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It's About Time! The Journyx Blog
Trick question: how many stakeholders does it take to get things done? It’s always more than you think. One client counted up 50 stakeholder groups and more than 100 people.
If you’re like most organizations, you work very hard to get everyone lined up and saying “yes”. Then somehow they vanish. It can be really discouraging. This is just as true when you’re trying to get a sale as it is for getting things done internally or with allies and influencers.
You ask them, “What happened?” “You were on board yesterday (an hour ago, last month, etc.).” What you hear (if you hear anything) is “I re-thought about it” or “I’m just not so sure this is a good idea anymore.” All your hard work is down the drain. The sale, issue, decision or activity is postponed or gone forever.
What went wrong? One of three possibilities has occurred. Two of them are fixable; one of them isn’t. The unfixable one is caused by “ghost competitors”™ to your idea. One fixable problem is caused by rushing the stakeholders. The other is due to not letting them go completely through their “buy-in” process. It’s what we call the “Buying Continuum”™.
Just as you have a process to get their sale, agreement, participation, etc., they have a process to reduce or take the risk out of doing what you ask. There are different kinds of risk takers and to “catch” them, you need to use that information in the process you use in your particular Buying Continuum™.
There are seven steps to the Buying Continuum™ that all these risk takers must go through to do what you want. They won’t match up exactly with what you do on your behalf. Some of their steps may happen simultaneously but they must happen. If you know how it works, you can mentor them through any steps that they try to circumvent or delay.
The result of doing this is staggering. You can reduce your time, effort, and maybe even money to get them all the way to the finish line. You can also see the writing on the wall a lot faster and not even bother or find a way around that particular stakeholder.
In my free Journyx webinar, "Catching the Wild Stakeholder”, I talk about the risk takers and the Buying Continuum™ process. Register here. Please feel free to email me your questions at email@example.com.
By Jan F. Triplett, Ph.D., CEO, Business Success Center
Companies have been looking for productivity boosters for as long as they have been in business. Often these boosters take the form of direct efforts, such as team outings or the dreaded “team-building exercise”. While these approaches may have an immediate positive impact, oftentimes lessons learned or motivation gained diminish over time. Ultimately, the reason for this drop-off is lack of consistency on following through on the positive lessons. A similar effect occurs outside the business world. For instance, when one is attempting to learn a foreign language, it does no good to engage in a weeklong “cram” and then ignore the language until the need arises.
Once a company decides to employ productivity strategies, the question becomes, what should these strategies entail? Most of the time, it makes sense to align strategies with existing company culture. Technology companies may benefit from allowing employees to bring their own mobile devices to work, for instance. Regardless of the direction you choose, some change is going to be necessary.
The word “ambience” elicits images of colored lighting and modern architecture, but in reality, the most effective ambient strategies are personality-based and usually originate from the top. Particularly in a corporate setting, the trickle-down effect is significant due to structured hierarchy. While it may seem cliché, the idea that management should “lead from the front” is a highly effective ambient strategy, and not just because of the feel-good nature such efforts inspire in employees.
Rather, when an employee sees someone in a position of success that regularly dives right into projects and is not afraid to get their hands dirty, they get the idea that, if they want to reach the same level of success, they must be similarly willing to take on a challenge. Remember, the reverse is true as well, and if an employee feels the only way to get ahead is through personal relationships and backstabbing, they will do that as well.
Ambient strategies must be consistent and long-lasting to realize significant benefit, but they can revitalize a business due to their integration in the daily experiences of employees. Further, because the benefits of ambient strategies are productivity based, you can measure the value of such efforts as a function of time. While ambient strategies do take time to mature, they can certainly adhere to the S.M.A.R.T. goal structure more so than direct productivity boosters. In addition, they can be far more cost effective. Besides, does anyone really want to play tug-of-war in business casual?
Congratulations to Uwa Oduwa, graduate student at Georgetown University, for being selected as the 2012 Journyx Scholarship recipient. As the winner, Oduwa receives $500 toward tuition and fees. Oduwa is pursuing a Master of Arts, Communication, Culture & Technology degree and expects to graduate from Georgetown in May 2014.
