March/April 2020

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A Tristan Communications Ltd. Publication

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@GO LG :J=9C MH OAL@ ;MKLGE=JK L@= JA?@L O9Q Customer Service strategist Katie Zabriskie breaks down when it’s time to say goodbye to customers. 6

KHJAF? ;D=9F QGMJ :MKAF=KK Marketing expert Marc Gordon outlines ways to declutter your business. 8

;ML L@JGM?@ L@= FGAK= Simple steps on how to create engaging email marketing campaigns that cut through the noise. 14

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Volume 27, Issue 2

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“I wish some of my team members would think more before they speak.� This was the comment made by a senior HR manager of a construction company where I was brought in to conduct Trusted Advisor training. She continued, “They inadvertently share more than our customers need to hear.� In today’s world of instant communication, online reviews and social media prevalence, 8^MZ[PIZQVO QVNWZUI\QWV _Q\P aW]Z K][\WU people post their opinions and details of MZ[ VW\ WVTa LWM[ \PMU I LQ[[MZ^QKM J]\ Q\

their lives for the entire world to scrutinize; RMWXIZLQbM[ aW]Z J][QVM[[ I[ _MTT we don’t seem to see how oversharing is a growing problem. Not only does oversharing jeopardize customer loyalty, it can also limit career advancement and business success. In this article, I highlight some of the more common blunders that I’ve come across in my speaking and training sessions; see if you or your team members ever commit any of these top six oversharing blunders.

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Leading suppliers showcase their newest product offerings. 22

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We started seeing last year that people are wanting experiences more than physical gifts. The “experience generation� even became a common label. And our prediction is that this is not just a fad that will fizzle out anytime soon. No, it will only continue, if not increase.

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How the Promotional Products World Can Target the “Experience Generation� I’ve noticed some opportunities and a variety of ways =IZOM\QVO \PM p.`XMZQMVKM 0MVMZI\QWVq KW]TL JM I ^MZa XZWNQ\IJTM

that experiential marketers have been approaching this, VQKPM NWZ XZWUW\QWVIT XZWL]K\ LQ[\ZQJ]\WZ[ which can easily translate into our market. But first, the last time you went on vacation, you likely picked up one or two souvenirs, right? You see, branded items can be used to remember an experience. People love souvenirs and are willing to purchase unique ones. And if it’s free, it’s likely to end up on a shelf or in a scrapbook to remember the trip – I still have some branded fans from a museum in the Keys from years ago. Hence, why can’t brands tap into this opportunity? If it’s something that someone likes, then they are more likely to keep it.

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YOUR NEXT PROMO IS

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. - ,)*@ " && (! - #- The Bank of Canada’s recent half a percentage point cut in the lending rate will have some key implications in the Canadian economy. First and foremost, the drop has created lower mortgage rates which, in theory, should help the housing market out east and in parts of the western provinces, but in areas where the market is hot, the rate cut will make things even hotter. Lower rates makes it cheaper to borrow money - which is what the Bank of Canada believes will lead busi-

nesses and consumers to borrow more and spend/ invest more - thus stimulating an economy in much need of a kick-start! Demographically, younger people borrow money while older people save. The elderly - with fixed incomes looking to interest income on their savings to help generate dollars to cover living costs - will be hard done by this interest rate cut. On the flip side, for younger Canadians who tend to borrow more than save, life just got a bit cheaper. But the news for the elderly isn’t all that bad, as there will now be more potential buyers able to get cheaper mortgages to purchase homes at higher prices.

More than ever, Canadians should keep informed by seeking out high quality, informative, data-based economic and scientific information on a daily basis. As each day seems to be bringing a different perspective and challenge to our lives, it becomes more challenging and necessary to determine facts from fiction. Remember, the biggest headlines aren’t always the ones that we should be giving the most attention to.

As far as businesses are concerned, the lower interest rates have been introduced to maintain confidence in our economy. There may be more cuts in the near future depending on how short - or long-lived current market challenges persist.

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IMPRINT CANADA March/April 2020 - Volume 27, Issue 2

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Source: Fibre2Fashion.com

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PUBLISHER

Tony Muccilli : tony@imprintcanada.com

PRODUCTION MANAGEMENT

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Jeff Mowatt, Kristina Hublar, Adriano Aldini, Marc Gordon, Katie Zabriskie, Deb Boelkes

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Steve Silva : feedback@imprintcanada.com Imprint Canada is published six times per year by Tristan Communications Ltd. The contents of this publication may not be reproduced either in part or in whole without the consent of the copyright owner. The views expressed in this publication are not necessarily those of the publisher. Request for missing issues are not accepted after three months from the date of publication.

