-7-FlexHR)

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Embrace Life-long Learning!

This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.

I was one of five attendees, three women, and two men. I was the oldest as my classmates were in their late thirties or early forties. The two instructors were my age and older. I found the demographic composition most interesting. The maximum class size is six due to logistical constraints. Almost half of the room is occupied by tools and equipment, one limiting factor. The other is the queuing time to use the equipment. As our project required a specific sequence, a significant amount of time was spent waiting for your turn to use the required machine.

This class was an early birthday present from my wife, which I was pleased to receive for several reasons. I have projects around the house that challenge my carpentry skills. We are creating a 750-square-foot guest suite in the basement which requires framing skills and I am painting our Master Bathroom. The latter would not be much of a challenge except for the significant drywall repairs required. It seems that when we built our house, the builder did not properly prepare those walls before applying wallpaper. Those projects have stimulated my interest in learning more about carpentry and cabinet making.

The other benefit of taking this and future classes are related to supporting our Residential Construction Business. My wife started this business at about the same time that I left the Corporate World to become an Executive Recruiter. I am her CFO and principal consultant. Her business is doing so well that she needs me to become more involved in day-to-day operations. Sharpening my construction-related skills will help satisfy that need. It is a win-win proposition.

I have long believed in the value of life-long learning. Keeping one’s mind engaged is as important, if not more so, than the effort to maintain a healthy body. I find that if I keep my mind focused on achieving an important goal, my body will follow. My friend Faith is someone who has embraced life-long learning. A few years younger than me, she is an Account Executive with a major Health Insurance Company. She sharpens her edge by studying for additional college degrees on a part-time basis. Her employer has a tuition reimbursement program for coursework relevant to her job function. It is a win-win! She gets paid to improve her job skills and continues to exercise her mind in the process. She credits this strategy for keeping her at “the top of her game.”

The concept of life-long learning has been around for decades. I remember listening to my boss telling me how he encouraged his teenage daughters to learn new things just to hone their ability to learn. This included areas that were of little interest to them, like the mechanics of an automobile. That was over thirty years ago.

Our world is changing at a rapid pace. We are living longer. Job functions are changing or disappearing while new job functions are being created. It has often been said that today’s workers will likely have three or more careers during their lifetime. That requires the ability to change and adapt, to learn.

I find it interesting that at my age, I have little difficulty learning. It could be that much of what I am learning is additive to things I already know and understand. It could be the vast amount of training tools available that makes the process easier. YouTube, for example, is a treasure trove of resources. I admit, I may not be able to stay focused for as long as I was once, but frequent breaks and a cup of coffee help me stay on track. Motivation may be a contributing factor to my interest in continual learning. Probably because learning construction-related skills directly benefit our livelihood and our home. That is serious motivation.

Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

 

 

 

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Kitchen Connections, LLC Completes Total Kitchen Remodel

Kitchen Connections LLC completes total Kitchen Remodel for 35-year-old home in Roswell, Georgia

This project was a complete Kitchen Makeover that included new cabinets, surfaces, lighting, appliances, fixtures, trim, and paint.   It is now a highly-functional, contemporary kitchen.

     

 

Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.

Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project, from start to finish. Your total satisfaction is her primary goal.

 

Kitchen Connections, LLC
JDW@kitchenConnections.biz
(678) 410-0483
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Don’t Become a Hostage!

Jim Weber – President
New Century Dynamics Executive Search

Recently, I have become aware of two situations where managers have become hostages to toxic employees. They are not being held at gunpoint by a criminal trying to negotiate an escape. However, the angst of the situation is similar. One is a female assistant manager for a big-box retailer. She does not work well with others and is actively working to undermine another manager. Not a team player, she creates unnecessary drama. My colleague, Stan, would call her a termite. Someone who destroys the foundation of the company. The other is a subcontractor with poor work habits who delivers an inconsistent product. Both have remained in position because management, facing a difficult labor market, has decided to live with these troublesome people, hoping to avoid the cost of losing them. However, one manager chose to act and found that his fears were unwarranted.

