Tag Archives: Project Management

How can we tackle multiple language issues within our portal?

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Today’s question comes from a busy entrepreneur:

How can we tackle multiple language issues within our portal?

I am currently involved in the management of a B2B platform, eWorldTrade. The problem is that we cannot hire thousands of customer service representatives to deal with the huge number of clients registering everyday belonging to different countries.

The problem with most of the countries is that they prefer to speak a language other than English and we cannot hire that many people to tackle this issue. How do you handle such a problem?

Congratulations for fully embracing the global trade environment. As you know, the language and time zone obstacles are just a few of the challengers you are experiencing.  Staffing for every language is a daunting.

First – don’t assume that all customers need the same level of support.

Here are a few things to consider before hiring.

Know your customers

Find out exactly where your clients are, the language they speak, and their communication preference.  Even though you may have a large percentage of clients in a specific country – many of those clients may prefer to communicate via email or “not at all”.  They may prefer getting their information via whitepapers, videos, or other means.

You can log and track their preferences quickly through a registration form.  A simple questionnaire on their communication and language preference will manage this piece.  Also ask if they understand English (or whatever your primary language for your company will be).

Update your CRM (Customer Relationship Management system) with this information.

Update your List Management server to create groups or segment based on communication preferences.

Hire multilingual customer support staff

With the above information, determine which will be your top 3 primary languages and staff a few multilingual customer support staff members. These multilingual employees should be placed as 2nd-line help support staff.  The first-line help support staff will initially handle the customer calls, and will pass to the 2nd-line when they have hit an issue they cannot solve.

Placing the multilingual employees as the 2nd-line of help, allows you to handle many more language issues (versus placing the multilingual employee on the actual help line).  These 2nd-line support employees will also be responsible for translating alternative support documents (more about this in the next section).

Supplement with alternative support information

Create and translate a series of alternative customer support materials:

  • Create an FAQ document that you continually add
  • Include tutorials and other informational/educational documents
  • Add closed captions/annotation to videos in the various languages
  • Translate your regularly scheduled emails or newsletters

Tying it together

This method allows you to provide various customer solutions in multiple languages with limited resources.  Since you have already employed multilingual 2nd-line support staff, you already have in-house translators.

Because your CRM will include your client’s language preference, you can forward the appropriate documents in the appropriate language to your clients.  You will also understand which languages you need.

Because your List Management system is already segmented into client communication preferences, you can easily mail your newsletters/emails in different languages to the appropriate sub-lists, groups or segments.

Hope this helps a little.

 

How to best leave your current job

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

Today’s question comes from a busy professional:

I’m searching for career expert that will answer this question: “When someone has accepted another position and preparing to leave their current job, what is the best advice you’d give them?”

There are several ways or reasons to leave your current job:

  • New job at same company but different department or location
  • New job at a different company
  • Starting your own business
  • Retiring

Remain Professional

In all cases, my best advice is to always remain professional.  This means:

  • Document all your projects and make all your notes available – so that others can pick up exactly where you left off.
  • Leave your number in case they need to consult with you on some things after you leave.  (People rarely will take you up on that offer – but it’s really the thought/offer that counts)
  • OFFER to contact your clients and introduce them to the person taking over for you  This provides your clients a smooth continuity to the new person as well as lets them know what’s going on.
  • OFFER to meet with the person taking over for you – to review all your documents, notes and answer questions about clients, etc
  • Give 2 weeks’ notice – so that you can do the above transition

The Handoff

Regardless of why you leave, you want to be seen as a valuable contributor – even as you walk out the door.  One way to illustrate your value is the handoff.   This is where you outline all your tasks, procedures and assets used to do your role.

Unfortunately, more times than not, you will not have an actually “person” to train or prepare for your departure.  Many employers fail to identify a replacement until you are long gone.  This means you need to be document everything of significance.  I recommend you document all the time, while you are in the current job.  There may be times when you are on vacation, out sick, or considered for a larger position.  Having your hand-off documentation always available allows you to either temporarily or permanently walk away with the confidence that everything will still run smoothly because of your preparedness.

