The Freestyle Entrepreneur

Integrated Enterprise Excellence, Volume 1 — The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard, Forrest W. Breyfogle, III, Bridgeway Books, 2008, 143 pages.
Golf may once have been The Sport of Kings, but with some $28 billion in annual sales now attributed to contacts and relationships initiated on the golf course, it’s more like The Sport of Business!

So, not only do golf and business go hand in hand, with 27.3 million golfers out there, golf is perhaps the ideal metaphor for teaching complex business principles. That’s why author and corporate grievance expert, Forrest Breyfogle, uses sports analogies in his four-part “Integrated Enterprise Excellence” (IEE) Series–gateway to implementation of Lean Six Sigma as a business strategy for various industries and companies.

The roots of both Lean and Six Sigma reach back to the time when the greatest pressure for quality and speed were on manufacturing. Lean rose as a method for optimizing automotive manufacturing; Six Sigma evolved as a quality initiative to eliminate defects by reducing variation in processes in the semiconductor industry.

Breyfogle is a recognized leader in applying “Lean and Six Sigma” principles and practices to improve business performance. In The Basics, he provides an understandable introduction to these benefits, and to his series of IEE books.

IEE Volume 1, The Basics, written as an interesting and instructive novel, follows four golfing buddies as they discover how IEE concepts can improve their businesses by helping them plan for the unexpected and avoid counterproductive projects. At 143 pages, The Basics is short, but full of practical tips SBOs can put to the test, while introducing them to Breyfogle’s IEE organizational governance system.

As Breyfogle puts it: “By setting this story in a familiar and fun setting people are able to see how IEE works, and imagine its application in their businesses or organizations.”

Forrest Breyfogle III, founder and CEO of Smarter Solutions, Inc., has authored or co-coauthored 11 books and published over 80 technical resources on project-based improvement and measurement tracking systems.
 

Want to Know More? For additional information about Forrest Breyfogle, Lean and Six Sigma, and the IEE series, contact Shelby Sledge at (512) 478-2028 or ssledge@phenixpublicity.com.
 

Bill Willard is a freelance writer in Clearwater, FL.

Email him at billw15@verizon.net, visit his Website: http://www.writergazette.com/WillardAssociates.shtml or phone 727 724 – 8338.

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I don’t remember when or where I read or heard this quote, but it has stuck with me because of its irony.

The person in question was defending either his rambling speech or verbose piece of writing which had been criticized, “It would have been much better but I just didn’t have time to make it short!”

There’s a valuable lesson for all of us to remember: Sometimes in communications long is necessary. Truth be told, however, shorter is usually preferred.

Have you noticed that radio and television commercials are now about thirty-seconds in length? Have you also noticed that the exact same commercial will often run two or three minutes after it has run the first time? Apparently, they’ve decided that repetition trumps length.

  What does this have to do with you? As an entrepreneur, your ability to communicate is your greatest asset–in attempting to get your message out to the buying public.

1). Seriously analyze your writing and speaking communication styles. Perhaps you would benefit by having someone look at your typical emails and listen in on your phone conversations. We’re not always the best judge of our own material.

2). It is much easier to ramble than to be concise. Abe Lincoln figured it out with his Gettysburg Address. Ernest Hemingway demonstrated the skill in virtually every novel he ever wrote. Unfortunately, most politicians and many preachers have not yet mastered the art of keeping it short, sweet and effective.

Bottom line, I’ve yet to hear someone say, “That was an awesome speech (or email or sales presentation). I just wish it would have been longer!”

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How are you perceived by the people with whom you do business on a daily basis? Do they welcome your calls and are they glad to see you in person?

I strongly urge you to consider this and always be thinking about how to create a positive image with them. We’re really talking about marketing in its purest form…marketing yourself. What you do and how you do it.

At some point in time the advertising industry figured out that the best way to show wrist watches and clocks in magazines, on web-sites and on television is to have the hands set at ‘ten after ten.’ The reason? The watches are ‘smiling‘ and the message sends out positive vibes to  potential buyers.

Since hearing about this tactic, I’ve intentionally looked for advertisements featuring clocks and watches that have hands. Please do the same to verify for yourself what I’ve just written. Go out and Google ‘watches’ to see whether I’m right. It will not happen 100% of the time–but at least 80% of of the time you will find it to be true.

Professional marketing organizations have discovered that this technique is effective and creates positive sales results.

Your challenge is to create and then consistently convey a positive image about yourself, your product, your expertise, your character, your integrity, or your work ethic that is attractive to clients, customers and prospects.

Be your own ’smiling watch.’ Find something that works for you and consistently use it to promote yourself personally and professionally.

Bill Sheridan–SHERIDAN WRITES

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Today’s piece is somewhat ironic coming from a person who wears hearing aids. However, the issue is not really about hearing—the issue is about listening.

It is such a simple request but seldom garners the results that I’ve asked for.

Like most of you, my wife and I are not at home during normal working hours. That, however, is when we get most of our voice mails saying, “This is Doctor So-in So’s office reminding you of your appointment tomorrow morning at 8 o’clock. If you cannot make it, please call us right away.”

By the time we get the message it is supper time and too late to respond.

The solution is obvious. We have asked time and time again to have appointment reminder calls made to our respective work or cell phone numbers.

Gotta’ tell you, more often than not, it just doesn’t happen.

I was again frustrated a week ago when I bought a couple pairs of glasses from a West Des Moines store. “Here’s the deal, Stacey,” I reminded her, “Renee and I are never home during the workday so won’t get the message until 5:30 p.m. When the glasses are ready for me to pick up, please do me a big favor and call my cell phone. It will save me time by going directly to the mall before going home.”

“Absolutely,” she assured me. “That makes a lot of sense. I’ll write down your cell number and get in touch with you.”

I’m sure you already know, as Paul Harvey would say, THE REST of the STORY.

Several days later we come home for supper to see the voice mail light flashing. Of course, it was a message that had come at 9 a.m. indicating that my glasses were in.

Stacey was not there that evening, but I did tell  the nice young woman who was fitting my glasses that it was disappointing to have made a special trip that easily could have been avoided.

She apologized and said they would be more careful next time. Frankly, since I only purchase glasses every two or three years, I am not holding my breath that it will be any different next time.

An incident such as this is a negative reflection on a company and their lack of good customer service. It makes me wonder what else they are not doing correctly in their business.

It is also a lesson from which we can all learn as entrepreneurs.

Regardless of our respective roles, we are all in sales. Our customers deserve undivided attention and respect. They don’t always get it.

We multi-task. We lose concentration. We jump ahead of the conversation. In short–we do everything we can to sabotage ourselves.

It is our responsibility not only to hear but to really truly LISTEN and respond to their legitimate requests. By doing so we build positive relationships that will result in happy customers and future sales. 

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It’s not enough to be anxious to please. One must please!

