MMA July 2014 Newsletter

Maryland

ISSUE 03/ JULY 2014

MOTORCOACH Association

Helpful communication in sales The best response

Negative online reviews

FMCSA Changing Policy on Roadside Inspection Violations

Tools to Make Your Email Smarter

Once again, Setra has raised the benchmark in the North American luxury motorcoach segment, with over 30 innovations in design, passenger and driver comfort, safety and environmental efficiencies. Daimler’s new, unique Front Collision Guard (FCG), for instance, is a passive safety system engineered to protect the driver and tour guide in the case of a frontal impact. Experience the all-new Setra TopClass S 417. From Daimler Buses North America, the worldwide leading manufacturer of buses and motorcoaches.

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Don’t be fooled by its pretty face

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PROTECTIONS OF PRIVATE SECTOR/

New Jersey Transit found in violation of Charter Service...

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UMA REGISTRATION OPEN/

2015 EXPO Registration Now Open With a Special Deal for Operators!

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REGULATOR LOOK/

State regulators are investigating two party-bus companies, the latest development in what has become a cautionary tale for...

Creating a workplace culture that breeds high morale and engagement doesn’t happen by accident.

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THE BEST RESPONSE TO/

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5 WAYS TO KEEP TABS/

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LESSONS FROM/

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MAKE YOUR EMAIL SMARTER/

HELPFUL COMMUNICATION IN SALES/

What does it take to be successful in sales today? Having a great product, competitive prices...

FMCSA CHANGING/

A change in policy means that, beginning Aug. 23, 2014, motor carriers and drivers can request that violations assessed during roadside inspections...

BUILD MORALE/

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HOW TO SPOT YOUR/

It’s Tuesday and you are sitting in your office. Typical start to the morning and then, you get “the call.”

WHAT SMALL BUSINESSES CAN LEARN FROM/ Here’s the secret technique big companies use to find and attract top talent:

In a 2013 survey by Deloitte, companies said that reputation is the...

If you’re a small business owner, it may be tempting just to work straight through the summer (not to mention fall, winter, and spring).

There are hundreds of articles written each week about creating workplace morale through improved...

I believe that email is with us for a while longer. Despite the attempts of well meaning app makers and social networks, email is not dead. In fact...

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Email: Brian@Greenazine.com www.greenazine.com

from the president/

MMA’s Meeting Committee has been busy planning the 2015 Annual Group Leader Marketplace. We have received several proposals but a definite location has not been chosen yet.

However I’m confident that next year’s marketplace will be as good as this year’s regardless of where we go.

We are still searching for maketplace sponsors. If you know of anyone, please direct him or her to Mary Presley, Executive Administrator at mpresley@marylandmotorcoach.org for more details.

Thanks to all those who helped make our annual marketplace in March a success and welcome Connie Mallios, Allenberry Resort Inn and Playhouse to the marketplace planning committee. We are sure that Connie will bring new ideas and possibilities to the group.

September will find the MMA Member’s at The Wellwood in North East, MD cracking crabs and networking. Be sure to join us on September 9, 2014. For the registration form go to www. marylandmotorcoach.org.

Summer slows down for some of our member’s who own school buses so I hope they are relaxing and enjoying their much-earned down time. Mary and I are hoping to venture out in the next several weeks to make calls on potential new MMA Operator Members and current member’s just to say hello and let them know how much we appreciate their support. Stay tuned for more reports next month on the outcome of these calls and as always if you know of anyone wishing to join MMA please direct them to Mary or go to the MMA Website for the application Have a Safe Summer!

Al Spence,

President MMA A & S Midway Trailways

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Several Member’s recently joined myself, and a number of the UMA Member’s, and stormed the halls of congress to get several points across concerning our industry and member’s.

UMA’s key message points for Congress this year include federal minimum financial responsibility limits, preservation of charter bus protections, return to zero federal fuel tax for over-the-road buses, increased opportunities for contracting

with local transit agencies and a host of regulatory reforms that include due process for Imminent Hazard and Out-of-Service orders, and prohibition on third-party inspection requirements, local entity requirements for registrations of charter bus operators and en route inspections.

Thanks for your support!

Mary Presley

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PRIVATE SECTOR OPERATORS...

Protections of

private sector operators...

Protections of Private Sector Motorcoach Operators Upheld by FTA Decision New Jersey Transit found in violation of Charter Service Regulation by Federal Transit Administration.

ALEXANDRIA, VA, May 30, 2014 - The United Motorcoach Association (UMA) announced that the Federal Transit Administration (FTA) has ruled that New Jersey Transit Corporation be held liable for its third-party participant’s failure to comply with the Charter Service Regulation.

Acting on behalf of its member company, Service Bus Company, Inc. of Yonkers, NY, UMA filed a complaint with the FTA stating that the New Jersey Transit Corporation violated Charter Service Regulation 49 C.F.R Part 604 by failing to adequately oversee its lessee of FTA-funded buses, Academy Express, Inc. 8

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Academy contracted with the Barclays Golf Tournament in Jersey City, NJ to provide private charter service in August 2013 and was found to have used-in addition to its own privately funded fleet--publicly funded buses it leases for $1 from New Jersey Transit to shuttle spectators over the course of the four day event.

