If You Want Loyalty…Get a Dog

By Barbara Bartlein

Several years ago, while working as a VP for a large health care system, the management was asked to oversee a number of cost cutting initiatives including staff reductions. After a wave of downsizing, the thought occurred to me, “What about our jobs?”

“Will we still have paychecks?” I asked.

“It is extremely important to remain loyal, especially during the turbulent times of change,” we were told. “There are no job guarantees but loyalty is what is important now.” Walking out of the room, one of my co-workers quipped, “If you want loyalty…get a dog. I work for money.”

Indeed employer/employee loyalty took a beating in the past decade as business made dramatic layoffs and companies closed. Many of the layoffs were not just about sick companies trying to save themselves but about healthy companies hoping to reduce costs and beef up earnings by chopping heads.

Now a recent study by Manpower In., the Glendale-based global staffing company indicates that loyalty is again growing. The study, based on telephone interviews with 2,600 human resource managers in eight countries and 1,400 employees in the United States and the United Kingdom, concluded that there are different types of loyalty (or lack of) that workers feel:

• Saboteurs: These employees have no loyalty and also believe that the employer does not deserve any. They are skeptical and often critical of management and organizational decisions.
  
• Mercenaries: This group also has no loyalty even though they feel the employer deserves it. A “climber,” they simply view their job as one stepping-stone in a career trail and will leave when a better opportunity emerges.
  
• Blind Loyalists: They express loyalty to the employer but don’t really feel that the employer deserves it. But, this employee does not job change easily and may stay somewhere even though unhappy with the position.
  
• Mutual Loyalists: They are loyal to their employer and believe that the employer is loyal to them. They will often sacrifice and do “the extras” because they believe the employer will do the same.
  

The study concluded that loyalty is a good predictor whether an employee will remain with the company long term. This will become increasingly important as the economy continues to recover and talented employees are at a premium. Employee retention reduces turnover costs and increases productivity. It also presents an opportunity for business growth, as seasoned managers are available to mentor and coach new hires.

Some strategies to increase loyalty at your company:

• Establish a sense of shared mission with concrete goals. Most people want their job to mean more than just a paycheck; they are looking for purpose in what they do. Make sure that all employees understand the role of the organization in the industry and the community.
  
  
• Communicate frequently so that employees understand how their individual work contributes to the vision of the organization. Employees want to feel that what they do is important. They want to feel a part of the success and a part of a winning team.
  
  
• Provide servant leadership that makes it clear to employees that their career and personal development is important. Leaders need to be visible and available to employees and staff. Evaluate how management can most effectively support the different levels of the organization.
  

Remember, people are loyal to people, not slogans or organizations.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, July 2002.

Software Tips & Tricks Format Painter - Copying Formatting

By Laura Noble

The Format Painter icon allows you to copy font and paragraph formatting from selected text to multiple locations in a Word document, Excel spreadsheet, Access database, Publisher file, FrontPage, and a PowerPoint presentation.

How to Copy Formatting to One Selection…

Select the source text to copy. If this includes paragraph formatting, make sure the entire paragraph is selected.

1. Click the Format Painter icon, which will change the mouse pointer in Word into a “paint brush” with an I-beam (see below).
   
   
   
2. In Excel (shown below), a "dancing border" will surround the source formatting and a "plus" sign will accompany the mouse Paint Brush pointer
   
   
   
   
3. Use the “paint brush” to select the text that you want to format. Formatting from source text will exist on selected text.
   
   
   
   
4. Mouse pointer will return to regular appearance.
   

How to Copy Formatting to Multiple Selections…

• Select the source text to copy.
  
  
• Double-click the Format Painter icon, which will change the mouse pointer into a “paint brush” with an I-beam/plus sign.
  
  
• Use the “paint brush” to select the text that you want to format. Formatting from source text will exist on selected text.
  
  
• The pointer will remain a paint brush allowing you to format additional selections with the same formatting as the source text.
  
  
• To turn off the painter: click Format Painter icon or the Esc key on the keyboard.
  

Stay tuned to Networking Today in the coming months for more Software Tips & Tricks from Noble Software Solutions.

Laura Noble is the owner of Noble Software Solutions. Laura can be contacted at 519-680-2689 or by e-mail at lnoble@noblesoftwaresolutions.com. www.NobleSoftwareSolutions.com

Published in Networking Today, July 2002.

A 15-Point Checklist for Your Ad

By Jeffrey Dobkin

1. Does it follow the "Five-Second Rule"?
   
   Can readers immediately figure out what you're selling? You really have only three seconds because it takes two seconds to turn the page – and they will. Busy readers won't struggle to figure out your pitch. The Rule: You have a total of five seconds to show them – clearly – what you're selling.
   
