You can’t sleep through your own social media efforts

August 3, 2011


…no effort, no real gain

I will admit right off the bat, this is a bit of a rant, which you know I don’t do very often.

I was on the phone with a prospect (an organization who is just contemplating how/if they should begin to participate in social media) and I was talking about the process we’ve developed to help clients create a social media strategy that actually defines why they’d invest resources into the effort and then measures against those goals.

Just like any marketing strategy — we identify audiences, key messages, the right channels etc.

We end up creating a very robust strategy with our clients and then we teach them how to implement it.  For the next several months, we walk along side them as they get their sea legs.   We help them test drive different tools and schedules until they really feel confident that they can generate, conduct, find and participate in the kinds of conversations where they can add value and get value in return.

After that, we help them tweak the strategy and we might help with some content editing or repurposing some existing content for a blog or e-newsletter — but for the most part, they’re doing it on their own.  Because it is their conversation to have.

At this point in the phone call the prospect stopped the conversation and said “wait a second, are you saying that you don’t believe you should do it all for us?  I’ve talked to four other firms/consultants and no one’s ever suggested that we would do some of it ourselves.  They said it would be much easier on us if we just paid them a monthly fee and they took care of it all.”

What???  Are you freaking kidding me?

I’m not going to get into the “social media expert” discussion because it’s been done to death.  But, it infuriates me when people hold themselves out as any sort of expert and then purposefully give their clients bad advice because it puts more money into their own pocket.  It’s not only a crappy way to do business and dishonest — but it has the potential to do some serious damage to the client’s business.

Of course hiring someone else to do it all for you would be easier.  But that doesn’t make it better or even right.  It would be easier if you sat on the couch rather than going to the gym — but you don’t actually build any muscles that way.

Now don’t get me wrong.  There’s nothing wrong with hiring someone to help you.  People hire MMG all the time for that very purpose.

But you have to do some of the driving yourself.  Think about it.

Can a paid consultant respond to a customer complaint on a Facebook page wall or add to a conversation about your area of expertise in your blog’s comment section?  They can probably fake it.  But it certainly is a lost opportunity if you let them “handle” it rather than you digging in and really either starting or enhancing a relationship — all in front of hundreds (or thousands) of potential buyers.

Don’t let any social media agency, company or consultant own your social media activity any more than you’d let a stranger answer your customer service line.

If you do, it may be the most expensive buying decision you ever make.


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Can your brand co-exist with your company’s brand?

July 28, 2011

…How do you balance your personal & company brand?

Earlier this week, we explored the idea of how your personal brand influences and sometimes becomes your company’s brand.  If you are an author, solo consultant or solopreneur that can actually work to your advantage, as we discussed.

On the flip side, if you’ve got an entire organization behind you (whether it’s 4 employees or 400) then having a very prominent brand can be problematic.


Because you get into the sticky situation of people wanting to hire YOU not your firm.  Which means your company can only grow to the peak of your own capacity.   And potential customers will be disappointed if they get assigned to one of your co-workers rather than being excited to be connected with an organization as smart as yours.

So how do you combat that?  You certainly don’t want to douse your own brand and when pointed in the right direction, your brand’s reach can extend to serve your entire company.  But how do you make sure your personal brand doesn’t overshadow the entire team?

Only the best: If you’re in the position to influence or control the hiring, you’re going to have to guard against settling.  You will need strong individuals who perform at the top of their game every day.  They also have to be ready to stand in tide of your brand and hold their own.   Be candid about the situation and help them define and build their own brands that compliment yours and the company’s.

You’re also going to have to recruit people who are committed to always bettering themselves: And part of your role is going to need to be coach/mentor.  We give a lot of lip service to the idea of hiring people who are smarter than ourselves, but you’re really going to have to walk that out.  How can you truly motivate and support them getting even better?

Celebrate your team: Get out of the spotlight when you can.  If you can turn it to one of your teammates, all the better.  You’re the team’s biggest and most vocal cheerleader.  Do it internally and do it with clients and prospects.    Encourage them to take leadership positions in the community, especially in areas where you have not already been.  Let them carve out their own path and be on the sidelines applauding the entire time.

Think differently about your products/services: Odds are your strong personal brand was borne out of you being very good at something.  And you probably built your company around that core competency, as well you should.

