Redefine Failure for Greater Success

By Barbara Bartlein

An author’s life is filled with rejection. I know. I have bulging files of letters to prove it.

The proposal for my latest book, Why Did I Marry You Anyway? 12.5 Strategies for a Happy Marriage, had been submitted to dozens of agents and publishers with great expectation, only to receive letter after letter politely declining any involvement. I still remember the first one that said in part, “While a very good effort, we simply do not feel that we are the right publisher.” I was ready to jump off a cliff. With startling revelation, I had the grim insight that it was probably good my first fiancé dumped me years ago because it prepared me for my life as a writer.

After moping most of the day, putting the manuscript in the fireplace, and checking the want ads for a cashier position, I re-read the letter. I noticed that the editor actually offered several suggestions to make the proposal and the book better and more marketable. While defensive and argumentative at first, I begrudgingly began to think that maybe they knew something about this book business. Evaluating their input, I decided to rewrite the proposal.

The rejection letters continued. But I stopped putting the manuscript in the fireplace.

With every rejection letter, I painstakingly reviewed each thought, all comments, and suggestions made by agents, editors, and “volunteer” readers. I continued to write, rewrite, and write again. Each time that I thought, “It can’t possibly get any better. This is the best I can do,” it got better. I added stories, case studies, quotes, and yes, even some occasional epiphanies.

The book has been the best lesson in “failure” that I have ever had. Some of that instruction:

• If six people say you have a tail, turn around and look. It pays to prudently consider feedback from others. And if you receive similar feedback from several different people, chew it over very carefully. Things may be a lot clearer from their vantage point.
  
  
• Avoid myopic thinking. Staring carefully at your feet with each step will only trip you up. Keep your vision wide and mind open; to new ideas, creative directions and innovative ways of doing things.
  
  
• Learn from each disappointment. Remember that success is always a process. It results from drudgery and an open attitude. And if at first, you do succeed, try to hide your astonishment.
  
  
• Turn off the negative voices. You know the ones I mean; they play in your left ear telling you why you “can’t,” why you “won’t,” and why it will never happen for you. Turn the volume down on each one and listen to your heart instead. Practice daily rituals to affirm your goals, your direction, and yourself.
  
  
• Success is not giving up. Whatever the endeavor, few people achieve their goals the first time around. The original Chicken Soup for the Soul was actually turned down by 26 publishers and now the series has sold over 40 million copies. As General Patton once said, “Success is how high you bounce when you hit the bottom.”
  

And now, the rest of the story: Why Did I Marry You Anyway? was released in the Fall of 2003 by Cumberland Press. The book has received a 5 star review from Midwest Book Review, has ranked in the Top 50 marriage books on Barnes and Noble.com and is highly endorsed by major leaders in the field.

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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, March 2004.

Profile: Breast Friends Break Down Boundaries

By Susan Regier

Your Breast Friends for Health is London, Ontario’s only integrated approach to complementary health therapies for women including hormonal balance and breast health, cleansing and detoxifying, nutrition, weight loss, homeopathic medicine, natural skin care products and treatments. Five local health care professionals, who advocate a drug-free approach to breast and hormonal health, work together from the Thermography Clinic, 140 Oxford St. East, Suite 309, London.

Co-founders Patricia Kennedy and Rebecca Liston coined the term “Breast Friends” while speaking to a group of women about breast health…and the term stuck. They both had a dream of creating a place where women would be comfortable and to remove redundancies from seeking help with various practitioners.

“Our vision was to form a centre where women could put together as many pieces of their health puzzle as possible,” said Liston. “We wanted one location that connected various modalities of alternative health.”

Because of their medical backgrounds – Kennedy, a registered nurse and Director of Clinical Services at Thermography Clinic London, and Liston, a homeopathic physician and ultrasound technologist who operates a general family clinic – they support both natural and mainstream medicine…and the freedom to choose the best approach for each individual.

“We’re here to educate and support women in what often can be a stressful time in their lives,” said Kennedy. “Every woman needs a Breast Friend – someone she can trust to answer her most intimate questions and for support and empowerment to make the choice that best suits her wellness needs.”

Other practitioners include Melissa Henderson, registered massage therapist; Donna Costa, a registered homeopath, nutritional consultant, and Laughter Yoga teacher; and Lynda Carlson, a certified aesthetician, anti-aging specialist, and reiki master.