The Issue: Celebrating my bride’s birthday at an upscale seafood restaurant in Clearwater this past weekend, Sue and I enjoyed the food, but were turned off by our waiter’s annoying habit of fielding our comments and compliments with the same lame reply: “No problem.”

What I Think: Though a favorite locution of more-than a few would-be grown ups, endlessly invoking “no problem” is typically the stuff of teenagers. And to listeners it’s only impressive if you’re twelve. For adults, a simple: “you’re welcome” is much preferred.

Is this the end of the world? No, of course not! The point is, though, even minor annoyances like that inflicted by employees can turn customers off, and either cost you their patronage or put an unnecessary damper on their experience with your business.

In our case, the waiter may not have known any better, assuming he’d never been instructed to avoid what (to some) may be a mildly tedious turn of phrase, but to others, a grating annoyance. Forestalling any possible offence would have taken a staff supervisor or the restaurant manager 1) overhearing the waiter using that term, and 2) being sufficiently heads-up to make an issue of it. As I’m doing now!

Not every company is exposed to the level of customer sensitivity that can make or break a restaurant—especially those presuming to serve hors d’oeurves running to the mid two-figures, and even pricier entrees. But while we’re on the subject: another no-no for restaurants are waiters overdoing the collegial-chumminess-bit with patrons.

I made those points to make this one: It’s safe to say that almost every type of business has risk-exposures comparable to that of restaurants, so business owners of all stripes are advised to identify and preempt their risks. The question is: In what ways is your business exposed? And what will you do about it?

A final thought. Next weekend, Sue and I will be patronizing another of the many fine dining establishments in and around Tampa Bay to celebrate our 40th anniversary. Here’s hoping that this time we’ll have no problem (to coin a phrase) with the wait staff’s (mis)use of the language.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

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Sometimes it’s not good enough just to be good enough, or even to have a good plan.  I’ve known people — including myself — who have been hammered on and hammered down at times by everything from financial setbacks to relationship upsets, to debilitating physical health problems to their own creepingly painful and dark mental battles.
 
In the end, sometimes one thing is all they have: stubborn determination and toughness, coupled with a belief that as the tide climbs ever higher, it must and will eventually recede again … eventually. 
 
My point:  Sheer, pure stubbornness does have its place.  If you’re going through tough times, by all means, plan, think, pray and map you way out.  But at the same time, just hanging tough and toughing it out is sometimes the only strategy you may have.  Good luck.  — jri
 
“If you are going through hell, keep
going.”
        –    Winston Churchill

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Even though I enjoy playing and one of my sons works for the Nationwide PGA Tour, by no stretch of the imagination am I an expert on the game of golf.

At one time I assumed that great golfers hit each shot perfectly every time.

Wrong, Tee-Box Breath.

Sometimes they hit it too far to the right (called a shank) and other times too far to the left (called a hook). On very rare occasions they miss the ball entirely (a whiff)!

When any of the above or a myriad of other mistakes (behind a tree, buried in sand, in six inches of rough etc.) happen, it is what happens NEXT that separates the men from the boys and the women from the girls.

The golfer stops, takes a deep breath, assesses the situation, figures out how to extricate himself/herself from a tough situation and executes a plan to get back on track that makes a difference. It’s the crucial recovery shop that can help save par.

One of the worst moments in my professional life occurred when I was Director of Training for a major life insurance company. We held a three-day Education Conference in Dallas attended by approximately six hundred agents. In addition to motivational platform speakers, we provided a myriad of breakout sessions which qualified for CE credit. Producers appreciated the opportunity to pick up a lot of hours in a short period of time. Our conference was held in October and I was not aware that we had an issue until early December.

“Bill, is there a problem with Ed Conference CE’s?” asked my boss on a telephone call while I was in Kansas City looking at next year’s site.

“Not that I am aware. Why do you ask?”

“Because I have been getting calls from agents all over the country saying that CE hours are not showing up at their respective insurance departments.”

Needless to say, it was a long three-hour drive back from Kansas City to Des Moines. The situation was exacerbated by the fact that my assistant, the person who had done the filing for the three previous years, had resigned and moved on to another company.

And that, as it turned out, was the problem.

For reasons we’ll never know, she had failed to apply for CE in twenty-four of the thirty-eight states represented at the conference and lied to me prior to the meeting about the progress of her work. Knowing that it was a house built of cards, she resigned before the truth came out.

To be painfully honest, that first week after finding out was pure torture. I wasn’t sure where to begin. People had paid money to attend and rightfully expected to be credited for the hours invested.

And that brings me back to my golf analogy. The ball had been hit into a deep pond and my first step was to accept that unpleasant reality. There would be a penalty stroke but I still had time to recover. The world had, indeed, not ended.

I personally called all twenty-four state insurance departments. Although it was a challenge to get through voice mails and to decision-makers, I knew that it was my responsibility to fall on the sword and ask for understanding and forgiveness. Amazingly, twenty states allowed us to apply for credits retroactively.

I then called the producers in those twenty states and explained what had happened. It was important for me to let them know what had occurred and to make sure that there were no CE deadlines being missed when they renewed their licenses.

Then I needed to get in touch with the agents from the four states that would not or could not bend the rules. Our plan there was to encourage them to take free classes on the company’s on-line virtual university or offer to pay them for an all-day CE course in their community.

To my surprise and delight, I did not deal with even ONE angry agent. Each one said that either they had plenty of CE’s elsewhere or had all kinds of time to pick them up before renewal. They all told me that I shouldn’t worry about it.

How about you as a small-business owner?

I don’t know when you’re going to hit one into a hazard, but can guarantee that sometime, somewhere it will happen. When it does, follow the example of the scratch golfer. Analyze the situation. Admit the fact that it stinks. Accept responsibility. Make a plan. Execute. Move on and forget about it.

Hit that crucial recovery shot. It’s all part of the game.

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 [This article first appeared in the June edition of Corporate Report Wisconsin (www.crwmag.com.)] 

“For every failure, there’s an alternative course of action.

You just have to find it.  When you come to a roadblock, take a detour.”                 

       — Mary Kay Ash

 “When the going gets tough, the tough get going!”  When adversity strikes, knuckle down, put your nose to the grindstone, dig in your heels, tough it out.  Work harder.

I used to do that, but not any more.  Now, when the going gets tough, I snap closed my computer, put on a pair of hiking boots, round up my dogs, and head out for an hour, an afternoon, maybe even a day or two to clear my head.  I call it management by walking away.  And it works. 

In the past, when I had four days worth of work to knock out in two days, or a client who’d say, “Nice, John, but I was hoping for something a bit different.  Can you have these changes for me first thing tomorrow morning?” I’d put on the coffee, give up a night’s sleep, and forge ahead.  This can-do mentality may have worked, but at what a price!

In fact, back in 1988, just coming off a massive training project for RCI Resorts, and ready to take a week off, the phone rang.  A good client, CUNA Mutual Life, needed a project done ASAP.  I took on the project, did a fine job, and slipped into a dark mental depression that lasted six months and almost destroyed me, my marriage, and my business. 

