Hub You - Business

The Hard Hat
You probably don’t think much about the hard hat, but if you didn’t know it, it can be a life saving device. While many areas of construction use these hats, it should be something that more people use. Think about all the times that you are in risk of falling off a ladder or having something fall on you. There are many reasons to wear a hard hat, but did you realize the various types that are out there?You would be quite surprised to realize just how many are out there. From designer versions to those made for people of all sizes, hard hats are by far one of the most versatile tools that any person can purchase. Protecting your head is quite important. In fact, more injuries that happen to the head are life threatening than you think. Not only are they

ne 3-ring binder for every position on our Org Chart.

Develop your Operations Manuals in a standard format containing at least the following information for each position.

ACCOUNTABILITY - Specify the position's accountabilities.

STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.

WORK INSTRUCTIONS - Specify how the position's work will be performed.

GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.

INTERFACE - Describe how the position interfaces with:

Its superior position.
Its subordinate positions.
Peer position(s) with frequent contact.
Non
Advertising Today - Strategies for the Short Attention Span
My years in radio taught me that the most effective means of ratings success is to speak to the audience you want instead of the audience you have. It can be a long process, and it takes patience to develop and grow your message before you see results. But repetition builds reputation, and it can work for any business model. Here are some things to keep in mind in building an effective campaign:Keep it simple, stupid. You can say more with less. Don't clutter your message with too many details. The more compelling the message is, the more pre-qualified your customers will be. A customer more motivated to find out more information, will be more motivated to purchase what you have to offer.Ask for what you want.<
Lack of Operations Manuals stunting your growth?
CONTENTS:

