Pilateez.com & Balance Natural Health Clinic ...Unites Top Health Practitioners

By Susan Regier

London’s first all-natural therapeutic centre has recently opened at 1135 Adelaide Street North, Suite 115, combining the talents of four successful women under one roof at the Pilateez.com and Balance Natural Health Clinic.

Larissa Mills, owner of Pilateez.com searched for skilled practitioners in massage, acupuncture, and Chinese medicine to fulfill her vision for the centre – and found three women at the top of their fields who had a passion for their work. “We are excited to finally unite a natural health clinic and a teaching pilates studio – there is nothing comparable in London,” said Mills.

A former teacher, Mills now operates two studios under Pilateez.com – a studio for private sessions in Old North and the new location at 1135 Adelaide Street North for larger classes.

Mills is certified in several styles of Pilates and offers classes for beginners to advanced levels, including prenatal and postpartum healing classes, to develop strength, flexibility, balance, and self awareness. Pilateez.com is also a certifying studio to “train the trainer.”

“There was a need to combine natural healing with natural esthetics. It took time to find the right balance of services and the right location, but it was worth it. Our team is fully equipped to heal the body in one way or another,” said Mills.

Joining Mills is Christine Anne Frank who has operated Frank & Sense for twenty-six years, specializing in acupuncture. She is one of six cosmetic acupuncturists in Ontario and the only one located in London. She has created a patent-pending natural skin care product line personalized to body type and requirements.

Lindsay Martens is a Naturopathic Doctor who specializes in women’s health including fertility, pregnancy, and post-partum care. “The body has a powerful ability to heal itself, given the right information, environment, and support,” said Martens, who is trained in clinical nutrition, herbal medicine, homeopathic medicine, hydrotherapy, and Chinese medicine and acupuncture.

The latest addition to the Balance Natural Health Clinic is Ann Rich. Rich recently moved from Seattle, Washington after hearing about the clinic while meeting with the Olympic rowing coach in London this past summer. Rich is a Master Acupuncturist who focuses on athletes and women’s health. She has helped to improve the performance of elite athletes and weekend warriors and is now offering her skills to our city.

Pilateez.com and the Balance Natural Health Clinic opened their doors in May and celebrated with a Grand Opening event on October 20, 2006. For more information, visit their Web site at www.pilateez.com,

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

Published in Networking Today, November, 2006

Profile: Size Matters with eMage Graphics Plus

By Susan Regier

eMage Graphics Plus has taken the notion of staying “one step ahead of the competition” to a new level. As the only sign shop in Southwestern Ontario with Grand Format Printing capabilities, they’ve turned their “competition” into “customers.”

For more than fifteen years, president Muslim Hooda has managed to retain his company’s reputation as being London’s leading producer of imaging solutions. Now, with their latest state-of-the-art equipment, eMage Graphics Plus can print graphics ten feet wide with unlimited lengths – seamlessly.

“Grand Format Printing is perfect for billboards, building wraps, street ads, transit ads, backlit signs, floor decals, and the large banners you see inside and outside at conventions, trade shows, hospitals, etc. It offers unlimited graphic opportunities,” said Hooda.

eMage Graphics Plus has moved its printing department into a new facility to accommodate the increased production. With this distinct technology and expertise, the company is expanding across Canada and has become the primary dealer for the innovative Grand Format Printing equipment and supplies.

Using this new technology, eMage Graphics Plus serves the needs of graphic designers, advertising agencies, print shops, and other sign companies looking for working partners.

“Printing has become faster and more economical with Grand Format Printing,” said Hooda. “Years ago we recognized the need to invest in technology to stay competitive and it’s paid off. Other graphics and sign businesses have come to rely on us. It’s really a win-win scenario for everyone.”

Refer to www.emageplus.ca for more details.

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

Published in Networking Today, November, 2006

Why “Neutral” is Vital when Selling a Home

By Catherine Brown

From a young age, we are sensitive to the colours in our world. And as we age, colours influence our moods and frame of mind. They can dramatically affect emotions and behaviours and cause various reactions within our bodies and minds.