FTA ruled that New Jersey Transit was contractually bound to ensure it and its “third-party participants”--in this instance, Academy Express, Inc.--do not provide charter services in violation of the Charter Service Regulation, and therefore issued a violation to New Jersey Transit with an assessed a penalty of $10,000. Additionally, FTA has ordered New Jersey Transit to submit an oversight plan to FTA within 90 days to ensure that all of their third-party participants comply with FTA’s Charter Service Regulation.

Known as just the “Charter Rule” among motorcoach operators, FTA’s Charter Service Regulation states that public transit agencies are not allowed to use federally funded buses to operate charters if a private carrier is available and capable of performing the work.

It further includes a requirement for public transit agencies to provide notice to other registered charter providers of any requests to provide charter service.

“FTA’s decision makes clear that there are no exempt carriers or carriers with special deals,” said UMA vice president and COO, Ken Presley. “The Charter Service Rule applies to any carrier operating equipment that received FTA assistance.”

“This is huge for the industry,” said Victor Parra, UMA President & CEO. “Adherence to the Charter Rule is critical for the livelihood of private motorcoach operators and UMA will always ‘step up to the plate’ when we hear

of violations that take potential work away from our members.”

About UMA The United Motorcoach Association is North America’s largest association for operators of motorcoach companies providing charter, tour and regular route services. Founded in 1971, UMA is comprised of over 900 professional bus and motorcoach companies who provide transportation services in all fifty states, Canada and Mexico, and more than 250 supplier, manufacturer, and travel partner members. Headquartered in Alexandria, VA, UMA is dedicated to protecting and

“FTA’s decision makes clear that there are no exempt carriers or carriers with special deals” said UMA vice president and COO, Ken Presley.

promoting the interests of the entire motorcoach industry and providing its members with programs and services to enhance the success of their operations. More information can be obtained by visiting www.uma.org.

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2015 UMA at Travel Exchange

UMA Registration Open 2015 EXPO Registration Now Open With a Special Deal for Operators!

2015 UMA Motorcoach EXPO at Travel Exchange is now open!

Registration for the 2015 UMA Motorcoach EXPO at Travel Exchange is now open!

For the first two weeks, operators can save $50 off registration! But hurry, this special offer expires on June 5th and is the lowest registration price we will offer for the remainder of the 2015 registration period! This is just one way of showing our appreciation for your loyal support.

But that’s not all...To give you a little ‘taste’ of what 2015 has in store, everyone who registers by June 5th will also be entered into a random drawing for one of four fantastic New Orleans themed prizes!

Taste of Café Du Monde which includes coffee and chicory, beignet mix, powdered sugar, powdered sugar shaker, two logo mugs, an apron and a stainless napkin holder.

Some Like It TABASCO Hot which includes classic TABASCO original red sauce, milder TABASCO garlic sauce, TABASCO green sauce, two jars of TABASCO 7 spice home-style chili starter (spicy and mild) and a travel pack holding four TABASCO original red miniatures.

Sweet Nut Things, a sweet and nutty candy gift basket from Southern Candymakers containing luscious Original Creamy Pralines, Assorted Tortues and irresistible

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Glazed Pecans will gratify even the nuttiest of nut addictions.

Zapp’s Zampler which includes the top five flavors of Zapp’s New Orleans kettle style potato chips: Regular, Jalapeno, Cajun Crawtator, Voodoo and Mesquite BBQ. Your full registration gets you all-inclusive access to UMA and NTA education sessions, trade show floor entrance, breakfasts, lunches, the annual UMA Vision Awards dinner and joint UMA and NTA events such as the opening “Big Party in the Big Easy” at Mardi Gras World. We have a lot of new and exciting things developing for 2015 and you’ll want to make sure you plan your trip to stay through end of day Wednesday, January 21 so you don’t miss anything!

You can complete your registration online here or by completing the registration form and mailing or faxing to the UMA office.

Lodging Made Easy: EXPO Hotels in New Orleans One of the many benefits of having EXPO in New Orleans is that our official event hotels are very convenient to the Ernest N. Morial Convention Center. In 2015, we will have four hotels, and three are within easy walking distance to the show: Courtyard Downtown New Orleans Convention Center Hotel, Hampton Inn & Suites New Orleans Convention Center and the Hilton New Orleans Riverside.

Our fourth hotel, New Orleans Marriott Hotel, is perfectly positioned near the action of Bourbon St. and the Convention Center. So whether you’re looking for a quieter room with easy access after a busy day at EXPO or want to be in the heart of the French Quarter for some after-show excitement, we’ve got a hotel that’s right for you! Hotel reservations will open soon - stay tuned!

For the latest information on 2015 UMA Motorcoach EXPO, visit www. motorcoachexpo.com!

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FMCSA CHANGING...

FMCSA Changing Policy on Roadside Inspection Violations A change in policy means that, beginning Aug. 23, 2014, motor carriers and drivers can request that violations assessed during roadside inspections be removed from the Federal Motor Carrier Safety Administration’s Motor Carrier Management Information System if the driver was found not guilty or the violation was dismissed in court.