Desperate and, literally needing to escape, I retreated to the New Melleray Monastery just south of Dubuque, where I took several days to think, sleep, regain perspective.  I also came home with a fierce realization that something had to change. 

Since then, I’ve mastered this art of walking away.  When times get tough…

1. Take a break.  Plowing through and forging ahead by sheer determination often works.  However, when you can feel your blood pressure climb and that cold knot form in your gut, push back and take a walk around the block, if only to clear your head.  I have found that there are some problems I have wrestled with for hours or days and gotten nowhere.  The simple act of getting away from them for a while has enabled me on many occasions to jump back in and cut through them like a hot knife through butter. 

2. Sleep on it.  When wresting with a tough problem, I sometimes review it in my mind before going to sleep and then mentally put it aside. About one in three times, I awake with the solution.  Try it.

3. Change the rules; change the deadline.  When I get in over my head, I will occasionally contact a client and see if there is maybe a day or week extra time available.  Also, when developing a critical path for a project, I build in a few days of safety-net time.

4. Reduce your commitment load.  I tend to over-commit outside of work.  I take on Lions projects or church responsibilities or community activities that I enjoy.  These are great business diversions.  However, if they begin driving up my stress level, I have learned to turn down that committee chairmanship or take a sabbatical from form some obligations.  Nobody ever objects; everybody understands.  Most of all, this is a lot better than trying to bull my way through and ending up screwing up, getting surly or both. 

Caution:  Do not use stress and work challenges as an excuse to neglect your obligations.  I know one fellow who was always in financial trouble.  So, when in doubt, he would buy a super home gym ($995, in ten easy payments) or pack up the family and head off to Disneyland for a week.  All he did was compound his troubles.

The bottom line:  Don’t let tough times overwhelm you.  Manage your time and your involvement, and don’t be afraid to walk away.

* * *
=======================
John Ingrisano is a Northeast Wisconsin marketing strategist and regional economic development consultant who does some of his best work fishing on Lake Michigan or roaming the back roads and streets of his hometown, Algoma.    If he’s in, you can reach him at john@TheFreestyleEntrepreneur.com.

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By now you know that I like to write about my hometown of Lawler, Iowa.  Normally,  the piece concerns a nostalgia-laden incident that happened years ago.

Today, however, you are going to hear about an event that I witnessed within the past month in the village of my youth.

My wonderful nieces arranged a terrific family reunion that was held several weeks ago composed of Old Sheridans, Young Sheridans, Married-to-Sheridans and Offspring Sheridans. We met in a city park, eating way too much food and having way too much fun. The festivities began officially on a Friday night and concluded unofficially around noon on Sunday.

It had been quite a while since we’ve been home (I still consider it home even though I’ve lived elsewhere for more than two-thirds of my life) so I looked forward to attending Sunday Mass at Mt. Carmel Catholic Church.

The service was enjoyable, although I admittedly exchanged praying for peeking around to see whom I might recognize in the congregation. Thankfully, I was sitting next to my brother, Patrick, and could discreetly whisper, “Who is that in the yellow shirt?” or “Who’s the guy with his grandson walking up to Communion?”

His answers too frequently surprised me. Some folks whom I had known in a previous lifetime–unlike me–looked older, grayer and/or balder than the last time I had seen them.

Just before dismissal the parish priest said, “I have asked John Cuvelier from the parish finance council to say a few words.”

I was delighted because I’ve gotten to know John in the past few years as he is a friend of Pat’s. In addition to being an outstanding wrestler at Iowa State University a few years back, he has become a successful entrepreneur in Lawler.

John’s message is the main focus of today’s piece. I absolutely loved his presentation which I will paraphrase. After exchanging pleasantries and laying the groundwork for his message (the need for work on a seriously damaged parking lot), he did a couple of outstanding things:

1). He assured parish members that the committee did their due diligence and got quotes from several sources. For a complete removal and replacement of the parking lot, using concrete, the total cost would be around $250,000. Now we’re talking about a small parish with a few hundred families so I knew that this number was going to go over like a lead balloon. However, that’s when John’s genius kicked in. He said, “So, we looked for an affordable alternative and found a company that can resurface using some concrete and mostly blacktop for approximately $75,000.”

 I am fairly certain that I heard a ‘group-exhale.’ That figure seemed rather modest in comparison to the first one.

2). He read a quote after telling how much people could invest in the church by buying parking spaces per family for a couple hundred bucks each. This was a suggested number indicating that they would certainly welcome more and accept less from those who could not afford it. Then he read a remarkable quote about giving, “There are three types of giving: Grudge-Giving, Duty-Giving, and Thanks-Giving. We hope you choose the latter.”

Wow! I’ve never heard a better request for donations in my life.

And what a great formula for salespeople.

First: The initial quote you give someone should be higher than you anticipate they can afford: The Lamborghini.

Then come in with a Toyota Camry (or your equivalent product/service) and it will seem like a steal. You are still providing a great product but making it more affordable for the consumer. And once in awhile…you might be surprised to see the Lamborghini go out the door!

Second: When you give of your time, talent, money, caring, enthusiasm, effort or creativity–don’t do so out of bitterness or because you think it’s the thing you have to do. Rather, give it out of thankfulness that you represent a terrific product, service and company. Do so out of appreciation that you have the skills and background required to be effective. Do so with a thankful heart.

Hats off to John Cuvelier of Lawler, Iowa for a great idea that’s universal in its application. He did not hit them over the head with a sledge hammer. Rather, he tapped them lightly on the conscience with a velvet hammer. And he urged them to be thankful for it in the process.

Genius at work…absolute genius at work.

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As a businessman, I have learned that the one sure way to destroy what you are trying to build is to cut ethical corners.  The real irony is that it is almost always the finger-snapping smart alecks, the know-it-alls, who end up getting entangled in their own cool schemes and easy-mark snares.
 
The fact is that successful businesspeople are almost always ethical, play-by-the-rules businesspeople.  Oh, they will drive a hard bargain and skin you to the bone, but they’ll do it face-to-face; they’ll out-negotiate you and give you a good lesson in being a hard-nosed capitalist.
 
My point: Play tough; play fair; play to win.  But remember that when you start cutting ethical corners, the only thing you’re really cutting is your own throat. — jri
 
“When I look at successful entrepreneurs,
I continually see that growth and integrity
go hand in hand.”
        –    Steven S. Little
               (The 7 Irrefutable Rules of Small
                Business Growth) 

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Finding and Keeping Good Employees
By Bill Willard

The Issue: You’ve always wanted your own business, and now you have it. Your business has a name, you have products, a location, a business plan, and (we hope) customers lining up—out front or online. What’s missing? Employees! The question of the week: How to find the right employees, and make sure the best ones stay on board?

