Hi, how are you? …and Other Weak Wimpy Words

By Nancy Friedman

At Telephone Doctor, we call the phrase "Hi, how are you" the 4 KILLER words. They are probably the most useless words you can utter when making cold sales calls. (Even warm ones.)

True story: Years ago, while living at our house, my mother answered our phone. And after her gentle, "Hello" came the following: Hi, Mrs. Friedman (she wasn’t Mrs. Friedman). How are you?"

My mother, an open, honest person, simply went on to say, "I’m so glad you asked. My back is killing me, my pacemaker is a little slow, the sore on my knee looks horrible, I’ve got the worst headache, and feel like I’m getting the flu. How are you?" The man on the phone said, "Compared to you, a hell of a lot better" and hung up.

Hi, how are you? USELESS. Totally USELESS. Get them out of your vocabulary. Opening a call with: Hi, HOW ARE YOU screams, "I’m out to sell you something." Well, Nancy, what should we say?

Telephone Doctor’s method of making outgoing cold calls is slightly different than others. Frankly, there are many ways to make that first, cold call. Telephone Doctor’s is one of many. We just know it works.

Start by introducing yourself. Full disclosure at the top of the call. That’s all. It’s simple. A cold call should go like this: Prospect: Hello. You: My name is Nancy Friedman. (Please use your own name.)
I’m with First Fancy Mortgage.
I need to speak with Bob Smith.

That’s all. Simple. You see, with the Telephone Doctor’s full disclosure at the top of the call, it’s difficult to get screened. Not impossible, but difficult.

Why? Because we give the name and company first, what’s left? Maybe: "May I ask what this is in regard to?" But as a former executive assistant, I can tell you, when someone is good enough to give me two thirds of the pie, I was willing to put the call through without asking the “reference” question.

You see, people are told to screen. A receptionist or administrative assistant doesn’t wake up and think, "Great, I’m going to screen all calls today." They’re told to screen. They hear: "Find out who it is and who they’re with." That’s what they’re told. The "what is this in reference to?" question is easy to handle if you’re going to accept the Telephone Doctor’s method of full disclosure at the top of the call.

So you’ve given the person who has answered the call your name up front. They can’t screen you for that. You’ve given them the company you’re with, so they can’t screen you on that. What’s left? Right. "What is this in reference to?" Or perhaps it’s asked, "Will he know what this is in regard to?" (Both questions make me want to throw up.)

But you’re about to get a technique that has never failed me. Although I will say, I use the full disclosure technique consistently, I’m unable to recall the last time anyone asked me the "reference" screen. But when it happens, and it might, use the Telephone Doctor’s NEVER FAIL answer.

"Yes, I’m interested in doing business with your company." Think. Who would challenge that statement? Can you just see someone telling their boss? "Someone’s on the phone who wants to do business with us, you don’t wanna talk with him, do you?"

As I reread this I see we got a little off track. Let me get back to "Hi, how are you?" Lose those words. They are useless. Do use full disclosure at the beginning of your call, because if you use the full disclosure statement at the top of the call, you won’t get screened – ever. You may get the, "What is this in reference to." But now you know how to handle that!

Onward to some other weak wimpy words; words that roll off our tongues but are ineffective and need to be avoided.

Weak Wimpy Word #1 – THINK: "I think you’ll like the information I have for you." Think? Think you’ll like it? Is there a doubt in your mind? There shouldn’t be. Every time you tell someone you “think” he’ll like it, or you “think” it’ll work, or “think” it’s right; you leave doubt. The word isn’t necessary. And without it, the sentence becomes much stronger. "You’ll like the information I have for you." It’s a statement of confidence; of conviction; of someone who believes in what he or she has to offer. THINK – a Weak Wimpy Word.

Weak Wimpy Word #2 – JUST: "I’m just calling to see if you got the information I sent." Study that line. If that’s all you’re calling about, when they say, "Yes I got it" you should say "Okay, thanks. That’s all I wanted to know." and hang up. But will you? Probably not. Remove the word JUST – another Weak Wimpy Word. Not necessary. Useless.