Below is Oduwa's winning scholarship essay, titled:
Get Your Mind Out of The Clutter: Productivity and The Workspace
A critical component of having a fulfilled career is maintaining and enhancing our time-management skills. Of course, finding the right balance begins at the office - but what if the stacks of papers, files, and other objects are a bit overwhelming? In fact, there is a direct link between a clutter-free workplace and increased productivity. This goes hand-in-hand with the need to manage time effectively and consistently to enhance a business’ creativity and achieve personal satisfaction from within.
First Impressions Are Critical
As the old adage states, “you never get a second chance to make a first impression.” When a future business opportunity is on the line, first impressions really do count. The last thing a business would want their client to think is: “If they can’t even keep their offices organized, how are they supposed to keep track of my critical documents?!”
What businesses can do to mitigate this problem is to have each employee approach time management step by step: First, there should be open communication if an employee is slightly overwhelmed at work. Allow them to spare a few extra minutes before or after work to de-clutter their environment. Next, seek the expertise of other co-workers, since they might have gone through the same thing. They may have useful time-management skills that you never thought of and would be eager to share with others. It never hurts to ask. Lastly, do your own research. Whether it’s a brand new self-help book or popular website, check out unique ways to gain new time-management skills that can span both your professional and personal life.
It has been shown that the “working environment has a fundamental impact on recruitment, retention, productivity and ultimately on the organization’s ability to achieve its business strategy,” according to Barry Hanes in the Journal of Facilities Management. It makes sense that a sound environment leads to happier, stress-free employees. Although our society pairs the term “stress” with “work” quite often, that does not have to be the case.
De-Clutter to De-Stress
Few people would wish for more stress in their lives. Nearly 75 percent of doctor visits are related to stress, based on Pat Heydlauff’s book Feng Shui: So Easy a Child Can Do It. This book reveals that “the average person wastes 4.3 hours per week searching for papers,” only adding to more frustration, stress, and diminished creative thinking. In an era where time is extremely limited, 4.3 extra hours could mean the difference between thousands of dollars in potential business leads. What CEO or business leader doesn’t love to hear the words “reduced” and “costs” in the same sentence?
It’s Never Too Late
Businesses need to realize that to increase their productivity they first must reduce the clutter that surrounds their space. In addition, having a supportive group, especially family and people from outside the core business, is a huge plus. If you or someone you know needs a massive overhaul in their time-management skills, remember that it is never too late to make the first step. Experts suggest establishing a strategy to maintain a clutter-free and time-productive workspace, and then start a reward system where you can show-off your accomplishments. Remember, prizes can be fun at any age.
Better yet, once you accomplish your successes, share your newfound skills with co-workers, family and friends who might need help with managing their time. Then, you can finally reap the benefits of a more productive life in and outside of the workspace!
Customer engagement can be a key differentiator for companies, particularly small-medium sized businesses for whom “personalized service” helps to lure customers away from the bigger fish. But companies must have a smart strategy in place for engaging with customers. Inefficient communication tactics bleed resources. It is important to implement a customer communication strategy that is both time-bound and keeps customers happy in the long run.
First, determine whom customer communication channels affect. Often businesses view customer service as a standalone role, but that is rarely the case. Customer communication processes affect developers, sales staff and even designers. So, take the time to review recorded employee activities to get an accurate view into which staff members will be affected by customer communication activities.
You should also consider how much time needs to be spent on direct communications each day. In terms of customer service, many businesses feature “always on” communication avenues, but this is not always the most efficient means of cataloging and addressing customer issues. For instance, if you have only a few customer service representatives, or if other employees have a dual customer service role, then boasting immediate, direct access will quickly result in a buildup of complaints. It is far better to implement an organized system for addressing customer complaints. Perhaps the primary communication channel should be email or web-forms that allow you to prioritize or even batch similar problems together to service multiple complaints at once.
Finally, and regardless of which strategy you choose, customers need to be assured that their voices are heard. Even if you simply schedule time at the end of the day to send response emails, there should be some level of customer acknowledgement. The key is order, not ignorance, so be sure that your well-organized backlog doesn’t become a pileup. You can also treat many customer issues as projects in their own right, and track employee time and resources to specific complaints (and customers) to determine how much time each customer is costing you.
