Tag Archives: personal development

Mono-tasking Versus Multi-tasking

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Hello, this is Laura Lee Rose.  I am a speaker and author. I am an expert in time and project management.

I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have time to enjoy life even if they don’t have time to learn new technology or train their staff.  I have a knack for turning big ideas into on time and profitable projects.

At the end of the day, I give people peace of mind.

Today’s question came from a busy professional interested in freeing some time and space to advance in his career.

Multitasking is out, mono-tasking is in. But how do we learn to focus on just one task at a time? Looking for practical workplace tips on mono-tasking and efficiency.

One recommendation is to realize that “multi-tasking” and “mono-tasking” is really the same thing.   You can only fully focus on one thing at a time. You can only be effective on one thing at a time. Multi-tasking just means that you are churning from one task to the other – but still you are only focused on one item at a time. It’s just that you are only focused on that one item a very short amount of time. You are only fully engaged in that one task for only a few moments. In my opinion, the false encouragement of multitasking supports attention disorder. We proudly announce that we are an expert in multi-tasking – when you are trying to express that you are very organized and able to project manage various tasks. The skill is not in the switching and churning from task to task. It’s not the ability to do multiple tasks at the same time. The organizational skill is in the efficiency, accuracy and quality in which you complete your tasks on time and within budget.

Mono-tasking is merely extending the length of time that you elect to focus on a task or item. Mono-tasking, like any skill, takes practice.   The key to stay focused on a task until its appropriate conclusion is to break the task into manageable mini-tasks.

This is described in more detail in the Sprint and Buffer strategy in the Professional Development Toolkit online course. For more information on this ecourse, follow this link <Professional Development Toolkit>

Once you have your tasks split into mini, self-contained tasks (as described in the Sprint and Buffer method), the next step is to take control of your time and calendar.

Here are some additional suggestions:
1) Make proper use of your “do not disturb” signs on your office door, your instant messages and your phone.  Educate people on when they can and can not disturb them.

2) Schedule regular meetings.  Take the time to setup quick (regularly scheduled) meetings with your entourage and staff.  If people know they will be meeting with you every Tuesday for 10 minutes, they tend to hold all their issues until that date/time – eliminating interruptions.

3) Use Sprint and Buffers:  If you are having problem focusing all day on one task, split the task into mini-tasks with breaks or buffers between the mini-tasks.  Then you can switch to a different task or area in between those mini-tasks for some variety.

4) Set the timer.  If you can’t focus for a long time on something without getting distracted, set your timer for 20 or 30 minutes.  Stay focused on that task until the timer goes off. Often times when you know, in advance, how much time you have to work on something – you become more productive and focused. Often times when you set yourself a time limit to get something done, you challenge yourself to get it done before the timer. Make it a game.

5) Use the timer to distract yourself back to work.  If you take longer breaks then you intend, use the timer to bring you back to work.  For example, if you take a break with social media or internet searching – you can often allow time to get away from you.  By setting the timer for 10 or 15 minutes – the alarm will distract you back to reality.  This allows you to take those spontaneous side-tracks without getting lost in time.

6) Implement the “parking lot” method (discussed in more detail in the Professional Development Toolkit) to jot down any extraneous and spontaneous ideas that come to you while you are focused on this particular task. This allows you to keep track of your great ideas AND still stay focused on what you need to accomplish “at this moment”. After you have completed your scheduled task, then review your parking lot items to prioritize and schedule quality time for those items.

7) If you feel that you cannot us the “do not disturb” solution because your manager is a micromanage, then you need to proactively ease his/her anxiety over the status of things. If you regularly and frequently provide status reports that anticipate issues and questions – you reduce his/her need to micromanagement, reduce interruptions; and increase the trust between you and your manager.

For more tips to realistic scheduling, check out the article “12 Tips to Realistic Schedule”. Download your copy <HERE>.


 I know your situation is different. Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward. To schedule an appointment, book it HERE.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

How to get a good reference.

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Hello, this is Laura Lee Rose.  I am a speaker and author. I am an expert in time and project management.

I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have time to enjoy life even if they don’t have time to learn new technology or train their staff.  I have a knack for turning big ideas into on time and profitable projects.

At the end of the day, I give people peace of mind.
Today’s question came from a busy professional interested in freeing some time and space to advance in his career.