Let’s say you are the best cupcake maker in the world.  Your cupcakes make grown men weep.   And maybe there’s no way any of your very able bakers are going to be able to duplicate your cupcakes.  That’s okay….you keep making the cupcakes.  And if you want — your business can only sell cupcakes.  But that means you have to always be in the kitchen.  And your team can’t grow and enjoy basking in their own light.

Why not examine both what your customers need and where you team has some unique talents.  Perhaps there are some complimentary offerings that they could own.  Maybe one of your staff makes killer expresso or quiches.

Even within a niched company like a law firm specializing in taxes, there are nuances or levels that are worth exploring.    Help them find their own niche that can flourish alongside yours.

In the end, it’s a balancing act.

Every company would like to have a charismatic leader who is well known and well respected.  So you don’t want to do anything to diminish that.  But you do want to elevate the rest of your crew so that all of you can build a company that exists and succeeds beyond your own sphere of influence and your 24 hours in a day.

For those of you who have a strong presence or brand — how do you create the balance for your organization?


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Am I the brand?

July 26, 2011

…Is who I am as a person my company’s brand?

For many small business owners and solopreneurs, when people think of their business, their mind immediately goes to the person and that person’s attributes become the attributes assigned to the business as well.

If you are truly a consultant or solopreneur, that’s probably okay as long as you infuse those attributes with a strong elevator speech or key phrase.  You don’t want to just be known as Bob the straight shooter.  But it might be just fine to be known as Bob, the straight shooter who helps you cut reduce your health care costs.

So how do you purposefully weave your personal brand (how people think of you the person) with what it is you do?  Here are a few ideas:

Write, write, write: Whether its a blog, a column or articles you submit to online ezines, you want to link your name to your area of expertise.  The key to this strategy is you have to maintain a laser like focus.  If you’re the bomb when it comes to eliminating bedbugs, then stay on topic.  Teach me what a bedbug is, why I don’t want them in my home, how hotels and colleges have to deal with the problem and how specially trained dogs can detect bedbugs.   Write profusely and keep your focus narrow.

Speak: Offer to speak at industry conferences, do break out sessions for your local association or college.  Be the person who is so knowledgeable that not only are they good at what they do but they can make it accessible and interesting to an audience.

Say no: If you’re the best wedding gown designer on the east coast, when someone asks you to design their new restaurant’s uniforms, you need to politely decline.  Even if you’d love to have the money and the job would be a cake walk.  The best heart surgeons don’t repair broken bones.  Even though they could.

Be purposeful: It’s not enough to be known for your subject matter expertise.  If you want to be known for being accessible or for being expedient or funny or whatever — think how you can weave those attributes into your daily work. Some of it will come naturally.  If you are funny, it stands to reason that working with you, people would see and appreciate your humor.  But how could you spotlight even more?  Think of your client touch points.  How could you be sure to include a dash of your humor into your invoices, voicemail and website?

I think it’s pretty tough when you’re a one man band to not have your personality color your company’s brand.  After all, when they hire your accounting firm, if you are the accounting firm — they’re going to get to know you and be exposed to who you are as a person.

Rather than fight to separate who you are from what you do — carefully mesh them together to strengthen the argument of why they should hire you over a competitor.

Whether you’re in a company of one or one thousand — people hire people.  Why not use that to your advantage?


Hat tip to Jane Chin for asking the question that triggered this post.


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Are you willing to double your profits?

June 16, 2011

…do you want to double your profits?

Seems like a silly question, doesn’t it?  Who wouldn’t want to double profits?

Wanting to and being willing to do what it takes are two very different things.  But I’ve found a playbook that might give you an edge.

Double your revenue and profit in 3 years or less.  That’s a bold promise and one most authors wouldn’t dare make.  But Cameron Herold doesn’t appear to be just any author.  Cameron earned his chops running high-growth businesses such as 1-800-GOT-JUNK? where in his six years as COO, the company roughly doubled in size every year, growing from $2MM to over $106MM in sales.

What I appreciate about Herold book’s Double Double (click here to buy*) is that it’s practical “how to” stuff as opposed to a lot of theoretical discussion.  Lots of good examples and very tangible tools.  But all of that said….this isn’t revolutionary information.  I doubt you are going to read anything that makes you slap yourself on the head and say, “I’d never have thought of that.”

So why read the book, you might ask.  Well, if you’ve already doubled the size your revenue in the past 3 years and are on track to do it again — then you probably shouldn’t waste your time.  But if you’re like 99% of business owners/leaders — you may be familiar with many of the concepts but you aren’t making it happen.