Depending on our temperament, we can develop attractions and aversions to particular colours. For example, red stimulates while blue calms. Bright red and yellow increases blood pressure and muscle tension while blue decrease blood pressure and lessen aggressive feelings. People feel warmer in a red room and cooler in a blue room – even though the rooms are set to the same temperature.

Choosing colours reflects personal tastes so if your style leans toward bold, wild, or dark shades prospective buyers may view your home in terms of how much time, effort, and money it will it take to reverse your decorating decisions.

Colour can make or break a sale. While you may love your lavender master bedroom, it's entirely possible that only you love it, which could limit the potential buyers that are interested in paying top dollar for your home.

In staging, colour is used to create harmony and interest. Neutral doesn't always mean off-white or "builder beige." Buyers will not feel motivated to buy a "blah" home.

So, what colours should you choose when preparing your house for sale? Aside from the many choices of warm taupe's proven to sell homes, neutrals include caramel, café au lait, Dijon, and soft, creamy pale yellows. Neutral is up-to-date, never "trendy."

A Royal LePage real estate survey conducted by Maritz Research found that 36% of buyers are willing to pay more for a house with updated décor and freshly painted walls. In fact, it’s one of the top three interior features.

The poll also showed that 75% of Canadians classified the style of their house as "current" or "somewhat current." An up-to-date neutral palette can bridge the style gap in a home where the average Canadian seller is over 57, but the average buyer is only 32.

Adding a fresh coat of “neutral” is simple and affordable…and could mean the difference between a long drawn out sale’s process or a quick turn around for top dollar.

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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, November, 2006

Financing Commercial Properties

By Bruce Smith

First time buyers of businesses, commercial properties, and income producing properties often hear about the competitive residential mortgage market, where buyers can purchase homes for no money down or at rates below prime. However, commercial properties are not subject to the same rules.

Are you buying assets or shares?

Typically, when you purchase a business you are purchasing the entire company (shares of the business), or the assets of the business (building, equipment, inventory, name, goodwill, etc.). It is important to understand this distinction.

Sellers want to sell shares for the tax advantages and because all liabilities associated with the business will transfer to the buyer. On the other hand, buyers like to buy assets to avoid assuming unforeseen liabilities and to make financing easier.

Lenders look for security in hard assets, such as buildings or equipment – things they can take repossession of and re-sell if required. You may have to find multiple lending sources to secure the necessary financing. The lender, which holds the commercial mortgage on the building may have no interest in lending against other assets and may have less interest in soft assets, such as goodwill or working capital.

When is a commercial property not a commercial property?

If you purchase an income producing residential property of four units or less, it may be possible to make the purchase using typical residential mortgage conditions. Each lender has specific eligibility conditions so it’s best to have a mortgage broker review your options.

Conversely, a single family home may require commercial property financing if a zoning variance has been granted to allow special business use (such as a hair salon) for home operation. Homes containing traditional home based businesses that meet the conditions of local municipal by-laws and have not sought a zoning variance can continue to be financed as residential.

Credit considerations

If you’re buying commercial property through your own existing company, both your company’s credit and your personal credit will be checked to determine eligibility. Plus, your creditability as a landlord or business owner will be reviewed, evaluating your experience and success in managing current and past businesses – creating a borrower profile.

Income considerations

Lenders like to examine financial statements from the previous owners to determine revenue and expenses associated with a commercial property. It should be evident that sufficient income exists to service the new debt.

If you are taking over the property for a new use, for example, you are moving your business into the space; lenders will review your previous financial statements and future business projections to determine if your business earns sufficient income to service the debt. If you plan on leasing the property to existing tenants, then current lease agreements will be required.

Loan to value

Often the biggest hurdle in financing a commercial property is the maximum loan to value (LTV) or the loan you can receive in relationship to the value of the property. The maximum LTV allowed is determined by your credit history and the type of property you’re financing.

Properties with a residential component do best (85% for apartment buildings), while properties with environmental concerns (manufacturing, gas stations) or businesses with poor success rates (restaurants) typically LTV much lower.

The good news is that when establishing the value of a commercial property, lenders often value beyond the bricks and mortar of the property. Lenders give consideration to the cash flow generated from a property as part of the total valuation.

The bad news is that this form of commercial property appraisal is expensive when compared to a residential appraisal. Given the lower LTV ratio for commercial properties, vendor take back (VTB) financing is often used in conjunction with traditional lender financing.

