Inbusiness2015

IN BUSINESS

MARCH 2015

Tim Putnam: Pappajohn Center ‘fits his DNA’ PLUS:

Unconventional success Rejecting ‘Shark Tank’

Iowa’s changing face Advice and more

J2 • Sunday, March 15, 2015 • IN BUSINESS

INSIDE THIS ISSUE OF IN BUSINESS: On the cover: Tim Putnam has taken over as director of the John Pappajohn Entrepreneurial Center and is learning from both previous victories and setbacks.

PHOTO BY JEFF HEINZ, the Globe Gazette

Unconventional success: Steve Simonson, president and CEO of Iowa Specialty Hospitals and Clinics, has been honored for 18 years of leadership and innovation: Page J4

Embrace new residents in Iowa, experts say:

The Small Business Professor talks computers Page J11

Ad lessons you might have missed: Page J12

Page J8

Rejecting ‘Shark Shelly Zimmerman’s No. Tank’ and succeeding 1 goal — helping people: in business: Page J10

Page J13

In Business: March 2015 Publisher: Howard Query 641-421-0500 howard.query@globegazette.com Managing Editor: Jane Reynolds 641-421-0564 jane.reynolds@globegazette.com Design Editor: Tom Thoma 641-421-0566 tom.thoma@globegazette.com Associate Editor: Bob Steenson 641-421-0530

bob.steenson@globegazette.com Advertising and Circulation: Greg Wilderman 641-421-0545 greg.wilderman@globegazette.com ••• In Business is a quarterly publication of the Globe Gazette.

Reach us at Box 271, Mason City, IA 50402-0271 or by email at news@globegazette.com

GLOBE GAZETTE

The Pappajohn Center ‘fits my DNA’ New director Tim Putnam emphasizing partnerships with new, existing businesses Putnam said.

During the subsequent 28 years Putnam has im Putnam took enjoyed plenty of success, over as direcfirst in the corporate world tor of the John and then at the PappaPappajohn john Center. He’s tried to Entrepreneurial Center earlier this year when Jamie savor the victories while drawing perspective, and Zanios retired. a dose of humility, from At least one of his former professors would likely the setbacks.

“Nobody likes to fail,” be surprised.

During college, Putnam Putnam said, “but we probably learn more from and a felour failures than our suclow student cesses. When you do (fail), developed the true character of a pera business son is what happens next.” plan for a landscape PUTNAM GREW UP in Rock architectural center Zanios during a class on Tim Putnam’s tips entreprefor success neurship.

His Take ownership of partner was everything you do. to provide Always try to make the design yourself and your busiexpertise ness better.

Putnam while PutBuild a strong personal nam was and professional network. charged with pitching the When you don’t love idea. The presentation did what you do anymore, it’s not go well. time to move on.

“I absolutely choked,” TIM ACKARMAN

T

For The Globe Gazette‌

Island, Illinois, the son of a blue-collar worker.

“I could be a union

forklift driver or I could go to college,” he said of his career choices.

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GLOBE GAZETTE

Choosing the collegiate route, Putnam attended Western Illinois University before transferring to Kansas State University primarily because his brother was serving in the military nearby.

“It was my first chance to get away from home,” he said.

Success on the rifle team led to an ROTC scholarship followed by a stint in the Army National Guard from 1986-1996.

“ROTC and my National Guard career taught me a lot about leadership and how to motivate people,” Putnam said.

AFTER GRADUATING with a Bachelor of Science degree in business administration, Putnam went to work for Pizza Hut in Wichita, Kansas.

Early in his career he was managing one of the first stores to offer delivery in addition to dine-in. The rollout was another of those “educational” setbacks.

“We were just flooded,” Putnam said.

“That first night was an epic failure. I know what it is to gain customers, and potentially lose customers.”

He put that knowledge to work improving his performance and that of his stores, and the Pizza Hut brass took notice.

Putnam rose within the company, TIM ACKARMAN, for the Globe Gazette becoming a regional manager and a John Pappajohn Entrepreneurial Center Director Tim Putnam talks with Administrative mentor to leaders of new stores. (An Assistant Ann Lavallee. Putnam took over upon the retirement of Jamie Zanios. area coach in Pizza Hut lingo.)

Along the way he moved to Chicago ready to head the organization and was and then to Mason City in 1993, where disappointed when the job went to Zanios. he managed 29 restaurants in Iowa, Educators entrepreneurship In retrospect, he realizes hiring Zanios Minnesota and Wisconsin. forum set for June “really was a great move.”

North Iowa Area Community College After an initial period of feeling things BEING ON THE ROAD so much gave him and the John Pappajohn Entrepreneurial out, Putnam settled into his new role little opportunity to become a part Center will host the Midwest Educators of associate director. He began taking of the community, Putnam noted. He Forum on Entrepreneurship June 24-26. advantage of another opportunity to learn recalls first hearing of the Pappajohn The forum is intended to bring college as he watched Zanios bring new sources Center and thinking it might be associand university educators, entrepreneurial of expertise and funding to the Pappaated with a rival pizza chain. leaders and community champions john Center.

Eventually a corporate reorganizatogether to share best practices for “Jamie came in here and showed me tion had Putnam focusing his efforts on improving the entrepreneurial ecosystem. what having a truly outstanding profesunderperforming stores.

For more information or to register sional and personal network can do for Although he still thinks Pizza Hut is a go to www.niacc.edu/mefe or call you,” Putnam said. “He was a great boss, great company, he was no longer enjoy641-422-4111. a challenging boss and a great friend ing the work. as well.”

“When you don’t love what you do Putnam said Zanios provided guidance any more,” Putnam said, “it’s time to while also accepting input and allowing PUTNAM JOINED the center in 2000, move on.” employees to develop their own ideas working to help people open their own Putnam moved on to a sales posiand expertise. tion with Mason City Business Systems business. Then called the Fast Track, the “He was never one to stifle initiative,” before learning of an opening for a client initiative is currently labeled Launch and Putnam said. “I think we worked pretty manager at the Pappajohn Center, which Grow Your Business. well as a team, and we complemented “It’s still one of our best programs,” he by then realized was a key resource each other.”

Putnam said. for assisting current and prospective Two years later, Director Doug Morse business leaders.

THIS APPROACH, Putnam believed, “This is something that really fits my stepped down and Putnam assumed the role of interim director. At the time he felt helped the Pappajohn Center develop a DNA,” he remembers thinking.

IN BUSINESS • Sunday, March 15, 2015 • J3

larger suite of services and an even bigger network of resources on the state and national level.

He said the center can provide direct consulting to help people learn how to start or grow a business. In some cases they find starting a business isn’t right for them.

“We’d love to see everyone start a business,” Putnam said, “but we want to be sure it’s a strong, sustainable business going forward.”

Perhaps more importantly, the center can help prospective and current business owners navigate what Putnam describes as the “entrepreneurial landscape” to put them in touch with the many governmental and private resources available to help them launch, grow and thrive.

“It’s more about partnerships than about (Pappajohn) trying to own everything,” Putnam said.

TO THAT END, Putnam plans to put even more emphasis on working closely with other local and regional organizations.

“We want our economic development (commissions) and our chambers (of commerce) to have their own entrepreneurial initiatives,” Putnam said. “We want to be at the table to support that.