In the end, communication should always be a priority for businesses that want to keep customers happy. That being said, you need to communicate on your terms both for the sake of your company and to ensure customer needs are addressed in the most efficient manner possible.
2012 was an important year for business. We saw the emergence of new social networks that allow companies to connect with customers in innovative ways. Online businesses united in the face of SOPA legislation, demonstrating the value placed on freedom of communication. And, of course, industry continues to expand in the wake of the global financial crisis. All that said, 2013 is set to be a defining year for companies worldwide. Your success this year, or lack thereof, will depend on how quickly you can institute profitable strategies right off the bat. To help you out, here are three New Years resolutions you should implement to get the year off to a great start!
1. Diversify Communication Channels
Business presence on Facebook and Twitter has become incredibly commonplace, where businesses can connect with customers more often and more conveniently. However, new social networks such as Pinterest allow for creative discussions and out-of-the box business strategies. Image-based communication is becoming quite popular, so if you can incorporate that into your marketing and customer service efforts, it is worthwhile to do so. In addition, internal social networks such as Yammer give management and employees a direct, casual means of discussion that allows for seamless collaboration.
2. Cut Down On Software Clutter
Bloatware causes inefficient business operations and confusing data manipulation. Whereas in the past, software existed in a vacuum, today software offers integrations that ensure each individual component serves its purpose in a larger network. If you haven’t done so recently, 2013 is the year to explore new software options to ensure that your business has the ability to operate at optimal efficiency for the foreseeable future.
3. Get Complete Visibility Into Projects and Resources
While it does require some time to implement and monitor, organization-wide accountability is a goal that every business should strive to achieve in 2013. Whether you are assigning people to projects or determining the profitability of an individual employee’s activities, a resource management system based on solid time-data will allow you to pursue value with minimal risk. Failure to maintain awareness of all of your operations can result in wasted time or failed projects, an unnecessary risk given the availability of robust time management options.
Follow these resolutions, and your company will be set to take the business world by storm in 2013. The opportunity is there this year, so waste no time in seizing it right away!
Well, it turns out that the fire, brimstone, and other catastrophes slated for December 21st were somewhat underwhelming. Whether that was because the Mayans messed up their calendar somewhere or because JELL-O truly is the snack of the gods, you can finally breathe easy and part with that bunker you bought. However, that doesn’t mean that now is the time to relax where your company is concerned – far from it! Now is the time to capitalize on the preparations you have made to ensure increased profitability so you can get a leg up on the competition in the New Year.
To begin, consider the overall climate of your industry. For many, the past few years have been pretty bleak. Fortunately, things are beginning to look up and new business ventures have a better chance to succeed since many big players are hesitant to take risks. That being said, you cannot simply take major risks while relying on luck to succeed. Doing so can lead to a business apocalypse of your very own. Move forward in a way that maximizes your odds while still including a margin of safety in case your initiative isn’t successful.
We’ve discussed the idea of cutting costs intelligently, so how do you reintroduce or expand upon business operations with the same level of strategy? To begin, examine your backlog of project data to determine which activities were most profitable, and what best practices can be applied to future endeavors. Barring one-off or highly specialized projects, the odds are that you can reuse many processes that led you to success in the past. This way, you can structure innovative new activities with a minimal amount of risk.
Once you have determined which activities were most successful, and what strategies you can apply to future projects, you can determine new projects. Consider this: when you speak with customers, what do you hear as recurring pain points? It is always better to create a product with a market already identified, and even more so when you already have the trust of a customer base.
Finally, build your team. While the holiday season will soon be over, employees may still take time off in the New Year, or may be swamped when they get back to work. That means that you will need to carefully review time data, as well as scheduled PTO and other activities, to put together a team that can deliver your new initiative. An effective resource management system will aid you greatly in this effort.
Obviously, the paranoia of the business world over the past few years had little to do with the fictional 2012 doomsday scenario, yet now is as good a time as any to push forward and prove once and for all that your business can do more than survive: it can thrive.