In an effort to assist in the sale of a property or business, existing owners are often asked to finance in a subordinate position to other lenders. There are no concrete rules behind such lending so terms, interest rates, and conditions vary greatly from deal to deal.

Geographical considerations/environmental assessment

Lenders prefer urban areas to rural areas. Expect some form of environmental review as part of the lender’s due diligence. Properties with possible exposure to contaminants would be subject to additional review.

Interest rates

Interest rates are calculated from the net effect of everything mentioned including credit, income, and loan to value. Commercial rates are traditionally higher than residential rates due to the added risk associated with business failures, potentially long vacancies, and the inability to quickly resell the property in the event of foreclosure. The size and quality of the deal will also influence rate, as premium deals attract more lenders and lower rates result.

It is always wise to contact a mortgage broker that deals in commercial mortgages to review your documentation, package your deal, shop the market, and arrange the best financing for you based on your unique circumstances.

Bruce Smith is a consultant with Future Group Mortgages and brings more than 20 years of business enterprise development and funding solutions, through an innovative and effective results driven approach. Bruce holds a Bachelor of Business Management Degree, double majoring in accounting/finance and enterprise development. Future Group Mortgages arranges residential, commercial, and construction mortgages. Contact Bruce at 519.649.2502 ext 3 or bsmith@futuregroup.ca.

Published in Networking Today, November, 2006

That's Entertainment: Adding Some Show Biz to Your Tradeshow Exhibit

By Susan A. Friedmann

What makes one tradeshow exhibit memorable...and another so-so? What can exhibitors do to get attendees talking after the show? What can motivate visitors to stop by that otherwise wouldn’t?

Entertainment! According to tradeshow research, live presentations are the third most important reason why people remember the exhibit. Numbers one and two? Booth size and product interest. If you have a limited exhibiting budget, hiring entertainment may be a cost-effective way to attract attention to your company without springing for the larger, pricier display space.

What are your options?
Entertainment options at tradeshows are almost endless. Any form of live presentation can work, including:

• staged product demonstrations
• theatrical skit
• magician
• game show
• choreography
• video
• audio
• robot
• singers or musicians

The key is to have entertainment that acts as an integral part of your marketing message. To do this, you need to know a few things:

What type of entertainment will appeal to your target audience?

A robot that dispenses free samples might go over big at a tech show but fall flat at a pet care industry show. Conversely, those wired types might be more puzzled than pleased by a troop of trained terriers. Know your target audience.

How much product information do you want to convey via the entertainment?

Product demonstrations, especially those that draw participants from the audience, are a great way to get the crowd focused on your product. Others focus on company name and logo exposure; such as a magician who uses the company's name as “the magic word.”

What is your corporate image?

Any entertainment you select should positively reflect your company's image. This goes beyond a Western Wear company selecting a country singer to entertain the crowds since attendees will hold you to a higher standard than that. Be sure to research the acts you're proposing to hire and ask yourself how would your customer base view the images you’re considering.

With those questions in mind, decide what kind of entertainment you'd like to have and who will perform for the crowds. If you've decided on live product demonstrations, you may be able to use your own staff members; but other than that, you're generally better off hiring a pro.

How to Make the Most of Your Money

Hiring a professional entertainer is an expense. Ensure you get your money's worth by doing the following:

1. Identify how the presentation helps achieve your goals -- let the entertainer know clearly what you expect them to do.

2. Create promotional activities centering on the entertainment. From pre-show direct mailings to on the floor interactions with attendees, make frequent mention of the event and have an incentive that will encourage attendees to visit your booth.

3. If your staff is not on stage, find ways to involve them in the presentation. Use them to gather the crowd or to capture and monitor pertinent information during the presentation. Let them know it's okay to be enthusiastic about the performance -- excitement is contagious, and you want an excited crowd.

What to Avoid

Good entertainment is expensive, bad entertainment can cost more than you will ever imagine. Protect your company's image and reputation by avoiding the following:

Crass, rude, or offensive
There are comedians who do very well with off color or hurtful humor, but the risk of alienating large segments of your consumer base by sponsoring one of these acts is too great.