1. Do you lack functional Operations Manuals?
2. Use a SYSTEM to write your Operations Manuals!
3. Yes, but my people just don't/won't write stuff down!
4. But people WILL write stuff down - if ...
5. Call to Action.
1. Do you lack functional Operations Manuals?
Great businesses depend on systems, not people.
That's because you can duplicate systems, but not people.
If your business can't duplicate salable results, it won't survive. Duplication is Nature's Survival Law.
If your organization lacks Operations Manuals, your growth and success will be limited due to lack of a duplicable (documented) system.
2. You can use a SYSTEM to write your Operations Manuals!
Extraordinary people don't build great businesses. Ordinary people produce extraordinary results using a duplicable system. That's how you build a great business.
The faster you develop good Operations Manuals the faster you will have a great business!
3. Yes, but my people just don't/won't write stuff down!
You will hear many excuses and attitudes for why people don't write Operations Manuals.
"We just don't have enough time."
"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
"I hate to write. Who needs it!"
"Whenever I feel like writing, I lie down until the feeling goes away."
"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can replace yourselves.
And you can do this by documenting your positions in well-organized Operations Manuals.
"Mike! Are you saying that by writing stuff down in Operations Manuals we'll receive more raises, promotions, and vacations."
Absolutely!
These goodies are not available without your company's growth and prosperity!
Did you know most business start-ups fail while most franchises succeed. Successful franchises use a documented management system ... in short ... Operations Manuals!
"But Mike, our company is not a 'franchise!'"
Neither is mine.
But SMS has a documented management system, including about 13,000 pages of Operations Manuals.
When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.
We can relocate on a moment's notice with minimum hassle.
I know of many companies that wanted to move from California.
Suddenly, they were faced with hiring many new, inexperienced employees in another state.
Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!
Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.
So, here's my advice. Start now!
Develop a set of Operations Manuals where you collect information that governs how your company's positions function.
At SMS, we have at least one 3-ring binder for every position on our Org Chart.
Develop your Operations Manuals in a standard format containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
WORK INSTRUCTIONS - Specify how the position's work will be performed.
GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
INTERFACE - Describe how the position interfaces with:
- Its superior position.
- Its subordinate positions.
- Peer position(s) with frequent contact.
- Non-
  Employee Motivation: Make Everyone A Cheerleader For Your Company
  Do you manage by walking around? What do you see? People excited about their job or people just going through the motions? Here are seven ways, that do not cost much if anything, to turn the “it’s just a job” employee into one that is powered up and willing to give their best every day.Spend time out in the field. Ask your employees how you can help make their jobs easier. Work alongside them and even let them teach you what they do. Southwest Airlines has a mandate that every manager must spend 1/3 of his or her time in direct contact with employees and customers to create a stronger feeling of teamwork.Hold a voluntary good news hour. Set aside time once a week so that everyone can share good things that have happened in their lives
  cable system. That's how you build a great business.
  The faster you develop good Operations Manuals the faster you will have a great business!
  3. Yes, but my people just don't/won't write stuff down!
  You will hear many excuses and attitudes for why people don't write Operations Manuals.
  "We just don't have enough time."
  "It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
  "I hate to write. Who needs it!"
  "Whenever I feel like writing, I lie down until the feeling goes away."
  "It's different here. Things change too fast. The minute we write something down, it's obsolete..."
  These are typical objections people express. But, one of the most UNexpressed fears is:
  "If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
  No wonder so few organizations have Operations Manuals!
  4. But people WILL write stuff down - if ... and only if they can realize a benefit!
  Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can replace yourselves.
  And you can do this by documenting your positions in well-organized Operations Manuals.
  "Mike! Are you saying that by writing stuff down in Operations Manuals we'll receive more raises, promotions, and vacations."
  Absolutely!
  These goodies are not available without your company's growth and prosperity!
  Did you know most business start-ups fail while most franchises succeed. Successful franchises use a documented management system ... in short ... Operations Manuals!
  "But Mike, our company is not a 'franchise!'"
  Neither is mine.
  But SMS has a documented management system, including about 13,000 pages of Operations Manuals.
  When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.
  We can relocate on a moment's notice with minimum hassle.
  I know of many companies that wanted to move from California.
  Suddenly, they were faced with hiring many new, inexperienced employees in another state.
  Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!
  Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.
  So, here's my advice. Start now!
  Develop a set of Operations Manuals where you collect information that governs how your company's positions function.
  At SMS, we have at least one 3-ring binder for every position on our Org Chart.
  Develop your Operations Manuals in a standard format containing at least the following information for each position.
  ACCOUNTABILITY - Specify the position's accountabilities.
  STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
  WORK INSTRUCTIONS - Specify how the position's work will be performed.
  GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
  INTERFACE - Describe how the position interfaces with:
  - Its superior position.
  - Its subordinate positions.
  - Peer position(s) with frequent contact.
  - Non
    Why Sell Ebooks on Ebay
    Ebooks or sometimes referred to as e-books are basically electronic books that can be read on the computer. They come in various formats. The most popular ones you see are Pdfs or exes. Pdfs are the most flexible form of ebooks as they can be easily read on Macs and PCs. The latter can only be used on PCs. There are also other elusive formats floating around on the internet like CHM, which is a HTML compiled ebook.Ebooks cover a wide gamut of subjects, from astronomy to zoology. The most popular ones are usually self help guides, computer software guides and ebay guides. Resellable ebooks make a great product on ebay as they can generate endless amount of revenue with no physical inventory to carry or ship. Ebooks are shipped by email or via a download link. N