What I Think: For starters, understand that among a business owner’s tools of the trade are recruiting, selection, training and supervision — and they’re all different parts of the same process. When you’re recruiting, you’re looking for people who fit your job requirements. When you’re selecting, job candidates are selling you on their qualifications. The better you are at recruiting and selection, the easier training and supervising new employees will be. Here are some tips for the doing the right things the right way.

• Be able to share your company’s vision and mission. That is, its reason for being and what you’re trying to accomplish.
• Look for people who will balance your strengths and weaknesses. If you’re a technical or creative wizard, but are clueless about organization, you need someone who can introduce some order to the proceedings.
• Find out what candidates are looking for. Most will (or should) want more than a paycheck and employee benefits. If you’re offering things like good working conditions, rewards for accomplishments, the ability to buy into the business (figuratively or literally), and advancement potential, you and job candidates may be on the same page.
• Don’t try changing people. Job candidates should bring good work histories, plenty of references, job knowledge and the ability to hit the ground running or to be quickly trained. Trying to change someone’s attitudes, attributes or work style is a non-starter. It can’t be done, so why try?
• If you already have good employees and need more, ask for their help. Good employees should be able to find other talented people just like them, and if they do, be prepared to reward their efforts.
• If your growth plans are more ambitious, consider contracting an outside recruiter. While classified and online ads, business networking and job fairs can also be effective, the key may be finding a recruiter who knows your industry and has plenty of contacts.
• Consider independent contractors for short-term or seasonal jobs. Using someone who is paid by the job can be highly cost-effective, eliminating hiring costs and fringe benefits—especially if their job skills are not needed year around.
• Keep your employees informed. Use regularly scheduled meetings and other forms of communication to raise key business issues—positive and negative. Ask employees for their feedback. Encouraging them to share and discuss ideas as well as complaints is good for morale and productivity.

And while you’re at it, don’t forget you need to keep your customers informed and happy, too! The more they know about you and your company, the more customers will appreciate doing business with you. Try regular email and telephone communications, and make good use of your business Website to keep a steady flow of information going out the people who want to know it.

What Do You Think? Your comments are welcome. Have you registered?
================
Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

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It was one of those seemingly innocuous events that should have been long ago forgotten. Instead, it is so etched in my memory that I have even given it a name: The Gus Schael Syndrome.

When I was growing up in the 1950s, Lawler, Iowa was a bustling little village. One of our local entrepreneurs, Gus Schael, owned a hatchery that was great fun for little kids but a pain for the local postmaster. It was always a thrill to go into the post office and hear dozens of baby chicks chirping behind the mail boxes. They had been shipped in that morning awaiting Hatchery Man Gus to come pick them up in their cardboard boxes with small round holes inserted for breathing purposes.

I’m guessing that I was about ten years old when one summer day Gus said, “Bill, I’m tired of people from the dance hall next to my hatchery driving up on the lawn. I am going to build some bricks and stones up so the cars have to stop before they reach the grass. Are you interested in the job?”

Other than mowing lawns, it was my first real chance to make money so I jumped at the opportunity. Gus had put the stones in a large pile and gave me instructions on how he wanted his barricade to look, promising to check on my progress every once in awhile.

I enjoyed the task. It was a warm day but not too hot. The bricks were not too heavy and when he stopped out to check my work, he brought me a lemonade or soda. Upon completion, I felt a sense of satisfaction on how it looked and the fact that he was going to actually pay me for doing it.

And that’s were the Gus Schael Syndrome comes into the picture.

“Nice job, Bill. How much do you want for the work?”

“Uh, I don’t know Mr. Schael. Whatever you think it’s worth.”

“No, you did the work. Tell me what you need.”

Now I was really in a quandary. Here was this really old man (probably 40!) asking me to tell him what what my time was worth.

“I just don’t know. Please tell me what you think would be fair, Mr. Schael.”

“How about seventy-five cents an hour?” he asked.

And that’s when I said it, “Oh, that’s way too much for what I did.”

Fortunately, Gus ignored my statement and paid me an incredible $.75 per hour because he valued my time and effort more than I did. Frankly, thanks to his persistence and integrity, I earned a lot more than the princely sum of $6.00 for my eight hours that July day. From that point on I have challenged myself to believe in myself as much as those who pay me for my time and services.

This little tale relates to those of you who have products or services to sell and don’t fully appreciate how important you are.

Occasionally I will hear a salesperson express a reluctance to call on a prospect. As Zig Ziglar would say, “That’s stinkin’ thinkin.’ ”

Every time that you recommend a product or concept that the prospect may not have thought of, you are providing an incredible service.

Don’t ever make the mistake of thinking that what you do as an entrepreneur is not important. Your contribution to yourself, your family, our economy and society is enormous.

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Divorce under any conditions can be a messy affair.  Roll a business into the equation, and divorce can become emotionally and financially devastating, not just for the divorcing couple and their family, but also for the business’s employees and co-owners.

Part of the problem is that business can be high-stress and demanding.  I don’t know if SBOs (small business owners) have a higher divorce rate than others.  I could find no reliable statistics.  However, one school of thought says that dealing with the everyday trauma of business adds one more layer of frustration to America’s most besieged institution. 

On the other hand, especially when couples work together in a family business, divorce seems less likely, if only because husband and wife both feed at the same business trough.  Also, they share a common vision.  (One couple I know, who own four businesses together, say they would divorce, but they never see each other anyhow and are too tired to think about it seriously.)

One thing is certain (and, yes, I confess, with two divorces behind me, I’m a reluctant expert on the subject), divorce for an SBO can leave a once bucolic landscape a scorched wasteland.  The good news?  There are ways to divorce-proof many businesses.  

The biggest problem when an SBO divorces is that the business is often the most valuable asset in the marriage.  This can make it the biggest bone of contention in the divorce settlement snarling match.

So, it should come as no surprise that divorce can destroy a business.  Even if it survives, the financial fallout can be devastating, says Laura Johnson, family law consultant and author of Divorce Strategy: Tactics for a Civil Financial Divorce (Broken Heart Publishing, 1998).

“In the majority of divorces,” she said in an interview, “the business suffered because of additional costs for legal and accounting services, inattention from stressed-out, depressed, or preoccupied owners, loss of employees, loss of customers, or the failure of the owner to take advantage of business opportunities.”

In one case, she explained, the squabbling went on for two years.  “The husband’s legal and accounting fees exceeded $100,000. The wife’s were about the same.”

At least some of the grief and expense can be avoided by taking preventive steps, which can include the following:

• If you own a business and are about to get married, draft a pre-nuptial agreement before you tie the knot.  Specify that the business is your individual property.
•  If you are already a couple, draft a post-nuptial, buy-sell agreement.  It should provide a formula for valuing the business in the event of a divorce and spell out who gets what. 
• To assure that a multi-generation business stays within the family if a member divorces, consider a Family Limited Partnership.  These versatile estate transfer tools can specify that business interests are not subject to division in divorce.
• Make sure everyone’s financial needs are addressed.  Since most conflicts ultimately center on money, take steps to cool tempers.  This can be done with trusts, as well as with life insurance.  For instance, much of the sting of a pre-nuptial agreement that keeps a $1 million business in your name can be reduced with a $1 million life insurance policy on your life in your spouse’s name. 