So read the book.  Take notes.  And notice the focus.

I think most business leaders know what they need to do to make their business successful.  But then one of three things happens:

  • They get distracted
  • It gets too difficult (they don’t want to do something they need to do)
  • They get worn out and don’t have the energy

The other danger is that most business leaders try to do this in a vacuum.  They don’t involve their team.  They don’t create a vision that’s so clear anyone in the company could draw it and they don’t protect/chase that vision like a middle linebacker at the Super Bowl.  While Herold’s book can’t toughen you up to do the hard work — he has written a playbook you can follow.

Part One: This is what I would call the prep section.  This is about creating your map.  You can get somewhere without one, but why go to all that extra work?  Measure twice, cut one!  This isn’t just about vision, it’s about how to go from vision to action plan and how to create a culture where everyone is pulling in the same direction.

Part Two: This section is the nitty gritty of how to execute on the plan.  It covers just what you’d expect it to — right people on the bus, marketing, tracking/measuring progress, etc.

Part Three: This section talks about having the heart of a leader.   Herold talks about juggling all you have to do, finding some balance and the heart murmurs that come with running  business.  His chapter about the roller coaster was worth the price of the book alone.  Having owned my own business since 1995 — I have felt everything he described and then some.

This book is a call to action so read it with a notepad by your side.  I’d also recommend that you read it with your management team and then discuss your ideas together.  It would be a great pre retreat homework assignment and then you could really dig into the planning.

Bottom line — if you want your business to be stronger, more profitable and more fun — this is an excellent playbook.  But…reading the book won’t be enough so don’t bother buying it if you aren’t also willing to do the hard work.


*Yup, an affiliate link.  The author sent me an advanced copy of this book to review.  So did a bunch of other authors.  But this book is worth sharing with you.


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Do you have a crisis communications plan?

June 6, 2011


…You need a crisis communications plan

If you own your business, you probably have all kinds of insurance. You’ve protected your building, your equipment and depending on your field, you might have errors and omissions, liability or other insurances as well.

But 95% of you are missing one of the most vital insurances of all. This safety net could literally prevent the ruin of your organization. It’s a crisis communications plan.

Just like you can’t anticipate a fire or theft, you can’t possibly know when you’re going to face an accident, C-level misconduct, or misuse of your product that results in a death, tragedy or other news garnering disaster.

There are five must do’s for effective crisis communication planning. Be sure, as you draft your plan, to include all five aspects.

Be prepared: In today’s 24/7 world with continuous news channels, blogs, Twitter and other on demand media sources – you can’t afford not to be ready long before disaster strikes. Within minutes of the 2010 accidental death of the SeaWorld trainer – the news was already being shared on Twitter and YouTube videos were being uploaded. You do not have time to huddle up once the crisis has hit.

Listen and monitor: One of the best ways to prevent a wide scale communications crisis is to nip it in the bud. By identifying potential problems before or immediately after they surface, often you can mitigate a great deal of the damage. Create strategic listening posts that allow you to monitor what is being said about your company, your leadership, your products and your industry. This shouldn’t just be about monitoring social media. With so much of mainstream media producing content for the web – you need to keep a watchful eye on them as well.

Be human and be humane: It’s easy to get defensive and hide behind “no comment” or your lawyers. But when tragic strikes – your audiences (employees, community, customers, etc.) want to see and hear from you. They don’t expect you to be perfect, but they do expect you to genuinely care about what happened and how it impacts them. They want to hear from a real person who is being honest and forthright with them.

Over communicate: This is good advice in almost any situation but it’s critical at a time of crisis. You need to be very present, you need to offer regular updates and you need to repeat the same information in a wide variety of formats, media and potentially, time zones. Even if you don’t have anything new to report – don’t be dormant for too long. It makes people worry and wonder.

Create community: One of the best things you can do is to create a community of supporters and fans. That way, when you’re under fire, you’ll have a legion of people who will stand with you and help you fight off the attack. With the shift to “everyone can produce content” this becomes a vital part of your plan. You want lots of people singing your praises if/when you hit a bump in the road.

We’re going to dig into each of these five over the next couple weeks.  I’m really hoping that you tune in and take some action.