Remove it. Again, the sentence becomes stronger when the word "just" is removed. "I’m calling to be sure you received the information I sent you" and then include a benefit statement or a question.

And by the way, asking, "Do you have any questions?" is weak and wimpy, too. If you want to strengthen that one, make it a statement. "Mrs. Friedman, most of the folks I’ve sent that particular brochure to have several questions. Let me go over it with you, now."

All simple tips – but all tried and true. And all work.

Nancy Friedman is president of Telephone Doctor®, an international customer service training company headquartered in St. Louis, Missouri, specializing in customer service and telephone skills. She is a KEYNOTE speaker at association conferences and corporate gatherings and is the author of four best selling books. Call 314-291-1012 for more information or visit the website at www.telephonedoctor.com.

Published in Networking Today, March 2006.

Clearing the Clutter Before Moving

By Catherine E. Brown

Famed German architect, Ludwig Mies Van der Rohe, first coined the phrase, “less is more.” And no where is this truer today than when selling a house.

If clutter enters a home one piece at a time (or one shopping bag at a time), how does it become so overwhelming? Clutter is one of the biggest challenges when preparing a house for sale. It eats equity and distracts prospective buyers from seeing the selling features.

While some people can live in chaos without a second thought, “the way we live in a home and the way we sell a house are two very different things,” says Barb Schwarz, founder of StagedHomes.com.

When preparing a home for sale, clearing clutter is vital – so deal with it before realtors and prospective buyers see it. Before making an offer, buyers must visualize living in the home with their belongings…and this is difficult if clutter distracts them. Most buyers have too little time and/or imagination to see past the “stuff.” They want to walk in and envision themselves living there.

“Clutter” and “de-cluttering” are the latest buzz words relating to home sales. Simply put, clutter is anything that is not a selling feature of the home and includes:

• newspapers, magazines clipped articles/recipes
• collections of knick knacks, etc.
  
• dried flowers
  
• kid’s art/toys
  
• pet toys
  
• countless decorative objects
  
• hand-me-downs you don’t love
  
• broken items
  
• clothes
  
• laundry in view
  
• shoes, boots
  
• sheets, towels, etc.
  
• electronic equipment and cords
  
• CDs, DVDs
  
• hobby supplies
  
• bills, personal papers
  
• piles of books
  
• crowded furniture
  
• plants (dead or alive), broken pots
  
• excessive patio furniture
  
• sports equipment
  
• countless stuff in the workshop and garage
  
• car and boat parts
  
• seasonal items
  
• small appliances/items on kitchen counter
  
• excessive items on the desk, bathroom counter, or dresser
  
• family photos souvenirs
  

How do you eliminate clutter?

I recently spoke with Helen Simpson, a Registered Personal Organizer and owner of Get Neat!!, a company that specializes in organizing and de-cluttering to create balance in homes and offices.

Helen recommends that you survey your home with “buyers’ eyes.” “Buyers want to see the space, not your personal possessions. The more floor space exposed and the ease in which buyers can walk to a window, the faster a house will sell and for more money (on average $5,000).”

Start by creating a chart and assigning a colour for each room, red for the kitchen, blue for the dining room, etc.

Then tackle the dining room first as there’s always sentimental items including serving dishes used only for special holidays. Pack everything you don’t use regularly…and for the “uglies” in your china cabinet, get rid of them – start a box marked garage sale or charity. Boxes can be stored in the garage or basement and consider storing excess furniture as well. Remember, less is more – more money and space!

• Label your boxes with a felt tip pen and room colour
  
• Seal boxes with two-inch movers’ tape (less damage and easier stacking)
  

Many kitchen items can be packed away – think of the clutter above the refrigerator and on the top shelves you can’t reach. Add them to your boxes.

Ask yourself if you are willing to pay $5 to $100 to move an article you haven’t used in years. Will it move with you?

Before listing your house, free space by packing or donating:

• Extra bed linens (pop the ones on the bed into the laundry)
  
• Extra toiletries (leave only what you use daily)
  
• Seasonal coats, boots, etc.
  