If divorce is imminent, remember that the business is the goose that lays the golden eggs, and no one benefits if it is killed.  Johnson recommends that the couple “needs to control the process and maintain avenues of communication.”  Otherwise, lawyers’ fees can consume assets, and there may be nothing left of the business by the time the dust of divorce settles.

To reduce the destructive impact of divorce, keep clean records, insists Johnson:  “Produce records voluntarily, and don’t play games with retained earnings.  Compromise on how the business should be valued and on reasonable income for support.  That way, both of you come out in better shape.”

Divorce is an unpleasant — but all-to-common — reality in our society.  It can be painful and costly.  Nonetheless, being prepared can help reduce the financial damage to your business and to your family if you someday find yourself facing a divorce.

So, work hard.  Make money.  Have fun … and try to avoid a divorce. 

–   John R. Ingrisano, The Freestyle Entrepreneur. 

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My sons Tom and Greg, unlike their father, were talented high school athletes. Both did especially well playing basketball at a small parochial school with a rich tradition in the sport. 

Unfortunately, in my high school days a generation earlier, I saw action only if the game was well in hand. Once my boys asked about my skills on the court, “Were you any good back in the day, Pops?”

I danced around this issue by explaining in a truthful (but perhaps misleading) manner, “Good? Your old man was quite the basketball player. As a matter of fact, every time I played we won by at least twenty points!”

I’m not sure they bought it but my response made me smile.

Getting back to the point of my story: It was 1989 and I was sitting next to my 6′ 5″ attorney friend, John Perkins, at a Fort Dodge St. Edmond varsity game. I respected his opinion because at the time John held the all-time scoring record at St. Edmond for the past twenty-five years. We were watching my son Greg play one of his best games of the season for the Gaels.

“Do you know why Greg is such a good rebounder and gets so many easy put-back points?” he asked.

“Not really,” I had to admit. “At 6′ 2″ he certainly isn’t a big guy by today’s standards.”

“Because he doesn’t jump unless there’s a reason. He plays smart and doesn’t waste energy. He excels at economy of motion.”

From that point on, I had a new admiration for what Greg did on the court. John was absolutely right. I began to pay attention and observed that everything he did was for a reason and he didn’t wear himself out with ineffective activity.

That principle is as useful for all of us in our professional lives as it is in sports. We would be well-served by paying attention to our respective daily activities as entrepreneurs.

· How often do we waste time and energy by majoring in the minors?

· By spending time that is not going to yield significant results for the task at hand?

· How many times do we handle the same document that we could have completed, delegated, filed or thrown into the trash?

· How have we wasted time by not having a process?

· By not taking notes that could have been the source of an answer to a problem?

We would all do well to analyze what we do; how we do it; and why we do it.

Doing things on purpose. Exercising economy of motion—it’s one of the secrets to success on the basketball court and in the business world.

Bill Sheridan–SHERIDAN WRITES

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I would like to be able to blame my buddy, George Timlin, who had a knack for getting me into trouble when we were kids. A year older than me, he always had creative ideas on endeavors that were fun but all too often led to a bad ending.

But truth be told, however, this one was on me.

The custodian at Mt. Carmel Catholic Church of Lawler, Iowa in 1955 was Billy Cutsforth. George and I liked Billy because he would allow us to ring the church bells at noon if we were around. The small bell had a skinnier rope and was to be pulled nine times for something called the ‘Angelus.’ This was immediately followed by the big bell which was to be rung twelve times and had a rope that was strong enough to lift a ten-year-old up in the air a few feet. It was great fun to pull those ropes and announce to the little town of five hundred that lunch time had arrived.

On this particular day it was my turn to pull the small rope. As twelve-year-old George waited his turn for the big one, I began to wonder what would happen if we pulled them both at the same time but said nothing to him.

“…six…seven…eight…nine.” I was finished.

My friend began his portion of the gig by dutifully tugging on his rope when I began to say aloud, “I wonder what would happen if…”

But for some reason, I didn’t finish my sentence. Instead, in the middle of George’s sixth ring, I simultaneously pulled on the skinny rope.

Bad move on my part.

Suddenly there was silence. Sickly deadly silence. Deafening silence. Painful silence. Ear piecing silence.

I looked at George.

George looked at me.

We both looked to make sure that Billy Cutsforth was not around and did the most logical thing we could think of—run for home as fast as our little legs could take us! I’m not sure what George did when he got to his house, but I hid under my bed and prayed for a miracle.

It has been fifty-two years since the unfortunate incident so I can’t recall all the sordid details of crime and punishment. I mostly remember that the church bells in Lawler, Iowa did not ring for at least two weeks, my nick-name for the rest of the summer was “Dinger,” and we were never asked to perform that coveted chore again. I also remember that if I had not impulsively pulled that rope when I did, I would have missed out on a wonderful adventure to share with my grandsons.

What does that tale have to do with you?

Simply this: I’ve never gotten over being curious about people, new ways of doing things, technology, sales ideas and STUFF. And, frankly, I hope that you never do either.

You may break a church bell or two with your curiosity, but you will never be bored and may just come up with a way to do something better, for less money or easier.

The contributions you can make as an entrepreneur by being bold and adventuresome in your daily tasks may be well worth the risk. Pull on that rope. Take a chance and don’t be dissuaded by an occasional failure. You can always run home and hide under the bed.

In the meantime, I’ve gotta figure out a way to blame Timlin for those busted bells.

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Diversity: Decisive or Divisive?

By Bill Willard
Contributing Author

The Issue:
Diversity means understanding that each of us is unique, and that no matter who we are, what we look like, where we come from or what our backgrounds may be, there is a place for us.

In the workplace, however, diversity has been a decidedly mixed bag. As Libertarian Ward Connerly of the American Civil Rights Institute put it: “’Diversity’ makes a mockery of the 1964 Civil Rights Act and its command that the government treat all of us equally ‘without regard’ to the factors of race, gender and ethnicity. ‘Diversity’ [became] an excuse to discriminate.”

So, depending on how it is viewed and the way in which it is implemented, diversity can be decisive or divisive—an opportunity or importunity.

What I Think:
Diversity can be decisive when it contributes to the common good and is viewed as a resource. That is, when we recognize the value that differences in age, race, ethnicity, gender and sexual orientation (among many other factors) can bring to any given context, from work environment and social climate to religious beliefs or political philosophy. No matter the context, but especially in business, where the mandate is to view peoples’ differences as assets, and to use them as such.

