Ember Carriers Blog | From Possibility to Results

7 Things Small Business Owners Are Doing Wrong in LinkedIn

July 9th, 2012

Mary Hladio

LinkedIn is good for business

Most business owners use social networking sites in some capacity or another–but many experts says they’re making a lot of mistakes, especially with LinkedIn. Today, LinkedIn is the No. 1 social media platform for professionals and business owners. Estimates of professional and small business owner participation in LinkedIn are as high as 83%.

But when I talked to one of my strategic partners–in-bound marketing expert Kirk Carter from WSI Web Factory–he explained to me that he sees too many business owners and professionals making a lot of mistakes. Here are the seven he sees most often.uk commercial blue lagoon slides

1. You only use it if you need a job or business opportunity. A few days ago, a person who I have not talked to in months sent me a LinkedIn connection request. Telltale sign they want something. I can usually tell when people in my network are on the job prowl or looking for business opportunities because all of a sudden, a barely existent LinkedIn profile is revived. You are better served by keeping your profile, connections and recommendations current, rather than just reaching out to people when you need something.

2. You have an incomplete profile or no company profile. A bare-bones profile does not do you (or your company) any favors. Add all important achievements and a description of the results you achieved in the past. Don’t forget to optimize your profile for search–creating a keyword rich profile will help people find you and your company. And don’t forget the photo on your profile and logo on the company page, otherwise you are invisible. Who wants to do business with the Invisible Person? Not me. And not many of your potential customers.

3. You don’t belong to the right groups. There are more groups out there than there are seconds in a day, so it can be difficult to decide which are most important. There are groups that you can join on LinkedIn to connect with like-minded individuals and to share your content. You want to look for larger and active groups. You can join up to 50 groups. If you join no other groups, join your alumni groups (college, prep school, grad school, fraternity or sorority). Industry groups–both for your own company and your major customer market segments–are a clear next step.

4. You’re not sharing valuable content. When you publish a great blog post or your company creates a valuable white paper, share it on your LinkedIn feed. Also, share content in your feed from other sources besides your own. Post in your groups to judiciously share articles and links if you feel that it would be of interest to that audience. This will help show you as a thought leader–and, if the content is on your site, can generate quality leads directly from LinkedIn.

5. You’re not building out your connections. Again, don’t wait till you need something: You should be constantly adding and accepting connections from people you know professionally or personally. I do not recommend trying to connect with people that you don’t actually know: You want this to be your real professional network, so if someone says, “Hey, I see you know Jim Smith,” you can say that you actually worked with him at a project at a previous company and not that you were just padding your connections number.

6. You’re not utilizing LinkedIn Answers. The underutilized LinkedIn Answerssection is another valuable place to show your expertise and provide value. People ask questions and, if you know anything about the topic, you can answer in a forum. Add links to important content that backs up your answer, especially if it’s content from your site that fits with the question. One of the best things about LinkedIn Answers is its staying power–unlike other social media sites (think Twitter), the section gets visited by people with similar questions over time, so it can generate leads even a year later.

7. You haven’t brought your team/staff along. Sure, it might be a bit much to require your CFO to join Facebook–but since LinkedIn is a professional network that focuses on individual, professional connections, it you should emphasize its importance to your entire team. Think of the power you could tap into if, the next time you go to pitch a company, you check LinkedIn and see that Mary Ellen in accounting is already connected to the chief marketing officer.

I hope this helps you take LinkedIn beyond the usual uses and makes your small business even more successful.

If you would like more information on effective organizational strategies contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s needs.

Web: www.embercarriers.com|Twitter: www.twitter.com/embercarriers|LinkedIn: www.linkedin.com/in/mhladio

When Resigning A Job – Make A Graceful Exit

April 6th, 2012

Mary Hladio

Making a graceful exit

I remember the first time I resigned from a position. I was extremely nervous as I walked into my bosses office because I was recruited by another company that accelerated my career. It was a great offer and while I was not unhappy with my current job, vertical promotions were few and far between. I was prepared for a variety of response from my boss. Will he get angry and tell me to tell immediately? Or will he simply shake my hand and wish me good luck and throw me a going away party for my years (all 2.5 of them) of dedicated service. Will he not care because it wasn’t like I was in a critical position or irreplaceable ? But instead of my boss did something I was not prepared for, he asked if he could make a counteroffer for me to stay. Awkward.

It can be tempting even flattering, especially if the raise or benefits you are offered are on par with the offer to the job (we hope) you’re headed to or even better. However, in almost every case I know of where someone took the counteroffer, it was a bad idea to take the counteroffer. Want to know why?

Effect on Your Reputation

Let’s put aside the issue that if you take the counteroffer, you’ll be “that person who resigned but stayed for the money,” employee. And it will always be that way for your remaining tenure. Counteroffers are usually made when a company—or a manager—is in panic mode and doesn’t want to suddenly lose an employee, especially one that is potentially valuable to company projects, clients or outcomes—at least not until they can be replaced easily. If you know there is no one who can step up and take over your duties in relatively short order then it’s because of you the counter offer is being made; it because of what you do. That is a big difference.