• Half the clothes in closets (we wear 20% of our clothes 80% of the time)
  
• Children’s toys Books, CDs, videos, DVDs (more shelf space = more spacious rooms) Magazines, etc.
  
• Computer and office = clutter magnets (discard hard copies, 90% is on the computer)
  

If you haven’t used it in the last year, if it doesn’t make you feel good, if you have to dust it…it’s clutter. So,

• Throw it out
  
• Call 1-800-Got-Junk?
  
• Give it to away
  
• Rent a temporary self-storage unit
  
• Call an auctioneer
  
• Sell it on e-Bay
  
• Store it in the attic, basement, crawl space, or garage but keep it tidy
  
• Hold a garage sale to make money for your next home
  

Catherine E. Brown is an Accredited Staging Professional and owner of Staged to Move. Catherine is committed to helping clients sell their home for the best price in the least amount of time. She can be contacted at (519) 868-7171 or by email at catherine@stagedtomove.ca. Visit her Web site at www.stagedtomove.ca.

Published in Networking Today, March 2006.

How to Hire Terrific Employees:Part Two

Part Two: Teach Applicants About Your Business During Screening and Training
By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.

Read Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills

Use educational questions in screening as well as during probation and training.
Take every opportunity to educate them about the responsibilities of the job.

Any job is more complicated than an applicant could initially perceive. Describe a typical work day, from start to finish. Then ask the prospect:

How do you best learn new skills and routines?

Caution Answers:

• “Just tell me what to do.”
• "I don’t know” (or a shrug).
• “I can handle it. It’s not that different from my last job.”
  

Welcome Answers:

• “Show me exactly how you want me to do things.”
  
• “Explain how I can do things the best way possible.”
• “I’ll watch and ask other staff.”
• “I’d love to learn more about ______.”

Follow-up comment and questions:

It’s the manager’s job to watch for where employees are doing well and where they need training. This includes appearance and work habits, and how they interact with you, other staff, and customers. Pay attention to how they talk to you. Will you enjoy training them? Do you think this candidate will be able to ask questions of you?

The most important part of the job may be helping customers who are looking for solutions. Some will be anxious about discussing private problems with a stranger. Ask your prospective employee:

• How would you go about helping a customer feel welcome?
• How do you think you would handle a delicate or complicated request if you did not know what resources we could offer?
  

Give examples of the kinds of customer questions or problems typically faced in your business. Listen to the response to determine the prospect’s level of skill, sensitivity, and personal style.

Reflect on the Applicant’s Answers

Hold back any indication you might hire the applicant, and explain you need time to consider all factors. Reflect on the interview by asking yourself if she really listened. Did she show interest in the issues that were important to you? What is your sense about how she would assist a confused or dissatisfied customer?

If you are undecided, meet with her again. A second interview allows time to present your specific concerns. You also confirm how important this job opening is to you.

Always call the references. Describe the specifics of the position and ask if there might be an area where she would shine or need training. Ask if they would consider hiring her for such a position. Previous employers seldom speak directly about poor performance or even major problems. Still, you can gather subtle clues by reading the tone and hesitations to your questions. A glowing report will reinforce your own positive response.

A Probation Period Reduces Stress for Everyone

Once you have decided to offer someone a probationary position, make the details absolutely clear. How are wages and responsibilities increased? How long does probation last? If the job is full time, thirty days is long enough. For a part time position, make it sixty days. This gives her time to find out if she likes the work, while you discern if the position matches her skills and personal qualities.

Create an Individual Job Description

The first hurdle is to explain the details of the job. No standard job description can include every expectation. Improve on this by writing brief instructions of each task. Even better, ask that she write her own notes about each item as you explain what you expect her to do. Keep the task list informal yet specific.

For someone who works on the floor of a retail store, a sample might include:

• Keep store clean and shelves stocked.
• Record all sales immediately and accurately.
• Give a warm greeting to every customer.
• Keep displays well organized and uncluttered.
• Return calls on answering machine within fifteen minutes.
• The shift starts fifteen minutes before the store opens, stressing the importance of being on time.
  