During my corporate career, workers were abundant, so the fear of being understaffed was not a consideration. At that time, the concern for turnover and overstaffing was our focus. Even so, I observed managers fail to discipline employees properly because they delivered outstanding revenue and profit performance. Those producers survived until their financial performance fell below standard. In the meantime, their peers complained about favoritism and unfair treatment by management. It was very frustrating to be a part of those teams. Overall morale suffered because management was held hostage by a flawed subordinate who happened to produce above-average financial results.

Today, we face a different, more difficult labor market. Baby Boomers are retiring, and fewer younger workers are available to replace them. Employers are finding it more challenging to achieve optimal staffing levels. Some managers overlook employee performance issues to minimize the risk of being short-staffed. That was the concern of my client. He was willing to put up with the poor performance of one sub-contractor to ensure that he completed his projects on time.

Nevertheless, I advised him to deal with the performance issue. I informed my client that the situation was sure to worsen. Eventually, he reached his limit when the cost of repairing the subcontractor’s shoddy work became unbearable. With a little bit of effort, he was able to find a suitable replacement. He refused to be a hostage.

It is not uncommon for managers to overestimate the cost of maintaining employee discipline and underestimate the benefit. Sometimes, it is easier to look the other way. They rationalize their decision to minimize the performance issues or ignore them entirely. Avoidance is a big mistake. The rest of the team is closely watching. They view the manager’s lack of action as favoritism and poor leadership. The team’s overall performance eventually suffers, and good employees leave for other jobs. The manager’s failure to deal with performance issues creates more significant problems with greater consequences.

So, what is one to do? First, don’t become a hostage to your employees! Enforce policy uniformly across the workforce. Don’t give a pass to employees who generate stellar results in some areas but fall short in others. Consistently enforced standards and appropriate disciplinary measures will go a long way toward creating a healthy, high-performance culture. This approach to discipline will help reduce turnover and attract better-quality employees.

Another viable strategy is to maintain an ongoing recruiting program. You may not need to step up the actual hiring, but you will know where to go to find good employees when you need them.

The two examples I presented at the beginning of this article make an interesting case study.  One client decided to face the performance issue head-on, resulting in the termination of the sub-contractor in question. My client replaced the subcontractor with a more appropriate hire. The client refused to be held hostage. The other situation has deteriorated further as the management refuses to take corrective action.

Maintaining organizational discipline is not optional. Success requires vigilant maintenance of systems, processes, and procedures. Maintaining discipline may be more difficult in trying times, but it is of greater importance. The stakes are higher, as is the risk of failure. Good employees will gravitate to the best employers, so become the preferred employer in your market. Build a healthy culture of success by enforcing policy in a consistent, firm, fair, and friendly manner. It is the best way I know to ensure long-term success.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Consider an Advisory Board

Josh Sweeney Presentation on Culture First Hiring

I look forward to meeting with Paul, a good friend, and colleague, tomorrow afternoon.  Paul and I have much to discuss, including my responsibility on his company’s newly created Advisory Board.  The agreed-upon location is a convenient cigar bar, my preference for conducting business.  I cannot meet in this venue every day, but it is a great pleasure when I can.   I have been helping Paul connect with the financial community to support his company’s development goals.  One of those connections suggested establishing an advisory board would be a good idea.  As the common denominator in this process, they both agreed to invite me to join their Board.  Naturally, I accepted.

During my career as an Executive Recruiter, many candidates expressed interest in serving on the Board of a prestigious company.  Those folks were looking for paid Board seats but never considered a voluntary Advisory Board.  As that type of search was not in my wheelhouse, I could not help them.  After fifteen years of experience serving on Advisory Boards, I am enthusiastic about steering qualified candidates in that direction.

Large, established companies and small emerging companies form Advisory Boards to manage their businesses.  Profit-oriented companies and not-for-profit associations use them.  The scope of responsibilities will vary from organization to organization, depending on its size and complexity.  Organizations expect Advisory Board Members to offer unbiased advice.  They do not have decision-making authority or fiduciary responsibility, significantly different from a Board of Directors.  Advisory Board members are chosen based on their skills, experience, and accomplishments relevant to the organization in question.  To be invited to join the Advisory Board of a commercial startup, you will probably need direct experience with commercial startups.  You should expect to have significant experience in the company’s industry segment.  My friend and colleague, Mark McClellan, just reminded me that people with experience raising capital are in demand.