“That’s one of the big programs this year that we’re going to be working on, formalizing that process.”

Putnam also hopes to alleviate the misconception that the center is only for start-ups by highlighting the numerous programs offered to help existing businesses.

In particular, he noted North Iowa has a number of aging entrepreneurs who will eventually need assistance with succession planning.

“Their whole life was wrapped up in that business,” Putnam said. “How do you pass that on to someone else?”

ALTHOUGH THE PAPPAJOHN CENTER has helped business owners with this process for some time, Putnam now has the added perspective of recent personal experience.

“We were working on the succession plan here a year and a half ago,” Putnam said. “Jamie was very transparent.”

Glad to be on the receiving end of the proverbial leadership torch, this time around Putnam is confident he’s truly ready to take it. And he’s grateful for the opportunity.

“This is one of the funnest jobs I’ve ever had,” Putnam said. “And it’s a great community. We’ve truly found a home here.”

J4 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

UNCONVENTIONAL SUCCESS Steve Simonin uses people-first mentality in leading Iowa Specialty Hospitals and Clinics

Wright Medical Center, in 1996.

After four unremarkable years, the career-minded and numbers-driven teve Simonin, president and CEO young executive was ready to move on. of Iowa Specialty Hospitals and His life, and his perspective, changed Clinics, was recognized by Healthin 2000 when his mother was diagnosed Leaders Media Magazine as one of its with metastatic lung cancer.

2014 “20 People Who Make Healthcare Cast in the role of concerned family Better” for his 18 years of leadership and member and patient advocate, Simonin innovation with the North Iowa-based saw and felt things he’d never considhealth network. ered.

Not bad for a guy who once saw He noticed when facilities were dark Clarion as a pit stop on the way to someor dirty. He experienced anger and where else. anguish when he heard staff discussing “For the first four or five years I just kind of looked at this as a steppingstone,” his mother’s pending death cavalierly at the nurses’ station. He was outraged Simonin said. when managing her pain wasn’t seen Now, the Iowa Specialty system includes critical access hospitals in Clar- as urgent.

“Does that happen in my hospital?” ion and Belmond along with outreach clinics in Clear Lake, Fort Dodge, Hamp- he wondered.

Simonin describes it as his “Grinch ton, Webster City and West Des Moines. moment,” where, as in the animated In addition to primary and basic Christmas special, his heart grew emergency care, its 550 employees three sizes. (including 45 medical providers) offer “I started to become focused on what specialty services in bariatric surgery, health care is truly about,” he said. “It’s ear, nose and throat (ENT), general sura transcendent calling and you have to gery, obstetrics/gynecology and orthorespect that.” pedics/pain management.

Conventional wisdom says rural comONCE SIMONIN recognized the opportumunities can’t attract the patients or the nity and obligation to serve, he worked providers needed to offer a level of care to cultivate the same attitude in his staff. normally associated with bigger cities Those who couldn’t or wouldn’t adapt and much larger health networks. were weeded out.

Iowa Specialty is achieving uncon“If you’re only here for the payventional success using a people-first check, you’re in the wrong place,” he mentality, according to Simonin. told employees.

“What’s the right way to provide “That transformed our employee base health care?” he asks. “Treat all patients as well,” said Kim Marker, marketing and employees like they’re family. We leader at Iowa Specialty. have to offer the ultimate, ultimate in Patients, staff and doctors took customer service.” notice, which precipitated the next round of changes.

WHILE THIS FOCUS seems obvious to Wright Medical was then managed Simonin now, gaining that insight was among his life’s most challenging lessons. by a much larger health system. Simonin and the hospital’s doctors were netThe Sioux City native attended the work employees.

University of Iowa, where he studied In 2002 the physicians, unhappy with finance before obtaining his master’s this arrangement, asked Simonin to degrees in business and health care hire them directly as Wright employees. administration.

Although he knew this would create fricFollowing brief stints in New Hamption, he felt there was little choice. shire and South Dakota, he became the “A hospital without docs isn’t really a administrator of Clarion’s Community hospital,” Simonin said.

Memorial Hospital, later known as TIM ACKARMAN

S

TIM ACKARMAN PHOTOS, for the Globe Gazette

Steve Simonin is proud of the many awards Iowa Specialty Hospital has won for quality, innovation and patient satisfaction.

Steve Simonin discusses emergency room patientflow issues with Sarah Chambers, a registered nurse.

For The Globe Gazette‌

»»

Globe Gazette

in business • Sunday, March 15, 2015 • J5

Building North Iowa.... one project at a time.

Building Trust for Over a Century

J6 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

TIM ACKARMAN PHOTOS, for the Globe Gazette

The community hospital in Belmond was underutilized and in danger of closing before becoming linked with the Clarion facility. Now, each has its own specialties.

WHEN HE HIRED the physicians, the health system responded by terminating his contract. Simonin followed the doctors in becoming a Wright employee.

The transition proceeded smoothly, Simonin said, and a few years later a group of orthopedic physicians based in

Fort Dodge decided to make Clarion their home base.

Offering advanced specialty care from a small critical-access hospital was a new concept.

“When ortho came aboard, that’s when the craziness started,” Simonin said.

Iowa Specialty Hospital in Clarion.

“The craziness” included significant growth in the number of services offered, the number of patients seen and the amount of revenue generated. It also presented a new challenge.

Critical-access hospitals receive higher government reimbursement to ensure

medical care is available in small communities. Facilities in the program must have no more than 25 beds.

Growth at Wright quickly exceeded what those 25 beds could accommodate.

Yet expansion at Clarion would mean losing critical-access status.

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GLOBE GAZETTE

IN BUSINESS • Sunday, March 15, 2015 • J7

“That’s what we’ve chosen to do, to find these niches and do them well.”

Kim Marker, m arketing leader at Iowa Specialty MEANWHILE, THE community hospital in Belmond was underutilized and in danger of closing.

Linking the two hospitals would allow continued expansion of services while maintaining critical-access status for both. Yet there was a possibility the Belmond facility only 14 miles away would compete with Wright for patients.

Simonin chose to take the risk in 2007.

Today the two hospitals remain separate entities under the Iowa Specialty corporate banner, both offering basic emergency services and primary care.

Clarion also serves as a Marker specialty center for orthopedics and obstetrics while Belmond specializes in bariatric surgery, cataract surgery and ENT. “That’s what we’ve chosen to do, to find these niches and do them well,” Marker said.

“We’re really looking at centers of excellence for both campuses,” Simonin added.

Thus far the arrangement is working well.

“I think the partnership allowed us to capture Belmond people who were going elsewhere for care,” Marker noted.

The facilities are also attracting patients and doctors from across and beyond North Iowa, Simonin said.

“We’ve never had to pay recruitment fees for physicians. They come to us,” he said.

TIM ACKARMAN, for the Globe Gazette

Steve Simonin believes owning Grounded, a coffeehouse on Main Street in Clarion, gives him “street cred” when he encourages others to shop and invest locally.

Belmond situation play out on its own.

He just didn’t believe that would lead to Steve Simonin’s tips for success the best outcome for the community or • Offer the ultimate in customer service. the region.

• Treat employees like family.