Under-dressed entertainers
Scantily clad women and barely dressed men wiggling provocatively have no place at most shows. In fact, the aggressive use of "Booth Babes" has been so off-putting that some shows are banning them all together. Unless you're exhibiting an adult-themed show; i.e., one that caters to the sex industry or some travel shows, have your entertainment keep their clothes on.

Amateur acts
Tradeshow audiences are harsh and won't be tolerant of second rate acts. Hire the best you can afford for better results.

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Written by Susan A. Friedmann,CSP, 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”, e-mail: article4@thetradeshowcoach.com; website: www.thetradeshowcoach.com

Published in Networking Today, November, 2006

Secrets of Successful Interviewing

By Hugh Murray & David Friedman

Hiring errors rank amongst the costliest of common business mistakes. A recent study showed the direct costs associated with a poor hiring decision of a mid-level manager approached $40,000. What strategy is in place at your organization to lower this risk and maximize your chances of hiring the right person the first time?

What is behavior-based interviewing?
Behavior-based interviewing is a technique where questions are asked about past behaviors. It is effective because past behavior is the best indicator of how a person will behave in the future.

Behavior-based interviewing is different from biographical interviewing. Biographical interviewing involves asking questions about the past and is what most interviewers usually do. You will need to ask questions like "I see you worked in the engineering department for three years. What exactly did you do there?" before you can ask behavioral questions.

A behavioral question goes deeper. It focuses on one specific incident, sometimes called a critical incident, and probes to find out how the individual behaved during that incident. An example of behavioral question is: "Can you tell me about a time during your work on the T54 when you realized that you were not going to complete a drawing on time? ("Yes."). What did you do?"

Behavior-based interviewing is also different from hypothetical interviewing. An example of a hypothetical question would be: "What would you do if…?" This can be useful for understanding someone’s thought process but not a reliable indicator of what someone will actually do.

Behavior-based interviewing is also called competency-based interviewing or critical-incident interviewing.

What is behavior and why does it matter?
When psychologists talk about behavior, they refer to all the responses that a person has to a stimulus, which includes everything that goes on in and from a person in a particular situation. Examples include what they think, what they feel, and what they do.

At work, we are interested in the way people do their jobs. This is observable behavior. All sorts of things might be going on beneath the surface but the part we can see is the way they do their jobs.

When we recruit somebody, we want to know how he will approach his job and the best indicator of this is his past behavior and that’s why the behavior-based interviewer is interested in it.

Behavior is remarkably consistent. If a person is scared of heights atop the Sears Tower, he is likely to be scared on the 82nd floor of the Empire State building. We do not have to understand everything that is going on inside to make predictions about how someone will behave in a given situation.

We all have natural characteristics, which tend to assert themselves again and again. We can adjust these and in some cases, such as overcoming a fear. We can change our behavior, but past behavior remains the best, though not a perfect indicator of how we will behave in future.

The advantages of behavior-based interviewing
The advantages of behavior-based interviewing can be summed up as:

· Effective: Behavior-based questions find out how people have actually behaved in the past. This gives you a much better indication of how they will behave in the future.

· Objective: By comparing the way someone has actually behaved in work situations, the interviewer is unaffected by subjective feelings that the interview may have.

· Transparent: The candidate can’t tell the interviewers "what they want to hear" because he or she will be describing actual events. The candidate would have to quickly construct a complicated lie to do this, and that story would certainly not hold up as questions proceeded.

· Legal: The competencies sought are openly described and all candidates are given an equal chance to demonstrate that they have those competencies. Provided every candidate is asked for evidence of the same competencies, and provided those competencies are genuinely necessary to the performance of the job, organizations will avoid discrimination by asking behavior-based questions.

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David Friedman is Vice President of Telephone Doctor Customer Service Training, a twenty year old provider of products and services which improve the way organizations communicate with their customers. Visit our website at www.telephonedoctor.com for more information.