Include any information that will give the new employee a bigger picture of his or her role.

Put this original job description in the prospective employee’s file. Hand her a copy, with instructions to keep it up to date regarding expanding responsibilities. Make it clear she must prove the ability not only to handle the tasks on the job, but also to show empathy with customers and co-workers. Explain that you want to hear her opinions and concerns as soon as they arise.

Focus on the worker’s affinity for tasks, along with her effect on the emotional energy in your store. If she does not fit in, encourage her to find a job that is better suited to her skills and interests. Major problems in behavior or attitude, such as creating a scene or breaking a known rule, reveal immaturity and seldom improve with second chances. Let a mismatched or disrespectful worker go immediately.

Initiate Discussion as Part of Training

Ask the following questions at the end of the first week. They are designed to deepen the candidate’s understanding of the goals for your business and how he or she can help you achieve them. Take advantage of quiet times during work and ask about specific topics one at a time in your own style.

Be sure to check in each week to see if there is follow-up on suggestions.
Ask:

What do you like so far about working here?

Caution Answers:

• “It’s quiet and easy.”
• Looks around as if she were not paying attention to details.
  

Welcome Answers:

• “I love the products and the people I work with.”
• “Customers are great.”
• “I like the way it’s organized.”
  

Follow-up comments and questions:

You want all employees to feel free to suggest new products, ideas for better service, and ways to improve business. To find out where the employee is most comfortable talking with you and brainstorm ideas, ask:

• How would you feel the most comfortable offering suggestions to me?
  
• In my office?
  
• Walking around the floor of the business?
  

It’s the manager’s job to keep the interaction fresh. Ask candidates at least once a week:

What are you learning? What more are you ready to learn?

Caution Answers:

• “I’m reading some good stuff.”
• “I’m doing okay. Job’s pretty easy” (or a shrug).
  

Welcome Answers:

• “I’m learning to research topics people are asking about.”
• “How can I help increase sales?”
  
• “How to run a store so it works well.”
  

Follow-up comments and questions: Your customers may need answers to very personal problems. Ask:

What kind of questions are you getting from customers? How do you think you’ve handled them? Tell stories from your own learning experiences to model how you want them to handle problems. This encourages them to see you as a resource, and makes it easier to admit difficulties and ask your advice.

Continue this article… Part Three: Build Interactive Evaluation into Probation and Training

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, March 2006.

Profile: Shear Elegance...for the ultimate spa experience

By Susan Regier

“Take a trip around the world and heal your body and soul with an exotic and organic feel of pleasure.” That’s the mission of Shear Elegance Salon & Spa, one of London’s hottest day spas when it comes to the finest in pampering and first class luxury.

Located at 1040 Adelaide Street North, the serene treatment rooms at Shear Elegance induce relaxation and rejuvenation. Clients can unwind from daily stresses with an aromatherapy massage, reflexology, or with the ultimate indulgence of luxurious hand and foot pampering. They offer a complete range of services using only the highest quality natural, pure organic skin and hair care products.

When customers enter Shear Elegance, they are immediately transported to the Mediterranean shores with the soft earthy tones and hand-painted wall murals. Costs have not been spared in providing the ultimate luxuries. The modern European furnishings were custom-made to ensure the ambiance is consistent throughout.

“We opened for business in June 2005, but in reality, I opened this salon twelve years ago in my mind,” said Ahmad Osman, co-owner of Shear Elegance with his brother, Joe.

After working in the salon industry for more than a decade, the brothers developed their skills and fine-tuned the image of their spa. And when the doors finally opened, nearly 95% of their customers followed…and their success has continued. They provide the latest and most exciting beauty and fashion techniques to complement their clients’ image and lifestyle. In less than one year, they have added 900 square feet of space, for a total of 3000 square feet, and are looking at further expansions.