   
2. Does the headline make them read the rest of the ad?
   
   The sole purpose of the headline is to drive the reader to read the rest of the ad. This is not the place for a sales pitch, this is the place for creating a strong attention-getting, interest-arousing, kick-you-in-the-butt, you-just-gotta-read-the-rest lead-in. Use the Jeff Dobkin 100 to 1 Rule: Write 100 headlines, go back and pick out your best one!
   
   
3. Does it have an interest-arousing sub-head?
   
   All ads – space permitting – should have a sub-head. Sub-heads, in slightly-smaller-than-the-headline type are the transition between the headline and the body copy. This line also doesn't sell the product – its only function is to further interest, hook the reader, and drive him to the body copy.
   
   
4. Make sure the first line of the body copy doesn't sell anything, either.
   
   The purpose of this line is still to keep the reader reading – that's its only function. You haven't really hooked the reader until he passes this line, after which he has committed himself to read the rest of the ad IF it's well written. Hence:
   
   
5. Do you make a smooth transition from the interest-arousing headline to the sub-head to the first line of the body copy, which introduces the selling copy in the body of the ad?
   
   This is the last crucial step in making sure your reader continues to read the rest of the ad. In the body copy, you start to sell the response you'd like – usually to make the phone ring.
   
   
6. Is your offer clear?
   
   Along with knowing what your product is, if you are selling directly from the ad, do readers know how much it is, and how and where they can purchase it? Don't forget – let them know if it's available directly from you -- and give a big phone number.
   
   
7. Does your ad make them want to buy your product?
   
   Does your copy make it sound like it's the best product in the world – one that will get the job done promptly – at the right price? You've got to make your product sound good enough to stop them from going over to Sears and buying it there. It's a tough assignment for a few scribbles on a sheet of paper.
   
   
8. Does it make the reader want to rush to the phone to place an order or call for more info?
   
   No, it's not enough to just say it's for sale! You've got to coerce the reader into action. Remember, you're working against reader inertia: a body at rest tends to stay at rest.
   
   
9. Does your ad show immediate benefits to the reader?
   
   A product has features, but it's the benefits the reader gets from the features that make him buy the product. No one buys a fishing pole because it's made out of fiberglass – that's a feature. People buy fishing poles to catch more fish – a benefit. See?
   
   
10. If you have room, can you show several benefits in a bulleted list?
    
    Bulleted lists are easy to see and encourage fly-by readership. I like to offer three or four of our biggest benefits in this bulleted form.
    
    
11. Did you draft your entire ad to fulfill your ad objective?
    
    If your ad works perfectly as planned, what do you want people to do? If your objective is lead generation, your ad will ask the reader to call (write or come in) and inquire. This ad doesn't sell the product, but sells the response you are requesting. In this case you say, "Just call and get" and offer a free informational booklet relating to your product or service. Or "Send for our FREE…." Give readers a reason to call.
    
    This is a two-step selling approach: the reader calls and gets your hard hitting sales package, then purchases the product. With this two-step sale in mind, the entire ad is drafted around generating a call. 90% of the ads I create use this two-step sales formula. If your objective is a direct sale – a one-step selling procedure that sells a product right from the page – it's one of the toughest sales assignments you can give any copywriter. It's very difficult. But it can be done with a longer-copy ad. With this direct-sell in mind, the entire ad must be drafted around getting a call and selling the product. It's very difficult and I don't recommend it. It's much easier just to make the phone ring with an inquiry – then YOU sell the product on the phone when they call.
    
    
12. Is your guarantee visible?
    
    If you are selling your product directly from the page, make sure your guarantee stands out. I put most guarantees in a small box with a graphic flourish on the top.
    
    
13. Is your phone number apparent from three feet away?
    
    If the objective is to have the reader call – and it is in 95% of the ads I create for my clients – I make the phone number easy to see and readily apparent to someone standing looking at the magazine while it is laying on a desk.
    
    
14. Is your logo small enough?
    
    That's right, small enough. Unless you run ads in just about every issue of the publication, your logo doesn't need to be large – it's not a selling feature and won't increase your sales or inquiries. If you do run ads consistently, it's okay to bump it up a notch or two, to about the same size as your phone number. Any bigger – while it may massage your ego – just wastes valuable selling space.
    
    
15. If it's a direct selling ad, do you have a dashed box around your order coupon?
    
    Why keep readers guessing? Anyone who sees a dashed box knows they can order right from the ad. Some readers need less convincing than others – when they're ready to order a dashed box lets them know right where to go. Said box also lets browsing readers know that there is an offer and a price to be found in the ad – and this fact will attract even more readers, especially mail order shoppers. These good folks like to order through the mail. Encourage them from their first glance at your ad with this striking graphic.
    

Jeffrey Dobkin is the author of How To Market a Product for Under $500, Uncommon Marketing Techniques, and Inside Secrets of Direct Marketing. Mr. Dobkin can be reached at (610) 642-1000 or visit his Web site at www.dobkin.com

Published in Networking Today, July, 2002.