Even if you technically have the ability to be a government contractor, you should consider the fact that government agencies place a lot of value on experience when selecting contractors. For the same reason you look for new hires with a proven track record of work history, the government wants contractors to be as close to a “sure thing” as possible. So how do you gain experience if the government is hesitant to hand out contracts to inexperienced contractors?
One way to get your feet wet is to serve as a subcontractor for an existing government contractor. Subcontractors work under the primary contracting agent, and actually do not have direct contact with the government at all. This is actually a blessing in disguise for several reasons. First, it means that a business does not have to jump through the hoops that it takes to actually win a government contract. And second, it requires less bureaucratic navigation than the prime contractor will face.
In other words, your business can focus on delivering a quality product while still gaining exposure to the process of government contracting. If you can get some experience as a subcontractor then you will be a much more attractive choice for government agencies, increasing the odds that you will win the contract. In addition, you can assess any deficiencies your business might experience as a prime contractor and address them before the “real deal”. Finally, you can forge a valuable partnership with an experienced contractor who can help you when you make the leap to prime contractor. It is a win-win situation that any aspiring contractor should consider.
It’s that time of year again, with Christmas songs on the radio, corporate holiday parties planned, and twinkling lights decorating every nook and cranny of the office. It’s also the time of year when employees are most likely to use up those saved vacation days, often taking off several days to spend time with friends and family during the holiday season. For many businesses, this means that operations will nearly grind to a halt for almost the entire month of December. However, it doesn’t have to be this way. With the right technology and effort, you can continue to grow your business and hit the ground running in the New Year while other companies are still sluggishly recovering from their holiday feasts.
The most efficient way to maintain momentum over the holidays is to know who is available at all times. To do this, you will need to implement a time management system that allows you to track employee activities including vacation time. Once you know the availability of all of your employees in advance, you can structure projects around those who will be available. While you may not be able to complete the large projects that you tackle during your busiest seasons, this is a great time to bundle and complete those smaller, nagging projects that constantly take a backseat to your more grandiose initiatives.
But what if you have a large number of employees who all take off at the same time, creating periods of time where there will be absolutely no one at the office? If you know well in advance this will happen, or if there is a proven history of such large-scale absences at your office, consider giving everyone that time off. You can reconfigure your paid company holidays away from those less consistent, one-day company holidays that are not universally recognized, and give a larger chunk of time during the holidays, when most businesses shut down. Your employees will appreciate the ability to keep their PTO, and you will be able to decrease the number of “dead days” you experience over the year.
Government contracting can be highly rewarding. However, the competition is often fierce. To become and remain competitive, businesses need to focus on tangible benefits for the government. If you cannot compete on product, price or performance, you will quickly be left behind. Similarly, you must be able to work within the government bureaucracy and adhere to necessary regulations. However, there are certain intangible elements that, while not strictly necessary, greatly improve your chances of becoming a successful government contractor. Of these elements, one of the most important is to build a network specifically geared toward contracting.
One of the best places to start your networking approach is inside a government agency itself. Get in touch with the liaison officers at your agency of choice. These individuals can help put you in touch with decision-makers and can serve as a great introduction point into the organization. Similarly, working with procurement officers can be useful, particularly if you have an innovative product to offer. You can encounter them at procurement conferences and other events sponsored by government agencies. If you manage to get your product into a procurement officer’s hands and build a relationship based on the quality of your offering, they may become a strong advocate to higher-ups.
You can also look to your professional network, especially among people who offer products or services that complement your own. If they have worked with the government before, all the better. One of the best ways to break into government contracting is by entering as a co-contractor or sub-contractor. If you have managed to forge and maintain a quality professional relationship with someone who can enter contracting with you, or whom you can serve under as a sub-contractor, you can gain a quick boost on the road to becoming an established contracting entity.
There are numerous ways to get side-tracked before you find success as a contractor, so before you begin building a network make sure your house is in order and that you have the ability to enter into the field. Once you are sure that you have the manpower, time and resources to dedicate to contracting, you should determine who is best positioned to help you break into the field, and pursue those relationships diligently. Even if it is only to get advice regarding a certain agency’s preferences, in a field as competitive as government contracting, you should accept any advantage you can get.