Diversity can be divisive, however, when it is used as an overt or covert tool of discrimination and inequality, as when the government ignores merit and uses legal discrimination to achieve quotas in employment or school admissions–in effect, rewarding the antithesis of merit. When that happens, diversity becomes a new brand form of McCarthyism, cheapening the concept of actual discrimination and stifling open, honest debate.

Diversity and Your Small Business
Management is responsible for fostering diversity by encouraging its use as a positive, decisive element in their companies, and actively preventing it from becoming divisive. It is, after all, illegal to discriminate on the basis of gender, ethnicity, religion, age, disability and sexual orientation; and businesses can benefit from diversity only when they’re sure there is no discrimination on board, and when all employees enjoy genuine equal opportunity.

Workplace discrimination is often invisible, however, so employers should not count on victims being able to fend for themselves, or even speaking up about instances of covert discrimination. In fact, ensuring on-the-job inclusiveness may at times mean reaching out and acting favorably to groups that have traditionally met barriers.
Happily, however, after decades of hit-and-miss efforts at trying to get the thing right, workplace diversity has largely gone beyond the legal mandates to become an environment that is genuinely inclusive of all groups and which maximizes the potential and perspectives of all employees.

What Do You Think? Your comments are welcome. Have you registered?

=========================== 

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

Popularity: 5% [?]

Just a quick reminder, in case you forgot:  Life is tough, sometimes challenging, occasionally downright brutal.

That’s how we grow, how we become stronger, both physically and spiritually — by running those ten miles, by pumping iron, by sticking with a tough project, by working through a difficult relationship … by just surviving sometimes. 

Enjoy this day and all its challenges. Without them, life would, quite literally, become empty over time. — jri

“Anything in life worth having is worth
working for.”
    –    Andrew Carnegie

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National Health Insurance and Your Business

The Health Care Debate

By Bill Willard
Contributing Author

The Issue:  Many of the millions of Americans without health insurance are small-business employees and the self-employed. That’s one reason so many voters rank health care reform as a pressing concern facing policymakers this election year. Neither presumptive presidential candidate has a deep understanding of health care matters, but relying on advisors, they have served up health care proposals reflecting their parties’ philosophic persuasions:

• Obama’s plan to cover uninsured Americans: Obama will make a new national health plan available to all Americans, including the self-employed and small businesses, similar to the plan available to members of Congress. Included among the Obama plan features are:  guaranteed eligibility; affordable premiums, co-pays and deductibles; subsidies for those not qualifying for Medicaid; simplified paperwork and cost control; easy enrollment; portability and choice.
• McCain believes the key to health care reform is restoring patient control. He wants a health care system in which everyone can afford and acquire the treatment and preventative care he or she needs. Health care should be available to all, not limited by where you work or how much you make. In short, Americans should be in charge of their health care dollars and have more control over their health care.

Though states can be counted on to add their own bells and whistles, the   candidates’ basic approaches will be pitted against each other in the general election.

The question is: Which is best for small-business owners and the self-employed?

NFIB Small-Business Health Care Principles

For an answer, we turn to the National Federation of Independent Business (NFIB), the non-profit small-business lobbying association representing the views of small and independent businesses in Washington and all 50 states. To influence the national health care reform debate, NFIB recently issued a set of health care principles—recapped below–that would work best for small-business people.

NFIB: Our current system of health insurance and health care is financially unsustainable and threatens the health and financial security of the American people. Small-business owners and their employees are especially vulnerable to the weaknesses of our current system. NFIB supports policy reforms to balance the competing goals of access to quality care, affordability, predictability, and consumer choice. The resulting health care system would be:

Universal: Americans should have access to quality care and protection against catastrophic costs — A government safety net, not a government-run, single-payer system.

Private: Americans should receive health insurance and health care through the private sector. Governmental safety nets should not crowd out private insurance and care.

Affordable: Health care costs to individuals, providers, governments and businesses must be reasonable, predictable and controllable.

Unbiased: Health care and tax laws should not push Americans into employer-provided or government-provided insurance programs that hobble the market for individually purchased policies. Small employers should be treated the same as large employers, who can already pool across state lines. A system built on employer mandates is unacceptable.

Competitive: Consumers should be able to choose among insurers and providers. Policymakers need to do away with state limitations and treatment mandates that restrict competitiveness.

Portable: Americans should be able to move throughout the United States and change jobs without losing health plans.

Transparent: All parties should have access to user-friendly information on costs, quality and outcomes. Providers must be able to obtain relatively complete medical histories of patients. But patient privacy must be protected.

Efficient: Health care policy should encourage appropriate levels of health care spending. Laws, regulations and insurance arrangements should direct health care spending to goods and services that maximize health. Adequate risk pools throughout the health care system are key to accomplishing those goals.

Evidence-based: The health care system must encourage consumers and providers to accumulate evidence and to use that evidence to improve health. Appropriate treatment choices and better wellness and preventive care should be key outcomes.

Realistic: Health care reform should proceed as rapidly as possible, but not so quickly that firms and individuals cannot adjust prudently. It is important to ensure that no one’s quality of care suffers as we move to provide coverage for all Americans.

Want to learn more about NFIB’s efforts to improve access to quality, affordable health care? Visit www.NFIB.com/healthcare.

Summing up: To small-business owners with their employees, providing health care is an employer’s obligation. The catch?  Affordability.

Most employees have no idea what their employers pay for healthcare (and shame on employers for not sharing that information). But they correctly view employer-sponsored health care as indispensable, and would skip pay raises rather than lose it.

What I Think: With its emphasis on restoring patient control over costs and coverage, John McCain’s health care proposal makes the most sense for small-business owners and employees. 

What Do You Think? Your comments are welcome. Have you registered?
 

* * *

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

Popularity: 7% [?]

According to Biz Guru Guy Kawasaki, a PowerPoint sales presentation should have 10 slides, last no more than 20 minutes and contain no font smaller than 30 points.

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Rumor has it that we’ve become a nation of whiners.  I think that’s because the media and certain political groups feel they must promote victimization to keep their audiences. 

Economically speaking, we criticize Bill Gates and Sam Walton and McDonalds (but, curiously, never Walt Disney), because their companies  make too much money, a simple-minded complaint.  In the 19th century, we called the men who built America’s prosperity — Andrew Carnegie, J.P. Morgan, Ford, Rockefeller, and Firestone and many more — robber barons, another simple-minded lament.

My point:  Don’t whine.  Celebrate.  We should give thanks for these hard-working, visionary men for making our lives comfortable and prosperous, for making it possible for us to fly from coast to coast, to ride a train, to drive a car, to flip a switch and get electricity, to turn a tap and get clean drinking water,to cook in a non-stick pan, to walk into a store and buy more things than we imagined even existed,  to click on instant access to the world via the internet, and on and on and on.  — jri

“When you’re drinking the water, don’t forget
who dug the well.”
            –    Chinese Proverb 
  

Popularity: 6% [?]