FMCSA announced this in a Federal Register notice last week. FMCSA’s systems will continue to retain and display violations that result in a conviction or the payment of a fine, and those who plead to or are convicted of a lesser charge will have that information displayed, as well.

FMCSA’s announcement said these changes are part of its continued effort to improve the quality and uniformity of violation data that is accessible across its systems “to sharpen the focus on unsafe carriers and drivers.” Its announcement also said more than 100 public comments were submitted on the proposal, and that it has wide support from the commercial motor vehicle industry.

For more information on the announcement, visit http://www.fmcsa.dot.gov/regulations/ rulemaking/2014-13022.

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REGULATORS LOOK AT PARTY BUS...

Regulators look at party bus fi girl’s fall on way to prom 14 www.greenazine.com

irms after

NEWPORT BEACH – State regulators are investigating two party-bus companies, the latest development in what has become a cautionary tale for the father of the local prom-bound teen who fell from an unlicensed bus last weekend.

Both Rockstar 24/7 and Leon Party Bus could be subject to penalties ranging from fines to www.greenazine.com

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“They told my wife that they had been aware that Leon (Party Bus) was operating without license,” Boyse said. misdemeanor charges, according to authorities from the state Public Utilities Commission, which regulates charter buses.

The owner of Rockstar 24/7 said Thursday he was unaware that Leon Party Bus was unlicensed when he referred one of the teen’s parents to the party-bus provider. State regulators had ordered Leon Party Bus to shut down in 2012.

“Other companies vouched for him,” said Eugen Cosma, the owner of Rockstar 24/7 in La Mirada.

“We went off of his word. I found out Monday from the Public Utilities Commission that he was unlicensed.”

A PUC investigator said Rockstar 24/7 could be held “responsible for allowing an illegal subcarrier to provide service the same as if he were providing service himself.”

The owner of Leon Party Bus could not be reached for comment.

Conrad Boyse, the father of the 17-year-old who fell out of the bus window, said state regulators informed his family Monday about the illegally operating carrier.

“They told my wife that they had been aware that Leon (Party Bus) was operating without license,” Boyse said.

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Leon Party Bus has operated illegally for years, according to regulators. The PUC issued a ceaseand-desist letter August 2012, ordering the operator, David Leon, to “cease immediately all unlawful operation and advertisement as a charter-party carrier of passengers until you obtain a valid authority from PUC.” The letter warns that unlicensed operators are guilty of a misdemeanor, punishable by a fine of up to $5,000 or three months in jail, or both.

The PUC later denied an application by Leon Party Bus for a Charter Class B certificate in February 2013. A spokesman from the PUC was looking into reasons for denial of the license.

Boyse said another parent hired the party bus for about $120 per couple. Boyse said he assumed “the person you rent from is the person that will supply the bus.” Since then, he said, he has learned subcontracting is common in the industry.

“The frustration is there is no place to turn to do the proper diligence to make sure your kids are in safe hands,” Boyse said.

The incident occurred about 7:20 p.m. June 7, as the party bus carried 59 high school students to prom in Mission Viejo. Charlotte Boyse, a senior at Corona del Mar High School, was standing on an inward-facing bench seat when she tumbled out, investigators from the California Highway Patrol said. She landed on the 73 toll road and was able to reach a center divider, where she called 911 for help. She was treated for cuts and bruises and released June 8 from Children’s Hospital of Orange County.

Party buses must undergo a CHP safety inspection, a state requirement. A CHP spokesman was unable to immediately provide the date of the last inspection.

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T h e u l t i m a t e c l a s s.

PEOPEL DOING SOMETHING RIGHT...

Build Morale

by Catching People Doing Something Right Creating a workplace culture that breeds high morale and engagement doesn’t happen by accident. It requires leadership – wise, empathetic, discerning, thoughtful, strategic, and caring leadership. And it’s a leadership you can’t fake. It has to flow from the ethos of who you are as a person.

For the last 18 years I’ve had the privilege of working for Ken Blanchard, a man who knows a thing or two about leadership. Along with his wife Margie, he has created a leadership development company that embodies several principles of a high engagement culture. In traditional Blanchard style, I’ve taken some complex issues of morale and engagement and tried to crystallize them into simple truths that all leaders can use to build morale in their organizations.

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Catch People Doing Something Right Too many work environments are focused on catching people making mistakes. In a well intentioned effort to improve productivity and efficiency, leaders are prone to reduce an employee’s performance into raw data, metrics, and statistics. Every detail is parsed and analyzed and people’s shortcomings are readily pointed out.

Years ago Ken Blanchard said, “People who feel good about themselves produce good results, and people who produce good results feel good about themselves.” It’s a virtuous cycle built on the concept of catching people doing something right. One of the easiest and quickest ways a leader can improve

workplace morale is to notice, encourage, and celebrate the good things that are happening. It’s a common occurrence at The Ken Blanchard Companies for us to start meetings with the agenda item of “praisings and celebrations.” We take time to intentionally focus on the good things people are doing and celebrate their successes.