    e Operations Manuals!
    4. But people WILL write stuff down - if ... and only if they can realize a benefit!
    Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can replace yourselves.
    And you can do this by documenting your positions in well-organized Operations Manuals.
    "Mike! Are you saying that by writing stuff down in Operations Manuals we'll receive more raises, promotions, and vacations."
    Absolutely!
    These goodies are not available without your company's growth and prosperity!
    Did you know most business start-ups fail while most franchises succeed. Successful franchises use a documented management system ... in short ... Operations Manuals!
    "But Mike, our company is not a 'franchise!'"
    Neither is mine.
    But SMS has a documented management system, including about 13,000 pages of Operations Manuals.
    When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.
    We can relocate on a moment's notice with minimum hassle.
    I know of many companies that wanted to move from California.
    Suddenly, they were faced with hiring many new, inexperienced employees in another state.
    Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!
    Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.
    So, here's my advice. Start now!
    Develop a set of Operations Manuals where you collect information that governs how your company's positions function.
    At SMS, we have at least one 3-ring binder for every position on our Org Chart.
    Develop your Operations Manuals in a standard format containing at least the following information for each position.
    ACCOUNTABILITY - Specify the position's accountabilities.
    STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
    WORK INSTRUCTIONS - Specify how the position's work will be performed.
    GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
    INTERFACE - Describe how the position interfaces with:
    - Its superior position.
    - Its subordinate positions.
    - Peer position(s) with frequent contact.
    - Non
      Conflict Resolution
      Conflict Resolution is a skill set necessary for survival in today’s business world. The ability to recognize conflict, understand the nature of conflict and to be able to bring swift and fair resolution to conflict will serve you well as a senior executive or entrepreneur. In today’s blog post I’ll share my perspective on the art and science of conflict resolution.How many times over the years have you witnessed otherwise savvy professionals self-destruct because they wouldn’t engage out of a fear of conflict? Putting one’s head in the sand and hoping that conflict will pass you by is not the most effective methodology for problem solving. Conflict rarely resolves itself…In fact, conflict normally escalates if not dealt with proactively and properly. It is no
      including about 13,000 pages of Operations Manuals.
      When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.
      We can relocate on a moment's notice with minimum hassle.
      I know of many companies that wanted to move from California.
      Suddenly, they were faced with hiring many new, inexperienced employees in another state.
      Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!
      Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.
      So, here's my advice. Start now!
      Develop a set of Operations Manuals where you collect information that governs how your company's positions function.
      At SMS, we have at least one 3-ring binder for every position on our Org Chart.
      Develop your Operations Manuals in a standard format containing at least the following information for each position.
      ACCOUNTABILITY - Specify the position's accountabilities.
      STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
      WORK INSTRUCTIONS - Specify how the position's work will be performed.
      GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
      INTERFACE - Describe how the position interfaces with:
      - Its superior position.
      - Its subordinate positions.
      - Peer position(s) with frequent contact.
      - Non
        The Top 10 Ways to Help the Downsized
        1. Stay in touch and be there for them quietly.Because you hear nothing from them, it does not mean that they are OK. Because they have come through one bout of unhappiness successfully it does not mean that it will be the last. Call weekly.2. Do they know how best you can support them?Some of us were brought up according to the independence model and have to be introduced gently to the idea of support of any kind being acceptable. Encourage those of this school to reflect on what would be most helpful and communicate it.........And if nothing comes to their minds immediately, do not stop asking.3. Never allow them to complain for more than 2 minutes before turning to solutions.How many times have you felt positively revive
        ne 3-ring binder for every position on our Org Chart.
        Develop your Operations Manuals in a standard format containing at least the following information for each position.
        ACCOUNTABILITY - Specify the position's accountabilities.
        STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
        WORK INSTRUCTIONS - Specify how the position's work will be performed.
        GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
        INTERFACE - Describe how the position interfaces with:
        Its superior position.
        Its subordinate positions.
        Peer position(s) with frequent contact.
        Non-peer staff positions with frequent contact.
        The "Outside World" (customers, vendors, etc.).
        You can design your manuals to have five sections each as follows.
        POSITION SECTION
        COMPANY/PRODUCTS SECTION
        POLICY SECTION Company-wide policies:
        SYSTEMS SECTION Action plans, sample forms, flowcharts, scripts, collateral materials, etc.
        LOGIC SECTION Explain the principles behind the position's work.
        5. Call to Action.
        To review, your Operations Manuals are collection points for information that governs functioning of positions on your Org Chart.
        I sent you this eZine to give you an outline to ease development of your Operations Manuals.
        As you've probably guessed, developing Operations Manuals is a big task. I've done it often for many clients. If I be of assistance, just send me an email.
        Together, we can document what you want, how you want it, and when you want it. We will discuss various creative approaches before the project begins.
        Mike Hayden
        Principal/Consultant
        Your partner in streamlining business. For more information,
        Email: mailto:info@seniormanagementservices.com
        Website: http://www.SeniorManagementServices.com (c) 2003 Mike Hayden, All rights reserved. You may use material from the Profitable Venture Tactics eZine in whole or in part, as long as you include complete attribution, including live website link and email link.

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