Client Handoff

Contacting your clients and introducing them to the “new person” is another hand-off item.  Make sure to check with your supervisors before contacting your clients because some employees prefer to handle that piece differently.  But you should always offer because it:

  • Illustrates your commitment to your clients
  • Put the client notification on the employee’s radar as an important aspect of the hand-off

Giving Notice

Giving 2 weeks’ notice is not as common as in the past.  Depending upon the reason for your departure, your employer may choose to release you sooner.  But I still recommend it.  A 2-week’s notice gives you the time to execute a professional hand-off to co-workers, clients and other assets.

Life is full of twists and turns. You will never know when your paths are going to cross again.  Therefore, you want to be professional at all times.

I know your situation is different.  If you would like additional information on this topic, please contact LauraRose@RoseCoaching.info

I am a business coach and this is what I do professionally.  It’s easy to sign up for a complementary one-on-one coaching call, just use this link https://www.timetrade.com/book/WFSFQ

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

 

How to objectively measure soft skills in employee feedback?

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Last article we were discussing “How to give feedback employees will here?”  In that article, we used very objective examples.  It was easy to measure performance against technical tasks, but how does one determine SMART goals for soft or people skills?

Let’s review the same tips, but this time – with soft skills examples.

Setting the stage

Giving an effective feedback starts with understanding your employees’ goals and career objectives.  Once you understand the “why” the employee comes to work – the better you can connect the feedback to their goals.

For example, if they want to eventually lead the team or become a manager, then focus on the skill sets that will help them achieve those goals.

For example:  Managers require:

  • Problem Solving and Decision Making.
  • Planning
  • Delegation
  • Internal Communications.
  • Meeting Management.
  • Managing Yourself

These business goals need to be S.M.A.R.T. (Specific, Measurable, Achievable/Attainable, Relevant and Time bound).  With SMART goals, it’s very easy for both the employee and manager to agree whether the goals were met or exceeded.

Some examples of SMART PBC might be:

  • Successfully complete management courses XYZ within 6 months
  • Successfully complete time and project management course ABC within 3 months
  • Successfully participate and deliver executive summary reports in 3 executive staff meetings by Dec 15th
  • Speak at (at least) 2 technical conferences regarding how you solved a critical situation regarding this industry
  • Select and mentor at least 1 person to take over some of your coding, debugging and documentation tasks. Successfully hand-of at least one maintenance project to your protégé.
  • Create and implement an internal communication plan for your department within 3 months
  • Successfully project manage/schedule/budget 1 project start from finish (with supervision) during this performance period

 

As you can see, greeing upon this soft-skills SMART goals actually commits the manager to help her employee succeed.

Barriers to hearing

The most prevalent barrier to hearing and understanding feedback is our mindset.  The moment your supervisor releases a perceived negative comment, we automatically go into defensive mode.  Our brain immediately will find situations that negative what was just been said or provide detailed reasons/excuses for the events.

Best advice is to continually focus on the SMART goals or commitments set at the start of the year.  Use the agreed upon PBCs as your starting point.  Since your PBCs will have specific metrics and goals in place for each performance commitment, it will be easy to determine if the criteria has been met.

For example, If one of the PBC goals was to speak at (at least) 2 technical conferences regarding how you solved a critical situation regarding this industry – it is very easy to tell if they accomplished this goals.

Then simply ask the employee if he/she feels if they have met that particular goal.

Repeat this until all the PBC goals are reviewed.

Making sure employees get it

Once you and the employee have agreed upon the status of the PBC goal, ask their opinion on where to go from here.

For instance, if the employee agrees that he/she did not meet this soft skill goal – you can now start a discussion on where to go from here.

The discussion is focused on working on a solution together. Brainstorm on some titles and abstracts they can present.  Show him/her how to search for technical conferences in your industry and advise him/her to start submitting abstracts.  Once the abstract is accepted, encourage him/her to practice on co-workers and local professional organizations.  Encourage him/her to conduct a webinar or video their talk.  The more they practice, the better their soft skills.

As you can see – these discussions then become the foundation of their next PBC SMART goals.

Keep them involved

At the end of the day, keeping your employees involved and engaged in their own career development is key.

 

When is the best time to add projects to our tracker

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A busy professional has this question regarding time management:

When is the best time to add projects to our tracker, when a client pays or when we receive a RFP (Request for Proposal)?