“We wanted our clients to be swept off their feet with the treatments they receive – and they are. We work from our hearts and give 120% every time,” said Osman. Shear Elegance offers many packages and will customize to client preferences.

“Our customers are surprised at our reasonable rates. I think they have been used to paying high fees for first class service but we don’t believe they need to. Everyone deserves to be pampered, so we keep our services affordable.”

Escape to another world – one of luxury and beauty – into the exotic oasis of Shear Elegance Salon & Spa. For more information, visit their Web site at www.shearelegance.ca.

Susan Regier is the publisher/editor of Networking Today and owner of Vantage One Writing, a professional writing service for businesses. (519) 471-8726 E-mail: susan@vantageone.ca Web site: www.vantageone.ca Published in Networking Today, March 2006.

Preshow Planning Equals Success: 10 Essential Questions You Have To Ask

By Susan A. Friedmann

The early bird gets the worm. The same holds true for trade shows – the most successful exhibitors are those who start planning at least twelve months prior to the next event. Exhibiting requires a great deal of time, money, and personnel. Make the most of your resources by utilizing them at the show that best meets your marketing needs.

But how do you know what show is right for you? Here’s a hint: It’s not necessarily the one with the largest ads in the trades or the one that is offering deep-discount exhibit space. Instead, ask yourself these ten questions about the shows you’re considering, and you’ll soon discover which are right for you.

1. How well does this show fit our marketing needs?
   
   This is the paramount question. Exhibiting at a show must clearly fit into your marketing strategy. Whether you are planning to launch a new product, expand into a new geographical region, or reach out to reinforce existing consumer relationships, every show should have a well-defined goal that is an integral part of your marketing plan.
   
   
2. When is the show?
   
   Show timing is crucial. Not only should an event be convenient for you and your staff, it should not be in conflict with other major industry shows or events. While there is a seemingly endless supply of competitors out there, there is only a limited amount of customers. They have to pick and choose what shows they’ll want to attend. Don’t undermine your chances by exhibiting at a small show that conflicts with the larger event that “everybody” goes to.
   
   
3. Where is the show?
   
   Location is everything. Some events purposely locate at destination locations such as Las Vegas or Orlando to entice attendees. There is some validity to this strategy, although you want to watch against the tendency to attend a show because of the amenities nearby. You’re sending a team to sell your products and services, not to visit SeaWorld or gamble the night away.
   
   
4. Who comes to this show?
   
   A show must attract your target audience. Use attendance data from previous shows to determine what percentage of attendees are likely to be interested in your products and services AND are from your major service areas. It’s no good presenting your products to an audience that you can’t sell to.
   
   
5. Who else will be there?
   
   You will want to know which and how many of your competitors will be exhibiting at a particular show. Remember, you need to be visible to be memorable! If you are not in front of the public, and your competitors are, the public will remember your competitors and not you. However, a savvy marketing strategy might be to exhibit at a show that attracts your target audience but is outside of your immediate industry.
   
   
6. How successful is the show?
   
   While individual success is the responsibility of each exhibitor, there is a great deal that show management can do to ensure a high quality show. Discover what organizers do to promote the show, and take a look at previous shows. Ask for a list of previous exhibitors to contact about the show and ask them for their thoughts. Would they exhibit again?
   
   
7. Has someone from my organization actually visited this show?
   
   A first-hand perspective from someone who fully understands your marketing goals and objectives can be an invaluable tool. Do they think the show is a good fit? Ask them about show logistics. Did things appear seamless, or were there some rough edges?
   
   
8. How much does the show cost?
   
   Participating in a show can be expensive. Make your decision only after looking at some real life figures. Add in every expense affiliated with the show, not just registration fees. How much will it cost for items such as signage, graphics, literature, travel, lodging, meals, giveaway items, etc? And, don’t forget to calculate your indirect expenses – your people’s time away from the office.
   
   
9. What kind of help will we get? Ask show organizers about promotional assistance. Are there sponsorship opportunities to raise your company’s profile at the event? What types of media are being invited? Also, ask for audience quality information before you decide. Are the attendees the type of attendees you want to meet?
   