“Belmond’s really in our backyard,” he • Support your local businesses and said. “We thought from a neighbor perinstitutions. spective that the right thing to do was to PART OF MAINTAINING excellence is • Stay grounded. work closely with them.” acknowledging there are things it is not In addition to providing quality feasible to offer at a small institution, “I’m working harder on Saturday patient care, Simonin now sees “doing Simonin noted.

Iowa Specialty does not provide ser- the right thing” as working to help keep mornings than I have in my life,” he said.

Rather than a financial investment, vices such as advanced cardiopulmonary rural communities growing and vibrant.

Simonin said the establishment was care, cancer treatment or neurology. intended to get him out from behind TO THAT END, he has been an active “We’re not going to do the things that the desk, to help build a more personal are done fairly rarely even in the big hos- board member with Clarion Chamber and Development. More recently he also relationship between himself and compitals,” Simonin said. “It’s about being munity members and to keep him from became a small business owner. deep as opposed to wide.” getting “caught up in the hype” surIn 2011 he converted a downtown While the partnership has made both rounding the success at Iowa Specialty. building dating to 1906 into a cofhospitals financially viable, Simonin He also believes owning the busisaid the move was as much about values feehouse and restaurant. This often ness, aptly named Grounded, demonhas Simonin trading his sportcoat and as dollars. strates he’s willing to walk the talk as he khakis for an apron and spatula on The safer course for Simonin would encourages others to support and invest the weekends. have been to sit back and let the

Simonin

in the community.

“It gives me a little street cred,” Simonin said.

It also signifies a 180-degree twist for a man who once viewed Clarion only as a steppingstone.

SIMONIN BELIEVES the innovations at Iowa Specialty have laid the groundwork for the system to thrive regardless of potential changes to the critical-access program or other challenges on the health care landscape.

“Up to this point we’ve been working really hard to get everything ready to take off,” Simonin said.

“I think the communities are in the same place,” he added. “Small towns rock. We have the ability to do some really cool things. We will, and we’ll show you.”

J8 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

TIM ACKARMAN, for the Globe Gazette

Storm Lake Public Safety Director Mark Prosser speaks to a packed house at Center One in Hampton earlier this year on embracing the shifting demographics in Iowa.

Iowa’s Changing Face

Embracing new residents is sound economic strategy, experts say TIM ACKARMAN

For the Globe Gazette

Prosser served for a decade as a police officer in suburban St. Louis before being hired as police chief at Storm Lake in 1989. He speaks and consults extensively regarding police administration, public safety, diversity and shifting demographics. His presentation was part of the “Communications in Diversity” series hosted by La Luz Hispana, an organization offering education and assistance to Hispanics in the Hampton area.

HAMPTON mmigration is changing the makeup of many Iowa communities.

Local and regional experts say embracing this new wave of residents isn’t simply a “nice” thing to do: It’s a sound strategy for economic development.

“Our growth and our diversity and our shifting BERRY JOHNSON, retired Hampton-Dumont school demographics have been a win, win, win,” said Storm Lake Public Safety Director Mark Prosser while address- principal and a member of the local diversity committee Adelante, set the stage for Prosser with an overview of ing a crowd of about 40 at Center One in Hampton the history of Franklin County. earlier this year.

I

Immigration fueled growth in the county during the latter half of the 19th century, Johnson said. The first European settler arrived in 1853, and by 1890 the population had reached over 12,000. Diversity was the norm, Johnson said.

“In 1915 when the Lutheran hospital was dedicated, it was done in two languages: English and German,” he said.

He also noted at least one area church taught confirmation classes in Danish until the 1940s.

After World War II, immigration slowed while birth rates fell, leading to population decline. Many parts of Iowa have yet to recover from this downward trend.

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GLOBE GAZETTE

“Did you know that 68 of Iowa’s 99 counties lost population from 2010 to 2012?” Johnson asked. “(Yet) our county is growing.”

Much of that growth is fueled by recent immigrants, mostly Hispanic, who tend to be younger and have higher birth rates than the established population.

THE SHIFT IS PRONOUNCED in Hampton-Dumont Schools, where Johnson noted Latinos make up 27 percent of the high school students, 37 percent of the middle school students (fourth through eighth grades) and 52 percent of the elementary students.

Storm Lake is undergoing a similar transformation, according to Prosser.

He said over 80 percent of students in the public schools and 46 percent in the parochial system are non-Caucasian.

While many immigrants are Hispanic, Prosser said records from local adult English education classes note enrollees Johnson from over 30 nations speaking 25 different languages.

He said this language barrier often serves to prolong friction sometimes experienced between established and new community members.

“It’s hard to dislike someone you know,” Prosser said, “but if you can’t communicate with someone and understand their background, it’s hard to know them.”

Dealing with non-English speakers presents a particular challenge in rural areas, where comparatively few longtime residents are multi-lingual and skilled interpreters can be difficult to find, Prosser said.

Available interpreters are often overwhelmed, he noted.

“We find a few good ones and then we kill them,” he said. “We wear them out.”

Prosser said online and telephone interpreter services are available, although these can be expensive and somewhat cumbersome.

In some cases the only option is to use other members within the immigrant community who have a working knowledge of English. This is often suboptimal, particularly when friends or family members must serve as interpreters in discussions regarding sensitive subjects.

IN BUSINESS • Sunday, March 15, 2015 • J9

Tips for success in achieving diversity • View immigrants not as outsiders but as potential customers, employees and taxpayers.

• Don’t confuse language with culture.

• Embrace sustained efforts to build and maintain relationships with immigrants. It’s a marathon, not a sprint.

• Find and use outside resources to improve communication and cultural understanding. Don’t reinvent the wheel. opportunities.

“Folks from other countries don’t do business and handle politics the way we do here in the Midwest,” Prosser said.

As such the needs and wants of immigrant communities can often be inadequately addressed, Prosser said, meaning they don’t reach their full potential as citizens, employees and customers. This shortchanges both the immigrants and the community.

“Government and business must change the way they provide services,” Prosser said, “and how we adapt to that change is always a work in progress.”

“You can’t assume one person from one nation can speak effectively for another person from another nation just because they speak the same language.”

Mark Prosser S torm Lake Public Safety Director.

Such missteps are common and should not discourage continued efforts, Prosser said. Yet he noted there are many resources available to help avoid these types of pitfalls.

MOST UNIVERSITIES have experts on language and culture, many of whom are willing to offer advice and assistance.

There are numerous private institutions and organizations as well, including several with an online presence.

Prosser singled out the Vera Institute of Justice (www.vera.org) as a diversity think tank offering many resources and best practices for business and government.

“Don’t reinvent the wheel,” he advised. “You can steal their stuff.”

Although these challenges may seem considerTHOSE ATTEMPTING to foster relationable, Prosser said the rewards in Storm Lake have ships with new arrivals must understand that subgroups of immigrants are been well worth the effort. He said the community is experiencing increased school enrollment, increased culturally diverse.

Prosser business activity and significant new housing develNot all Hispanics are from Mexico, opment. for example, and an immigrant from Puerto Rico Further, he said, local youngsters are growing up likely has a very different background and set of with less prejudice and a greater understanding of the beliefs than one from El Salvador.

“You can’t assume one person from one nation can larger world.