Unfortunately, most of you will disregard this advice and not put a crisis communications plan in place. And even more tragic – several of you, down the road, will sorely wish that you had.

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Are you built to sell?

June 1, 2011


Whether you are a business owner, a consultant or a W-2 employee — you want to be able to sell off what you have of value.

  • For the owner, it’s probably the business itself.
  • The consultant wants to evolve into having product to sell, so they aren’t just selling their time.
  • And the employee wants to sell his services — either to re-sell and demonstrate value to his current employer or be sought after by a new employer.

Although it was written with the business owner in mind, the book Built to Sell by John Warrillow speaks to all three circumstances.  (click here to buy the book*)  Absolutely every business owner should read this book but so should anyone doing business today.

A few key insights from the book for all of us…regardless of job title:

#1: If you remain a generalist, you will only be able to charge generalist prices and you’ll compete with everyone for their business.  Specialists command higher prices and are sought after — rather than having to chase down their potential customers.

#2: Let process and technology systemize your business and create the consistency that your customers can come to count on.

#3: Package what you sell and make it something that needs to be re-purchased/used often.

#4:  Say no.  Define who you want as a customer (or boss) and say no to the rest.  Don’t settle, don’t compromise and don’t spread yourself too thin.

The book is a fast, enjoyable read.  It’s written in the business parable style that many authors like Steve Farber, Patrick Lencioni and others have done so well.  And…you get more than the story.  John’s built an implementation guide with plenty of how to’s into the back of the book so you can get right to work on making yourself/your business ready for the next sale!

So — jump into the comments section and let’s talk about how to make ourselves more sellable.  What are you going to do first?


*Yup, it’s an affiliate link.  And yes, someone (publisher or the author) sent me the book to read.  As you know, I get books in the mail every day.  I only share the ones I think you’ll find valuable.   Otherwise, you’d think I sucked.

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Stop giving it away

May 17, 2011

….Are you giving away your expertise?

“Actually, I get paid to do that.”  I hear this every day in a client’s story as they lament a prospect expecting to get their thinking for free.

I say this every day in my own head too.  And, I’m betting you mutter it under your breath as well.

And yet, most people struggle with finding the words to tell yet another “prospect” that what they’re asking for isn’t free.  It’s actually the most rare of fruit that only comes from years of experience, study, real life trials and walking through the fire with a lot of clients.

You wouldn’t call a plumber and expect him to come to your house and diagnose and fix your problem for free – and yet every day, professionals, especially professionals of the creative class (doctors, lawyers, business coaches, marketing professionals, accountants and other knowledge based workers) are being asked to do that very thing.

If you’re a professional who draws on complex bodies of knowledge and experience to solve specific problems – you’ve probably faced this issue.  So how do you keep from having this recurring problem impact your business?

Actually – it’s a marketing issue.  And here are some ways to communicate away the situation.

Stop giving it away: This first suggestion is certainly the simplest in theory and the hardest in practice.  If you keep rewarding the bad behavior, you will just get more of it.  When someone asks you to share your expertise for free, you need to have a practiced and comfortable answer.

That answer should be based on your organization, your brand and your comfort level.  It should respectfully and clearly explain that your advice is not free, in fact that’s how you make your living.

Set the expectation early on: Long before someone ever gets you into a meeting – you need to establish the rules.  On your website, in your brochure, as a part of your “get to know us” PowerPoint – spell it out.  Be very clear that your thinking time/expertise is delivered for a fee.

You don’t have to list prices if you don’t want to get that specific.  Avoid being too nice and push yourself to be blatant that there will be a cost.

Don’t run after them: If they balk at being charged or try to get you to reduce your fee, be polite but stand firm.  (This requires being fair when you set your pricing to begin with).  If they walk away – let them.

I know this is tough when you really want the project – but they have just told you what value they’re going to assign to your years of experience.  Is that really a client you want?

Give it away but with intent and purpose: One way to demonstrate the value of what you sell is to give it away. (I’m not contradicting myself, I promise!)  So go ahead and give it away to a non-profit or a start up you’re sponsoring. (like our adopt a charity program)

Use that generosity to set the contrast for prospects.  “Now as you may know, we did this same sort of XYZ plan for charity 123, but naturally, in that case, we actually donated our expertise.”

Next time you find yourself grumbling about this problem, remember – you ‘re actually the one giving it away.  And only you can keep it from happening down the road.