Be Others Focused Another strategy for enhancing workplace morale is to serve others.

It’s hard to be self-centered, critical, and myopic about your own business when you reach out and help others less fortunate. We have an in-house charity organization called Blanchard for Others that supports numerous local, national,

and world charities. Employees have a voice in not only directing funds to these organizations, but getting personally involved. Employee volunteer efforts are encouraged through the use of “Blanchard Ambassador” hours—paid time off apart from an employee’s own vacation time—that allow team members to serve with charities locally and abroad.

You can build employee morale by not only engaging their minds at work, but their hearts as well.

Treat Your People How You Want Them to Treat Your Customers The manner in which you treat your people will be the manner in which they treat your customers. It doesn’t matter if you have a catchy customer

service slogan, wallpaper the office with posters of the company mission statement and values, or create fancy marketing materials touting your brand promise, if you treat your people like they’re irresponsible, untrustworthy, and have to be micromanaged, they’ll treat your customers the same way. At Blanchard, people are extended a fair amount of autonomy in their roles to do what’s in the best interest of our clients.

Leadership takes this same approach with employees through various programs like Infant at Work, where new mothers are encouraged to bring their infants to work until they reach 6 months of age.

The company also sets aside a certain percentage of our profits for employees to donate to the charity of their choice through our Give Back program. The

employee, not the company, decides where that money will be used. Autonomy and flexibility are key components in creating a high-morale workplace.

It’s the Culture, Stupid To plagiarize Bill Clinton’s 1992 presidential campaign slogan (“It’s the economy, stupid”)— It’s the culture, stupid! At the end of the day, the creation of a high-morale, highly engaged workforce is about intentionally nurturing the norms and behaviors you want in your culture and extinguishing those you don’t. Every day Ken Blanchard leaves a “morning message” voicemail for the entire company. In that message, Ken takes the opportunity to reinforce the core values of our culture. He praises accomplishments of individuals, share concerns for those in need, discusses his latest insights about life and www.greenazine.com

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leadership, or shares other inspirational ideas and encouragement.

Any single one of these strategies is insufficient in itself, and certainly not appropriate for every organization. However, taken together, they weave together to form the fabric of our culture that results in a highly engaged, positive morale workforce. It doesn’t matter your industry, geography, or size of organization when it comes to building a high-morale culture. It starts with leadership. It starts with you!

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HELPFUL COMMUNICATION...

Helpful communication in sales

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What does it take to be successful in sales today? Having a great product, competitive prices, a solid sales and marketing team, strong customer service — all these things and more.

But there is another, and that’s a commitment to being helpful. That’s right, helpful. It sounds so simple, but just having the mindset and making the effort to consistently be helpful to clients will give you the competitive edge in the marketplace.

But what does being helpful really mean? It isn’t something you check off on a to-do list. It is not an activity or organizational function. Rather, it’s part of your professional DNA — the way you think and act and the way you communicate with those you serve.

Consider this example.

You have a contract with a client to provide a specific set of services neatly outlined in an agreement. But you become aware that the client has a particular problem or challenge that falls outside the agreement. Because you are always looking to be helpful, however, you reach out and say; “Bob, I’ve been thinking. I know from our past

conversations that your company is facing a particular problem and I have been giving it a lot of thought. There is someone I have worked closely with who is an expert in this area. If it’s okay with you, I’d like to reach out for him and arrange to get you together.

I’m confident that he can help resolve this situation.”

Ask yourself what message this sends to Bob when you communicate in this fashion.

Clearly, you are trying to be helpful. You are going above and beyond what you are expected to do contractually. It also communicates that you are thinking about him and his company, his needs, his issues and how to help.

Ultimately, if the problem Bob is facing is resolved with the help of your professional colleague, can you imagine the good will you’ve created? It strengthens your relationship with Bob and his company. He is more likely to have greater confidence in you and your company’s ability to expand the existing services you are providing. He is also more likely to refer your company to others, thereby potentially expanding your pipeline of prospective clients — which is the essence of successful sales.

But none of these positive things happen if

What does it take to be successful in sales today?

Having a great product, competitive prices, a solid sales and marketing team, strong customer service — all these things and more.

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you don’t think and communicate with a helpful philosophy.

Don’t be afraid to refer a prospective or existing client to another company that can be helpful in a way that your company can’t.

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Here are three specific ways to be helpful in your sales approach, which will strengthen your business relationships as well as your bottom line: --View every prospective client contact as an opportunity to build a long-term relationship as opposed to making one transaction or selling a particular product or service. If you have the attitude that you are building a relationship, you are more willing to be helpful as opposed to feeling the need to meet a particular sales quota for the next quarter.

--View complaints from prospects or clients as an opportunity to address the situation by taking responsibility,

dealing with the situation directly, and fixing whatever you can in the most creative way possible. Doing this has the potential to increase customer loyalty and creates positive word-ofmouth from someone who otherwise might have been dissatisfied and disgruntled.

--Don’t be afraid to refer a prospective or existing client to another company that can be helpful in a way that your company can’t. Doing this communicates that you care more about addressing the other person’s needs as opposed to selling a service that you are not capable of providing.