“I always felt the success would be in our children speak effectively for another person from another … and I still do,” he said. nation just because they speak the same language,” Prosser said.

PROSSER BELIEVES the difficulties presented by Many business and government leaders hope to diversity are a small price to pay for these benefits. find a “quick fix,” a single activity, event or program “This is challenging, yes, but what’s the alternato bridge the cultural gap. Prosser said building relative for other small towns in Iowa? What’s the oppotionships with diverse groups requires a sustained site of that story? and multi-faceted approach.

“We’re not going to go back to the way our com“A (cultural) festival by itself is not the answer,” he munities were 20 to 30 years ago. This is the future.” said. “It’s a marathon, not a sprint.”

To learn about upcoming “Communications in Even well-intentioned efforts can be inadequate or counterproductive if undertaken without the benefit Diversity” events along with other programs and services offered by La Luz Hispana, go to www.faceof some cultural awareness, Prosser said. book.com/LaLuzHispana.

CULTURAL DIFFERENCES beyond language can ONE EARLY EFFORT to engage immigrants in Storm also present challenges to the assimilation of Lake involved a community forum scheduled prior to new residents.

Prosser noted immigrants from poorer countries as a celebration previously organized by local Hispanics.

No one showed up. Officials were disheartened and well as those with totalitarian or corrupt leadership perplexed until they discovered the initial celebration often have limited understanding of or experience followed an important soccer match. They’d done the with government services. In many cases negative “IT’S THE SERVICE AFTER THE SALE THAT COUNTS” cultural equivalent of scheduling their forum during interactions have instilled a wariness of authorities.

RESIDENTIAL • COMMERCIAL & INDUSTRIAL ROOFING an Iowa-Iowa State game.

“It’s not in their history to come walking into a On another occasion a potluck meal planned in police station and file a complaint,” Prosser said. an effort to draw various immigrant communities Such immigrants might be unaware of or intimiToll Free 1-800-358-8009 dated by opportunities to serve on local committees, together likewise drew little interest. Organizers later 125 N. Jackson Ave. Mason City, IA learned potluck was an unfamiliar concept to many attend city council meetings or support candidates of those the event was intended to engage. for public office.

“They come from a culture where you don’t invite Likewise, they may be less apt to provide input someone to a party and ask them to bring the food,” to local businesses about products or services and Prosser said. to speak with employers regarding challenges or

Northern Cedar Service Co., Inc.

641-423-0341

J10 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

Helping people is her ‘No. 1 goal’ A VETERAN INSURANCE AGENT, Zimmerman has worked at Harrison Thornburgh Insurance Inc. for 18 years. She purDUMONT helly Zimmerman, a Dumont insur- chased the business from Tim Harrison ance agency owner, has been named in March 2014. He and his wife, Deborah, retired after many years operating the as the winner of a statewide entreagency. He continues to be involved as a preneurial award.

Brook Boehmler, director of the North consultant, she said.

While considering purchasing the Iowa Small Business Development Center, Mason City, nominated Zimmerman business, Zimmerman worked with Daniel Winegarden, director of incubafor the 2014 Deb Dalziel Woman Entretion and acceleration services at the preneur Achievement Award.

Pappajohn Entrepreneurial “Shelly is an exemplary leader Center at North Iowa Area engaged in her community,” Boehmler Community College. In said in a news release. “Results like (hers) the process she considered matter, especially in small towns like financial projections figDumont where an active commercial uring both increases and space filled with professionals supportdecreases in business and ing other businesses and bringing traffic developed a formal busiinto town is a key win.”

Zimmerman ness plan.

The Deb Dalziel award honors an Iowa “I wanted to know that woman entrepreneur who has signififinancially it was going to be a bettercantly changed or improved her life and ment to myself to do this,” she said. the lives of others.

Zimmerman enjoys working with It is presented in memory of Dalziel clients and helping them understand who was director of the Small Business Development Center in Burlington for 12 how insurance coverage they choose years until her death of cancer at age 44. to purchase can be a benefit to them in Dalziel was a firm believer that women their situation.

“Just to help people, that’s my No. 1,” have opportunities to be successful in their chosen career and to be recognized she said. for their contributions, Zimmerman said.

THE INDEPENDENT INSURANCE office “I was flattered that they thought I handles auto, commercial, crop, farm, was a good candidate for this award,” health and homeowners insurance for she said. “I feel very honored to have several companies including Allied (soon been chosen.”

JULIE BIRKEDAL

For the Globe Gazette‌

S

to be known as Nationwide), Farmers Mutual Hail, Grinnell Mutual, Heartland Crop, Progressive and State Auto insurance companies.

Office assistant Cyndy Christensen began working at the insurance agency in September. In the past few months, she said she’s witnessed Zimmerman’s integrity and commitment to her clients and to the community on numerous occasions.

Noreen Wiegmann is an agent who previously worked eight years in the agency and returned after learning Zimmerman was going to acquire the business.

“She’s the most honest ... she’s not going to steer you in the wrong direction,” Wiegmann said. “She will tell you sometimes what you don’t want to hear.”

WHILE ZIMMERMAN was actively involved in the agency before buying it, she works more hours now, logging 45 hours in the office during the week and more time taking phone calls from clients in the evening.

Clients are in and out throughout the day. There are three new homeowner policies in one week, Zimmerman said — and that was on a Tuesday.

Farmers stop to get records when applying for the federal farm program or to get their crop insurance. In recent weeks, Zimmerman was in the office on the weekends to stay caught up.

“It ebbs and flows,” she said.

The agency serves clients from as far as Mason City and Cedar Falls but the majority are concentrated in the Allison, Bristow, Dumont and Hampton area.

Zimmerman’s children are grown.

Her son lives in Kansas City, Missouri, while her daughter lives in Charlotte, North Carolina.

ZIMMERMAN, 52, lives in her hometown of Dumont where she serves on the Dumont Community Library Board and the Dumont Park and Recreation Board.

The park board recently completed a $25,000 project to resurface the former school track.

“Now we’ve seen young people go up there with their kids on tricycles and parents walk,” she said.

She’s also involved with the Rolling Prairie Tri-County Trail System in Butler County and the Dumont Community Club.

“I’ve known Shelly personally probably for about 30 years and professionally for about 20. She’s a good business woman,” said Marge Schurman, market president at First Security Bank & Trust in Dumont and Aredale. “She’s very good at being involved in the community. She was president of community club several times. She’s very professional yet caring.

“She cares about community. She cares about her customers.”

GLOBE GAZETTE

IN BUSINESS • Sunday, March 15, 2015 • J11

Upgrade your computer system without breaking the bank Q: I own a small medical supplies company. I want to update my computer systems and keep my business running smoothly. I have a limited budget. Do you have any advice?

A: With a limited budget, you are more than likely going to want to spend it ensuring that your existing systems are functioning well and will continue to operate efficiently in the years to come, said Marc Bressman, president of Falcon Bruce Freeman Computer Consulting in The Small New Jersey. Doing this Business Professor might involve making some system upgrades (RAM, hard drives, et cetera) without necessarily purchasing a new computer system. Here are some tasks to perform: MAINTENANCE AND TUNE-UPS With PCs, you might want to use a cleaning tool like CCleaner and also uninstall unused software that could be bogging down your machines. This

critical software are up to date.