   
10. What return on investment can be expected from this show?
    
    Return on investment will in part depend on what your goals are for any given show. If you are concentrating solely on lead generation, and do not plan to be doing any selling at the show, return on investment will appear to be lower. It may take several weeks, months, and even years for those leads to generate sales. However, with that in mind, set a benchmark ROI, or ROO (return on objectives) that your company would like to achieve from participating in the show. Does this mesh with reasonable projections?
    

Susan A. Friedmann,CSP, is The Tradeshow Coach, Lake Placid, NY, author: “Meeting & Event Planning for Dummies,” working with companies to improve their meeting and event success through coaching, consulting and training. For a free copy of “10 Common Mistakes Exhibitors Make”, email: article4@thetradeshowcoach.com; Web site: www.thetradeshowcoach.com

Published in Networking Today, March 2006.

Don't Believe Anything You Think

By Karen Susman

My mom always told me to never believe anything I hear and only half of what I read. Recently, I saw a bumper sticker that went a step further. It read, "Don't Believe Anything You Think."

That gave me a chuckle and a yank on my choke chain. Does that mean I have to challenge all those thoughts I claim to be true? You betcha. I've decided to be aware of my thoughts and toss out the ones that are based on old wives' tales, Aesop's Fables, nursery rhymes, and my and other people's neuroses. This will be like de-cluttering my closets.

When you de-clutter your closets, organizing professionals order you to pick up each item and ask, "When was the last time I used it? Do I love it? Does it still fit?" If you haven't worn it for 18 months, or it doesn't fit, or you don't love it, out it goes – even if it still has the tags on it. When it comes to clothes that don't work for me anymore, I can give them away, throw out the ratty items or store them in my keepsake cedar closet for sentimental value.

When it comes to de-cluttering my brain, there are too many ideas jammed in there to examine in one sitting, so I'm examining them as they come up. I ask myself the same questions: "When was the last time I used it? Do I love it? Does it still fit?" Another question I ask myself is, "Is this a fact or an opinion?" There are very few facts out there. Most of what we believe is opinion.

Often we label an opinion as a fact because it serves our purpose and point of view. My sister told me drinking water makes her throat dry. (She doesn't like to drink water.) Someone else told me that you only get one chance at love. (That can sure keep you from risking the dating game after being dumped, divorced, or widowed.) Any time someone tells me they are too old to do something, I think of the numerous examples of people who started running, skiing, or becoming a computer whiz in their 80’s.

Recently, I attended a seminar on time management. Everything was going along fine until I was asked, along with everyone else, to break a board with my hand. I "knew" I couldn't do it. But, I'd paid for the seminar, so I gave it a try. I banged that board with the side of my hand. Nothing happened. My team told me to try again. I gave that board a good wallop. Nothing happened. This was proof enough for me that I couldn't break it, I was going to embarrass myself and it was wiser to give up. But, since I don't believe anything I think, I examined that thought. Hadn't I seen other women who were older than I crash through their boards? Hadn't I been exercising at Curves for three years, three times a week? Hadn't I had my oatmeal for breakfast?

I set out to disprove my thinking. I wound up. I took a few practice swings. I yelled, "Hi Yah," as I'd heard in all the Kung Fu movies and, importantly, I followed through. You guessed it cuz you're all quick studies. (Fact or opinion?) I broke through that board. It didn't have a chance once I dumped my old thought.

What about you? Do you have limiting thoughts that could be tossed? When you chuck opinions that don't work, you open up space for fresh ideas and opportunities. Just ask yourself, "Is this a fact or an opinion?" If it's an opinion, challenge it. How is it serving you? Is it keeping your stuck or safe? I was scared to break the board. I thought I'd look foolish or hurt my hand. It would have been easier and safer to believe my old thought. It was an opinion that I couldn't break the board. It's a fact that I can.

Hi Yah!

Karen Susman, Speaker/Author/Coach, works with organizations and individuals that want to maximize their performance and quality of life. Check out her free tips and articles at www.karensusman.com. Karen can be reached at 1-888-678-8818 or karen@karensusman.com. Published in Networking Today, March 2006.