Addendum:  Someone just shared this post with me from Kevin Dugan.  He’s ranting about the “can I buy you coffee and pick your brain” call, much in alignment with the post above.  See — it is something we’re all facing.

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Know. Like. Trust.

May 12, 2011



Too many organizations go hot and cold with their marketing.  They’re aggressive or at least active one month or one quarter and then are dormant for months at a time.  Or other companies market like crazy when sales are down but when they get busy, marketing falls off the radar.

Or maybe your particular version is that you only deliver the first half of the one/two punch.  You drop the direct mail piece but you never follow up with the phone call.

Regardless of how or why — the inconsistency of your marketing hurts you.  It turns a warm prospect into a cold one, by the time you get back around to marketing again.

This is one of the most common marketing mistakes that companies big and small make over and over.  They try to time their marketing.  Much like a day trader who believes you can time the market, knowing exactly when to jump in and out – some business owners and marketing types believe they can guestimate exactly when their marketing message needs to be in front of their consumers.


I’m not saying it’s impossible.  I’m saying it’s not necessary. And I would contend, it’s actually detrimental to your long-term success.

Here’s the kernel of truth we don’t like to acknowledge.  We can’t know (unless you sell Christmas trees or some other very seasonal product) when our prospects are going to begin their buying process. I’m not talking about when they’re going to buy.  The reality is – we need to get to them way before they make that decision.

To be one of the considered choices – you have to on the list to begin with.  Marketing is all about getting a prospect to know who you are, like who you are and trust who you are.

Just like in our personal relationships – that doesn’t happen in an instant.

Getting them to know you: We get to know others gradually, through either an extended contact or many quick hits.  Marketing works the same way.  In most cases, a prospect isn’t going to give you their time and attention for more than a few minutes…so you have to go with the “be present all the time, so when they need/want you – you’re there” model.  We call this drip marketing.  There are lots of ways to do this and I’ll dig into them next week.

Getting them to like you: This is about being authentic.  Will everyone like you?  Nope…but you don’t need everyone.  You just need enough of the right someones.  Here’s the tough part about this phase.  They have to like more than what you sell.  They also have to like the people selling it.  Let them get to know your organization and your people.

Getting them to trust you: The bigger your price tag, the deeper the trust needs to be.  But no matter what you sell, trust is the cornerstone of actually making the sale.  How do you get a buyer to trust you?  In marketing terms, it’s actually pretty straightforward.  You are honest (see getting them to like you), you are consistent and you actually follow up when you say you’re going to.

While all of that sounds simple, most businesses fail miserably at it.



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Either they trust you or they don’t

May 3, 2011



  • Marketing
  • The art of selling
  • Customer loyalty
  • Brand promise
  • Social credibility

All very important concepts on this blog.  And in your organization. At the core of every one of them is trust.  Or the lack thereof.

Think of any relationship you have — personal or professional.  How close you feel to that person is directly correlated to how much you trust them.  The deeper the trust, the deeper the relationship.  And the deeper the relationship, the more likely it is to be long lasting.  Which from your business’ point of view translates to more profitable. (This works the same with employees, by the way)

The only thing more painful that being in a relationship where you are not trusted… is being in a relationship where you cannot trust.  In fact, no real relationship can exist where trust does not.

So sooner or later… it will go away.

Notice that I didn’t say like, love, respect, or admire.  We can like or even love someone and not trust them.  We can respect someone’s work or intelligence and not trust them.  We can even admire someone’s abilities or talents and still not trust them.

I can be the most innovative, proactive, on the cutting edge, smartest marketing guy in the world — but if you don’t trust me and believe that I have your best interest at heart — you simply won’t be able to do business with me over the long haul.

Why?  Because there will always be that nagging doubt.  You will always question my sincerity.  You will see hidden motives and meanings, even if they don’t exist.  Even when I offer rationale and truthful explanations — you’ll wonder what’s underneath.

Trust defies logic, fact and truth.  It’s all about the gut.  Factually accurate or not — it is innate in nature.

I know with certainty (and you know this about your company as well) that clients hire us based on how they feel about us.  And in our case, being a marketing agency — they are bringing their hopes, dreams, fears, baggage, dirty laundry and secrets with them.  They are hoping like crazy that they can spill that bag onto our conference room table and let us see it all and help them sort it out.

But first, they need to decide if they trust us.  Do we really care or are we just trying to get their money?  And your clients are asking themselves the same questions about you.