Compensation also depends on the organization’s size, complexity, and life-cycle position.  Some are paid, including travel and meals, but many are uncompensated.  Most of my Advisory Board roles have been voluntary and uncompensated, although our host provided food and beverage at each meeting.

Why would one become a member of an Advisory Board that does not provide compensation?  It isn’t about the money, at least not immediately.  As I mentioned earlier, serving on Advisory Boards has been personally gratifying.  Each offered a new opportunity to gain skills and experience.  They provided networking connections that led to new business opportunities.  I have enjoyed giving back to the community, especially during my alum board years.  That experience strengthened my relationship with the institution.  If a career goal is to sit on a BOD for a prestigious company, serving on an Advisory Board is an excellent place to gain experience and credibility.

My first Advisory Board experience was with the National Alumni Association for my Alma Mater, where I served for three years.  It was because of my affiliation with the Atlanta Chapter that I was nominated to join that body.  The Executive Director of the Association talked to me about joining the Executive Committee, a pathway toward becoming Chairman.  Regrettably, I had to decline that invitation as I was not in a position to devote the time or energy required for that responsibility.  Nevertheless, my service on that Board was gratifying and a significant learning experience.  I believe that serving on an Advisory Board for a not-for-profit association or a charitable organization is an ideal gateway for consideration in similar roles in the private sector.  It worked for me.  I gained visibility from that role which led to invitations to join profit-oriented and not-for-profit advisory boards.

Organizations need the kind of unbiased advice one can offer.  Your expertise is required.  You should consider joining an Advisory Board if you want to expand your skill stack, make new connections, and further enhance your career.  If you are interested in becoming a member of a more prestigious, compensated Board of Directors, an Advisory Board is a possible stepping stone.  A great place to start is with your College Alumni Association, an Industry Association, or a Charitable Organization.  You will enjoy the experience and find gratification by giving back to your community.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Why Newsletters Are the New Cover Letters for Growing Your Customer Base

Newsletters are an effective way of keeping your customers up-to-date with what’s happening in your business. Moreover, newsletters can not only help you maintain your current customer base, but they can also help you grow your customer base too. So without further ado, ITB Partners reveals how to create a memorable newsletter or newsletter sequences to captivate your audience’s attention.

Tips for growing your email newsletter

Thanks to modern technology, there are many ways to grow your email database, from gated content to opt-ins to pop-ups to giveaways. There are many ways to grab and hold your audience’s attention – until the next newsletter, that is.

How to create a buzz with the newsletter the first time around

Perhaps you’re at the beginning of creating your newsletter sequence, and you’re wondering how to create an impactful newsletter that your audience will really take notice of. In essence, the most successful newsletters will comprise any of the following elements, which include:

Create an entertaining subject line

Your subject line will need to stand out at first glance, so it best must be entertaining and speak to the needs of your audience by addressing a certain pain point, for example. 

Storytelling

No one has the time these days to read long-drawn-out, boring newsletters that don’t really serve a purpose. Rather, when you incorporate storytelling into your newsletters, you can create a personable story that people can relate to. This is made even better when you are able to add any other relevant information that people might not know about your brand to make your newsletter that much juicier. 

Make it irresistible

One of the main points of creating a newsletter is to show customers that you appreciate them taking time out of their day to read your newsletter, which is why you should usually offer them something in return for doing so. Share on X

It should be brief

Brevity is key here if you want to hold the attention of your audience. Again, the times we are living in are busy, so we should be doing our best to accommodate the limited time that most people do have by making sure newsletters are as short and succinct as possible. 

Remember a Call to Action

Your call-to-action will drive customer sales, so don’t forget to include it in your pitch, whether it’s to sign up for your next exclusive offer, take advantage of a coupon offer, or ask them outright to sign up for exclusive discounts, benefits, and more. 