We are finalizing our project management and service provision policies and although we track work from the moment we have to submit a proposal, we want to make sure we aren’t wasting valuable time tracking projects that don’t follow through. But we still want to be prepared with assignments and tasks when the bottom line is signed.

Clarify your goals for project management

The simple answer is to follow your GOAL.

Is your goal really to not waste valuable time tracking projects that don’t follow through?  Or is your goal to make sure nothing falls through the cracks, that everything runs smoothly and efficiently;  and make sure your quality connectivity is maintained?

If your goal is to make sure nothing falls through the cracks, everything runs smoothly and quality connectivity is maintained – then you really do need someone to track every step from conception through delivery and deployment (and even afterward regarding maintenance and up-sale opportunities).

Every project created equal

Does everyone have to be involved in every step? No.

Does every project have to be handled the same way? No.
Should someone be steering the ship throughout every journey? Yes.
Should someone be collecting metrics throughout every project? Yes.
Do you have to use the same tracker or project plan for every phase? No.
Not every project is created equal.  You don’t have to treat every project the same.  Having said that, you should have every project tracked from start to end.

The benefit for tracking everything is that you will be learning how long things actually take, how much things actually cost, etc. Even if the project doesn’t go to the end – you have collected valuable information to reuse and improve your cost and time estimates for future projects. You will have collected valuable data for process improvement.

Problem with tacking after payment

You also have the possibility of the contract being signed, without up-front payment. They may pay on a payment plan OR upon delivery. In those cases, it doesn’t help you to start tracking only when the client pays.

Tracking before the RFP

You should actually be tracking your time and effort regarding lead-to-sales effort as well (i.e. how long it takes from receiving the lead to actually being able to submit a proposal). Tracking the steps, time and effort in this sales process also provides invaluable data regarding process improvement, need for additional sales tools or training. The overall goal is to reduce that lead-to-RFP time; as well as improve the Lead-to-Sale conversion numbers.
Does this type of sales project management tracking need to be the same as the development project management tracking tool? No. Sales could use their CRM (Customer Relationship Management) tool to track and analyze their effectiveness.

Bottom line – you aren’t wasting valuable time tracking projects, although you can waste your time collecting/tracking the wrong data. You can always, always, always use proper tracking information to good use. You just need decide the right metrics to collect and make the data useful to you.

How to give feedback employees will hear?

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A busy professional has this question regarding employee performance reviews.

She asked:

  • How to give feedback employees will hear?
    What are some tips for giving effective feedback?
  • What are the barriers to hearing and understanding feedback?
  • When giving feedback, how can you make sure employees get it?

 

Who needs the feedback the most?

These are very good questions.  Before we answer each of them, lets review some reasons employees need constructive feedback.

  • They are doing well but seem too comfortable in their current position. They don’t seem to have any desire for advancement
  • They are average performers but are essentially falling behind because those around them are excelling
  • They are excelling
  • They are performing below expectations

As you can see, the need for employee feedback isn’t isolated to those that are not performing as expected.  Exceptional, Above Average, and Average employees all need constructive feedback.

Setting the stage

Giving an effective feedback starts with understanding your employees’ goals and career objectives.  Once you understand the “why” the employee comes to work – the better you can connect the feedback to their goals.

For example, if they want to eventually lead the team or become a manager, then focus on the skill sets that will help them achieve those goals.

These business commitments or goals need to be agreed upon at the start of the performance review year.  These documented PBC (Personal Business Commitments) tie the individuals role/responsibilities to the company goals.  Everyone understands how they can individually contribute to the company’s success.   These PBCs can then be reviewed several times during the year and before the official performance review.  Setting the stage in this manner makes feedback easier, because everyone involved understands both the employer and employee expectations.

These business goals need to be S.M.A.R.T. (Specific, Measurable, Achievable/Attainable, Relevant and Time bound).  With SMART goals, it’s very easy for both the employee and manager to agree whether the goals were met or exceeded.

Barriers to hearing

The most prevalent barrier to hearing and understanding feedback is our mindset.  The moment your supervisor releases a perceived negative comment, we automatically go into defensive mode.  Our brain immediately will find situations that negative what was just been said or provide detailed reasons/excuses for the events.