The team from Your Breast Friends for Health can be heard on Radio Western CHRW 94.9FM’s weekly Holistic Health Hour where they openly discuss butts, boobs, nutrition, libido, and other hot topics that women really do want to talk about. For more information, visit their Web site at www.breastfriendsforhealth.com.


Susan Regier is the publisher of www.NetworkingToday.ca, London’s online business resource, and head writer of Vantage One Writing, a professional writing service for businesses. 519.471.8726 Email: susan@vantageone.ca Web site: www.vantageone.ca

Published in Networking Today April 2008

Not So Social Networking

By Jennifer Murray

Social Networking is definitely the latest buzz – and many businesses are learning how to work this powerful information source. The temptation is great when you see a store full of candy and so many innocents clamoring at the jar!

So what is it really? Entire Web sites (which grow to colossal proportions) have been created to assist people (users) in being social online and find commonalities among them. (Think of My Space and Facebook, for examples.) Users create a profile where they can include as much or as little information about themselves as they feel comfortable. Once an account is established, you can see what groups are listed (social ones, like you find in any real-life community) and how they are unique to certain people. You can create your own group if you don’t feel you belong to an existing one; it depends on what kind of social interaction you are looking for and what you are willing to share online. Once you’ve found people with common interests or experiences, you can “chat” easily from there…or not.

When I signed on to a popular social network, I did so for personal reasons, with no intentional link to businesses or services. It was a place to have fun and reconnect with people. Now, the business woman in me says I’m a fool not to tap into it since there is such a yummy source of information waiting to be eaten up. Whoa! What a dichotomy!

I seriously wonder though, how much candy I could trust to satisfy my business sweet tooth. Information is great; it’s what we expect to get out of it that makes the sum greater than its parts. It’s a tricky recipe though. How many parts marketing, demographic targeting, overt and covert needs, and reliable information is what makes the business candy.

Having heeded the warning of including personal information on the Internet, I know there are significant parts about me that I have not shared. Serious information that would affect my buying patterns and intentions from a marketing perspective are coveted but not available for the world to see. Learn about your customers, yes! Create groups that you can poll, yes! But don’t be lured into thinking you’re getting the secret family recipe for candy taffy.

Do we consider ourselves social when we are networking? Certainly, but we don’t always consider ourselves networking when we are being social, right? People who are self-employed recognize this and put huge value in each social interaction. They are always networking; and business can thrive because of it. It’s the other bunch (the gang who go out for coffee or beer for the fun of it) that I put into question. Can we accept their interaction as a green flag to use what we learn from them within our business?

Probably not which is why I caution against using information from social networking sites. People who share information with one intent will not be happy if it is used for another, and so they should be. Regardless of where you get the information; be sure to use it respectfully and with integrity. Only the same will return to you.

Jennifer Murray, proprietor of The Nimble Assistant, determines efficiencies for small businesses and simply gets the job done in her role as a virtual assistant. Her energy, enthusiasm, flexibility, and focus have lightened the load for many managers and entrepreneurs. Growing a small business requires a team where each member does what he or she does best. Jennifer creates an opportunity for small businesses to grow their business while supporting their existing business. She can be reached at jennifer@thenimbleassistant.com.

Publishes April 2008 Networking Today

How to Be a Great Boss

By Barbara Bartlein

Employees want to work for someone they perceive as fair, open, and honest. Those are the qualities most often mentioned in surveys of employees about their managers and supervisors. Workers want to feel good about the person they report to and the company they work for.

This relationship between employee and supervisor is the key to retention and engagement according to the Gallup Organization. They have done extensive surveys and research on employee engagement by the development of twelve questions (Q12).

When employees were asked to consider their workplace relationships with their managers, the survey results revealed sharp differences between how engaged and actively disengaged employees feel. In answering the statement regarding managers, “This person and I have one of the strongest personal relationships in my life,” 16% of engaged employees strongly agreed. In contrast, 80% of actively disengaged employees strongly disagreed that their relationship with their manager was important.

Great bosses aren’t born that way. There are no genetic traits for leadership; people learn the skills by seeing examples of positive managers. Here are some tips for you to become a great boss.