Some people are hard to replace because of who they are, for example, Steve Jobs or Jack Welch. They were unique in vision and strategy that no one could be them or produce the same outcomes. However, most of us do not fall into this category. Most of us are cogs in the big machine.

Effect On Future Earnings

So while you may take the counteroffer, enjoy more take home pay or maybe they give you a “bonus”, thinking everything is okay, it’s very likely that management is working on ways to replace you or workaround needing what you do. They will eventually label you an “at risk” employee and looks for ways to mitigate that risk. They will assume that will look for a new position eventually again anyway. and if you left because of management problems or the kind, then the nice raise or bonus will not be enough to gloss over how you really feel.

Additionally, if your counteroffer came with a substantial raise, don’t expect a regular merit or cost-of-living increase when everyone else gets one. Your managers will (rightfully) point out that “you just got a big increase when you threatened to leave,” and that will stick with you for years.

Many recruiters and HR professionals note that employees that take counteroffers usually leave or are pushed out in a few months afterward anyway, and once you decline the offer with the new company, that door may not be as open as it was initially if you reach out a second time. All in all, if you’re at the point where you’re ready to leave a job, it’s probably time to go, counteroffer or no.

Have you ever taken a counteroffer? Would you ever take one if the pot looked sweet enough? Let us know in the comments below.

If you would like more information on engaging your employees before they leave contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s needs.

Web: www.embercarriers.com|Twitter: www.twitter.com/embercarriers|LinkedIn: www.linkedin.com/in/mhladio

Why You Shouldn’t Take a Counteroffer | USNews.com via The Consumerist

This story was originally published by Lifehacker.

6 Reasons to Reject a Counteroffer (money.usnews.com)
I hereby resign (raganwald.posterous.com)
How Honest Should I Be in My Exit Interview? [Ask Lifehacker] (lifehacker.com)

Do You Appreciate Your Employees

March 2nd, 2012

Mary Hladio

Today is National Employee Appreciate Day. A day that is an opportunity for employers and companies to give thanks to their staff. Although not a nationally recognized holiday, many companies and small businesses have recently begun participating in Employee Appreciation Day which falls on the first Friday of March.

Last Minute Ideas

Inc. Magazine provides 7 last minute ideas to acknowledge National Employee Appreciate Day(http://bit.ly/wH1vOd)

Bring in Free Food – maybe donuts, pizza or ice-cream
Go out for Happy Hour – shutdown the office a little early and buy a round of cocktails
Half day with pay – ‘nuf said
Bring services into the office – chair massages, manicures or even a small band or musician
Gift Cards
Small token gifts
A Personal Notes to each people on your staff

And while you may have missed the news and you might think there’s no time to do anything meaningful for your employees the concepts is still valid. Take one day to do something for your employees to your gratitude for their efforts.

What to do if you don’t feel appreciated at work

The WorkBuzz powered by Career Builder in an article today provides some advice from your truly and another industry expert (http://cb.com/xTPs59)

Take into account your work environment – is your situation unique are shared by others
Start by appreciating others – sometimes you have to make the first move to influence a culture
Be able to take a compliment when it is given – to often we shrug off kind words
Don’t be afraid to toot your horn a little without bragging
Change your perception of the situation – maybe your efforts have become business as usual.

Learn to elicit your own acknowledgment. It’s better than grumbling and having no one notice. It’s not anyone’s fault that no one notices. You can bemoan the fact that gravity keeps you pinned to the Earth or you can accept it and get so good at dealing with it you can dance!

The key is to remember when considering National Employee Appreciation Day is that the goal is to give thanks and appreciate your employees. It may be tempting to plan a day according to what management thinks is fun, but taking the time discover what the staff enjoys should be the main focus. However, Employee Appreciation Day should not be the only time during the year that employees are shown gratitude for all of their hard work. True employee appreciation surfaces when employers let their staff know daily that they are an integral part of the team.

5 tips for creating effective review

January 30th, 2012

Mary Hladio

Performance Evaluation

As most HR professionals know, an employee review is an essential part of building an effective organization. Just like smart recruiting helps you get the best possible talent, a well-developed employee review process allows you to develop that talent. Conducting reviews takes experience to finesse, but is worth the time as a strong team building tool.

Following these five key points when reviewing your organization’s review process can turn an HR challenge into an HR success.

1. The best reviews involve the employee in a self-assessment process that motivates, celebrates strengths and identifies clear areas for improvements.

Begin with having the employee fill out a self-assessment for you ahead of time. This self- assessment will provide you with a starting point for the review. Seeing from the employee’s perspective will teach you things that you otherwise might not see.

2. Use the self-assessment as a way to keep the conversation focused and as a tool for you to accentuate strengths and address areas for growth.

The in-person employee review meeting can be stressful. Beginning with reviewing the self-assessment can ease the tension and get a conversation started. Many employees will admit the areas in which they aren’t as strong. When an employee brings up their own weaknesses, it is easier to have a proactive conversation about them without the employee feeling defensive. This will help you create an honest discussion and set goals for improvement. Make sure that the conversation is two sided; listen as much as you speak. Always alternate between addressing the employee’s positive and negative performances. Use the conversation to empower the employee to identify new goals.