The following is an editorial point of view offered by one of our most experienced writers, Bill Willard, as part of our “Issue of the Week” series. Below is Bill’s opinion on a hot topic of interest to many of us. What’s your opinion? Please share it with us. Two cautions: (1) No profanity; (2) No mindless emotional attacks. Stick to the ISSUES! – John R. Ingrisano

The Candidates: May 2008

By Bill Willard
Contributing Author

The Issue: At this writing, the 2008 presidential election still offers choices among three candidates: John McCain (R), Barak Obama (D), and Hillary Clinton (D). McCain has the Republican nomination all-but locked up. Obama is the putative Democrat nominee, but with Clinton vowing to fight to the end, the Democrat field may not be known until the party’s nominating convention beginning July 7.

What I Think: As a Conservative, my support for John McCain is reluctant. As a Senator, he has been way too cozy with liberals across the aisle. But I will vote for him for these five reasons:

1. His biography: As a fighter-jock/POW war hero, John McCain has the character of a man who can be counted on under the most difficult circumstances.
2. His foreign policy experience: He won’t cut and run from Iraq, and will take a hard line with Iran and other Islamic enemies bent on our destruction.
3. He is pro-business: Consider this assessment by South Carolina Congressional Representative Kit Spires noting McCain’s pro-business positions: “I own a family pharmacy and as a small-businessman one of the things most important to me is that we have a president who will work to create a better business environment across the country. I firmly believe that John McCain’s record of fighting for lower taxes and his support of positive economic initiatives is indicative of the pro-business agenda he will pursue as president.”
4. His Supreme Court nominations: Two or more justices may be stepping down in the next four years; McCain is more likely to appoint another Justice Scalia or Thomas than either liberal Democrat candidate.
5. He’ll keep a Democrat out of the Oval Office: That begs the following analyses of why neither Clinton nor Obama should be trusted with the presidency.

Hillary Clinton has long been detested by Republicans as a liar, dissembler, and former devotee of radical leftwing activist, Saul Alinsky. Clinton is also too obviously seeking high office on the shoulders of her odious husband, payback, no doubt, for having stood by him as he busily disgraced himself, his family, and the nation before and during his 1998 impeachment.

Like many Conservatives, I never thought Clinton rated a shot at the presidency, but I believe she is preferable to her rival. So, why is Clinton hanging on in spite of the overwhelming odds against her winning the nomination? A plausible explanation has been suggested by columnist, Thomas Sowell: …[S]he wants to damage Obama enough for him to lose the general election this fall.”

Barack Obama, not to put too fine a point on it, is a Marxist with the most liberal voting record in the Senate, and whose devotion to the United States appears to be reed thin—more expediency than conviction.

Charismatic? No doubt. Articulate? Sure, when he relies on a teleprompter; less so and prone to gaffes when speaking extemporaneously. And those are his good points!

Thus far, Obama’s platform is murky at best; at worst, frightening, as when he charmingly advocates such noxious notions as infanticide in the form of partial birth abortion. And does he really have what it takes to confront our Islamist enemies?

Because Obama is the presumed Democrat presidential nominee, a deeper examination is in order. For starters…

No Place for OJT: Until he more fully articulates his positions on issues affecting our nation, vacuously espousing “Change” is not quite enough of a platform, and the presidency is no place for on-the-job training.

All we really know about Obama is that he is too young, too inexperienced, and too untested. And, to put it charitably, a lousy judge of character if his pastor of 20 years, the infamous Black Liberation theologian, Jeremiah (“we deserved 9/11”) Wright, and former cronies, Weather Underground terrorists and smugly unrepentent America-haters, William Ayres and Bernadine Dohrn, are indicative.

Responding to his 2004 U.S. Senate opponent, Republican Alan Keyes, Obama scoffed at the charge of being a “hard-core academic Marxist.” In his book, Dreams From My Father, however, Obama admitted attending socialist conferences, and coming into contact with Marxist literature.

What’s more, referring to his eight-year stay in Hawaii in the 1970s, Obama conceded a relationship with Frank Marshall Davis, a member of the Communist Party USA (CPUSA).

Conclusion: The volume of evidence against Hillary Clinton and Barak Obama is mute testimony to their unsuitability for the office they seek, but speaks volumes about the poor judgment and gullibility of rank-and-file Democrats.

John McCain needs the support of all thinking Americans.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

Popularity: 8% [?]

(The following article first appeared in Corporate Report Wisconsin.) 

Sometimes we forget just how important the customer is.  And when we do, it costs us.  So, ask yourself, what have I done today to make my customers and prospects feel special and valued?

 Example # 1:  I needed a washer repaired last fall.  I called one service company and was told, “We will have someone out your way in about two weeks.”  In spite of my protests, the person on the other end of the line didn’t seem to care that I did have enough underwear to wait that long to get my washer repaired. 

But then when I called Paul Kinnard at Appliance & Furniture Center in Sturgeon Bay, Wisconsin, he showed up and solved my problem that same day.  I felt special and valued.  He and his company have earned my loyalty and my future business.

Example # 2:  I know I’m not alone in feeling nickeled and dimed to death when I need to return an item to a store.  Insulting “reshelving fees” and “no refunds” policies only manage to annoy the customer.  That’s why I stared in amazement last summer when, rummaging around the bargain bin of The Shoe Box in Black Earth, Wisconsin, I saw a sign explaining that if I need to return my purchase for any reason, I can do so for a full refund.  And this was on shoes in the Clearance Room!  Special and valued?  You bet!  I ended up buying several pairs of shoes rather than just the one I actually needed. 

Example # 3:  I hate being made to feel like a criminal because I cannot return a product without a sales receipt, as if I spend my days cruising the state trying to return items just for fun.  That’s why I have a special fondness for my favorite Algoma, Wisconsin grocery store, Denny’s SuperValu.  In October, I returned a three-way light bulb that only worked two ways.  (That’s one of my pet peeves.)  My money was cheerfully refunded.  No receipt.  No hassle.  Sure, it was only a 99-cent item, but they made me feel special and valued. 

Example # 4:  I’ve had an insurance agent in Cambridge, Wisconsin, for about ten years.  In truth, I do not see him all that often, though Dean Lund, with American Family, is always there when I need service or have a question.  Well, in November, my Freestyle Entrepreneur biz blog (www.thefreestyleentrepreneur.com) made it into a Top-100 blog list.  So, I sent out an email to perhaps a hundred business owners and support people on my list. 

Half a dozen folks sent congratulations by reply email.  Four days later, however, I received a handwritten note from Dean congratulating me and telling me how much he enjoys my writing.  That’s why, even though Dean Lund is more than 150 miles away, and I could buy car insurance for a few bucks less elsewhere, he will remain my insurance agent.  By making me feel special and valued, he continues to stand out in my mind. 