Designing your newsletter from scratch

Of course, you want your newsletter to be able to read nicely in terms of its flow and readability. An email marketing platform can help provide you with a basic template. But then you’ll need to add in something special of your own so that your newsletter doesn’t seem so standardized. For example, suppose you want to add a few images to your newsletter, but the backgrounds aren’t to your liking, then you can try an image background remover to remove them from your chosen images swiftly and easily. All you need to do is upload the image and edit it as needed, then insert it on your email template where you want it. 

If you want to improve your marketing strategy, then newsletters should be an important component of this. You’ll surely boost your brand’s online presence and gain a loyal following.

Image via Pexels

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Employ Digital Upgrades for Innovation!

We live in a highly-competitive digital world. Today’s businesses require constant innovation in order to maintain a competitive advantage and remain relevant. Thankfully, the latest tech innovations are not reserved for the world’s biggest brands. Small and mid-sized businesses can also benefit from digital advancements, many of which are entirely affordable on a small business budget. In this article from New Century Dynamics Executive Search, we’ll explore some digital improvements to consider and how they can enhance your business.

Learn About Business Process Management

Business process management (BPM) is the practice of analyzing existing business processes and identifying areas for improvement. The right BPM strategies will improve efficiencies and optimize regular business processes to save time and money while reducing errors. If that’s not enough, streamlining your laborious business operations can help you get employee buy-in on new tech upgrades, making it easier to introduce advancements in the future. Be sure to monitor the effectiveness of your BPM upgrades so you can make continuous improvements and optimize your results.

Invest in Time-Saving Tools

If there’s one thing most small and mid-sized businesses struggle with, it’s time. There’s just never enough time in the day to do everything that needs to be done. How do you ever find the time to focus on growth-related projects when you’re spending all of your energy on business maintenance tasks? Spending all of your time keeping your business afloat will only work for so long. Eventually, you need to focus on bigger projects so you can take your business to the next level.

Investing in time-management tools will help you and your team work more efficiently. Some great options include a calendar app to track meetings and deadlines, project management software for easy delegation, and instant chat tools to minimize delays and speed up information sharing.

Embrace Unfamiliar Technology

Many small business owners are hesitant to adopt new technology. After all, there is always a bit of a learning curve when it comes to implementing unfamiliar software. Don’t let this hold you back! You can find all kinds of resources online that teach you the basics of almost any digital tool. Many resources will also help you learn how to get the most out of business software, like how to integrate new tools into your existing suite of technology so that everything works together seamlessly.

Ask for Feedback from Customers

If you’re not sure how your business can better meet the needs of your customers, ask them! Seeking suggestions from customers is easy with the help of digital feedback collection tools. For example, you can place a survey after your cart checkout process asking customers to let you know what they liked and disliked about the shopping experience. Beyond asking your customers for direct feedback, you can also analyze website analytics and customer behavior trends to uncover opportunities for improvement.

Give Your Employees More Freedom

Your employees can drive innovation at your company, but only if you give them a chance. Identify people who show promise when it comes to creative and innovative thinking, and give them the freedom to explore new ways of doing things. Welcome fresh perspectives, encourage people to share their opinions and make sure all of your employees see the big picture. Employees in specialized roles can have a hard time envisioning beyond their position, so consider rotating employees so they can experience different challenges and perspectives.

Encouraging new ideas is all about creating a culture of innovation at your company. According to TalentCulture, business leaders can do this by trusting, mentoring, and empowering their teams. Give your employees the autonomy to find new ways to solve problems. Most importantly, avoid criticizing employees for ideas that fail. Failure is inevitable on the path to innovation!

Adopt Artificial Intelligence

You don’t need to be a tech company to benefit from artificial intelligence. AI can enhance your business in countless ways! PCMag explains that AI has many practical applications for business, including customer relationship management (CRM) improvements that can speed up your customer support process and boost customer satisfaction. Start by identifying problems you think AI could solve so that you can search for effective tools. For example, AI can help you predict customers’ preferences and anticipate what they will buy. Using this information, you can show personalized content to different customers, boosting your conversion rates and customer lifetime value.