3. Create an employee review form that reflects the values and goals of your organization.

If you are building a review process from scratch, there are tools available to build review forms. Whether you use your own or adapt an existing form, the process needs to be consistent. Be sure all employees are aware of the process and any changes you make well before individual reviews begin. The review process should be an organic part of the organization and help build a strong team who knows what to expect in the process. All levels of the organization should engage in a similar review process. If the review includes scoring or grading an employee’s performance, the scoring system needs to be clearly defined. Adhering to a standard review procedure builds trust in your leadership and builds camaraderie across the organization. As your company evolves, adjust the review process when necessary to support your mission statement.

4. Review the employee review form in a conversational manner.

Do not just read the form out loud to the employee. A two-sided conversation is more beneficial to both of you. Be sure to take the jargon out of the process and communicate clearly the specific areas you will focus on so that the employee feels comfortable with the process. If a monitoring process needs to be established for an employee experiencing challenges, be sure to work that out formally in the written review. When the review is over, discuss pay raises and the employee’s goals. If an employee is going to receive a raise, or an adjustment in duties, give a specific start date. Always give the employee a copy of the review.

5. Set up a regular schedule for reviews and clearly communicate changes ahead of time.

Most organizations review employees on an annual basis, although there are some exceptions. New employees often find it beneficial to have a review after 90 days on board. A current employee who is transitioning into a new position may need a review in four to six months. A current employee who was underachieving may benefit from another review in six to ten weeks to encourage the changes or modify the process.

Even the most skilled HR professional can find seasonal employee reviews a daunting task and a cumbersome process. Your employee review process should be accurate, efficient and goal-oriented. Thoroughly reviewing your company’s review process can help build a strong, focused team.

If you would like more information on effective performance reviews contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s needs.

Web: www.embercarriers.com|Twitter: www.twitter.com/embercarriers|LinkedIn: www.linkedin.com/in/mhladio

Employee Emotions During Organizational Change

January 23rd, 2012

Mary Hladio

Time For Change

A paper published in the Journal of Management identifies major shortcomings in extant research on emotions during organizational change, specifically the orthogonal and static definition of emotions, the neglecting of change as a process, and the focus on single organizational change.

The authors of the paper also develop a new research agenda that includes a dynamic conception of emotions and organizational change and offers an integrated view on emotions within repeat organizational changes.Inflatable Boat

The authors argue that a static, orthogonal definition of emotions is problematic as it does not capture the process dimensions of emotions, and instead they offer a component process definition of emotion as an alternative view to incorporate the dynamic, evolving dimension of emotions, allowing for multiple emotions to coexist.

The kinds of emotions and individual coping strategies employees feel and use ultimately affect the outcome of a change. For example, proactive coping strategies are more likely to enhance employee job satisfaction and performance, while passive coping strategies during change are linked to higher psychological distress and less effective job performance.

Also, individual coping strategies can influence the organizational change outcome, with the emotional engagement of positive employee emotions affecting the emotions and motivation of other team members, ultimately positively influencing the change.

The authors say additional research is needed to enhance our understanding of emotions during repeated change processes.

Need more information on organizational change contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s future.

Journal of Management (09/11) Vol. 27, No. 3, P. 332 Klarner, Patricia; Todnem, Rune; Diefenbach, Thomas

Web: www.embercarriers.com|Twitter: www.twitter.com/embercarriers|LinkedIn: www.linkedin.com/in/mhladio

Emotional Intelligence: Go Ahead Cry, Laugh and Scream (embercarriers.com)

Value of an Elite Education

January 16th, 2012

Mary Hladio

Yale University

Students and their families will be on edge from now through the spring, nervously hoping for acceptance letters from the elite colleges and universities.

And companies will be targeting the best and brightest, or at least the best fits, for their organization. But is it really worth the effort to get into the most competitive schools, and does it pay to recruit from these schools?

Many employers vacillate back and forth about whether it makes sense to focus on hiring students from Ivy League schools and highly selective state schools such as Berkeley and Michigan. The question is difficult to answer, and social scientists have been trying to address it for decades.

The studies indicate a dramatic drop in the effect of attending an elite college on subsequent careers once the fact that those students were more able was held aside; some found no effects, and some found modest benefits.

However for employers, it is still worth it to recruit from the top schools because they provide an easy way to gain access to more capable applicants, and on balance, the students are more likely to succeed. However, employers can find students who will do just as well by digging around lesser schools, and they will probably be cheaper.

Also, graduate school is a reason to go to more prestigious schools, especially for those who want to be doctors, lawyers or professors.

Need help with your recruiting plan or workforce planing for your company? Contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s future.

Human Resource Executive Online (01/03/12) Cappelli, Peter

Web: www.embercarriers.com|Twitter: www.twitter.com/embercarriers|LinkedIn: www.linkedin.com/in/mhladio