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SALES MANAGER...

How to Spot your Next Great Sales Manager It’s Tuesday and you are sitting in your office. Typical start to the morning and then, you get “the call.” Your West Coast Sales Manager has just resigned. He tells you he appreciates all you have done, but has found another opportunity. Your first reaction may be, “Can I save him?” You chat about why he should stay rather than leave, but nothing changes. Now you start to panic and wonder where you will get a replacement. You work out of the main office in NY and he was in the LA office. You don’t have anyone ready in that location who can step in. What do you do?

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Remember, identifying management candidates is one piece in the overall talent management process.

Unfortunately, it is an element often overlooked by sales leaders.

Sound familiar? Most sales leaders focus on rep recruitment, but spend little time on succession planning. It may be a false sense of security. It could be that they wait until they get “the call,” before reacting. Planning for the worst case is vital to hitting your number. Take a few minutes and answer the following: -Do you have someone on your team that could be promoted?

-Why do you think they are the right person to get promoted?

-Where are they located?

-How long would it take to find someone from the outside?

-How disruptive would it be to the business if they did get

promoted?

-Are they the right person or are you looking for a “quick fix”?

-What are you doing to groom your next set of managers?

-Who owns building a management bench of candidates?

Don’t pass the buck to HR when looking to build a plan. I wouldn’t pass it to sales training or enablement either. The reason is, you know your team better than they do. You also know what makes a great Sales Manager. Take the time to understand the 3 factors to building a successful management bench. To assist you in the process, we’ve created the Succession Planning Guide. The tool will give you guidance on evaluating results, competencies and coaching. Below is the approach to www.greenazine.com

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be used along with the guide.

Results

This sounds like a no-brainer, but look at sales results over the last year(s). Review where the candidate has been against key performance metrics. You want to set a standard within your organization that performance matters. Even when you look externally, make sure you validate how the candidate did in their last role. If you need help, here is a Reference Check Template that walks you through validating.

2. They leave because they find that managing others is not for them 3. You move them back to individual contributor role because you don’t want to lose them Running the candidate through the Succession Planning Guide gives you a better predictor of future success. It will also eliminate any disruption to the business.

Competencies

WARNING- Do not stop after this factor. You need to look at the next two with even more rigor.

Don’t fall into the trap of promoting your top sales rep without reviewing the whole picture. I’ve seen too many sales leaders make this mistake. One of three things may happen:

Take a look at the key competencies of your existing managers. This is what you need to benchmark against when evaluating your next manager. Some competencies may include the following:

1. You fire them for poor performance or lack of management skills

o Resourcefulness

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o Conflict Management

o Self -awareness o Negotiating skills o Adaptability Build a core list that is relevant to your organization. Once you have identified them, benchmark your candidates against this list. This includes both internal and external candidates. If you don’t benchmark, you are making decisions on “gut feel.” Make better decisions with the competency checklist included in the guide.

Coaching and Mentoring Think back to a great coach or

teacher you’ve had. What traits did they possess that inspired you? The key for many successful managers is the ability for them to coach.

There is a reason organizations spend millions a year on training and coaching. They know it’s an important skill every leader needs.

When evaluating your next manager candidate, see if they are natural coaches. Notice if they are helping other members of the team. Have they volunteered to be a mentor for a new hire? If they aren’t proactively coaching, put them in a situation to coach. Have them sit in on a 1-on-1 to experience the situations.

Then take the time after to get

their feedback and suggestions on the meeting. This may be a great indicator of how they think about helping others.

Remember, identifying management candidates is one piece in the overall talent management process.

Unfortunately, it is an element often overlooked by sales leaders. Don’t get stuck if that call happens to you today. Be prepared by downloading the Succession Planning Guide.

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WHAT SMALL BUSINESSES...

What Small Businesses Ca Bigger Company Tactics o Potential Employees 30 www.greenazine.com

Here’s the secret technique big companies use to find and attract top talent: they pay for meaty HR departments and topnotch recruiters. Not surprising, right?

But just because your small business can’t afford recruiters’ fees, doesn’t mean you should be forever relegated to the traditional job board and online application process — both of which leave most companies drowning in a flood of mediocre and largely irrelevant applications that don’t tell them much about how an employee will actually perform on the job. In fact, many of the tactics employed by bigger firms are open to you, just as long as you scale them down and tweak them to fit your budget and purpose. Here are a few ways you can make tactics gleaned from bigger companies all your own.

1. Weed Out Candidates Via Social Media

n Learn From f Finding

When you’re trying to pinpoint viable candidates for interview, job applications generally can prove only that a candidate meets the bare minimum of qualifications. Social media, however, will give you a much better sense of who these candidates are, what and how they think, what their personalities may be like, and whether or not they know how to act appropriately in a public setting. That’s probably why 20% of employers have reported using social media for screening. You can, after all, learn a lot more from a candidate’s constant Twitter posts about drinking him or herself into a blackout than you can from a resume that lists a 4.0 GPA. Of course, the in-person interview will be what seals (or breaks) the deal, but you can save yourself a lot of time if you peruse their Twitter feed first.