Best advice is to continually focus on the SMART goals or commitments set at the start of the year.  Use the agreed upon PBCs as your starting point.  Since your PBCs will have specific metrics and goals in place for each performance commitment, it will be easy to determine if the criteria has been met.

For example, If one of the PBC goals was to standardize code reviews in the development team to reduce delivered defects to test group by 30% – and the employee (team leader) still does not conduct regular code reviews and the defect rates to test group are on the rise – all you need to do is share the past defect rate and current defect rates.

Then simply ask the employee if he/she feels if they have met that particular goal.

Repeat this until all the PBC goals are reviewed.

Making sure employees get it

Once you and the employee have agreed upon the status of the PBC goal, ask their opinion on where to go from here.

For instance, if the employee agrees that the team did not meet the defect rate goals – he/she also agrees that standardized code reviews would have caught a number of these defects by simple review – and therefore would have been fixed prior to sending to the test team, you can now start a discussion on where to go from here.

The discussion is focused on working on a solution together. Perhaps it’s unrealistic for the team to take the time to gather and code-review each other’s work.  Perhaps there isn’t enough time in the schedule to detail code review.  Therefore perhaps the next assignment is for the team leader to investigate and recommend a development tools that automatically code reviews. The mandate then becomes 80% of all the code review defects are fixed before handing to the test group.   Perhaps the new PBC is to automate the unit tests going forward such that a set of automated acceptance tests are run before handing off to the test group.    Then the development teams continually add to the unit tests as they go along.

As you can see – these discussions then become the foundation of their next PBC SMART goals.

Keep them involved

At the end of the day, keeping your employees involved and engaged in their own career development is key.  Although the above examples were technical, this method also works on soft or people skills.

How to set the right priorities?

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A busy professional has this question regarding time management:

How to set the right priorities?

I have a lot on my to-do list and I tend to focus on the day to day tasks I have. I am finding it hard to find time to focus on some of my strategic goals because the rest of my to-do items take up all of my time. I am thinking I need to do a better job at setting priorities. How do others tackle their strategic goals while getting all of their pressing daily tasks done?

Every successful person will have their own system.  And I believe that the best system is the one that works best for you. Having said that upfront, here is what I recommend.

Start with the end in mind

I applaud you for having your strategic goals clearly defined.  Often people go through life without a strategic plan for their personal, professional, social and career lives.  It is these same folks that wonder where time has gone and why they haven’t accomplished more with the time they were given.

Outlining a simple mission statement for your personal, professional, social and career purpose will help keep you on track.  After all, how can you stay on course if you haven’t plotted a destination?  If you don’t know where you are going, you deserve anywhere you end up.

So – get a 360° mission statement which includes all significant aspects of your life.

Outline your imperatives

Once you have your 360° mission statement, carve out the imperative things that need to be accomplished to support those statements. Imperatives are those things that – if everything else were to disappear from your live – your life would still be happy and fulfilled.

For instance, perhaps one of your personal mission statements/desires is to be closer to your family and increase quality time with them.  You then realize that your family is an imperative.  That’s something that – if everything else were to disappear – you would still be very happy.

So you now have prioritized your family as one of your imperatives.

Some other imperatives might be your health, working on things that you are passionate about, getting great satisfaction by helping others or the community, be recognized and accomplished in your career – whatever creates joy in you.  Nothing is wrong – it’s just your individual imperative list.

Create supportive tasks

Once you have your imperative list, create realistic actions/activities to accomplish those goals. Create them in the form of SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).

For example: To accomplish getting closer to your family, commit to a block of time each week for quality time with family members (sans electronics and distractions).

To be recognized and accomplished in your career, commit to working with a mentor or business coach to identify your career road-map and subsequent skill gaps.

To give back, commit to volunteer your talents to a non-profit organization.  I would also recommend volunteer to a position that also supports and enhances your career.  For instance, if you wanted to improve your skill set in web-design, offer to design the website for a non-profit.  Combining the two imperatives will be of greater benefit to you.

Schedule the time

Once you have your SMART goals identified, take out your calendar and block the time out in your calendar.  Treat these assignments as imperative, and allow the day-to-day activities fill the gaps around them (instead of the other way around).