Is there any specific way to ask for a reference (i.e., is it more appropriate to do over email, or over the phone, or in person?) – Who should you ask for a reference? (i.e., can you only ask your boss or is it appropriate to ask a colleague or someone you worked with on a different team?) – What are some ways to gently coach your reference? – If you are let go from a job, what’s the best way to get a decent reference? – If you didn’t get along with your boss, are there any good ways to get a decent reference? – What if your past company’s policy is that HR will only verify employment? Should you ask your boss or colleagues for a reference anyway?

 Whether you are going after references or testimonials, it’s good to have at least 3-5 references that show your breathe and depth of responsibility and aptitude.

Consider having at least one reference in each of the following:

 

1) Manager or 2nd Line Manager:  doesn’t have to be your boss, any manager that knows your value and contribution to the company’s bottom line.

 

2) Co-worker – to illustrate team work, cooperation and collaboration.

 

3) Client – to illustrate quality and attentiveness to service; as well as creativity and problem solving skills.

 

If you are a business owner, consider the following categories

1)    Current client

2)    Current sponsor or investor

3)    Current vendor

 

Depending on your desired next position (or business opportunity) – select references that will highlight the traits that you want to promote. For example, if you are currently an assistant teacher and you are going after a graphics designer of training materials; highlight your presentation skills and training portfolio. Highlight the graphics you created for the training materials versus the overseeing of children during lunch.

If you are a developer and you are going after a manager of developers and testers, highlight your team leadership skills and collaboration skills with the developers, testers, sales, technical writers and managers. Highlight your on time delivery, coordination and project management skills versus the ability to program in less time and code lines than anyone else. Be selective and strategic in the skills you highlight.

One way to coach your references – is to actually supply them with a template or sample version.  This saves them time and allows you to emphasize what you want them to emphasize.  They can modify as they see fit – but you have made it easier for them to do what you want.

 As for finding reference after you have lost your job – I always recommend collecting references and testimonial every time you accomplish or achieve something significant. Collect the references throughout your career – don’t wait until you need it. This is what your Professional Career Press Kit is all about. For details on what is and how to create a Professional Career Press Kit, setup a one-on-one consult or take advantage of the eCourse The Professional Development Toolkit.

For a list of the 10 Tool to Advance Your Career, request using this link <HERE>.

I know your situation is different. Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward. To schedule an appointment, book it HERE.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

I have a monthly presentation on “how to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes

How to Spot a Bad Boss in the Interview

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This question came in from a professional wanting to advance in his career.
How can you tell in the interview that your boss is going to be horrible?
One recommendation is to remove the idea of “a Bad Boss”.  Instead, realize that there are various management styles that you work better with.  Once you understand that it’s just a matter of management styles, write down the management style in which you excel and perform best.  Identify the traits and environments that you work best.
REPEATING Important Concept: Instead of focusing on what makes someone a “Bad Boss” – focus on what helps you work at your best.

Once you have done this self-awareness discovery session, then you can easily come up with questions that will help you decide if this is the place for you.

For example – if you realize that you are the type of person that needs lots of direction (just starting out in this industry), explicit steps, and someone to review your work, then asking questions to see if the interview is a “hands-off” manager, a “mentor/coach” manager or a micro-manager.  You can find out about their training, orientation and mentoring/buddy program.

If you are more experienced and need more autonomy, you can ask questions about opportunities for you to mentor/coach/train other people in the group.  You can ask about team lead positions, etc.

Once again – I recommend and encourage high performers to avoid focusing on what you do not want “a Bad Boss” – and focus on what you DO want.  This means that you need to do some serious self-assessment to understand what type of environment will help you perform at your best.

If you need help in identify the proper work environment for you, what do you sign up for a discovery strategy session.  That way, I can find out more about your specific situation and can give you some next step recommendations.  You can easily sign up for a complimentary session at https://www.timetrade.com/book/WFSFQ

 

At what point are you being too greedy in salary negotiation?

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Hello, this is Laura Lee Rose.  I am a speaker and author.  My background is in time and project management.I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have time to enjoy life even if they don’t have time to learn new technology or train their staff.  I have a knack for taking big ideas and converting them into smart, sound, and actionable ideas.At the end of the day, I give people peace of mind.Today’s question:At what point does the hiring manager or boss think that you’re being too greedy when it comes to negotiating your salary?

My recommendation is to take everyone out of the picture as your first step.