Published in Networking Today, November, 2006

Resiliency: Seven Traits of People Who Bounce Back from Stress

By Karen Susman

Resiliency is the ability to bounce back like one of those weighted punch-me blow-up clowns that pop back up after you hit it. You probably know if you're resilient; but just in case you were wondering, here are seven qualities that resilient people share. Resilient people: Bounce back and recover from anything. These are not people who must be sedated when a fingernail breaks or they miss a putt. These are people you know who have been challenged over and over, pull the covers over their heads temporarily, and then face the world in a forward direction to take on new challenges. Resilient people aren't Pollyannas. You may label them "survivors," but they call themselves "thrivers." Have a "where there's a will, there's a way" attitude. Resilient people don't take "no" for an answer. They have a high tolerance for frustration. They figure there must be a way around, over, under or through obstacles. Winston Churchill said it well, "Never give up. Never give up. Never, never, never give up." Define problems as opportunities. Their joy comes from seeing an opportunity wearing a problem costume and turning it into a bouquet of roses. Maximize small windows of opportunity. They see the possibilities in situations other people miss. Have faith in something. They believe that there is a power greater than they are. They have a value and belief system that guides them and makes it easier to make decisions and substantiate their lives. Their beliefs and values form an inner core that resists external bumps and bruises. Nurture a social support network. Friends, teachers, co-workers, family, church, hobbies, gym mates supply more than guidance. A support system acts as a buffer between them and hardship. Develop a wide comfort zone. Resilient people aren't afraid to try new things, meet new people and go new places. Thus, life isn't quite as scary for them as it is for people who've never moved, never eaten exotic foods, or interacted with a diverse mix of people. They know if they had to live elsewhere they could, if they had to generate an income from a new source, they could, and if they had to make new friends, they could. Read Part Two: Ten Ways to Build Resiliency.

Karen Susman is a Speaker, Trainer, Coach, and Author of 102 Top Dog Networking Secrets. Karen works with organizations that want to maximize performance. Programs include Humour at Work; Balance In Life; Networking Skills; Presentation Skills; and Building Community Involvement. Order new guidebooks on humour, networking, time management, and community involvement by calling 1-888-678-8818 or e-mail Karen@KarenSusman.com.. www.KarenSusman.com.

Published in Networking Today, November, 2006.

Training: Rounding Up the Usual Suspects

By Abhay Padgaonkar

“I had been told that the training procedure with cats was difficult. It's not. Mine had me trained in two days.” – Bill Dana, Comedian

At the end of the famous movie, Casablanca, Humphrey Bogart’s character, Rick, shoots Maj. Strasser as he tries to intervene. When the police arrive, Capt. Renault (played by Claude Rains) saves Rick’s life by telling the police to "round up the usual suspects.”

As business leaders look to cut costs, the training department has become one of the “usual suspects,” an unfortunate and short-sighted occurrence. With literally billions of dollars spent on training, why is it not more effective in changing organizations’ practices?

Running the Gauntlet

Trainers should consider the following ten tips when invited to the head table:

1. Front-end alignment: Training needs to translate broad strategies into desired outcomes and needed changes in skills and behaviors. Training content and delivery needs to be geared toward delivering a tangible value.
   
   
2. Training ain’t learning: When something is said, it doesn’t mean it is heard. Trainers need to find out how much people have actually learned and retained.
   
   
3. Learning ain’t knowing: Training needs to be careful in ensuring that what is taught is real and that it doesn’t end when the class is over.
   
   
4. Knowing ain’t doing: Training needs to challenge the very basic assumption that “doing” happens through “knowing.” The new motto training needs to adopt is: “Hear it, write it, talk it, do it!”
   
   
5. Be careful what you wish for: If training is going to result in process improvements that will, in turn, result in job losses, what is the incentive to learn?
   
   
6. Cognitive dissonance: Training needs to be mindful of the reinforcement processes in place. Many times, what the organization says it wants people to do is not necessarily what is rewarded.
   
   
7. We’re all in it together: If there are contradictory goals among various departments such as sales, implementation, client management, service delivery, and information management no amount of training will put them on the same path.
   
   
8. One size doesn’t fit all: Adult learning research has shown that different people learn differently. Training needs to incorporate the needs of all different learning styles so everyone can track along.
   
   
9. Haves and have-nots: Beware of management training with the hope of a “trickle-down” effect. Training that involves removing employees from their revenue-generating activities is actually used against employees with the expectation someone else can share what they learned.
   