Performing all these checks presents a good opportunity to make sure you have a robust backup system, which could ANTI-VIRUS AND ANTI-MALWARE SCANS include a cloud service such as CrashAnti-virus and anti-malware scans Plan. Be sure to practice recovering data help ensure there are no infections hidfrom your backup systems to guarantee ing in your system. For PCs, Malwarethey work. bytes’ Anti-Malware is highly recomFinally, be sure you pay attention to mended. signs from your computer that there might be problems in the future, such as SYSTEM SCANS These scans ensure the system itself is warnings that pop up (these shouldn’t be operating correctly and isn’t experienc- lightly dismissed).

When there are significant issues ing errors or corruptions. For PCs, you can use CHKDSK, short for “check disk.” with your computer system, an IT professional can give you a quick assessFor Macs, options include a disk utilment and allow you to make the best ity scan. If possible, use manufacturer possible decision on how to proceed. utilities to check different components Q: What personal qualities does a of your computer system for any possuccessful entrepreneur need? sible problems.

A: What are the essential ingredients of an entrepreneurial spirit?

SYSTEM UPDATES In my view, the most important is System updates ensure you have the perseverance. Exhibit A: My own path latest patches and security updates to business ownership. I have managed and potentially set up your computer a public relations agency, written this to download them automatically in the syndicated small-business column for future. These updates also ensure that will ensure you have adequate free hard disk space.

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nine years, co-authored a book and I’m discussing a second book with publishers. I was also recently cited among the “50 business professors most followed on Twitter.”

Not a bad track record, considering my writing skills were never grade A in college. In fact, they earned me a D in my freshman writing class. Whenever I handed in a paper, it returned with more red ink than black after the professor graded it. He asked me to come to his office half a dozen times and worked with me. On my last visit, he announced I was still getting a D. In 2006, I received a “journalist of the year award” from the U.S. Small Business Administration and worked on an article for the alumni director from my alma matter. I told my writing class story.

It was more than 30 years later, but I sent my former professor a note saying he deserved some of the credit for my entrepreneurial rise. He said the success was all mine; all he did was give me a few pointers.

J12 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

Ad lessons you might have missed Super Bowl provided seven interesting advertising lessons for small-business owners my Super Bowl ad apathy, there was one commercial that managed to cut through the clutter. y now, every aspect of the 2015 Nissan ran a spot, “With Dad,” that Super Bowl has been analyzed, was everything I could have wanted in from the controversy to the play a 90-second commercial. As a car guy, calling to the halftime show, and, of it had race tracks, race cars moving fast, course, the ads. intense car crashes and a son wanting I didn’t pay much attention to the to grow up to be like his father. For me, commercials this year as Super Sunday it was like watching my favorite movie has become a somber event for me as a trailer, and I immediately declared it Chicago Bears fan. the greatest ad since Apple’s 1984. The Fearing that I might have missed something and not wanting to be left out reality is that I am a lifelong fan of the Nissan brand and also a loyal owner of of this year’s conversation, I decided to Maxima, which debuted its next generago back and watch each marketer’s ads in order to make my own recommenda- tion of the vehicle at the end of the commercial. tions.

As consumers, we simply know what My goal in watching was not for the we like. pure entertainment value but to pass on what I saw to my fellow small-busiLESSON 3: Marketers should look to ness owners. create brand equity or affective assoThe following are seven advertising lessons that you might have missed from ciation. This year, Coca Cola ran the commercial, “Make It Happy,” pulling the 2015 Super Bowl ads. off one of the feel-good moments of the LESSON 1: Marketers should be preSuper Bowl. pared to face more resistance. How is it By turning what that a marketing guy who has watched can, at times, the Super Bowl for years just for the ads be a negative alone can completely tune out? Today, environviewers have more things competment ing for their attention. Mobile (social phones, real time social media, DVR and a host of other distractions look to pull us away.

Going forward, how can marketers get consumers to pay attention to the message, have it received as it was intended and have the message retained until it is needed to make a purchase? Anyone looking to advertise, going forward, should be prepared to roll up his sleeves.

LESSON 2: Consumers are naturally drawn to messages that speak to their needs and wants. During CAVANAUGH L. GRAY

B

Southern Illinoisan‌

media) into a positive one, the beverage giant managed to send out some muchneeded social love.

But this is nothing new for Coke, which aired its groundbreaking Hilltop commercial back in 1971. The ad featured a sort of United Colors of Benetton group of Coke drinkers singing verses like, “I’d like to buy the world a home and furnish it with love.” How can anyone not feel good after hearing lyrics like that?

As in the case of this year’s Make It Happy ad, Coke continues to tap into the good vibrations by getting consumers to feel good about their brand — something that is not easy to do.

LESSON 4: Marketers should look to promote brand recall. Brand recall is a company’s ability to have its brand name remembered easily. It has been done successfully in the past through repetition, crafty slogans and/or catchy jingles.

Two companies that have done it well from Super Bowls past include the Budweiser Frogs and AFLAC Duck. This year, Avacados from Mexico produced a creative spot, “First Draft Ever,” that I believe was a brand recall winner.

In the ad, NFL Hall of Fame receiver Jerry Rice and QB Doug Flutie are in suits, sitting next to a caveman for the first draft in human history. What you are left with is a very simple tagline, “Grown with love since the beginning of time,” followed by a simple jingle “Avacados from Mexico.” I won’t be forgetting that anytime soon.

LESSON 5: Marketers should use competitive positioning in crowded, well-established categories. With the dominant cellular carrier being Verizon, all other competitors seem to be fighting for recognition as a second or third option.

The goal here is to use an explicit reference to an existing competitor to help define precisely what your brand can do for the consumer that the competition can’t.

This year, I think T-Mobile did a good job in its ad, “Kim’s Data Stash.” In it, Kim Kardashian does well pulling off the commercial to the point that I almost thought she was championing a real cause. In a very creative way,

T-Mobile manages to deliver its unique message of salvaging expiring rollover data in a crowded segment that is dominated by bigger carriers.

LESSON 6: Marketers should look to better serve their market niches. Niches are relatively small groups of consumers who have a very unique and specialized set of needs and are willing to pay a premium to have those needs met. Often the size or level of expertise needed to service a niche makes it unprofitable or unrealistic for many organizations to compete in.

When defense contractor Northrop Grumman ran its “Hanger” commercial at this year’s game, my first thought was what are they doing here? As a consumer, I don’t have $600 million to buy a bomber, but, if I did, I would gladly expand my garage to accommodate.

Upon second review, it became clear that the company did not participate for masses, but instead as a way to reach out to the niches the company serves: Aerospace systems, electronic systems, information systems and technical services.

LESSON 7: Marketers should clearly identify their advertising goals and objectives. I am all for entertainment but I would want my budget to do more than make the audience laugh.

I would personally like to see my message communicated and received well, and I would like to see some significant sales or return on my $4 million investment.

In the “Made In America” ad, WeatherTech delivers a brilliant message from start to finish. In the commercial, you get a chance to see American industry at work. You get to visit WeatherTech’s facility, see its employees going about their day-to-day jobs and you see the product being made.