Businesses often (smartly) leverage partnerships to increase their offerings for customers. These partnerships can be informal relationships with minimal offerings or they can be more substantial with services offered in conjunction with a company’s core product. Whatever form your partnerships take, it is important to make sure that the give-and-take is profitable for both parties.
For starters, it is necessary to manage expectations with partners. For instance, you might have a partner scheduled to lead a hangout for your Google+ followers, offering them exposure in return for their expertise. However, there are certain expectations that they need to meet: preparing beforehand and presenting relevant, interesting material, beginning and ending on time, offering a compelling discussion, etc. You need to be able to rely on these individuals or risk losing face in front of the fan base you’ve built for your company. Thus, if that partner has a history of being flaky or unprepared, you should think twice before scheduling this type of activity with them.
Indeed, you should not be afraid to fire problem partners just as quickly as you would problem customers. In fact, it is even more important to cultivate a high-quality partner network, since they are a facet of the face of your company even if they are not actually employed there. Fortunately, you can incorporate partner activities into your project management system with relative ease. You will need to assign someone within your company to enter time and ROI of projects completed with partners, in addition to any budgeted costs and percentage of project complete.
It is also a good idea to factor in partnership management responsibilities of your employees, because time wasted on inattentive or ineffectual partners negatively impacts your bottom line. Remember, the opportunity costs for negative partnerships can keep your employees from performing truly productive tasks, and will subvert time from creating lasting relationships with genuinely fantastic partners. Be flexible, particularly when partners are helping you without financial requirements. But, when it is clear that they are underperforming for you, drop them and do not look back. A moment of hurt feelings is not worth a long-term drain on time and resources.
Modern tech businesses are notorious for their relaxed work environment, yet it is often the case that their employees produce highly creative and innovative material. This can be explained by considering what employees view as valuable contributions in their role. Because their time is not as structured, their work is less of the “busy” variety. They do not feel pressure to burn the clock, but rather to work smarter in order to increase their value at the company. The businesses themselves are responsible for creating this environment, and need to make intelligent decisions to ensure that employees use their freedom productively.
So what does this reduced structure look like? Some businesses have made major strides by setting up communal work areas for marketing teams. By allowing both a personal work space and an open, collaborative environment, employees can reap the benefit of colleague input and brainstorming. The freedom of mobility and collaboration within an office setting facilitates “out of the box” thinking while still operating within a traditional office environment. Other businesses allow employees to work outside the office for some of the day. Of course, it is important to manage expectations and include the caveat that employees must be productive while working remotely. This is a license for creativity, not laziness.
It is important to determine who exactly will benefit from these incentives, and who they can feasibly be given to. It makes the most sense to give these incentives to employees who do not operate on a rigidly structured schedule. For instance, it wouldn’t make sense for technical support agents because they are required to work around customer schedules, necessitating that they make themselves available at any time. Similarly, sales and some managerial roles will likely not fit the bill. By correlating time-based productivity data with the type of work performed, you can determine who in your organization will gain value from reduced structure.
If you are able to offer increased freedom for creative employees, you can increase job satisfaction and incentives for future hires. You will also create an environment for original and valuable contributions. It can be a win-win situation that benefits companies in any industry.
Marketing is often described in terms of a product life cycle. The development, the launch, continued support, and finally, discontinuation all have specific marketing efforts associated with them. From social contests to reduced prices and giveaways, the emphasis is nearly always on the product or service provided. However, this does not take into account the way that customers actually search for and find products.
Consider the last time you purchased something. Every so often, aesthetics or “wow-factors” play a role in the purchase, but not usually. Most people buy something because they have a need, or job, to be done. No one goes out and buys business software because they like filling in little squares with information; they do so to keep track of where, why and how their business is operating. They don’t pony up cash for consultants because they are lonely and want someone to talk to; they do so because they require assistance with a problem.
Recognizing the impetus that ultimately draws consumers to your product or service will greatly enhance your marketing and sales success. Instead of focusing on what your product brings to the table, you can focus on the pain points that drive customers to your product. If the marketing for a product speaks directly to a customer need, they are much more likely to buy. This is extremely powerful, and we all know this to be true. For instance, when you see an ad for an accounting program, you don’t care that it was developed with the latest in programming techniques, you just want it to accurately deal with financials and help you run your business more smoothly.