So how do you create an atmosphere of trust?  How do you reassure prospects and current clients that you’re worthy of their trust?

Be human: We make mistakes.  We don’t know all the answers.  We forget things.  When any of those happen with a client — say so.  And point it out before they notice.

Example:  I honestly don’t know how to get our software to give you the information you need.  But, I’m on it and will report back.

Be honest about what you can/can’t do: You’re not the best at everything.  You have strengths and weaknesses as an organization.  Disclose those and show how you overcome them.

Example:  Our strength is really in the writing and directing sides of things.  We partner with a very good videographer to shoot.  Their costs are already included in the estimate.

Care: Don’t say that you care — actually care.  And caring is an action verb.  Do things that demonstrate that your customer’s best interests matter to you.  Go out of your way.  Regularly.

Example:  We didn’t replace the gasket because we couldn’t get your car to act up the way you described.  So, we called the dealership and they didn’t know.  Then, we called Ford and they faxed us some information and it turns out, it was your flibberdejibbit.

Behave in a way that creates trust: Trust is strengthened or weakened by actions.  There’s a reason we all know the axiom — actions speak louder than words.  It’s harder to mask true intentions in a behavior than it is to sugar coat some words.

Examples:  Create simple, easy to understand invoices.  Always be happy to over explain when a customer has a question about your process, your costs or your intentions.

We want to create love affairs with our customers.  That can’t happen without earning their trust.  Trust is what drives word of mouth.  Trust is what earns loyalty.  And trust is at the heart of any relationship worth having.

Note: Today (May 3rd) is the International Day of Trust.  You can read more about it on the Entente site or their Facebook page.  This also ties very nicely into a project I’ve been working on with some friends — the Connection Agency.

So today — imagine a world built upon trust.  Feels pretty cool to me.  Maybe tomorrow we can start to build it?

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How do you communicate with your team?

April 28, 2011

…How’s your employee communication?

We’ve talked before about the importance of recognizing your employees as a very important audience for your business. You need them to all be pulling in the same direction. But like any audience — you have to decide what are your key messages to them — and how do you deliver them.  Over and over.  They’ll need some repetition so the key points can really sink in.

Employee communication is probably an area that every team leader or boss could improve.  (think I’m wrong — ask your team!) I’m curious — how do you communicate with your team (or how does your boss communicate with you?)

Have you tried any of these?

Ask Them

GOOD — Employee surveys: Don’t even bother asking their opinion, if you aren’t going to act on what you learn.  The good news about employee surveys is that the anonymity is likely to get you feedback that’s more candid.  And if you have a big crew, it’s probably the only way to get a fair representation.

BETTER — A scheduled chat: What, if instead of the formal survey, you carved out a set time every week and you, throughout the course of the year, met with everyone individually and picked their brain a little, while sharing your vision and thoughts?

Tell Them

GOOD — An all staff meeting: The plus of this is that everyone hears the same message and can ask questions, watch other’s reactions and participate as a group.  The down side of this is — someone always misses the meeting and if you have multiple locations across multiple time zones — tough to coordinate.

BETTER — Regular messages from leadership: Whether it’s an internal intranet/blog, a monthly video from the CEO, a weekly wrap up e-mail from the team leader — I think in this case, frequency wins.  If your team knows they’re going to hear from you on a regular basis, they’ll be more confident that they’re in the know.

Bonus points to you if you give them feedback avenues. Which is the perfect segue to…

Listen to Them

GOOD — The tried and true suggestion box: Whether you literally have suggestion boxes throughout the office or you use an electronic version, giving your employees a chance to speak up/out with ideas, questions, concerns etc. is a good start.  But some pumps need priming.

BETTER — Involve them: Are there some big financial goals you want to hit?  Put together a task force and ask them to help you create the plan.  Need ideas for holiday gifts for clients — pull together 3-4 people and give them the assignment.  Want to improve your recruiting efforts?  Why not put together a blend of young/old, new/seasoned employees and ask them why they took the job, what they love about the job and how you could improve the working conditions, etc.

Everyone works better and harder when they believe they are contributing.  So the best way to listen is to ask…and then implement!

This is one of my personal goals — to get better and better at being plugged into what my employees are thinking, doing, wondering about and tapping their insights to make MMG an even better place to work and do business with.

How about you?  Do you do any of the above?  Have any other suggestions to share?




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