1) Understand the salary market of your current position and region

2) Understand how relevant your current skills, experience and background is to the current market

3) Understand what salary you desire to achieve the lifestyle that you currently want.

After you have done these steps, you can decide if your salary demands can be sustained by the current market demand.

Then have a transparent discussion with your manager on what your salary goals are.  Provide him with a time line, and alternative compensation solutions.

Work with your manager to define an Individual Development Plan that will take you from where you are today – to where you want to be (in regards to both salary and position) within the suggested time frame.  Work together on a plan to achieve your salary goals.
Avoid approaching this as a “Black/White” negotiation.  Offer alternative compensation solutions like a 4-day work week, flexible hours, working from home a few days a week, an additional week of vacation, additional employee benefits donation/savings matching, educational reimbursements.  Consider to offer if you increase sales and reduce costs by xx% within the next 6-months, that your salary increase will be approved.  Attach your salary directly to monetary performance results.  There are a combination of ways to increase the bottom line of your salary.
The company is in the business to make money.
If you can tangibly quantify how much money you are bringing – it’s easier to negotiate for a raise.

I realize that your situation may be different.   Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward.

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

Contact LauraRose@RoseCoaching.info for additional information on these things.

I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit.  The toolkit goes into the who, what, where, when, why and how of all of the above.  It contains audios, videos, presentations, and worksheets for your use and growth.  Take the next step and check the toolkit out <<HERE>>

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

Landing that position in a tough job market

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Hello, this is Laura Lee Rose – author of the business and time management book TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Stephen Wynkoop and I regularly meet on professional development topics. Our interviews can be found at Laura Rose Career Management Series

This week’s topic was “Advice for improving the odds of landing a position in a tough job market”

One of the best quotes to keep in mind is the “But what have you done for me lately”.  This is true in the job market.  Companies are in the business to make money.  If you can illustrate tangible evidence in both dollars and sense (common sense), how you have made money for your companies in the past and how you will do it in the future – you will stand out.

So – how do you do this when an employer has 600 resumes to review?

The first thing is to catch their attention upfront.  Acknowledge that they will probably only spend seconds on your resume.  If you don’t capture their attention in those first few seconds, your resume is tossed aside.  Therefore, highlight your professional skills that are directly relevant to the desired position right at the top of the resume; followed by the roles and positions that are significant to this current position.

Eliminate any tasks or duties that distract the reader from your applicable skill set. Don’t feel obligated to do a chronological or historically accurate list of all your employment.  Make sure you expand on the tasks that are in direct support to this new position.  Talk in dollars saved or made for the company.  Use numbers and percentages to illustrate how your contributions directly affected increased revenue or reduced costs.

Don’t be afraid to customize your resume to each application. Decades ago, we created one resume and sent 60 copies of the same resume out into the job market.  Today’s technology allows us to customize each resume to better fit and match the desired position.  Use the same terminology and descriptions in your resume as they posted in their job description. Using the same language allows your resume to pass through any automated resume scanner or filter.

 Include cover letters or hyperlinks in your online applications.  Many companies have online applications as their first-line screening.  One way to set you apart from the competition is to include a cover letter or a hyperlink to your YouTube video resume.  Many online applications will allow you to attach a resume and/or cover letter.  Take advantage of these attachments to show more of your individual and team contributor.

Set yourself apart by including YouTube, presentations, and article links. Go out of your way to illustrate your expertise.  With today’s technology, there is no limit to creating your own presentations, webinars, videos, articles, demos, prototypes or eBooks to tangibly show your skill set and expertise.

You have passed that gate and at the interview stage.  How do you continue to set yourself apart?

Much in the same way as you illustrated your value to the company in the resume; you continue to showcase any revenue generating scenarios in your interview.  Continue to highlight stories and examples of how your dedication and contributions affected the company’s bottom line.

 

Avoid highlighting the skills that you do not have. Even if you don’t have the exact requirements for this new job, you have worked in a similar environment, with a similar tool or have the appropriate transferable skills.  Highlight the skill set and experience that you do have and extrapolate how those skills and experience relate and support this new position.  Focus on the transferable skill set that will set you apart from the other candidates.

 

Conduct the interview as a conversation.  Don’t wait until the end of the interview to ask your questions.  Comment and query throughout the interview like a real conversation.  Learn as much about them as they are finding out about you.  This is a two way street.  Use your questions to illustrate that you have done your homework on their company and position.