   
10. What’s measured is treasured: Training needs to develop, measure, report, and hold itself accountable for metrics at each level. Judge for Yourself

Whether you are a business leader or a training professional, it is important to ask if any of these obstacles apply to your organization, to what extent, and how best to overcome them. Unfortunately, most of the burden for figuring this out falls on training. Although the list of obstacles is long, a simple first step for training would be to examine the assumptions that are going into every aspect of the training activity.

Perhaps it's time for training to learn a new trick not remain a "usual suspect?"

A management consultant, author, and speaker, Abhay Padgaonkar is the founder and president of Innovative Solutions Consulting, LLC (www.innovativesolutions.org), which provides advice on turning strategy into action to major clients such as American Express. He was the recipient of ASTD’s Excellence in Practice award in the Workplace Learning and Development category for his work in the area of employee retention. © 2006 Abhay Padgaonkar

Published in Networking Today, November, 2006

Secrets of Successful Interviewing

By Hugh Murray & David Friedman

Hiring errors rank amongst the costliest of common business mistakes. A recent study showed the direct costs associated with a poor hiring decision of a mid-level manager approached $40,000. What strategy is in place at your organization to lower this risk and maximize your chances of hiring the right person the first time?

What is behavior-based interviewing?

Behavior-based interviewing is a technique where questions are asked about past behaviors. It is effective because past behavior is the best indicator of how a person will behave in the future. Behavior-based interviewing is different from biographical interviewing. Biographical interviewing involves asking questions about the past and is what most interviewers usually do. You will need to ask questions like "I see you worked in the engineering department for three years. What exactly did you do there?" before you can ask behavioral questions.

A behavioral question goes deeper. It focuses on one specific incident, sometimes called a critical incident, and probes to find out how the individual behaved during that incident. An example of behavioral question is: "Can you tell me about a time during your work on the T54 when you realized that you were not going to complete a drawing on time? ("Yes."). What did you do?"

Behavior-based interviewing is also different from hypothetical interviewing. An example of a hypothetical question would be: "What would you do if…?" This can be useful for understanding someone’s thought process but not a reliable indicator of what someone will actually do.

Behavior-based interviewing is also called competency-based interviewing or critical-incident interviewing.

What is behavior and why does it matter?
When psychologists talk about behavior, they refer to all the responses that a person has to a stimulus, which includes everything that goes on in and from a person in a particular situation. Examples include what they think, what they feel, and what they do.

At work, we are interested in the way people do their jobs. This is observable behavior. All sorts of things might be going on beneath the surface but the part we can see is the way they do their jobs.

When we recruit somebody, we want to know how he will approach his job and the best indicator of this is his past behavior and that’s why the behavior-based interviewer is interested in it.

Behavior is remarkably consistent. If a person is scared of heights atop the Sears Tower, he is likely to be scared on the 82nd floor of the Empire State building. We do not have to understand everything that is going on inside to make predictions about how someone will behave in a given situation.

We all have natural characteristics, which tend to assert themselves again and again. We can adjust these and in some cases, such as overcoming a fear. We can change our behavior, but past behavior remains the best, though not a perfect indicator of how we will behave in future.

The advantages of behavior-based interviewing

The advantages of behavior-based interviewing can be summed up as: · Effective: Behavior-based questions find out how people have actually behaved in the past. This gives you a much better indication of how they will behave in the future.

• Objective: By comparing the way someone has actually behaved in work situations, the interviewer is unaffected by subjective feelings that the interview may have.
  
  
• Transparent: The candidate can’t tell the interviewers "what they want to hear" because he or she will be describing actual events. The candidate would have to quickly construct a complicated lie to do this, and that story would certainly not hold up as questions proceeded.
  
  
• Legal: The competencies sought are openly described and all candidates are given an equal chance to demonstrate that they have those competencies. Provided every candidate is asked for evidence of the same competencies, and provided those competencies are genuinely necessary to the performance of the job, organizations will avoid discrimination by asking behavior-based questions.
  

David Friedman is Vice President of Telephone Doctor Customer Service Training, a twenty year old provider of products and services which improve the way organizations communicate with their customers. Visit our website at www.telephonedoctor.com for more information.

Published in Networking Today, November, 2006