• Be a great communicator. Employees rely on their boss for information and want to feel a part of the day to day decisions. Information regarding performance, company plans, marketing, and hiring help employees do a better job. Communication is key to developing a positive relationship. Effective bosses listen and ask for employee opinions.
  
  
• Set clear expectations. People perform best when they know exactly what is expected. Be clear with the details of what is being requested including timeframes fo completion. Let employees know that they can come to you if they need clarification or additional resources. Make sure that you don’t set people up for failure by not providing adequate resources or equipment. I recently consulted with a company who was concerned about productivity within their support staff. I noticed that they had one centralized printer for six people. Each worker had to get up and retrieve their document from a pile whenever something needed to be printed. The company thought it was saving money by not buying $99 printers.
  
  
• Give helpful feedback. Effective bosses schedule frequent meetings with all their direct reports on a regular basis. Ideally, this should occur once per week even if the meeting is only 5 to 10 minutes.
  
  
• Manage behavior and performance. Behavior is what people do and performance is the measurable result of their behaviors. Forget trying to change attitudes or motivation. Be clear as to the behavior that is needed at work and the performance expected. If an employee falls short, make sure you meet with him or her as soon as possible. It is much easier to correct problems when they are still small.
  
  
• Show up a lot. Call it management by walking around (MBWA) or simply being available, great bosses are visible and active. Make daily contact with as many employees as possible and they will get to know and trust you. Attend meetings and eat lunch in the cafeteria, not the management lounge. Every encounter is an opportunity to share information, coach, and encourage.
  
  
• Let people know they are appreciated. Employees frequently report on surveys that the only time they hear from the boss is when there is negative feedback on their performance. Yet, encouraging positive performance is much more effective in promoting productivity. Employees want to know that their contributions are important and they are appreciated. Stop and thank folks who have done the extras. Send handwritten notes to employees that need encouragement. Publicly praise employees in front of their peers.
  
  
• Keep things interesting. Work, by definition, is still work. Even the best jobs can be monotonous and boring. Keep workers engaged by offering opportunities to learn and develop. Offer continuing education opportunities that build their résumé and increase their skills.
  
  
• Celebrate successes. Employees frequently complain that there never is a pause in the new projects or initiatives to enjoy the successes. Have a celebration when a large project is completed or financial targets are reached. Post positive comments from customers on a bulletin board so everyone can see. Promote activities outside of work such as a ball game or sporting event. This builds camaraderie among the teams.
  
  
• Have a sense of humor and admit mistakes. A little humor goes a long way in reducing stress and keeping things in perspective. After all, work is only a means to an end that for most of us means time with friends and family. Don’t be afraid to admit mistakes; this keeps you human.
  
  
• Go green. A recent poll on green employment by MonsterTRAK.com, a job Web site geared toward students and entry-level hires, found that 80% of young professionals are interested in securing a job that has a positive impact on the environment. Ninety two percent would choose a company that is environmentally friendly. According to Barbara Haig of HAIG/JACKSON Communications, “Young people have been exposed since grade school to the risk of environmental problems. When employers focus on green issues, it sends a message that they are problem solvers and forward thinkers.” For more information on going green, visit: www.haigjackson.com.

Barbara Bartlein is the PeoplePro® She offers keynotes, seminars 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 April 2008

Sales Management: How to Manage Independent, Tech-Savvy New Millennial & Help Them Sell Effectively

By Gregory Stebbins

Independent, tech-savvy, social, and optimistic – why are these “kids” so hard to manage? Seasoned sales managers are facing challenges managing new Millennial’s, also known as people born after 1980. These new sales professionals have a different approach to life. This greatly impacts their ability to sell effectively.

Understanding them and some key events that took place during their youth will help you manage your Millennial sales team with shorter ramp times.

What is different about the new Millennial sales team?
Their work styles, motivations and view of the worlds, especially the corporate world. For example Millennials:

• Demonstrate loyalty to their social network and specific managers and members of the team, but not to the company.
  
  
• Grew up during a technology explosion. Their every day reality included video, cell phones, laptops, and iPods.
  
  
• Are addicted to reality television, Google, and Web sites like Myspace and Facebook. In this world, information is available for the asking. That’s why they believe in putting everything out there for all to see.
  