2. Find Candidates on LinkedIn According to the same study listed

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Big companies may have big recruiting in their pockets, but that doesn’t mean you can’t mimic their tactics to find your own top notch employees. above, a whopping 77% have used social media to find candidates.

LinkedIn is by far the most popular, with 94% of recruiters reporting regular usage of the site. And it’s no wonder, as there are a number of ways of finding ideal candidates, including: - Finding them through your trusted work contacts - Searching contacts, employees and followers of similar companies - Using highly specific search terms Of course, building your own robust and keyword-rich business page is also a great way for potential employees to find you. It’s also a good idea to have your current employees constantly grow their LinkedIn network so that you can tap into these when the time for a job search comes.

If you’ve got the budget, you might also want to sign up for LinkedIn Recruiter, which will provide you with over 25 search filters, direct access to full member profiles, and “In Mail,” which allow you to reach out directly to just about anyone — all well worth the cost when you’re serious about your search.

3. Tap Into Online Communities 32 www.greenazine.com

Of course, LinkedIn also features many user-run discussion boards for a diversity of industries. Similar boards are also present across the internet and social media, whether via Twitter lists or Reddit boards.

Together, online communities offer direct access to industry professionals, many of whom may be experts. Watching them engage in conversation is akin to “showing” rather than “telling” you who they are. This allows you to judge for yourself whether or not you agree with their mentality and respect their approaches, and it also enables you to reach out directly for a conversation.

4. Network If there’s one universal task that all corporate recruiters do, it’s networking — constant, unceasing networking. It shouldn’t really come as a surprise, as there really is no better way to find top talent and assess their fit than to have a casual conversation with them before bringing them in for a high pressure interview. While networking is of course important while you are actively looking to fill a role, the adjectives “unceasing” and “constant” are essential to apply to your own recruiting, since good candidates can’t be counted on to simply crop up whenever you’re searching. Instead, you want to build a big network ahead of time and encourage your employees to do the same.

Just where you network will depend on your industry. Sometimes, industry trade group events are the most relevant, while other times more casual, subject-intensive Meetups are the way to go. Just

remember to take along your card and to take some time to organize those that you receive in return so that you won’t have to struggle to remember traits potential candidates.

5. Sell the Job One reason big companies have a leg up when it comes to recruiting is that they already have widespread brand recognition, long before they ever search for a candidate. Many employees, for example, would love to have Google on their resume, just because, you know, it’s Google. As a small business, you don’t have that luxury, so it’s all the more urgent that when you do create job listings, you use specific language to communicate your company’s culture and voice, as well as the nitty gritty of the role you’re advertising.

A good candidate will be a lot more likely to skip by a posting that reads, “Looking for an IT Specialist for a regional cleaning service” as opposed to, “Want to use your whiz kid tech skills to combat a scourge of dirty house?” (Okay, maybe your brand isn’t that dramatic, but you get the gist). The more specific and personal you can get, the more likely candidates will reach out to you, rather than the other way around.

The Takeaway Big companies may have big recruiting in their pockets, but that doesn’t mean you can’t mimic their tactics to find your own top notch employees. Good luck with your search!

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NEGATIVE ONLINE REVIEWS...

The best response to

Negative online reviews In a 2013 survey by Deloitte, companies said that reputation is the greatest online risk to their businesses.

as Yelp, Angie’s List, and Ripoff Report go south, some companies have estimated the damages to be in the millions.

This makes sense as a company’s online reputation drives consumer sales. For example, 85 percent of consumers now rely on review sites to find local businesses, four out of five users visit review sites when preparing to spend money, and 89 percent of users who visit review sites buy within a week of their site visit.

So, how should companies respond to negative online reviews?

But when customer reviews on sites such

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Use litigation as a last resort When companies have sued customers over negative reviews in the past, the public has seen headlines such as: Man Who Slammed Landlord Online Ends Up Sued and Homeless;

Retailer Slaps Unhappy Customers with $3500 Fee for Negative Online Review; Contractor Files Lawsuit Against Customer for Negative Review on Angie’s List.

In addition to facing consumer backlash over a company suing its own customers, these lawsuits also impact a company’s bottom line. When Mediabridge threatened to sue a customer for writing a negative review online, Amazon revoked Mediabridge’s seller account, preventing the sale of the company’s

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products on Amazon, which is only site through which it sells its products.

What’s more, these lawsuits are expensive – and extremely difficult to win. Of the last 32 times doctors have sued patients for defamation over negative online reviews, none have won.

Don’t post fake positive reviews Since October 2012, Yelp has resorted to publicly shaming businesses that buy or post fake reviews through its Consumer Alerts program. If Yelp detects that a business has bought or posted fake positive reviews, or offered a reward or discount for reviews, it will post a Consumer Alert on the business’ Yelp listing for 90 days.

Beyond Yelp, paid reviews are also subject to regulation by state law and the Federal Trade Commission, and in September, the New York Attorney General fined 19 companies more than $350,000 for writing fake online reviews.

