Management and Leadership Tipas

-- Be persistent and follow up.

-- When you were away and some of your people did an exceptional job, call them at home in the evening when you find out and personally thank them for what they did instead of waiting until the next time you see them.

-- If you know that a person will respond angrily to a particular comment, avoid bringing it up. It is nonproductive and bad for the relationship. In other words, "never kick a skunk."

-- When you appreciate what someone has done, let them know and put it in writing. This can then be added to their personnel file.

-- Have an opinion survey done to determine how people view the organization. That way you can catch any problems while they are still small.

-- Encourage periods of uninterrupted activity such as a daily quiet hour in your department or work group.

-- When asking someone to do something, let them know what is in it for them and the organization. Do not focus just on what is in it for the organization and yourself.

-- The boss is the strongest model the employees have. Be a positive model as people are watching to see how you behave. They will reflect this in their own behavior. Lead by example.

-- Be a member of the 4 F club with others. Be seen as Fair, Firm, Friendly and having Foresight.

-- Do not help others unless they need and ask for help.

-- Encourage your people to come up with new ideas and ways to do things. Give them credit and recognition for the idea.

-- If a new idea won't work, at least praise the effort of the person so they will come up with future ideas.

-- Once a month meet with each staff member to catch any problems or concerns the person may have as soon as possible before they become a crisis.

-- Be the kind of a person that others want to help out and work for.

-- Be flexible and do whatever it takes to get the job done. Remember it is results that count, not activities.

-- Generally speaking, getting something done perfectly is usually not as important as getting it done. Perfection has a high cost and it may not be worth it.

-- When giving or receiving information, don't hurry. Take the time needed to truly understand. It prevents future problems and misunderstandings.

-- Whenever you are having an important discussion with a person, before parting, set a specific follow-up date and time and write it in your calendar.

-- Never criticize an employee in front of others. Have all discussions of a corrective nature in private.

-- Hire people with specific skills and interests that match what the organization needs to have accomplished. The better the match, the better the productivity and the more motivated the person.

-- Treat people as people-not things.

-- Flaring in anger will drive others away. If not physically at least mentally,

-- Keep a "warm fuzzy" file for each person a place to keep track of the things you have already complimented them for, and want to compliment them for.

-- Have regular performance review and goal setting sessions with each of your employees at least every three months.

-- Have regular "development discussions" with each of your people in which you discuss only how the individual may grow personally and how you and the organization may be able to support them in doing this.

-- Low morale in workers may be an indication of the boss only talking about negative things or what's wrong. Be sure to balance negative comments with more frequent positive comments.

-- Let your people know you are there to help them not to harass them.

-- Telling people what you plan to do, and when, can be a catalyst for getting objections and input which you might not otherwise receive.

-- Form an action team to address people's problems right away rather than letting things drag out and perhaps get worse.

-- Instead of saying to another, "What can I do for you?" ask them "What can you do for me on this project?"

-- Do not hold back from discussing the need to improve performance with one of your people.

-- Encourage others to develop their plan of action and give you a detailed explanation.

-- Encourage individuals to compete against themselves to achieve more. Let it be a personal challenge to become better as an individual-not competing with others but self.

-- Check the ratio of positive comments to negative comments that you make to your people. Purposely make more positive comments.

-- Demand accountability.

-- Do things for others. They will be more willing to do things for you.

-- Consider using time off as a reward for getting things done ahead of time.

-- Set up an orientation training program for all new employees. It will help them learn their way around as well as teach them where things are kept and why.

-- Stay informed of subordinates' needs and interests. Projects can be more effectively designed and rotated when you are well informed.

-- If individuals needs some encouragement in taking action, ask them, "What if..." questions to help them see what choices of action are available.

-- Let people know that you know they can do it.

-- Ask questions creatively so the action to be taken is suggested by the person who is to take it.

-- Set up incentives that reward desired performance.

-- Ask others for their estimate of how long it will take to do a project. When possible, agree and hold them accountable for that goal.

-- Take on someone else's routine so they can do what you need done without interruption.

-- Just as with family members, break large chores up into small, fun activities and enjoy doing them with team members.

-- Before an employee leaves on vacation agree on a "must do" list of activities to be completed.

Once you have decided what Kind of business you want to Begin and The investment requirements, you are ready to select a location.
The number of competitive companies already in the region should affect your choice of location. Many areas are overloaded with
service stations or particular forms of restaurants. Check on the number of your type of business in Census figures, the yellow
pages, or by checking out the location.