  
• Faced school violence and global terrorism (specifically 9-11). This made them wary about the world. It also helped them develop a global perspective.
  
  
• Have the ability to find information about anything at a rate that far exceeds expectations of management. What they lack is discernment about the accuracy of the information. If it’s on the Net they tend to believe it must be accurate. They can instantly communicate this information to their social network via Blogs, Instant Messaging (IM), personal Web pages and cell phones. Some companies have found out the hard way that their management mistakes are common knowledge within days, if not hours.
  
  
• Do not know their own strengths and weaknesses because there have not been many opportunities for self-evaluation or honest, constructive criticism. With hundreds of possible activities, from soccer to music lessons, Millennials have been over-committed and over-scheduled.
  
  
• Were smothered in praise with constant reinforcement about how great they are. That’s why they expect recognition for everything, even the most mundane activities.
  

This creates your greatest management challenges:

• How do you help them understand that there are winners and losers in the sales world?
  
  
• How do you provide constructive criticism without devastating their psyche?
  

This is new ground for both the sales manager and the new Millennial sales professional.

Here’s my simple 4-step process to managing your New Millennial sales team…

1. The first time they approach you, work with them to think through at least three options. Then make the decision for them. Having them consider options is the first step of developing your new sales team’s ability to reason.
   
   
2. When they want your input, make sure they have created three options to discuss. Help them understand the consequences of each option. Add in other options if they haven’t considered all of the consequences.
   
   
3. Guide them toward the course to action you want. Essentially they will be making the recommendation, which you are approving.
   
   
4. Cut them loose and have them handle a situation on their own. However, also have them provide a written report. The report needs to tell you what the situation was, the options they considered, and the decision they made. This step won’t last that long as their need for independence will kick in and they’ll just stop coming to you with every little situation.
   

Keep in mind that these new sales professionals are going to need much more coaching than their predecessors. Unlike other generations, they grew up protected. And they interacted with others largely through technology. This created a generation whose people savvy is very limited. So, guide them and help them understand the nuances of body language, the uniqueness of each person’s office, and what the contents of that office reveal about the customer.

And remember, when coaching Millennials your focus and approach may need to be different from others you have worked with. Here’s how…

• Provide structure and give information in bite-size pieces.
  
• Praise them for their efforts.
  
• Present mistakes as development opportunities.
• Use technology freely before and after the session.
  
• Provide the rationale behind your coaching.
  
• Sell your Millennial sales team on the idea of discretion.
  

Smart sales managers focus on developing their Millennial’s people savvy. They understand flexible work roles and create effective virtual teams. They leverage technology that will help Millennials become a valuable asset sooner rather than later. And most importantly they meet the challenges of working with, not against, the new Millennial sales team generation.

Sales psychology expert Gregory Stebbins has helped over 20,000 sales professionals better understand their customers so they can outsell their competition. Now, with his new book “People Savvy for Sales Professional” sales managers can help their NEW sales team understand a simple, yet groundbreaking plan to winning your customers’ trust and business forever. Get your free sneak preview at http://www.peoplesavvy.com/book.htm

Published in Networking Today April 2008

Software Tips & Tricks Organize Objects In Access 2000 & 2002

By Laura Noble

As a database is being built, the number of objects (forms, queries, tables, etc.) can become quite large and cumbersome. Though each of these objects is required for the database to function efficiently, there may only be a few you need access to on a regular basis. Finding these few often can be like finding "a needle in a haystack."

You can solve the problem of finding these frequently used objects by adding the objects to a group in a custom category/folder.

1. Open Database.
   
   
2. Decide which objects to group. It is often best to group related objects in the same category/folder.
   
   
3. Below the Objects bar there is a Group Bar, which contains the default folder/category Favorites. View all groups by clicking Groups bar heading to see list.
   
   
   
4. Create a new group by right-mouse clicking in the Groups section and select New Group.
   
   
   
   
5. In the New Group box, fill in name of group and click OK.
   
   
6. New group will be displayed under the Group bar.
   
   
   
7. Drag the objects you want into the new group folder. These "dragged" objects will be shortcuts/copies of the original objects.
   

Formatting and field name changes to the original object will also take place in the “shortcut.”

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, April 2002.