Use online reputation management tools

Get ahead of negative customer feedback by monitoring your online presence. Use Google tool, “Me on the Web,” that alerts companies to negative reviews and other posts about them. Enable Google Alerts so companies know what’s being said about them online. Or use a paid service such as Reputation.com that suppresses negative online material.

Most importantly, be proactive in posting positive information about your company on Twitter, LinkedIn, Facebook, Google+, YouTube, Pinterest, and Instagram as it will reduce the visibility of negative search results.

companies said that reputation is the greatest online risk to their businesses.

When faced with a negative online review, investigate first. If true, respond to the customer’s post, making what’s wrong right – it will go a long way if you do.

In more serious cases, turn to the website’s terms of service. Yelp’s terms of service agreement prohibits users from writing fake or defamatory reviews and violating a third party’s rights. Similarly, ripoffreport.com has an arbitration program in which false statements can be submitted to a neutral arbitrator who determines whether they’re false. If false, ripoffreport.com will remove the statements from the site.

If false, post a respectful response on the site that addresses or rebuts the issues raised as this oftentimes neutralizes negative comments in the eyes of other consumers.

Above all, have a crisis management plan in place. Knowing how to address negative comments online in advance will minimize your company’s reputational risk without resorting to litigation.

Listen and Communicate

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TABS ON YOUR BUSINESS...

5 Ways to Keep Tabs on Your Business While on Vacation

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If you’re a small business owner, it may be tempting just to work straight through the summer (not to mention fall, winter, and spring). After all, how are you supposed to run a business when you’re gone?

But what if you could take that much-needed vacation while still keeping tabs on your business and employees?

We have some good news for you: You can, and you should. Here are five ways to keep business going full-steam ahead while you’re blowing off a little of your own steam poolside: 1. Pick one person to be your eyes and ears.

You may have already delegated some authority to a manager or another trusted employee. If you haven’t, pick one person to be the conduit for daily (or weekly, depending on where you’re going and for how long) check-ins. This person should also have authority to make decisions while you’re gone to prevent you from having to micro-manage from the road.

2. Make sure you’ll have Internet access. You can get Internet access practically anywhere these days, via cell phone networks or even satellites -- though you’ll want to be careful when using public Wi-Fi. Being able to check-in via email or video chat, if needed, will help you keep a finger on the pulse of your business no matter where you are.

3. Let people know you’ll be gone. Maybe the best way to do work while on vacation is by having less of it in the first place. Let clients, vendors, or other people you do business with when you are going to be away and try to schedule as much business before, or after, you go.

4. Automate what you can. If you have a website that updates regularly, many publishing platforms allow you to create content in advance and set it to be published at a later date; many social media platforms have similar features. You should also set up an out-of-office reply in your email program, to cut down on the number of e-mails you’ll have to respond to. This will also allow you to pick and choose which ones need immediate attention, and which ones can wait.

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5. Set up shared documents in the cloud. Set up schedules, daily reports and other work-related documents to be shared and accessed online through Google Docs or another online office suite.

This allows you to get a real-time look at the dayto-day operations of your business without have to ask an employee for the info. Still, you’ll want to be aware of potential security concerns when using cloud services.

Now get out there and have a summer!

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7 WAYS TO IMPROVE...

Lessons from an award-winning leader: 7 ways to improve workplace morale and employee engagement If people need to take time off because of a doctor’s appointment, I tell them, take care of the most important thing [which is you] and the job will take care of itself.

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There are hundreds of articles written each week about creating workplace morale through improved employee engagement, yet how many of those articles describe the specifics of what leaders must do to achieve this important, yet elusive objective?

Meet Bob Richards, global director of operational excellence for a Fortune 500 company. Bob’s extensive experience in building engaged, productive teams (that are fun to work with!) have earned him a reputation for creating positive workplace morale, as well as several industry and employer awards.

“Bob does not manage people, he manages their activity,” says Bill Kimbro, who oversees the company’s

lean manufacturing processes. Bill, who reports to Bob, has seen firsthand the benefits of a leader committed to developing employees. “He allows team members to operate in their own style; he gives suggestions and helpful hints from his own experience, but doesn’t push his ideas.”

Recently I sat down to talk with Bob about his philosophy on creating employee engagement, despite the barriers of distance created by leading team members from across the world. Below are excerpts from our conversation. Bob’s bio is at the end of this article.

Miller: What advice do you have for creating healthy workplace morale?

Richards: No micromanaging.

If people need to take time off because of a doctor’s appointment, or they just don’t feel well, I don’t micromanage them. I tell them, take care of the most important thing [which is you] and the job will take care of itself. For example, I remember a company policy at a former [place of employment]. There was a policy where if a relative died, you got three days bereavement. The policy was that you had to bring the funeral program in to prove that your relative died. And I stopped that immediately; people didn’t have to “prove” to me that their relative died.

I trust that people will do the right thing.

And there are hardly ever any abuses.

Address the exception to the rule; don’t make up a bunch of rules.

Speaking of abusing company policy, the reason that company policy [described above] was put into place is that there was one employee who had five grandmothers, so they created the policy.

Instead of addressing the abuse directly with the policy abuser, the company put an entire policy into place, which is ridiculous.