So how do you figure out what needs your product speaks to? If you have been in business for a little while and have delivered a product to the market, try to spark a dialogue and ask customers why they bought the product. If you are new to the market, think about what prompted the creation of the product in the first place (products and services are often born because someone had a problem and found no viable market solution available). Then ask yourself, how often do I have the problems that the product addresses?
Remember this simple truth: consumers buy products to complete jobs that need to be accomplished.
Social media has opened countless new avenues for promotion of all kind. Because of blogs, Twitter, Facebook and more, it’s as if we are all holding a bullhorn, able to promote ourselves whenever and to whomever we choose. It’s a responsibility not to be taken lightly as the Internet doesn’t come with an eraser.
Within your company, surely you’ve grappled with the use, disuse and misuse of social media from a corporate standpoint. But have you thought of using it to your company’s advantage for employee recognition? Using social media as a positive recognition tool shows employees your appreciation in a highly-visible and yet low-cost way.
They found that “the 3 most important reasons small businesses leverage social media are:
- Connecting with customers
How do you ensure that your top performers know that they are appreciated? Here are some tips for incorporating social media recognition into your business.
Top Ways to Recognize Employees on Social Media
- Facebook: Facebook is such a personal medium that highlighting employee accomplishments and including pictures (of, say, the employee receiving an award) is not only a morale boost to the employee but can spice up a corporate Facebook page. Tag employees so that accomplishments can spread beyond the company to their friends and family.
- Yammer: If you have concerns about keeping company data private, there are social media sites designed just for business, such as Yammer. Yammer gives a company a Facebook-like networking forum with the comfort of a password-protected site and is a great place to recognize employees.
- Rypple: Rypple takes the idea one step further. As an internal social management platform that enables managers/people within a company to instantly recognize and reward one another for doing great work, Rypple is specifically built for recognition.
- Twitter: Twitter is great for shout-outs to top performing employees. Make sure to @ the employee so it shows up in their Twitter feed. You could also create a #hashtag for all employee recognition tweets so that Twitter groups them all together and so that they’re easily found.
- The company blog: This is a perfect place to highlight the accomplishments of an individual employee or an amazing team. Blogs lend themselves easily to detailed descriptions, lists and pictures of what you want to highlight and allow anyone to comment on the blog post, adding to the conversation.
- Virtual gifts: A relatively new phenomenon in social media is the idea of giving virtual gifts. KangoGift enables people to send small, thoughtful gifts to a person's cell phone that can be redeemed inside a store by showing the image (like an ice cream cone, for example). The idea can be extended to an employee recognition program with instant and informal rewards that can be shared on social media.
Employee Recognition Reflects Well On Your Company
Publicly recognizing your employees’ accomplishments also shines a positive light on your company. A great example is a Best Western hotel that used social media to highlight one of its top employees. The employee, Wallace, was nominated to receive a “Stars of the Industry” award from the Illinois Hotel and Lodging Association. To help Wallace’s campaign, his employer created a Facebook page and asked guests of the downtown Chicago hotel to visit the page and share their experiences and thoughts as to why Wallace should receive this award.
Customers flocked to the page and posted stories of how helpful Wallace was during their stay at the hotel. Customers were already used to interacting with Wallace in the virtual world through his blog on the Best Western River North Hotel site called “Where’s Wallace?” No doubt the Facebook page with all the customer testimonials helped influence the judging process for the award. Not only did it make Wallace look good, but it was great advertising for the hotel itself.
Boost Company Morale In Real-Time
The reason why social media is so ideal for employee recognition is not because it’s free (although that certainly doesn’t hurt!), it’s because many, if not all, of your employees are already on social networks. Recognizing your employees where they already “hang out” has a more meaningful effect. The average age of Facebook users is 38, 39 for Twitter, and 44 for LinkedIn. So don’t use the youth excuse! Recognition through social media helps executives reach their employees. It encourages peer-to-peer acknowledgement, as well, through friends leaving comments, retweeting, sharing, etc. Whether publicly through popular social media sites or privately on internal networking sites, sincerely acknowledging your employees through social media is an incredibly effective tool to reward your employees and boost company morale.
