How to Get the Job Done

Get the job done means that whatever task you're doing is being done so perfectly and thoroughly that nothing about it is unclear, confusing or not fully thought out by you or when communicating with another.

1. If experiencing a problem:

What system needs to be installed to prevent this problem, its brother, sister and cousin, from ever coming your way again?

2. If sending an email:

Assume this person is extremely overwhelmed and barely remembers his name, much less what I emailed him about earlier, what can I include in my email to him so that he clearly understands what I am saying, what I am asking for and what's really important that he get -- whether he asked for it or not.

3. If asking for something;

a. Tell the person exactly what you need (Size, shape, name, format, version). b. Why you need it (the context, background, problem). c. How you want it (FedEx, email, immediately, later, by when).

4. If instructing someone:

Assume the person is an idiot and will misunderstand what you're writing unless you spell out each step distinctly.

5. If closing the sale: Double close and triple close by:

a. Asking what concerns they have. b. Sensing and responding to what they aren't saying, questions they have. c. Being in touch with what YOU'RE feeling.

6. If asking for a change:

a. Condition the change. b. Tell the person why you're making a change. c. Tell the person what you want them to do and by when. d. Offer support/access/Q&A time.

7. If surprised by something:

a. Ask yourself why you were surprised; why didn't you know beforehand? b. Ask yourself what it means; is it good or bad; serious or not. c. What is the risk that has been added or that is potential?

8. When presented with an opportunity:

a. Ask yourself how this might bring down your business. b. Notice how you are responding -- adrenaline, greed? c. Ask yourself how this opportunity might cost you in other areas. d. Ask yourself if it's really worth it.

9. If informing someone of something:

a. Give the who, why, where, how, when, and what of it in the first paragraph. b. Ask yourself how what you are saying might be misheard and cause fear. c. Ask yourself the questions that any reasonable person would ask themselves when reading what you just wrote and then weave in these answers to your communication.

10. If reacting emotionally to a situation:

a. Ask yourself why you're reacting; what does this bring up for you? b. Ask yourself: Is the other person a jerk? And if, so, why are they in my life? c. Respond with a request that the other person act differently. d. Take responsibility for your PART in the matter. Emotional reactions don't just happen on their own. It may be a dynamic/racket that you created, even without meaning to. e. AND FINALLY, notice where you didn't do complete work somewhere along the process, that got you to this upsetting place right now. Fix that and you'll fix the upset.

Creating Great Print Ads for Your Business

Print ads generally have four written parts -- headline, support copy, call to action, and company name -- plus a visual. Visuals are usually more important than copy because they're more effective in attracting readers' attention and can instantly present your product or service in a dramatic and motivating way. Unless you're commissioning your own original artwork or photography, the visuals you'll use will probably be either drawings and photographs from your suppliers, or non-copyrighted artwork (clip art) found in clip-art books and scrap-art computer programs. So choose the strongest visual among them -- the one that best draws the eye and explains what you're selling -- and move on to copy.

The most prominent piece of copy -- your headline -- must not only work with your visual, amplifying its meaning, but also attract attention with a word, phrase or sentence announcing a benefit that appeals to your target market. One expert wrote that a headline is that final, mind-changing, sales-clinching comment you'd make when leaving the office of a prospect who, until then, had responded with nothing but negatives. Others point to the enduring effectiveness of the standard headlines "Sale," "Free" and "Buy now and save."

Collect ideas that are right for you from your salespeople, from the ads in your file, and from advertising books. And remember it is not so much the words, but the ideas they express, that sell; determine your message, then find words to convey it.

Below the headline, support copy explains the headline premise and adds secondary benefits or any assurance readers might need to dispel suspicions raised by the headline, such as the assurance of "same great quality" when you're offering a "new low price." Following this copy, as a sign-off, is a call to action urging the reader to respond ("Call for an appointment today," or "Remember, sale ends March 21").

Your company name, traditionally at the bottom of the ad, should include your address and phone number. Make your phone number larger to help stimulate response by phone. Add a cross street to your address (e.g., "5730 Sheridan, at La Monte") if you're a new business or if, for other reasons, people might have difficulty finding you.

The next step is to combine all these visual and copy elements into an eye-catching, easy-to-read ad formatted to the dimensions stipulated by the publication. It's best to study the ads in that publication in advance, and consider what your ad might look like in order to stand out on the page. Experiment with different layout ideas rendered in thumbnail sketches, and then fine-tune your ad to fit the layout you prefer. Obviously, it's highly advisable if not imperative, when you're doing ads in-house, that the person composing your ad has design experience. Not only is skill required to make an ad look right, but the quality of your ad must compete favorably with others appearing in the publication.