 

Collect contact information.  One of the mistakes that people make is not to collect contact information from everyone they interviewed with.  Even if you are going through a recruiter, take it upon yourself to contact everyone that you interviewed with.  Although your recruiter is helpful in setting these meetings up – it’s to your advantage to take charge of the follow-up.  After all, your recruiter works for many job candidates.   YOU only have one job candidate to work for:  YOU.

 

Use your follow-up emails and thank you notes to close the skills gap. When you have identified a gap in your skill set during the interview, use the follow-up notes to close that gap.  For instance, if during the interview you realized that they are not only looking for someone with manual test experience, but with automated test experience (even though the original job description did not include it).  Take this opportunity to download one of the many free automated test tools and craft an automated test on their website or product.  Then include this update in your follow-up email to them.

 

Use the phone.  Many candidates will use email and thank you notes as a follow-up.  I agree with the thank you notes.  To set yourself apart, use the phone as well.

 

Add them to your Linkedin.com.  Stay on their radar.  Just because this position doesn’t pan out, make sure you are on their minds for the next opportunity.

 

What about college graduates?  How do they differentiate themselves?

 

As for college graduates, creating a portfolio of your transferable skills and illustrating how that will increase revenue or reduce costs will help.  A graduate that handled both school and the job market will outshine someone who just attended classes.  A graduate that received glowing recommendations from both the job market and professors will outshine one who doesn’t.  A graduate that has a portfolio of presentations, published articles, or a how-to video about that particular job role or industry will outshine one who doesn’t.  In today’s market, the average will not get noticed.   Decades ago, companies were willing to hire graduates with the knowledge that the candidate will not know much and there will be a long learning curve.   In today’s market, you need to show that you already have the talent and discipline for that particular job.  If more you can show that you will be able to hit the ground running (minimum learning curve and self-motivated), the better you will outshine those that don’t do that.  We are talking about tangible evidence (not just lip service).
In the IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet.

 

Also following online courses:

12 Tips for Realistic Scheduling
10 Tips for Telecommuters
 10 Career Boosting Resolution Laser Lesson

10 Hidden Time Waster Laser Lesson

Get That Well-Deserved Raise Laser Lesson
Professional Development Toolkit
It’s a SNAP – Social Networking Accelerated Process for business networking

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

When to say “no” to a client

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Hello,   This is Laura Rose, author of the business and time management book: TimePeace: Making Peace with Time, the Book of Answers: 105 Career Critical Situations and Business Marketing for Entrepreneurs  is a certified business and efficiency coach.  And I specialize in professional development, career management, time management, and work life balance strategies.Simply put, I give people the time to be, do and have whatever they want.
I recently recieved the following question about when to say “no” to a client.  I advocate saying “YES” to everything but on your own terms.  Read below for some examples.
1) When should you say no to a client?

    Since you are using the word “client” and not “potential client” – I am assuming that you are already working with this person and something has come up that is not in your wheel-house or expertise.  In this example, you always have your client’s best interest in mind.   Saying “YES” in this example may mean that you find someone else more suited for their need.  You refer him/her to one of your qualified affiliates. 

You want to always give your client the best, and sometimes the “best” is someone else.


2) How do you not lose the client’s future business?
You do not lose the client’s future business but keeping their best interest in mind.  If you are always doing your best (and sometimes your best is to refer them to someone else), you will be rewarded greatly.    You want the client to be totally satisfied at all time.  Therefore, if/when you do refer them to someone else – continue to touch base to make sure your client is totally satisfied with their results.  If they feel that the referal isn’t a great fit, ask and fine-tune their exact requirements.  Find out what is not working.   Then recommend someone else that meets those new requirements.  If you become an opportunity-agent to your client, your client will always return to you.

3) Is there a way to refuse business without offending the client?
Acknowledge that your main goal and purpose is to satisfy the client.  This doesn’t mean that you have to be the one doing the work.  This means that at the end of the day, the client needs to be totally satisfied.  They don’t care if you are the one that solves their issue or someone else.  As long as you provide them the answer (even if it’s sending them to a qualified supplier), you are servicing your client.
The key is to create affiliated partners, joint partners and business referal programs.  This allows you to become the one-stop-shop for your high-profile clients.  They know that you will get them what they need.  You may not know all the answers, but you know where to go to get all the answers.
4) What are the drawbacks of taking on business you don’t feel is a fit for your company?
The adage “Jack of all trades, Master of none” comes to mind.  If you take on a task that is outside your area of genious, you will not be providing high-quality service.  It will take you longer to deliver.  And you will be resenting the time spent on this task. This will affect both your demeanor to the client and your client satisfaction rating.  Your client may not tell you directly, but they will tell others about their disappointment in your product or service.  They will not only “not” refer you but actually recommend people to stay away from your establishment.
  For every 1 official complaint you receive, that client is telling at least 10 other people.  This is also true for every compliment that you receive.