Factors other than the Possible market, availability of Workers And number of competitive companies have to be considered in
selecting a location. For instance, how adequate are utilities - sewer, water, power, gas? Parking facilities? Police and fire
protection? What about home and environmental things like schools, cultural and community activities for workers? What's the
normal price of this location in taxes and rents? Check on zoning regulations. Assess the business of the local business-people,
the aggressiveness of civic organizations. In short, what is the city soul? Such factors should provide you a clue into the city
or city's future.

Chambers of Commerce and nearby universities usually have created or Are familiar with local polls that may provide answers to
those questions and the many other questions that will occur to you.

Next you must decide in what part of town to locate. If the city is Very small and you're establishing service or retail business,
there will probably be little choice. Just one shopping area exists. Cities have outlying shopping centers along with the central
shopping area, and stores spring up along main thoroughfares and neighborhood streets.

Consider the shopping center. It is different from other locations. The shopping centre construction is pre-planned as a
merchandising unit. The site was deliberately selected by a programmer. On-site parking is a common feature. Clients may drive in,
park and do their buying in relative safety and speed. Some centers offer weather protection. Such conveniences make the shopping
centre a valuable site.

Additionally, there are some limitations you ought to know about. As a renter, You become part of a retailer team and has to cover
your pro rata share of their budget. You have to keep store hourslight your windows, and set your signs according to established
rules. Many communities have restrictions on signs and the center management may have further limitations. What's more, if you are
considering a shopping centre for your first store you may have an additional issue. Developers and owners of shopping facilities
look for successful retailers.

The kind and Wide Range of merchandise that you take helps determine the Kind of purchasing area you select. By way of instance,
clothing stores, jewelry shops and department stores are more likely to be prosperous in shopping districts. On the flip side,
grocery stores, drug stores, filling stations, and bakeries do better on main thoroughfares and neighborhood streets outside the
shopping districts. Some kinds of shops customarily pay a very low rent per square foot, while others pay a high rent. In the"low"
category are furniture, grocery stores and hardware stores. In the"high" are cigar, medication, women's furnishings, and
department stores. There is not any hard and fast rule, however it's helpful to see in which kind of area a shop like yours often
appears to flourish.

After determining an area ideal for your type of business, Obtain as many details as possible about it. Examine the competition.
How many similar businesses are located nearby? What does their sales volume appear to be? If you are establishing a store or
service trade, how far is it that people come to trade in the region? Are the traffic patterns favorable? If most of your clients
will probably be local populations, research the population trends of the region. Is population increasing, stationary or
decreasing? Are the people native-born, blended or mostly foreign? Are fresh cultural groups coming in? Are they predominantly
laborers, clerks, executives or retired persons? Are they all ages or principally retired, middle aged, or young? Judge purchasing
power by assessing average home rental, typical real estate taxation, number of telephones, number of cars and, even if the amount
can be obtained, per capita income. Bigger shopping facilities have this type of information available, and will make it
accessible to serious potential tenants.

Zoning ordinances, parking availability, transportation facilities And natural barriers - such as bridges and hills - are all
important factors in locating any sorts of company. Potential sources for this info are Chambers of Commerce, trade associations,
property companies, local newspapers, banks, city officials, neighborhood merchants and private monitoring. If the Bureau of the
Census has developed census tract data to the particular area in which you're interested you will find this especially helpful. A
census tract is a small, permanently recognized, geographical area within a big city and its environs. The Census Bureau provides
population and housing characteristics for every tumor. This information can be valuable in measuring your marketplace or service
possible.

Deciding upon the actual site in a area may well be taking what you May get. Not too many buildings or plants will be suitable and
at precisely the same time, available. If you do have a choice, be sure to consider the possibilities carefully.

For a production plant, consider the condition and suitability Of the construction, transportation, parking facilities, and the
type of lease. For A store or service establishment, check out the nearest competition, traffic Leak, parking facilities, road
location, physical facets of the building, Type of rental and cost, and the speed, price and quality of transportation. Also
Investigate the history of the website. Find answers to these questions as: Has the Building remained empty for any amount of
time? Why? Have various types of Stores occupied it for short periods? It might have proved unprofitable for them. Sites where
many businesses have failed ought to be avoided. Vacant buildings Do not bring traffic and are usually considered poor neighbors,
therefore check on nearby unoccupied buildings.