The best part of the commercial is that the company manages to tell you exactly what it does, so you walk away with a lasting message firmly tucked away, “All we do is create the highestquality automotive accessories.” I plan on purchasing a set of this company’s floor mats for my car.

Cavanaugh L. Gray writes for the Southern Illinoisan, another Lee Enterprises newspaper. It is located in Carbondale, Illinois.

GLOBE GAZETTE

IN BUSINESS • SUNDAY, MARCH 15, 2015 • J13

No, thanks!

Companies reject ‘Shark Tank’ deals and still thrive

Associated Press

Daniel Rensing and his wife Stephanie, owners of The Smart Baker, are photographed at their warehouse in Rockledge, Florida. Annual revenue for their company is close to $1 million, up from $130,000 before their March 2012 appearance on the reality TV show “Shark Tank.”

‘In the end, the entrepreneur is in charge’

from $130,000 before their March 2012 appearance on the ABC reality TV show.

“Not doing the deal and having that exposure was probably the best scenario for us,” says Daniel Rensing, CEO of the JOYCE M. ROSENBERG AP Business Writer Rockledge, Florida, company which sells aprons, parchment paper and other bakEW YORK — With the cameras ing equipment. rolling, Daniel and Stephanie Dreams of investor money have Rensing accepted an offer from induced more than 150,000 businesses to a “Shark Tank” investor. But after they had time to think about it, they changed apply to be contestants on ABC’s “Shark Tank,” where entrepreneurs pitch to cast their minds. members including Barbara Corcoran, Annual revenue for their company, The Smart Baker, is close to $1 million, up founder of a prominent New York real

N

estate brokerage; Daymond John, founder of the clothing company FUBU; and Robert Herjavec, founder of the technology conglomerate Herjavec Group.

Entrepreneurs may be all smiles when they get an offer on the show, but the deals aren’t set in stone. Negotiations start soon after episodes are taped. Contestants can walk away if they don’t like the terms.

“When we shake hands on a potential deal on Shark Tank, the romance runs high and everyone’s excited about what could be,” Corcoran says. “In the end, the

entrepreneur is in charge.”

During the first five seasons, 374 contestants appeared on TV and investors made 190 offers, according to ABC. Fortyeight contestants turned down offers during taping, executive producer Clay Newbill says. They haven’t tracked how many deals fell apart during negotiations.

The producers ask entrepreneurs and investors to make their best efforts to close deals, Newbill says.

“But we understand, just as in the real world, the reality is that not all deals will close,” he says.

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J14 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

Associated Press

Daniel Rensing, left and his wife Stephanie, owners of The Smart Baker, work in their warehouse in Rockledge, Florida.

SECOND THOUGHTS Corcoran offered $75,000 for 40 percent of The Smart Baker, and a 5 percent sales royalty, during the 2011 taping. During negotiations the Rensings disagreed with Corcoran about the target market.

“We were sticking to our guns on the market we served,” Rensing says.

Corcoran says she was disappointed but she knows a rejection is an occupational hazard on “Shark Tank.”

“Nobody likes to be turned down, especially me,” she says.

The Smart Baker has thrived without her money. In the following year, revenue grew to $600,000. The episode also helped the company get noticed by Food Network and other media. Reruns provide a sales bump.

But a “Shark Tank” deal isn’t just about money; it also brings expertise and mentoring from a pro. The Rensings don’t dwell on what they might have missed by not sticking with Corcoran.

“There is always the ‘what ifs,’ but we don’t let that get to us,” Daniel Rensing says.

THE RIGHT MOVE? Some contestants may turn down offers because they feel there are more important things than getting investors, says Matthew Rutherford, an entrepreneurship professor at Oklahoma State University who has studied “Shark Tank” pitches.

“What they crave over everything including money and wealth is autonomy,” Rutherford says.

less than they make in a year,” Weiss says.

The Lawndale, California, company, which makes laundry detergent from berries, was on track for $250,000 in revenue in 2012.

A spokeswoman for Herjavec, Erin McLean, says he does not comment on deals or offers that are closed.

Some people told Weiss and Shields they were foolish.

“They said, ‘It was a lot of money, you NOT AFRAID TO SAY NO should have taken that,’” Weiss says.

When Mona Weiss and Scott Shields But being on “Shark Tank” put Eco pitched their company, Eco Nuts, on Nuts on a faster track to its current sucan episode that aired in October 2012, Herjavec offered $175,000 for 50 percent. cess. Revenue, now over $1 million, grew so much the company moved to manuWeiss and Shields, who wanted to sell a 15 percent stake for that amount, said no facturing space five times bigger than its original factory. on the spot.

Follow Joyce Rosenberg at www.twitter.com/ “It was a terrible deal, really awful. No one would give up half their company for JoyceMRosenberg Entrepreneurs who appear on the show are likely hoping for both a cash infusion and control of their companies, says Harvard Business School professor Noam Wasserman. But the money doesn’t guarantee success, and having an investor may be an unpleasant experience. “You could end up with the worst of both worlds,” he says.

Globe Gazette

in business • Sunday, March 15, 2015 • J15

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J16 • Sunday, March 15, 2015 • IN BUSINESS

GLOBE GAZETTE

THE LEARNING CURVE for the staying power of the better mousetrap ike all business lead- you’ve just built (or for the lifespan of your company, ers, you know that or for your job security). your organization’s Standing still is a losing survival and success strategy in many cases. depend on maintaining a “To stay relevant, competitive advantage. So you’re constantly focused companies can no longer rely on traditional comon reaching more of your petitive advantages like target market, making location, capital, lack of your product that much choices for customers and better, and expanding lack of market transparyour services.

Those are great strate- ency; instead, they must transform themselves into gies to drive your goals — if you have a time machine ‘learning organizations,’” says Edward D. Hess, and are doing business in author of “Learn or Die: the previous century.

But today? Technology Using Science to Build a Leading-Edge Learning has reduced the capital Organization.” needed to start and build “Today’s technological businesses, reducing a historical barrier to enter- and marketplace developments necessitate faster ing the marketplace. And new competitors can reach adaptation, and adaptation requires institutional your customers from learning processes such thousands of miles away. as critical and innovative Technology has also thinking, critical convergiven customers tremendous power in comparison sations and experimentation,” Hess said. shopping your product In other words, the only and telling the world how way to sustain a competihappy or unhappy they tive advantage is to make are with your product sure your people have or service.

That doesn’t bode well the tools, motivation and SPECIAL TO IN BUSINESS

L

support to learn better and faster than your competitors.

In his new book, which is packed with research and case studies, Hess shares his detailed formula for building what he calls a High-Performance Learning Organization (HPLO).

Here, he spotlights key points to keep in mind when building a learning culture: LEADERSHIP MUST shift toward “coaching-ship.”

Unless you’ve been living under a rock, you know that command-and-control structures with Theory X leaders, who think management’s job is to use rewards and punishment to direct, motivate, control and even modify employees’ behavior in order to get organizational results are on their way out. If we want adaptable learning organizations, we need to humanize our management models, and that requires many leaders and companies to fundamentally change their attitudes and behaviors

Your company’s only sustainable competitive advantage and how to develop it

toward employees.