Bottom line:

Every day activities will always fill in the gaps.  So, if you don’t deliberately and mindfully create the space (schedule it in your calendar with a “DO NOT DISTURB”), you will never have the time to accomplish your most important activities.

How can I manage multiple web projects with a deadline without outsourcing?

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A busy professional has this question regarding project management:

How can I manage multiple web projects with a deadline without outsourcing? 

I don’t have money to invest in outsourcing. Beside outsourcing, what is the most effective way of complete 20 website design projects that are fully monetized and traffic generation optimized on or before December 2017? I fell into the folly of pursuing many site projects at the same time and I don’t want to give up. I strongly believe nothing is impossible to him who believes. I’m in dire need of an expert’s advice please. 

Without understanding the full scope of each project, there are a few things to consider and try.

Be realistic and transparent

In order to keep your clients – you need to be realistic and transparent about your talents and delivery schedule.  Tell your clients your current situation and give them a chance to either work with you or find another website developer.  This is the only way to keep your clients welfare and business in good standing.

At best – it would be selfish and unprofessional to jeopardize your clients’ business and income – because your mismanaged your business. At worst, knowingly taking money for projects that you cannot deliver is fraud.

Please, share your plans with your clients and give them the opportunity to decide what they want to do.

Have a list of other website developers that you can refer them to – as an option.  Work with affiliated referral partners to create a referral program – for cases such as this (more information on this below).

Minimize the requirements

Work with each client to minimize the requirements and delivery timeline.  By this I mean, identify exactly what needs to be delivered and when.  This may allow you to interlace your deliverables in phases to each of your clients.  Although this may extend the delivery to the entire projects past December 2017 – it may allow a working version of all the sites by December 2017.  This may allow all your clients to accomplish their goals, even though the full contract hasn’t been delivered in the original time schedule.

 

In either way – please be transparent to your clients regarding your schedule dilemma.

Re-usable routines

Investigate using routings or pre-tested functions/packages that do the required tasks (versus coding manually yourself).  This is different from outsourcing because you are doing a one-time purchase of the features or functions that you are interested in.  Your task would be to successfully integrate them into your various websites.  You can often purchase functionality at low costs or even free on open source sites.

The negative is the maintenance of such routines.  It might take you longer to fix any issues found in that code. 

Deliver in phases

Although your contract may promise a December 2017 delivery date, some of your clients may agree to extend the deadline.  Offer discounts or additional free months of maintenance to their contract in order to extend the deadline.  Create a new contract that outlines exactly what will be delivered in each phases, what the clients will be able to do with their website and when it will be finalized.  These changes in the statement of work needs to be documented and signed to afford problems in the future.

Release some projects to other website developers

Actually give away some of the projects to other website developers that you hold in high regards.  This allows you to keep your promises to your clients and refer business to other website developers. This also opens the door for those same website developers to hand-off business to your when they are over-loaded.  Discuss some type of referral fee when you and your referral partners exchange business as a way to motivate referrals.

As you mentioned earlier – this is your folly to schedule so many website projects in the same project schedule.  Don’t let your clients suffer for your mismanagement.  Your foremost goals is to keep your client’s welfare in mind at all time – even if that means you not making the profit.

Sometimes you can best serve your clients by referring them to someone else.

 If you need additional help on this, just let me know.

Do you need a logo and brand before selling?

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A busy professional has this question regarding branding and marketing:

Do I have to have a logo and brand before I start selling my product?

I have a limited budget and am eager to start selling my products to get some revenue. Should I allocate my budget towards advertising/sales right away or do I need a logo first? I’ve read that a logo and brand is really important, but I’m not sure if it’s important enough to put it before sales.

No, you do not need a brand/logo designed prior to selling products.  In fact, there are many cases of businesses starting up without logos. It takes time to actually figure out what your brand and message will ultimately be.  While you are figuring out your brand, start selling your product; continue to research which message works best; and figure out  what your brand will actually stand for.

The simple truth is that branding in the start-up stage can be counter-productive. It’s at this stage that you’re learning the ropes, making mistakes and as much as you might strive to do the opposite, making customers unhappy. In cases like this, it’s best that your brand is not strong so that you can ride through it and develop your processes, before developing your brand and locking your logo into people’s psyche.

Once you’ve got a good handle on your business, find someone whose experience and sensibility match your vision to help you.  Hiring an expert in branding will save you much rework and issues in the future.