One Word of Caution
Before you fire off that tweet, do remember that not everyone loves the limelight. “Be careful to reward people in any sort of public forum unless you're absolutely certain that they would welcome that kind of attention,” warns Linda Pophal of Strategic Communications, LLC. “A number of years ago I supervised a graphic designer who was going to be recognized at an ‘all-employee’ meeting – she got wind of it and came to my office extremely agitated because she did not want that kind of public attention. Social media is just another form of public exposure - on steroids. Yes, it can be a good thing - but it can also backfire.”
What are your best tips for acknowledging in social media?
Do you believe in what you do? Most people will say yes, but the answer to the question is not as obvious as it might appear. It is not skillset, or the ability to sell a product, or even the desirability of the product itself. Rather, it deals with whether or not you, personally, believe in the value that you are providing.
Try this. The next time you are discussing a project or task, don’t focus on the “what” or the “how” but rather on the “why”. This method, expertly discussed by Simon Sinek in his fantastic TED talk, allows you to speak to customers on an emotional level, and to recruit a following of believers rather than customers.
What does “why” mean? It has little to do with sales numbers, paychecks, or any of those business issues. Instead, it deals with the motivating factors behind how you live your life. Why do you want money? To travel? To buy a fancy vehicle? Even those do not go far enough. Why do you want those things? Freedom? Respect?
Go far enough down the rabbit hole and eventually you will discover the essence of what you believe. Only then can you communicate that belief to customers, and build a true community rather than a sales base.
It happened. You knew that it would eventually. Despite your best efforts, the project failed. It went over budget, or it didn’t appeal to stakeholders, or it just took too long to complete. In any case, it wound up on the cutting room floor and you are left to pick up the pieces.
Sometimes, our projects will just not work out. In the aftermath, one of the most common, seemingly unavoidable emotions is regret. Regret that you couldn’t have fixed the project. Regret that your team won’t get recognized for success. Regret that, rather than improving your standing with the company, this task that you were pouring long hours into might potentially damage your reputation.
However, there is an alternative to regret. Cliché as it may sound, the only true failures are those which do not educate you in any way. Failure is important, because ultimately it is through failing that we find the tools to succeed. When people talk about the value of jumping right in and getting your hands dirty, they mean it. You might feel filthy, worn-down, and beaten, but you will learn.
That does not mean that you will automatically learn from your mistakes. If that were the case, you would see significantly fewer companies in the news filing for bankruptcy. No, it takes a conscious effort. That is why we believe in the importance of accurately tracking all costs, hours, and activities at the per-project level. Being able to quickly draw upon a store of knowledge is immensely helpful. The more granulated the insight, the better you will be able to apply it to future projects. Learn from the past, and regret can quickly turn into wisdom.
Government contracting can be intimidating, particularly when it comes to determining financials. What if you could get the federal government to help you pay for your project? Fortunately, that option is available in the form of federal grants. However, you will need to do a little homework first.
I refer to the CCR, or Central Contractor Registration. This should be the first stop for anyone who would like to receive a federal grant. The CCR functions primarily as a database for government contractors, and it allows the government to view potential candidates. A CCR number is required for any grant. You need to update your CCR registration every year, since out of date registrants will be automatically rejected from CCR funding.
In the world of contracting, it is incredibly important to cross your t’s and dot your i’s. While contracting absolutely requires excellent people skills, the barriers to entry will weed out anyone who is not paying attention. Don’t miss out on the opportunity for funding by neglecting to register with the CCR. Contracting for the federal government is highly competitive. You will want every advantage you can get.
I wanted to share some photos we snapped at our recent company party. This was a very special get-together devoted to our team members for our Sweet Sixteen birthday party. That’s right, Journyx turned 16 last month! The party was Journyx’s way of showing appreciation to the hardworking and dedicated staff. Below are photos capturing the fun we had at Dave & Buster's:
Journyx fondant cupcakes!
Our CEO, Curt, reading one of the 16 balloons, each with an interesting fact about Journyx.
Whitney from the marketing department won enough tickets to get a Hamilton Beach grill! Congratulations!