Personal and intellectual humility, empathy, emotional intelligence and self-management are required leadership capabilities within HPLOs because these qualities nurture the very human capabilities that are at the root of adaptation and innovation: the ability to ideate, create, emotionally engage and learn in conditions of uncertainty, ambiguity and rapid change.

“Instead of ‘knowing and telling,’ which can cause progress-limiting dependence, leaders should work with employees as coaches, or even allow them to experiment on their own,” Hess said. “I recommend following Intuit’s example by consciously choosing to bury the ‘modern-day Caesar’ — the kind of boss who gives thumbs up or down on all decisions. In India, this policy allowed young Intuit innovators to conduct an experiment on helping farmers get the best price

for their products — even though management initially wasn’t interested in the idea. The result: 1.6

million Indian farmers now use the successful program these innovators developed.”

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GLOBE GAZETTE

YOUR WORK ENVIRONMENT must be an emotionally positive one. Positive emotional work environments are no longer negotiable. They’re a requirement.

Positive emotions are associated with openness to new ideas, better problem solving, openness to disconfirming information, less rigid thinking, resilience, creativity, collaboration, better recall of neutral or positive stimuli, and mitigation of ego defenses. (Negative emotions inhibit all of these things.) So a positive emotional state is essential to developing employees who are motivated, productive learners.

“If you still feel that building a positive workplace environment is too ‘soft’ to suck up your organization’s limited time and energy, consider that none other than the U.S. Army has recently begun an initiative to promote positive psychology,” Hess says.

“The training includes learning about emotions and their effects on the body and mind, learning how to manage emotions, reducing the frequency of negative emotions and increasing the frequency of positive emotions. It’s directed toward producing soldiers and leaders who can adapt to new and challenging situations and uncertainty — that is, learn.

“Your people may not be tested on a literal battlefield but these skills will still be crucial in helping you maintain a competitive advantage as your organization navigates the cutthroat landscape of the global marketplace,” he said.

IN BUSINESS • Sunday, March 15, 2015 • J17

File photo

Edward D. Hess contends that employees need permission to fail as part of the learning process.

mistakes so long as they learn.

“Some companies are already on this journey,” Hess said. “Bridgewater Associates, the biggest and one of the most successful hedge funds in the HIGH EMPLOYEE EMOTIONAL engagement world, is passionate about the power of is a necessity. It stands to reason that mistakes. Bridgewater actually encourif employees don’t have an emotional ages employees to get excited about investment in your company and their their mistakes because each error that futures in it, they won’t be motivated employees learn from will save them to learn. time, energy and stress (and the comBut how do you transform “engagepany money) in the future. Employees ment” from a meaningless buzzword are instructed not to feel bad about their EMPLOYEES NEED PERMISSION to try and to a reality? Hess says the research of mistakes or failed experiments, or those Edward L. Deci and Richard M. Ryan and fail. Abraham Maslow aptly stated that of others. their Self-Determination Theory shows an individual would engage in learning “Acknowledging mistakes, confrontthat it comes down to meeting employ- only “to the extent he is not crippled ing weaknesses and testing assumpby fear, [and] to the extent he feels safe ees’ needs for autonomy, effectiveness tions, the company believes, is a reliable enough to dare.” and relatedness. And these needs are strategy for long-term success.

Building that type of environment most likely to be met when individuals “Another company that puts the feel respected, trusted and cared for and requires many companies to adopt permission-to-try-and-fail principle feel that they can trust the organization different mindsets about “mistakes” into action is W.L. Gore & Associates, and about what “being smart” means. and its leaders.

Inc., which is known for manufacturLearning is not an efficient 99 percent “These concepts are easiest to ing innovative products like GORE-TEX defect-free process (far from it), so understand when you look at them fabric,” Hess adds. “All associates are mistakes have to be valued as learning in action, and UPS is one of the best encouraged to experiment using the examples out there for operationalizing opportunities.

Employees must be given conditional ‘Waterline Principle.’ There’s an underemotional engagement,” Hess shares. standing among the associates that if permission to fail within proscribed “Founder Jim Casey viewed employees financial tolerances, with the knowledge they see a need, and failure isn’t going as partners, and maintaining his values to sink the entire ship, they should just that they won’t be punished for their over the decades has led to policies that are employee-centric and hold management mutually accountable to employees: an egalitarian ‘open door’ policy for employee input, an employee ‘free agent’ program that allows any UPS employee to move anywhere in the company and advance, mentorship and training programs, and more. As a result, UPS has maintained a high retention rate and built a deep bench of longtenured, adaptive employees.”

go do something about it. If it does look to be risky, however, consultation with other associates is required before taking action.”

ONE FINAL POINT to keep in mind: Transforming an existing organization into a learning organization requires the change to start at the top, Hess said.

“If you’re a leader or manager and you want to change your organization, the best advice I can give you is to change yourself first. Good intentions are not enough. Behaviors are what count,” he said.

“So role model how to think and communicate better. Admit your ignorance and your mistakes. Be authentic.

Act with caring humility. Engage people so they feel like they have some control over their destinies. Be honest, have high standards, and hold everyone, including you, to those standards. Then — and only then — will you earn the enthusiastic buy-in of your learners and set the stage to build and sustain a competitive advantage.”

Edward D. Hess is a professor of business administration and Batten Executive-in-Residence at the University of Virginia’s Darden School of Business and the author of 11 books.

7

J18 • Sunday, March 15, 2015 • IN BUSINESS

ELDONNA LEWISFERNANDEZ

Dynamic Vision International‌

A negotiation is nothing more than a discussion through which both parties seek to formulate and settle upon a mutually beneficial agreement, whether this agreement is a multi-million dollar contract or simply at which restaurant to meet for dinner.

Our daily professional and personal lives are riddled with negotiations, those across a boardroom table, the kitchen table and everywhere in between.

But what sets a successful negotiator — one who comes out on top in dealmaking more often than not — apart from those who struggle to gain advantages?

Of course, there are numerous strategies one can employ to improve their chances of emerging victorious in a negotiation, and paramount among these is asking just the right kind of questions — those that will elicit answers that facilitate a win for all parties involved.

With this in mind, here are 7 “must ask” questions in any negotiation to best ensure a desirable outcome: 1. WOULD YOU EXPLAIN the reasons for your position?

If you can’t clearly understand the other party’s reasoning through simple discussions, the best way to discern the other parties position and motivations on deal points is to directly ask them their rationale for what they are offering or seeking.

Once you know the other party’s thought process and justifications, rather than just the outcome they desire, you can better adjust your strategy and response to coincide with their position.

For instance, in a scenario where the

GLOBE GAZETTE

must-ask questions in any negotiation

other party is requiring some advance payment that doesn’t sit well with you, you might find out that they need the funds at this initial juncture to fund required material or other costs in order to put the arrangement in motion. Once you understand the logic behind requests and demands relating to a deal structure, you are better able to control discussions and create agreeable terms.

2. IS THERE any reason you can’t?

This is a great question to ask when you know the other party is avoiding or rejecting your offer for no legitimate reason or not having thought it through well enough.

Sometimes people make shallow excuses for why they can’t do something or shoot down an idea with short-sighted objections. Most often when the question is asked this way, the other party has a hard time coming up with truly legitimate reasons that effectually negate your argument or offer.

