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The Final Push: Three Ways Your Business Can Close 2018 on a High Note

Every company has had 12 months to make some progress toward their goals. Even if there have been more failures than achievements, it’s important to acknowledge the good parts and plan for the next year. There are three ways for businesses to end the 2018 year on a positive note.

Increase Work Productivity

Increasing productivity means working less, working faster and getting more results. Work less for greater results or work faster and get more work done in a shorter period of time. Everyone has one or two habits that result in hours of wasted time and effort each day. For most office workers, it’s checking their emails for too long or conversing with fellow workers around the office. For managers, it’s doing tasks by hand instead of using faster, automated computers and software. Overall, owners should focus on improving the levels of work productivity in every department from accounting to management.

Be Open to New Things

Being innovative is a hidden advantage in business. Every entrepreneur wants to be trendy, but the idea may be impossible because of social and financial risks. A small business owner doesn’t want to lose an investment for an idea that only works for other businesses. There is also the risk of being ridiculed for trying a new idea. An example is placing self service kiosks around a store. It may work flawlessly for some stores, but it could increase the risk of shoplifting in others.

Reduce Miscommunication

Miscommunication is reduced when communication lines are opened. This means finding more ways to communicate by phone, email or text. Some offices send out memos every morning as reminders of what happened in the past and what needs to be done in the future. One company could encourage coworkers to text each other regularly.

It’s possible to reduce miscommunication but not get rid of it completely. There will still be times when coworkers misunderstand each other every now and then. However, when some improvement efforts are made, the staff is more unified and works more efficiently.

At the close of the year, every business owner should reflect on what was accomplished and what was missed. Every new year should start with a list of new goals and the steps to complete them. The only way for a business to remain successful is to move ahead and to reflect back.

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Tips for Balancing Business Ownership and Philanthropy (Pt. 2)

 

jason-kulpa-balance

There is no question that philanthropic involvement can be both enriching and beneficial to recipients and benefactors alike. By reaching out to a charitable cause, a business leader can expand his or her presence in the community by forging vital new relationships — all while raising awareness for an issue or bringing attention to an individual or entity in need. Now, perhaps more than ever, businesses have shifted paradigms to include a blend of profit and societal impact.

Still, however, it takes a fair amount of organization and tact to successfully balance business ownership with philanthropy. Speaking from experience in my own philanthropic involvement with UE.co, both endeavors must be handled with care so that they may co-exist in a constructive, successful manner. I recently explored this notion in a previous blog post, but here now are several more considerations to keep in mind as you work to effectively your entrepreneurial and philanthropic lifestyles.

 

Utilize smart marketing

Marketing, in most cases, is a crucial component of any successful business strategy. However, many business leaders fail to leverage marketing for their philanthropic programs. This fact is not surprising, as the promotion of any charitable activity can feel uncomfortable and awkward. After all, you don’t want to come off as self-serving in attempt to serve others.

The key is to exercise your marketing with a steady hand, and this means keeping two important points in mind:

  • A successful philanthropic initiative will serve a charitable purpose, but should not be pursued for selfish financial gain and advertisement alone.

  • In many cases, a corporate philanthropy program must garner a considerable audience in order to endure for years to come.

In other words, your marketing campaign should reflect a balance of modesty and promotion. Look at it this way: your best philanthropic intentions will probably be fully realized if your initiative is given healthy exposure. Tip too far in one direction, however, and you run the risk of dooming your cause in terms of longevity and/or public perception.

 

Never stop networking

Given the growing emphasis on social media and widespread interconnectivity at large, it is no shock that networking has become a clear asset to business professionals worldwide. Still, despite this notion, some businesses find themselves lagging on networking in order to focus on other seemingly more important parts of their daily workload.

Instead, networking should sit at the front of every leader’s mind, and this is especially true of those leaders hoping to expand their presence in the philanthropic community. Do not be afraid to step out of your comfort zone in meeting new people, establishing new relationships and partnerships, and ultimately laying the roots necessary to bring new and exciting initiatives to fruition. This approach allows for increased efficiency and less redundancy for both organizations and donors alike.

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Tips for Balancing Business Ownership and Philanthropy (Pt. 1)

jason-kulpa-philanthropy

There is no question that philanthropic involvement can be both enriching and beneficial to recipients and benefactors alike. By reaching out to a charitable cause, a business leader can expand his or her presence in the community by forging vital new relationships — all while raising awareness for an issue or bringing attention to an individual or entity in need. Now, perhaps more than ever, businesses have shifted paradigms to include a blend of profit and societal impact.

Still, however, it takes a fair amount of organization and tact to successfully balance business ownership with philanthropy. Speaking from experience in my own philanthropic involvement with UE.co, both endeavors must be handled with care so that they may co-exist in a constructive, successful manner.