All successful businesses prioritize innovation. If you’re not innovating your business, you’re falling behind. It’s important that today’s businesses are constantly looking for new ways – such as utilizing BPM, embracing unfamiliar technology, and adopting AI – to save time, cut costs, and get ahead of their competitors. So don’t be afraid to experiment with new technology and see what it can do for you!

 

Image via Pexels

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

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Leadership and Building a Great Team

Dave Roemer

Once you find that “right fit” franchise and sign on the dotted line, that’s when the work begins. One of the most important tasks you take on as a franchisee is building your team. What follows is an excerpt from chapter 3 of my book So, you bought a franchise, NOW WHAT?

Unless you bought yourself a job, you will never grow your business without surrounding yourself with great people and building a team.  I like to use sports analogies because I think they have great relevance in business, so here is the first of many you will see in this book. If you think about it, no successful person in any sport has done it alone. Even athletes in individual sports such as tennis, golf, swimming, or track have a team around them. They have a coach, a trainer, nutritionists, and family and friends to support them. Golfers have a caddy who does much more than just carry the clubs. In short, to be successful at anything, you need a team of people who believe in you and your cause.

Some might argue that building a great team is the most essential aspect of a successful business. While their argument certainly has merit, I would ask them how they plan to attract the type of people they need without being able to explain where they are going, why they are going there, and what success looks like. The people you want around you are people who want to be a part of something and are not just in it for the paycheck.

When I was a young manager running a 24/7 business, I thought hiring people with specific skills and experience was the way to go. I had a lot on my plate, and training new people took time and effort. I learned that my approach led to high turnover, which took more time than if I hired people who cared about customers and had the right attitude and trained them well. Those people stayed a lot longer and were instrumental in growing the business.

You have likely heard the phrase “attitude is everything,” and you probably think it’s true. My experience has taught me that it is. To illustrate and communicate this belief to my teams over the years, I have used this example. Take the letters in the word attitude and write down its corresponding number in the alphabet like this:

A           T             T          I           T            U         D          E

1          20        20       9         20        21       4         5

 

When you add up the numbers, the total is 100. Attitude is everything

As a leader, it is your responsibility to learn about what drives people in general and your people in specific. Then it is your job to provide them what they need to be successful as part of your team. If you want to create a successful company that will allow you to achieve your WHY, it is completely on your shoulders to set the vision that attracts great people and give those people

the tools to succeed, which includes creating the environment in which their needs are met, and they feel part of something larger than themselves. Think of it this way; your team members are your customers. To you, they must be your number one priority. Take care of them and they will take care of the paying customers who in turn will fuel the success of your business helping you achieve your WHY. It is the business life cycle depicted in Figure 3.1.

 

Another way I like to describe this diagram is this:

The experience of your customers will never exceed the experience of your team. Share on X

Giving people the tools and setting them up for success is essential to you and them. Customers don’t understand when someone is poorly trained and cannot execute their job. They just think the person is stupid or incompetent, and the team member feels that way. When I encounter this, I always ask if the team member is new and tell them it’s OK. I don’t blame them; I blame the leader for not properly protecting his or her team member with proper training.

Don’t just take it from me, though. Here is what Lynn Given, a ComForCare franchisee in Orlando, FL, had to say about training her team:

“Training is the key to the success of the business. Without well-trained staff, we have unhappy customers, which then becomes a cycle of uncertainty. We start with four days of training in the field and then ongoing training each week in the office with reminders of our policies and techniques. We find that repetition is key. We coach and train on the go, daily. Then reward the team and share the joys.”

I have told many leaders and business owners over the years that if
they are not willing to spend at least 25 percent of each day in some form
of training, put the “for sale” sign on the door today because the value of
your business will only go down from here. I believe that statement with
my entire being. A leader’s number one responsibility is to train, coach,
and give feedback to his or her team. Everything else comes second.

Providing feedback is the key to developing your team but that topic will require another article so stay tuned.

Dave Roemer is a consultant at The Franchise Consulting company and an almost 40-year veteran of the franchise industry. Dave’s book So, you bought a franchise, NOW WHAT? Is a collection of stories, best practices, and tools collected over the years. It includes quotes from several successful franchisees interviewed for the project. It is available online at amazon.com and barnesandnoble.com.

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Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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