What can you do to make your customers feel special and valued…and keep them as loyal customers?  Here are a few pointers:

• Return phone calls right away. Not returning calls is an insult.  Period. I have one Madison-area client to whom I could be referring thousands of dollars of business. However, they rarely return a phone call, and I can’t recommend an unreliable business.
• Operate on your customers’ time.  If they show up at your shop at 5:01, don’t make goofy gestures and mouth, “We’re closed.”  Open the door.
• Tell them you appreciate their business.  It’s real simple.  I always write on my invoices, “Thanks for the business.  I appreciate you.”   

The bottom line:  Your customers and clients are special.  Never take them for granted or make them feel that you are doing them a favor.  Make sure they understand how much you appreciate them.  Do that, and your business will reap the rewards. 

So, work hard, make money, have fun.

Popularity: 7% [?]

The Jesus “Elevator Talk”
 
I love this idea.  As a businessman, I have a 30-second “elevator talk.”  That’s a brief summary of who I am, what I do, and why prospective clients should work with me.  So, why not a Jesus Elevator Talk?  (No, it’s not original with me.)
 
That way, when someone either asks why I talk like someone who believes in God’s love, who challenges me at the sight of my cross, or who just seems like someone who is simmering in the pain of life, I can give him or her a half-way intelligent, focused reply.  (Mine has four points.  It’s not brilliant, but better than stammering like an idiot.  For details, check it out at www.DailyConnections.net.)
 
My point:  Just as you might do in explaining what you do in business or on the job, map out and practice your own Jesus Elevator Talk, and then plan to give it at least once a day — to a friend, a neighbor, a relative, a stranger at the bus stop.  You just might be amazed at what comes of it.  God bless and enjoy the wonders of this wondrous day. — jri
 

“These twelve Jesus sent out with the following
instructions: ‘Go nowhere among the Gentiles,
and enter no town of the Samaritans, but go
rather to the lost sheep of the house of Israel.
As you go, proclaim the good news, The
kingdom of heaven has come near.’”
        –    Matthew 10:5-7

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The evening started out in a very uneventful manner as my wife, Renee, and I decided to try out a steak joint in West Des Moines that had been given rave reviews. We were in a good mood on a Friday night anticipating a nice meal and good conversation.

Shortly after we sat down a young man walked over to our table with a big smile and said, “Hi Bill. What’s going on? Haven’t seen you in a long time.”

I was surprised and happy to see my old friend, Mark. We had a brief and enjoyable chat as we waited for our food to be served. It was in that conversation that he talked about his family and mentioned that his brother had begun a landscaping business. We asked for his phone number which led to a substantial decrease in my bank account over the next five years.

Mark’s brother, Chris, ended up doing some major landscaping, selling and planting bushes and trees to us as well as something called Border Magic which accented all of his work. We were happy to find someone whom we could trust and who would do excellent work at a fair price. He was thrilled that our evening out, which I thought would cost around fifty bucks, turned into a substantial up-sell thanks to a chance meeting. Our unexpected encounter with his brother turned into a bonanza for Chris.

I share this story to illustrate that you absolutely never know when the service or product that you have to offer is going to be a perfect fit for someone. Your daily task as a small-business owner is to promote yourself and your business whenever you have the opportunity.

As you hone your skills and develop your expertise in your products, services and concepts–you are making yourself a valuable asset to your company and your customers. The more you tell your story and the better that you do so, the more likely you be successful in selling to your primary prospect.

Additionally, there is also a very good chance that the customer will recommend you to someone else.

We were looking for someone to fill a need that we had and were appreciative of finding just the right person. There may be someone out there who will look at you exactly the same way.

Tell your story and tell it well. You and your company will be rewarded richly for your efforts.

Popularity: 7% [?]

 Used to be that networking meant you joined the Rotary and golfed at the country club, got together at the meet-and-greet cocktail hour to swap business cards and, almost as an afterthought, mentioned what you do for a living to your son’s friend’s father in the bleachers at the softball game.

Well, networking has grown up, mostly thanks to the internet, and it is one of the most effective, cost-effective ways for us small business owners to promote ourselves.

Think of networking as mostly free, word-of-mouth, marketing-by-walking-around.  Here are some ideas to make networking work for you. 

1. Be in touch.  Thanks to email, it’s never been easier to stay connected with associates, clients and prospects from around the world.  I send out short business and motivational tips via email on a regular basis.  It’s not uncommon for a client to click “reply” to talk about a new project.  At the very least, everyone knows who I am and how to contact me.
2. Be involved.  Join organizations in your virtual and local business community.  As a business consultant, I volunteer my time and talents with such organizations as NEW North in Northeast Wisconsin and the Kewaunee County Economic Development Council.  Nationally, I provide marketing and communications support to an organization I helped found that represents my primary markets. The friendship and business connections are invaluable.   
3. Polish your elevator talk.  Be prepared to tell someone who you are and what you do in the time it takes to take a 30-second elevator ride.  Better yet, put your talk on the back of your business card.
4. Promote others…no strings attached.  Don’t contact associates only when you want something.  Be generous with your time. I recently met a terrific photographer, Tim Swobobda, from Two Rivers, Wisconsin.  (His glamour shots of me make me look good…well, almost.)  So, for an investment of 15 minutes (the time it took to compose an email), I sent out a strong endorsement of this gentleman to all my business and nonprofit contacts in the region.  Another way I promote others is to invite quality writers with a good message to contribute to my business blog (www.TheFreestyleEntrepreneur.com). This promotes them … and helps promote my site as well.
5. Send out calls for help.  When I need advice – whether I am seeking a recommendation for a good book to read or advice with a business problem – I send out an email to a very select group (the members vary depending on the topic) and ask them for help. The results are always amazing.
6. Be selective.  Don’t waste your time on people with no talent, no work ethic or no understanding of the concept of a two-way relationship.  Most of all, only endorse people you are confident can deliver. Recommending an unreliable associate will only reflect poorly on you.
7. Be limited.  Your job is not to be a bully pulpit. If you send out an email every week that heralds “the best (fill in the blank) I’ve ever met,” pretty soon you’ll get a reputation as a shameless promoter, and your messages will be deleted as spam.
8. Cultivate one-on-one relationships with good people.  A friend of mine from Iowa got me in the habit of scheduling 30-minute phone calls. I now do this (either monthly or quarterly) with about half a dozen business associates/friends. We talk about everything from business to our families to our faith to our troubles.
9. Invite three or four associates to become your board of directors.  These men and women may be outside your industry, but are key members of the community (either local or virtual).  They may include your banker, president of the Chamber of Commerce, or just someone with integrity and wisdom.  Meet quarterly over breakfast or via teleconference.  Pick their brains and ask for advice on specific and general business situations. You pay them back by volunteering to serve on their boards, using their services and recommending them to others.

The bottom line:  Networking works. It’s inexpensive and builds business by building relationships, which makes it a perfect marketing tool for small-business owners. Make it work for you. 

Work hard.  Make money.  Have fun.  — John R. Ingrisano, The Freestyle Entrepreneur.

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