 

Exercise foresight

It is crucial to have a plan when venturing into business philanthropy; this is common knowledge. Still, though, fallout from ill preparation is an unfortunate commonality, and depending on its severity, it can lead to misconceptions and poor representations that can subsequently create backlash from the public. An aged, yet enduringly relevant observation is that there are two types of philanthropic failure: constructive ones and unconstructive ones. The former refers to failures providing clear evidence as to what went wrong, while the latter results from an inability to “inform future practice.”

By studying high-profile instances of constructive philanthropic failure, we can extract a number of important lessons:

 

  • One must have a strong, or at least working, knowledge his or her chosen cause — not to mention passion. If you truly care about housing the homeless, for example, do not focus on another cause simply because it is convenient or trendy.

 

  • The aforementioned point in mind, a philanthropic initiative should not be driven by marketing performance and public image alone; this is immoral and stands as the antithesis of genuine philanthropy.

 

  • At the same time, a lack of proper knowledge can lead to a breakdown in your philanthropy’s effectiveness, and it can quickly lead to additional problems that knock the wheels of the entire process despite your best intentions.

 

Build lasting relationships

Most successful charitable partnerships yield the potential for a continued working relationship. This longevity can be instrumental in ensuring the success of future initiatives, which in turn can also make the ownership/philanthropy balancing act easier to approach. A philanthropic relationship allows both participating parties to learn about each other in a different way, which can lead to longer standing interaction as a result of mutual loyalty.

Building this trust and intimacy not only aids in the preservation of the cause in question, it can also strengthen employee engagement, build up the brand of both the business and the philanthropic recipient, and ultimately foster a stronger sense of community and cohesion.

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Tips for Transitioning into a CEO Role

The role of Chief Executive has been romanticized in most cultures, sometimes to the point where the reality of day-to-day responsibility and the actual impact of a leadership role are frequently overlooked.

Taking the highest office in any organization is a major step in anyone’s career. It is important to understand the proper path to both effectiveness and success. Here are some things to consider.

 

Command

While it may be apocryphal, Admiral Halsey’s admonition to his fellow naval officers is instructive. “When you’re in command, command.” This is advice that should be heeded, especially on a new CEO. The natural tendency for the average person is to try and get along with others, but this can lead to all kinds of problems when “a” manager becomes “the” manager

Ultimately, a chief executive’s main responsibility is to give orders and to see to it they are carried out. Few tasks are personally carried out by a CEO for a number of reasons, not the least of which is if the CEO is doing basic tasks, nobody is in charge.

 

Delegate

A leader’s second major responsibility is to assign tasks to subordinates. These tasks can be both basic day-to-day jobs or the responsibility to be in charge of others. It is not a mistake that most every king in history had a considerable retinue of underlings to carry out their wishes.

Delegation is vitally important. CEOs who do not learn to properly delegate can often find themselves overworked and/or spread too thin to be effective. More than a few well-known chief executives have had their companies and careers damaged by over-reliance on their own talent and skill. One person can only do so much.

 

Communicate

Being in charge and delegating only work properly if a leader is available and listens to his or her subordinates. Without the necessary information from other managers, employees, consultants, ownership and governance, a CEO has little to no contemporary knowledge upon which to base their decisions.

When complaining about their bosses, nearly every employee brings up communication as a chief reason they do not approve of management. A leader must be willing to listen, or they will find it is impossible to be effective or efficient.

Being a CEO is without a doubt one of the hardest jobs in the world. It isn’t for everyone, but even those who have little to no experience will find their task much easier if they learn the fundamentals and put them into practice.

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Three tips for building rapport with a new employee

The addition of a new employee can be an exciting time for your workplace. Current employees are given a chance to make a new acquaintance while you, as a leader, are able to watch a recent hiring decision pay off for both the hiree and your company. During this period, it is crucial to make new employees feel welcome and comfortable, as the first week at a new job can be stressful and, in some cases, nerve wracking.

Here are some tips for building strong rapport with new employees.

 

Make an effort

As a company leader, it is not great practice to simply throw a new employee to the wolves in terms of workplace integration. Make an effort to learn about these employees; ask them about their personal lives, their interests and hobbies, and their goals in joining your company. The quicker you develop this bond, the quicker you will lay a foundation for this employee’s comfort as a contributor.

 

Give them time

Getting to know a new employee is important, but so is the idea that every worker has a different transition process. Some individuals have trouble adapting to change at the drop of a hat, and therefore, it is important to be cognizant of this notion when dealing with an introverted new employee. In many cases, this employee is probably just adapting to a gauntlet of social interactions with their eager new co-workers. In time, your empathy and patience will pay off once this employee begins to speak up in meetings and actively engage his or her peers.

 

Be available

A new employee is likely going to have a lot of questions in the first days, weeks, and even months of their new role. Though it may seem tedious and exhausting to answer potentially elementary questions, you must be open-minded and remember that these basic matters are, in fact, probably foreign to a new worker. Keep yourself as available as possible to all inquiries; this should be a regular part of your leadership role anyway, regardless of the employee in question. Furthermore, follow up on questions and confusions to make sure they have been fully resolved and that the employee is back on track. Again, this approach will facilitate both employee comfort and productivity.

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