Survey Finds Only 28% of Workers Actively Engaged at Work

By Barbara Bartlein

A recent Gallup Q12 survey designed to measure employee engagement demonstrates that only 28% of American workers are actively engaged at work. The semi-annual employee engagement index by Gallup also revealed that 54% of employees are not engaged and 17% are actively disengaged.

The Q12 index consists of 12 questions that measure key expectations that employees have of their employment. Rated on a five point scale, questions include “Do you know what is expected of you at work?” “At work, do your opinions seem to count?” and “Do you have a best friend at work?” Researchers have found that when the 12 key expectations are satisfied, there is a strong foundation of feelings of engagement. Since 1997, Gallup has studied the responses of approximately 3 million employees that have participated in the survey.

The engagement index identifies the three categories of workers with the following definitions:

• Engaged (28%). These employees are enthusiastic, committed, and work with passion. They are naturally curious about their company and feel a profound connection to the mission. They perform at consistently high levels and want to use their talents and strengths every day. They drive innovation and move the organization forward.
  
  
• Not-Engaged (54%). These employees have essentially “checked out.” They are sleepwalking through their workday. They aren’t necessarily negative or positive about their employer. They tend to take a “wait-and-see” attitude toward the job and their co-workers. They put in their time, have reasonable productivity but are not putting energy or passion into the job.
  
  
• Actively Disengaged (17%). These employees are the “energy suckers.” They aren’t just unhappy with the job; they are busy acting out their unhappiness. They let everyone else know how miserable they are and undermine what their engaged co-workers accomplish.
  

When employees join an organization, they are usually highly engaged. But often, the first year on the job is their best. Research by the Gallup Organization reveals that the longer an employee stays with a company, the less engaged he or she becomes. That drop in engagement costs business big money with lost sales, lower customer satisfaction and reduced productivity. It is estimated that actively disengaged employees cost the American economy up to $350 billion per year in lost productivity.

One of the primary causes of employee disengagement is managers who give more attention to “problem” employees than the employees who are engaged everyday. The workers who are actively doing their job, setting goals, meeting and exceeding expectations are often overlooked. The manager may be spending most of her time disciplining the poor performers or coaching problem employees.

Great managers spend the majority of their time with their most productive and talented employees. They recognize these workers as having the most commitment and potential. They know that if they spend time coaching a poor performer to an average performer, they still only get an average worker. If they work with their best employees, a team is created of above average performers.

Some of the signs and symptoms that an employee is becoming disengaged include:

• A change in the relationship between employee and manager. The employee may no longer feel the connection or does not believe that the manager understands her.
  
  
• The employee feels that his potential is being wasted. He does not feel that his talents are really being used on the job. He may see no future opportunities for growth or advancement. When managers see the first symptoms that an engaged employee is moving toward the “not engaged” category, they should act immediately.
  

Some techniques to keep your employees actively engaged:

• Build strong relationships between manager and worker. The manager must clearly communicate expectations, roles, and responsibilities. Employees work best when they have clarity on the business and what they need to contribute on a daily basis.
  
  
• Communicate, communicate, communicate. Share the strategic plan, the key performance indicators, and financial performance. Every employee should know what their role is in creating the success of the company. They should see themselves as stockholders, not just collecting a paycheck.
  
  
• Make sure the employee has the equipment and information to get the job done. It is the manager’s job to “clear the way” for the worker to concentrate on what they do best. An effective manager helps employees build their skill set through additional training and challenges.
  
  
• Build teamwork. Promote friendships at work and activities outside of work. These can include company sponsored events such as parties, award dinners, etc. as well as informal gatherings like a softball team. Engaged workers are connected to their co-workers and look forward to coming to work.
  

Build engagement at your organization and remember, it only takes one bad apple to spoil the whole bushel.

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Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, training, and consultation to help you build your business. She can be reached at 888-747-9953 by email at Barb@ThePeoplePro.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, March 2006.