In instances where the other party does happen to come up with a viable objection, you now have the opportunity to directly address, and hopefully overcome, that objection with sound reasoning of your own.

question to encourage them to define and defend the reasonableness of their requirement. This will help assure you are securing the best deal possible.

4. WHY IS THAT POINT or provision important?

Understanding the significance of a specific point or provision is imperative, and can even result in an adjustment of your own position. The answer the other side provides will allow you to fine tune your strategy based on this key learning about their critical priorities and values.

Understanding, acknowledging and validating the significance of the opposing party’s requests can not only help you recalibrate your approach but also create more of a team atmosphere or affinity that builds a level of trust at a faster pace.

percent factual.

The best way to determine authenticity is by verifying the facts through documentation that validates what is being presented. A trusting nature will not serve you well in a negotiation where decisions are being made based on certain claims.

It’s imperative to secure documentation to back up applicable assertions.

And, while it’s a cliché, it’s often true: if it sounds too good to be true, it probably is. There is an important place for skepticism in a negotiation in that it’ll fuel your need for verification prior to officiating an agreement or signing on the dotted line.

Once that ink is dry, undoing a deal, however disingenuous, is far more difficult and quite unpleasant.

7. WHAT ELSE do you think I should know?

After you’ve asked all of the questions you intended and can’t think of 5. WHAT PART OF MY PROPOSAL gives you any other, but you still want to ensure the most concern? you have thoroughly vetted the arrangeThis can apply to a large contract ment, asking this question may induce negotiation, a job offer or handling an some other points that you haven’t issue with a family member. Breaking uncovered or considered through prior an offer down into individual elements discussions and the negotiation process. or points makes it easier to take things There could be something you don’t in small bite-size pieces versus one large chunk that, on the whole, is caus- know that, once revealed, might actually change your way of thinking, what you ing kickback. are seeking, or the strategy you originally Discussing a proposal point-bystarted with.

3. WHY DO YOU THINK this is a fair and rea- point, particularly specific areas of In any negotiation, however large utmost concern, allows the parties to sonable term or condition? come to small fractional agreements that or small, direct communication with A fair and reasonable term or condiopen-ended questions is vital. People may not otherwise have been reached tion, such as a price, proposal or provioften don’t ask such questions because if you discussed the arrangement as sion, can be defined as what’s prudent they fear rejection or how they will be a whole. under competitive market conditions, Dealing directly with the most difficult perceived. Even asking just these seven given a reasonable knowledge of the marquestions above will help ensure that deal points in triage mode — from the ketplace. the agreement you reach is not only in most to least problematic for the other Fair implies a proper balance of conyour best interest but also fair and reaside — shows you care. This can get you flicting or divided interests. Reasonable sonable for all involved. past those sticking points and greatly means not extreme or excessive. So a fair Veteran negotiation and contracts expert Eldonna Lewisexpedite the entire process. and reasonable term or condition is one Fernandez, author of “Think Like a Negotiator,” has over 30 years that is balanced between all parties and of experience crafting deals both stateside and internationally, 6. WHAT DOCUMENTATION or proof do you somewhat moderate. If you are concerned many in excess of $100 million. She’s currently the CEO of Dynamic have to validate your position? about the reasonableness of an offer, do Vision International — a specialized consulting and training firm that helps individuals hone negotiation skills — as well as a You may have heard the adage “Trust some due diligence to research companationally regarded keynote speaker, session leader and panelist but Verify.” It’s important to know rables. on the Art of Negotiation. She may be reached online at www. that what is being presented is 100 Then ask the opposing party this ThinkLikeANegotiator.com.

GLOBE GAZETTE

IN BUSINESS • Sunday, March 15, 2015 • J19

Surviving the angry office BRIAN RAY

J

Business Consultant‌

ust about everyone is familiar with the topic of anger management in the abstract, psychological sense.

However, the topic takes on an entirely different spin in the business world, and many professionals today are unprepared to deal with it effectively.

What most fail to realize is that not only do professionals have to control their own anger, but also the anger and negativity directed at them by other individuals in their environment, particularly from managers with a seemingly perpetual axe to grind, clients with a vendetta, or co-workers just out to cause trouble.

Failure to address these situations effectively can result in significant repercussions, up to and including job loss.

Even worse, a person who ignores these issues can ultimately become the perpetual target of anger and unfair treatment by their peers and/or managers, resulting in high levels of stress and animosity within the environment.

Quite simply, the corporate world is a dog-eat-dog environment and if you do not take proper action, no one will do it for you.

So what can be done? Well, in order to avoid becoming a doormat for the anger and bad moods of others, here is a series of steps that can be utilized:

activities are not a necessity when it comes to calming the self. Every person already has it built into themselves.

Quite simply, when faced with someone else’s anger in the workplace, whether it be in person or through email/messaging, the first thing to do is breathe. In particular, focus on the exhale as the exhaling of the breath is one of the body’s most potent, natural relaxation tools.

2. FOCUS ON WHAT IS REALLY HAPPENING: Once a person has calmed themselves, they must determine the true cause of the encounter. Is there an actual issue that needs to be addressed with the messenger just over-reacting? Or is the person in question just being antagonistic, looking to drag someone down with bad behavior? These questions must be answered before proceeding with any action.

3. BE POSITIVE: Next, it is time to defuse the situation, but also to let the other party know that their outburst will not be tolerated. Even if the issue in question is legitimate, a person still has the right to be treated as a human being, not as a punching bag.

In order to properly defuse a temperamental situation, it is necessary to move the existing tone/energy in a positive direction. This does require a bit of 1. CALM & CENTER: While some people practice yoga and/or meditation, external finesse (more on that in Step 4). But first

Take proper action in dog-eat-dog corporate environment

moving the energy to a positive tone can be done by starting the response with an expression of gratitude, such as “Thank you for your suggestions, however….” and then proceed from there.

Either way, this is where the finesse comes into play. A person should tailor his or her response to fit the situation at hand, and no matter what keep the response direct, non-confrontational and pleasant. A person’s goal here should be to make his or her point(s), and finish the conversation on their terms.

Finally, a true professional should never be the one to start a fight but can always be the one to finish it while amaz4. FINISH IT: If it was determined that ing onlookers at the same time. Even a legitimate issue was the cause of the better, among those impressed onlookers scenario, then apologize for the error, and outline the steps that will be taken to could be managers who have an openresolve the problem. Just keep it moving ings in their departments for a betterpaying job, and the good ones will always in positive direction. remember the highly skilled people who Otherwise, if the instigator is just crossed their paths. being antagonistic, then a different Brian Ray is a business and management consultant with over approach is warranted. For example, after receiving an inflammatory email or 20 years of experience. He has worked with several of the largest companies in the world on multiple projects and assignments, memo that does not contain a true issue, from the basic project level to the executive level. it must be said that while engaged in the action of defusing the situation, it is an absolute necessity that a person does not allow themselves to be dragged down into the mud by the machinations of someone else’s anger.

If for some reason that does happen, then it becomes the responder who lost control (not the initial instigator) who suddenly becomes the focus of the issue, which then puts the responder on the defensive, a very difficult place to be in.

This is the ultimate trap of the situation, so don’t get caught in it.

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J20 • Sunday, March 15, 2015 • In Business

Globe Gazette

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