Rob from development kicking some zombie butt.
We invited everyone's kids to join us in our celebration- they LOVED the Dave & Buster's games!
This is me with Barbara from HR. She has one of the Journyx Sweet Sixteen goblets Journyx had made for the event.
Cheers from Journyx and here's to 16 more great years helping our customers track time and better understand their financials!
For more photos of the event check out our Facebook page.
To read the press lease on our 16 year anniversary click here.
Evaluating ERP systems can be rather difficult, particularly for a first time purchaser. These large-scale software systems may be very different from anything you have purchased before, with the potential for a lengthy sales and installation process. It might be tempting to simply throw your hands up and just pick one, but this could be extremely dangerous, particularly considering the amount of time you and your employees will interact with the system. One of the most important factors to consider early on is the total cost of ownership of the system.
Remember, total cost of ownership goes beyond what the sales guy will tell you on the phone. At least, at first. Even the best solution may feature hidden costs that will only come up in the final stages of an agreement. For instance, you may not be told that there will be a cost for ongoing maintenance, without which you will be helpless should an unexpected software bug emerge (they will). Also, will you be charged for future upgrades? This may or may not be a factor for you, but the integrations your system will need to make with emerging software upgrades will almost always be a priority for some reason or other. Also, will they charge you an additional fee to implement the software? All of these things need to be known up front.
The software sales guy cannot answer the other aspect of TCO for ERP systems. This is the cost of upkeep on your side. You may have IT people that need to work with the system regularly (especially if you opt out of scheduled maintenance). You also need to consider the cost of “downtime” during implementation. Will you lose any money while you wait for that software to be installed? If so, you will need to look for software that cuts implementation schedule to an absolute minimum.
Calculating TCO can be tedious, but it is necessary if you are to determine the relative value of an ERP system. It is far better to determine costs up front and be prepared to deal with them before you reach the final stages of a negotiation.
Project management requires more than managing a project team. You will also have to manage expectations and effectively communicate that information to executives, key stakeholders, clients, and a myriad of individuals all ultimately asking the same question:
Will the contract be completed on time and within (or under) budget?
While these individual conversations may be relatively short and simple, altogether they can add up and be a big hassle. Add in the ubiquitous “update meetings” that many of these groups require and you may be left wondering when anyone expects you to actually work on the project.
While it may be tempting to chastise these individuals and tell them to get off your back, the truth is that it is up to you to ensure effective communication. To serve that requirement, it is best to include regular updates to key stakeholders early on as part of the project plan. They will be happy that they receive scheduled, accurate updates, and you will be happy that you can give them on your own terms.
Note that this will only work if the stakeholders feel that they are getting real value out of the updates. If you are tracking time, resources, and activities to your projects, this will be simple, and everyone likes to see concrete data to back up claims. If these individuals do not find your updates compelling or useful, you will find that they will quickly jump all over you for the “real scoop”. That is a hassle that you (and your stakeholders) really don’t want to deal with.
Employees are a business’s greatest resource. They are also one of its biggest expenses. Therefore, it is imperative to calculate the ROI on your human investments, particularly when their main contribution to your business comes in the form of ideas, creativity, and intuitiveness. Long gone are the days when you could simply measure productivity by the amount of product produced. The value is obviously still there, but our methods of measuring it have changed.
We should note that value, particularly in an idea economy, is largely relative. For instance, with the current trend towards social communication, how specifically do you place a dollar amount on a conversation? There are various tools that can help approximate that value, but again, they do not factor in the human element. Failure to do that means that insight will be inherently limited.
Value must be determined in a more direct way. Managers should be able to view their employees' time directly, because they are aware of the work that goes into each task completed. Similarly, employees must strive to track their time to individual tasks, and to do so with regularity and accuracy. This is of benefit to both the company and the employee. If managers see that the ROI of an individual is less when completing a certain activity, it makes no sense to allocate time to that task.
Managers should also note those tasks that certain employees perform better than others. By allowing each employee to work on the business items they are best suited to, inefficiency will decrease and employee satisfaction will likely increase. With the availability of advanced, automated time-tracking systems, such insight should not be difficult to come by.