 

Employers that interview but never hires.

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

 I know the usual reasons for not hiring a particular individual, such as under-qualification or just-not-a-fit; but what are the reasons employers interview and then decide not to hire anyone?

There are often different reasons why employers interview and then don’t hire.  Because reasons are normally asynchronous to the hiring process, they are less evident.

Since the interview process takes time and money (from advertizing for the position, filtering and sorting incoming resumes, initial candidate screening and the interview meeting),no company goes into this process with the idea that “they do not intend to really hire anyone”.  They enter this process with the full intention of finding good candidates and eventually a good employee.

But because this process takes time, things can change during the interview process itself.  The longer it takes to find someone, the higher the risk of something changing.
Some things that they may realize during the interview process are:

1) The longer it takes to find the right person, the higher the risk that they realize that this position isn’t as critical as first thought.  They may feel that they are doing fine without the extra hand.  After viewing several candidates, they realize that they rather train and promote from within. Or they find that they have actually completed the project that they were trying to hire.
2) The position disappears because of an re-organization or business strategy change. It could be combined with some other role or eliminated altogether.
3) A new project management strategy is instituted such that either the schedule is extended to allow the current resources to handle the added tasks; or the project scope is diminished such that the current resources are satisfactory.
4) A hiring freeze was just initiated.
5) A different way of subsidizing the resources is implemented instead. This could be a short-term contractor, an affiliated partner is providing the service (outsourcing), the company decides to eliminate that service altogether (and refer clients to their referral partners)

It’s important for job seekers to not take it personally, and work hard to stay on these potential employer’s radar.  Things change – which means things will change again.  If you stay on their radar (through continued business networking techniques), when things change back again, you are on the top of their Rolodex.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    The Book of Answers: 105 Career Critical Situations  contains 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.

For more information on how to get this toolkit or the “Book of Answers” email LauraRose@RoseCoaching.info

How to keep a new employee

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about how to keep new employees at a company?

  • Why do new employees leave?
  • How can a company on-board them immediately?
  • How to create an environment that makes new employees want to invest in their future with the company?

Most new employees leave because of just a few reasons:

  • They are frustrated with the work that they are assigned;
  • They are offered a better job;
  • They are the wrong fit for this company/job.

To avoid some of these issues, do your homework:

1) Due-diligence in the interview process.  Understand their motives and career goals.  As best as you can, make sure their career goals, personalities and work ethic meets and matches your needs.

This reduces incidents of ”they are the wrong fit for the job”

2) Have copies of your company policies, orientation materials and task procedures (that they will be responsible for) for them.  Make sure your training and procedures are well documented with steps, the reason for doing it this way, and your success criteria (how they know it’s completed correctly).

This reduces the incidents of “they are frustrated with the tasks they are assigned”

Furthermore, give the new employee the responsibility of improving and maintaining the orientation and procedure materials that they are directly associated with.  This gives the new employee some additional creativity and leadership outlet.  Who better to improve your reference materials than the person it is supposed to be assisting.  It also keeps your documents accurate and relevant in your ever-changing environment.

3) Provide career support.  Partner the new employee with a buddy and a mentor.

The buddy is assigned to assist the employee with daily questions on procedures, introductions, and employee insights.  Having one person assigned as a buddy to the new employee avoids the new employee interrupting your entire department with mundane and tedious questions – while providing your new employee the support and information that they need to succeed.

The mentor (which is a different, higher-level person) helps them stay future career focused. The manager should assist the new employee in selecting a proper mentor for the new hire.  The mentor should be aligned with the new hires career goals.  This gives the new hire a window into the different promotional opportunities within the company.