It's also a good idea to prepare your ad well ahead of the deadline. This way, you can put it aside for a few days and then review the ad with a fresh perspective while there's still time to make revisions.

As a final check, lay your ad on a page of the publication where it will appear and make sure it stands out from the articles and other ads on the page.

Predict Your Future. Do not use a crystal ball to create forecasts of your small business. By carefully assessing the historical
trends of your business, as shown on your records for the past five decades, you can predict for the year ahead. Your listing of
sales, your experience with the markets in which you market, and your overall understanding of the market ought to enable you to
predict a sales figure for the next year.

When you have a Sales prediction figure, make a budget showing your costs as a percentage of that figure. Within the following
year, you can compare actual P&L amounts for your budgeted figures. Thus, your budget is an important tool for determining the
health of your enterprise.

Make Timely Decisions. Without actions, forecasts and decisions about the future are not worth the paper they are written on. A
decision that doesn't lead to action is a bad one. The rate of business needs timely as well as informed decision making. In case
the owner-manager is to stay ahead of competition, you have to move to control your destiny.

Powerful Decision making from the small business requires a number of things. The owner-manager must have as much accurate
information as possible. With these facts, you need to establish the consequences of all feasible courses of actions and the time
requirements. When you have created the decision, you have set up your company so the choices you make can be transmitted into
actions.

Control Your Small Business. To be effective, the owner-manager must have the ability to motivate key people to get the outcomes
planned for within the price and time limits allowed. In working to attain results, the small business owner-manager has an
advantage over large business. You can be flexible and fast while many large firms must await committee action before a choice is
made. You do not need to get permission to act. And equally important, bottlenecks to implementing new practices may receive your
own personal attention.

One of the Secrets is in determining what items to control. Even in a small company, the owner-manager should not attempt to be
all things to everybody. You ought to keep close control on people, products, cash, and some other tools that you consider
important to maintaining your operation geared toward profit.

Manage Your People. Most companies realize that their biggest expense is labor. Yet due to the close contact with employees, some
owner-manager of small businesses do not pay sufficient attention to direct and indirect labour costs. They have a tendency to
consider those prices in terms of individuals as opposed to relate them to profit in terms of dollars and cents.

Here Are Some Suggestions regarding personnel handling:

Gradually Review each position in your business. Have a glimpse in the job. Is work being duplicated? Is it structured so that it
encourages the employee to become concerned? Can the tasks be given to another employee or employees and a position removed? Can a
part-time person fill the job.

Play A little private mental game. Imagine you have to eliminate one employee, If you had to let one person go, who would it be?
How can you realign the tasks to make out? You could get a true solution to the imaginary difficulty is possible to your financial
advantage.

Usage Compensation for a tool instead of seeing it as a necessary evil. Reward quality work. Investigate the potential for using
raises and bonuses as incentives for greater productivity. By way of instance, can you envision bonuses like morale boosters
through seasonal slacks or other dull periods?

Remember That there are new means of controlling absenteeism through incentive reimbursement plans. By way of instance, the
owner-manager of a small business eliminated vacations and sick leave. Rather, this owner-manager gave each employee thirty days
annual leave to use as the employee saw fit. At the conclusion of the year, the workers were paid at regular rates for the leave
they did not use. To make up for the year-end cover, the worker had to prove that sick leave was taken only for that purpose.
Non-sick leave needed to be applied for in advance. Because of this, unscheduled absences and overtime pay have been decreased
significantly. In addition, workers were happier and more productive than they had been under the older system.

Control Your Inventory. Don't tie up all your money in inventory. Use a perpetual inventory system for a cost control as opposed
to a system only for tax purposes. Establish use patterns or buy patterns on the substances or items which you have to stock to
maintain the minimal number required to provide your clients or to preserve production. Excessive inventory, whether it's finished
merchandise or raw materials, ties up capital that could be used to better advantage, as an example, to open a new sales territory
or to buy new machinery.

Centralize your Buys and avoid duplications. Be a comparative shopper. Confirm orders in writing. Get the price and amount
straight right away.

Check what you Receive for condition and quality. Check bills from suppliers against quotations. You do not wish to be the victim
of the error.

You should, However, keep 1 fact in mind when you set up your inventory control system. Do not spend more on the control system
than it can return in savings.

Control Your Products. From charge of inventory to control of merchandise is but a step. Ensure your sales people understand the
value of selling the products that are the most profitable. Align your service policies along with your markup in mind. Arrange
your goods so that low markup items need the cheapest handling.

Control Your Money. It is good policy to handle checks and cash as though they were perishable commodities. They are. Money in
your protected earns no return; also it Can be stolen. Bank promptly.

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