Know which behaviors to encourage, discourage, and ignore.

When it comes to workplace morale, you will sometimes have peer-to-peer competition, like sibling rivalry; and you can contribute to that as a leader. If

you allow people to bring the “he said/ she said” stuff to you, then you are part of the problem. I think some leaders feel like they need to be involved in the interpersonal squabbles. And I just don’t provide an audience for that. My response is, “You know, we are all here to do a job and if there is an issue, talk to the person one on one. I don’t need to be involved in that.”

You can kind of tell the difference between the tattletale stuff and the serious things.

For example, I had an issue with an employee who had a tendency to look at the “top half ” of the women he worked with, so I called the guy in. I said, “This is what I’m hearing and this is from more than one person. You’ve got to stop doing that.” www.greenazine.com

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So, you react to the things that are important and the things that aren’t important, you ignore. You fan good behavior, you shine light on bad behavior and you ignore annoying tattletale behavior.

How do you foster a sense of employee engagement?

Establish boundaries and then get out of the way.

five years ago, one of the first things we did was the [Clifton] StrengthsFinder assessment. Everybody has their own strengths and weaknesses, and that is why I really like this assessment. As a leader it’s important that you know where people’s strong points are, and you give them assignments that play to their strengths. And they are just energized by it.

Remove the distractions of pay inequities.

This is something I learned from a former boss at General Motors: if you have the right people, give them what they need and get out of their way. Give them the overall strategy, give them the “what” and the “why,” but let them figure out the “how.” And so you put boundaries around it; but they are pretty loose boundaries. Then you just kind of point the team in the right direction of where you are going, and people perform.

At the end of the day, people come to work to earn a living. If they don’t feel like they are being treated fairly for their primary reason for working, it’s a big distraction. If you [as a leader] are assigned to a new team, you should pay attention to who has what job, what the pay is (and if it’s fair and uniform), and if the job description is correct. Then you make sure that it is right with the employee and HR.

Get to know your team and match their strengths to projects.

I spend a lot of time on that upfront, because I don’t want people worrying about, “Is Susie getting paid more than Joe, and am I getting paid a fair wage and fair benefits?” So you take care of that and for the most part, the people can

You need to get to know your employees: What do they like to do? What energizes them at work? What types of projects do they enjoy? When I joined Kennametal

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concentrate on work.

Have fun.

When it comes to engaging employees, it’s important to have as much fun as possible. There is a belief that you can’t work hard and have fun at the same time. [Some believe] those two things are mutually exclusive, but they aren’t.

In fact, I have gotten more out of people because there is an environment of “have fun as you are working.” It just makes the day go faster and it helps people cooperate better.

For example, at a previous employer, one of the roles my administrative assistant played was to come up with a seasonal contest or put jigsaw puzzles in the break area. Also, we put foosball tables in the break area. At first, nobody knew how to play foosball. And then everybody got into it and eventually we had a tournament.

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MAKE EMAIL SMARTER...

5Tools to Make Your Email Smarter, Faster, Better 42 www.greenazine.com

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I believe that email is with us for a while longer. Despite the attempts of well meaning app makers and social networks, email is not dead. In fact, I get a ton of email from those same social networks that were going to kill email off.

Email, like it or not, is the one tool that pretty much everyone has, everyone uses and everyone checks on a daily basis, so business use of email isn’t going anywhere soon as an external communication tool.

I say external, because I believe some tools like Basecamp, Yammer and Quip do allow you to replace some internal email and work better in teams that need to collaborate, discuss and track frequent iterations of conversations.

The key to making email flow externally is to find tools that make it smarter, faster and better with the way you work.

Below are five such tools that I’ve worked into my email toolkit.

Contactualy – I suppose you could call Contactually a light CRM tool, but it really shines when it comes to managing relationships that happen via email. It features lots of email functionality such as scheduled sending and open tracking but it also helps you prioritize your most important relationships and put them in “buckets” that prompt you to stay in touch if you have not communicated with someone within a designated amount of time.

Signals – This email addon from Hubspot does one thing very well – it tracks your emails and lets you know when someone has opened it. To me this helps in a couple areas – you know someone got your email and you know when they might be most receptive to a follow-up nudge or question.

Assitant.to – If you’re like me you’ve wasted a lot of time going back and forth with people trying to schedule meetings and phone calls. I don’t like those scheduling apps that make people go to a page, pick a time and add all their contact info. Assistint.to taps your calendar and allows you to send someone up to 3 times – they just pick one and it automatically creates calendar invites for both parties.

Boomerang – This add on allows you to get reminders when you want to resurface an email thread or if someone hasn’t responded in a set number of days. You can also write a bunch of emails in the evening and have them scheduled to send around coffee break time the next day.

I have all five of these services connected to my gmail account and rely on parts of each for my email workflow. I currently use Google Apps for Gmail and Chrome browser as each of these integrates with Gmail and all have Chrome support and extensions.

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Rapportive - This is a pretty simple browser plugin that keeps contact and social details from anyone that sends you an email in the sidebar of your email reading pane. That way when you get an email from someone your know or don’t know, you’ve got some pretty handy information at your fingertips.

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