Setup regular one-on-one meetings with the manager:  The meetings can be as frequent as once a week but no less than once every two weeks.  The meetings can be as short as 15 minutes but schedule at least 30 minutes in the calendar.  (Details on agenda topics and frequencies are outlined in the IT Professional Development Toolkit).  This gives them a known and regular time to meet with their manager.  This support encourages transparency and open communication.  The manager should encourage questions and status, because new employees are notorious for keeping problems and issues to themselves.  New employees have a need to ‘prove themselves’ in a new position.  Therefore, they often shy away from giving accurate status or progress information if they fear it will show them in a negative light.  They are under the false assumption that they were hired because of what they ‘know’ and not ‘how they perform’ (which are two different animals).

This reduces the incidents of “they are frustrated with the tasks they are assigned”.  Also – by building a good working relationship with their managers, mentors and co-workers, they will see this as “the better job” – reducing the “they are offered a better job” scenario.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above.  The IT Professional Development Toolkit is covers a comprehensive set of development tools and techniques in less than 10 minutes per practice.  It contains audios, videos, articles, webinars, presentations and practice exercises designed to be less than 5-8 minutes in length.  It can be used as a reference platform or a 12 week course program.

 

The toolkit comes in two forms:  DVD and online eLearning program.

DVD versionelearning version

 

For more information about the toolkit, click on the above buttons or please go to my website at www.lauraleerose.com

 

How to deal with difficult clients without losing business.

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How to deal with difficult clients without losing business.

For your business to thrive, you need the right client (not just any client). Often times the difficult clients means it’s a poor match. It could mean that you don’t have the right product; the right price; or the right service level for them. In these cases, they are not the right client for you. If you continue to try to provide for the wrong clients, you will loose business for a few reasons:
1) customerserviceThey will never be happy with your service.
2) You will loose money trying to make them happy (which you will never be
able to do).
3) They will tell everyone that they know – not to go to your place
(loosing you more clients).

So – sometimes, trying to keep a client actually loses you business.

Some ways to deal with difficult clients without losing business:

1) Understand the reason the client is asking for this particular item. Sometimes what the client really needs is different from what they are actually asking for. If you take the time to understand the client’s perspective, goal and reason for the purchase (of service or product), then even if you don’t have the exact product they are asking for, you may have a different solution for them. Sometimes people get fixated on one way to fix the problem, when there are multiple solutions. You may have a different product that solves their problem – just not the one they are fixated on right now.

2) Be prepared with a list of affiliated or referred partners. If you don’t have the right solution, be prepared to hand-off to someone in your referral or affiliated program. This way the client stays happy and you get the referral fee.

3) Apologize for the situation and ask the client how he/she would like this situation handled. Try to accommodate as best as you can within the goal of your company. If you are not able to accommodate the client and you have caused them some inconvenience, provide them an in-store coupon or gift certificate that requires them to come back to redeem.

How to keep that new employee

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  The Professional Development Toolkit package covers professional development and real-world IT topics in detail. If you are interested in inexpensive training in these areas,get signed up

I received the following questions about why new employees leave a job:

  • Why do new employees leave?
  • How can a company on-board them immediately and create an environment that makes new employees want to invest in their future with the company?

 

Most new employees leave because of just a few reasons:
  • they are frustrated with the work that they are assigned;
  • they are offered a better job;
  • they are the wrong fit for this company/job.

To avoid some of these issues, do your homework:

1) Make sure you do your due-diligence in the interview process.  Understand their motives and career goals.  As best as you can, make sure their career goals, personalities and work ethic meets and matches your needs.

      This reduces incidents of  “they are the wrong fit for the job”

2) Have copies of your company policies, orientation materials and task procedures (that they will be responsible for) for them.  Make sure your training and procedures are well documented with steps, the reason for doing it this way, and your success criteria (how they know it’s completed correctly).

     This reduces the incidents of “they are frustrated with the tasks they are assigned”

3) Provide career support.  Partner the new employee with a buddy and a mentor.  The buddy system gives the new employee someone to go-to to ask daily questions.  The mentor (which is a different, higher-level person) helps them stay future career focused.  Also, setup regular one-on-one meetings with the manager.  The meetings can be as frequent as once a week but no less than once every two weeks.  The meetings can be as short as 15 minutes but schedule at least 30 minutes in the calendar.  This gives them a known and regular time to meet with their manager.  This support encourages transparency and open communication.

This reduces the incidents of “they are frustrated with the tasks they are assigned”.  Also – by building a good working relationship with their managers and co-workers, they will see this as “the better job” – reducing the ” they are offered a better job”.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: 105 Career Critical Situations, I have 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers“, please contact LauraRose@RoseCoaching.info