A strong identity is an important factor in establishing brand recognition and lending credibility. A well-designed identity also helps in attracting the prospective audience you wish to engage.  Investing in brand experts is a good step.  But until you figure out who you are, what you do, who you do it for and why, you are simply wasting your resources.
Hopefully this helps

How do you craft a polite email to customers who haven’t responded to your previous emails?

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A busy professional asks a question regarding customer sales.

How do you craft a polite email to customers who haven’t responded to your previous emails?

I’m an international trading clerk, I have some customers who used to talk to me smoothly, but once I give them the price, they don’t reply me or even a comment on the price. So how should I contact them in a polite and comfortable way as a follow up?

Well, email isn’t the only tool in your toolbox.  Also email isn’t actually “talking to you smoothly”.  My recommendation is to use email:

  • as a “record” of your more intimate phone conversations
  • as a summary of your last phone conversation
  • to remind the client of the next step in the buyer’s journey (which may be another phone or in-person meeting)

One recommendation is don’t craft a polite email, call them. Calling them shows that you’re serious about winning their business, as you actually took time out of your day to follow up in a more personal manner. Attempting to speak with them directly shows initiative on your part, and a desire to do what is necessary to not only wins their business, but to retain it.

With an actual phone conversation, you can provide additional information, demonstrations, and charm them with your personality and sense of humor.  You can also discuss next steps and get verbal agreements throughout the conversation.  Verbal agreements lead to sales.

As far as price: price is never the biggest sticking point in the prospect decision making process.  It’s usually that

  • they have questions you have not answered (you need to know what those questions are, they are not going to tell you),
  • you have not asked the RIGHT questions (to find their pain) or
  • they don’t like/trust you

Bantering through email doesn’t really resolve any of these things.

Consider a more personal approach:

  • Visit the at their site
  • Invite them to your site
  • Make personal phone calls

Bottom line:  If one method of communication isn’t working, do not continue with that method.  Switch it up and make your next method more personal with a sense of urgency.

See what you think about those ideas.

At what staff number is it worth to provide daily “free” lunch or dinner for your employees?

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A busy professional asks a question regarding Company Culture:

At what staff number is it worth to provide daily “free” lunch or dinner for your employees?

I am the Recreation and Events Golf Manager for a course in Orlando. Part of my responsibility is overseeing the Clubhouse’s food and beverage team. We have always offered our staff 50% off a meal if they are working that day, and 20% off a meal if they come in to eat on their own time. We only staff about 20 people (including both back of the house and front of the house) in the clubhouse. With the spotlight on “company culture”, should we be providing additional benefits like free meals to our employees?

 

I think it’s very generous that you offer your staff discounts on meals.  In regards to “what staff number”, I think it should be directly proportional with your revenue/income.  You are still in the business to make money.  My recommendation is to continue your current method as long as it feels good to you and is still profitable to do so.

Additional benefits

As for “additional benefits” – consider rewarding performance versus just being “present”.

Some ideas are:

  • When salaried employees work “over-time” (evenings during the week, or weekend hours over lunch) – the company provides free meals to the employees during those “over and above” hours. This was in recognition for helping out in a moment of crisis or in a critical client situation.
  • Thank you card and restaurant gift certificates (or meal gift certificates to their entire family) can also be given as a performance award to celebrate outstanding accomplishments or outstanding performances. This provides a nice thank-you to their entire family. We often need to acknowledge that there’s an entire family involved that allows the employee to work those extra hours and/or provide that excellent performance. Thanking their entire family is also a nice show of overall appreciation.
  • Providing additional vacation days to compensate for extra/long hours is another option.
  • Some companies provide continuing education reimbursement to support their employee’s career growth and development.
  • Some companies reimburse for professional organizations or professional association fees. These are professional groups associated with the company’s industry.  When employees business network in these group, it’s a Win/Win for both the employee and the company.
  • Some companies reimburse for attendance to industry conferences, seminars and tradeshows. It’s another Win/Win for both the employee and the company.

 

Whatever you decide, keep in mind your employee’s advancement and career goals.  Then continue to provide additional assistance to help your employees develop and advance in their chosen career.

See what you think about those ideas.