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Goodbye customer! It’s nothing personal (at least not usually). Sometimes customers’ expectations can’t be met, other times customers require an inordinate amount of time, and on rare occasions, a customer’s behavior may expose an organization to undue peril. When any of those situations occur, it’s best to say “goodbye� and to do so quickly in a way that creates the least resentment on both sides.

Here are five signs it may be time to part ways and how to say goodbye. They cause 80 per cent of your problems and don’t contribute even close to 80 per cent of your revenue. From time to time, any client could require more energy than others. Those high-demand situations are normal. What isn’t normal, however, is the perpetual squeaky wheel that routinely disrupts normal business operations. Clients who buy very little and cost a lot time, personnel, or mental energy to service may not be the accounts you should keep - especially when servicing them prevents you from taking care of more profitable business. Goodbye Move: When a customer is more work than it’s worth to you, the easiest way to say goodbye is to rely on the classic “It’s not you, it’s me� approach. For example: “Brad, I’m concerned. I’ve reviewed your account and have discovered that we’re doing a lot of rework and revisions to the projects we have with your firm. I’ve concluded that there has got to be someone who is a better fit for you. We’re not hitting the mark with you the way we do with our other clients. This isn’t good for you or us.� If after that they insist on staying anyway, consider raising your rates accordingly.

They are rude or abusive to your staff. When management allows customers to abuse employees, it’s the same as perpetrating the abuse directly. Do customers swear, yell, demean, or harass your employees? If so, it’s time to draw a line in the sand and let them know what types of behaviour is and isn’t acceptable. What you could say: “Julie, we have a no profanity rule here. Respect is one of our core values, and we’ve agreed that we don’t yell and swear at our clients or each other.� If the bad behavior continues, the relationship should stop. “But she’s our best customer. She has a lot of sway.� While this may be the case, this client is also the toxin that potentially exposes the organization to a lawsuit, erodes morale, and negatively affects the culture. Goodbye Move: When someone is abusive, again, it’s best to say goodbye and to do so in a calm and professional manner. “Julie, you’re obviously unhappy, and my employees are as well. For the benefit of everyone, at this point I think it’s best that we part company. We both deserve better.�

Their behaviour is out of touch with your ethics policies and practices. You are the company you keep. If you are enabling

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your customers to act in a way that is in disagreement with your organization’s values or the law, it may be time to say goodbye. Do you really want to associate yourself and your organization with those whose business practices are illegal, immoral, or routinely questionable? When you like the people on a personal level, it can feel like a tough decision when you’re making it. The good news is once you do, you won’t look back. Goodbye Move: When someone or an organization exposes you to unnecessary risk, it’s prudent to disassociate yourself and your organization from them as soon as possible. What you could say: “We’re a very conservative organization. While we understand others have a more robust appetite for risk, it’s typically something we avoid. For that reason, another vendor is probably going to better meet your needs. At this point, we’re really just not a good fit.�

They expose you to unneeded financial risk. If you spend more time chasing payments than performing work, it’s time to consider a new payment plan at a minimum or a permanent breakup if that step doesn’t solve the problem. Goodbye Move: Just as it doesn’t make sense to stay involved with someone who exposes you to ethical and legal risks, an organization that puts your pocketbook on the line is probably best avoided. What you could say: “I know we’ve tried a range of payment options to make this relationship work. At this point, we simply don’t have the financial appetite to accommodate your payment schedule. For that reason, I’m asking you to find another vendor. We can’t accommodate the work.�

You’re no longer a good fit. Sometimes people and organizations grow apart. Nobody has done anything wrong; the two parties are just in different places and it’s time to say goodbye. Goodbye Move: This last goodbye is one of the hardest. When you find you and your customer are no longer compatible, it’s a good idea to start the conversation with something open-ended. What you could say: “Bill, tell me a little bit about how you see your business growing in the next few years.� Assuming Bill isn’t planning for growth, you might continue with: “It’s good to hear that you’re comfortable where you are. That’s a nice place and a future goal of ours. As you may know, we’re on a growth strategy and have been for a couple of years. What concerns me is our ability to give you the attention in the future that we’ve been able to give you in the past. I think you deserve to work with a partner company that can make your work priority number one, and right now I don’t think that’s us.� No matter the reason, prolonging a relationship that isn’t working does no one any favors. It’s usually not fun to say “goodbye,� but once you do, you’ll have more time to say “hello� to customers who should conduct business with you. *JW]\ \PM *]\PWZ#

Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s promised. For information, visit www.businesstrainingworks.com.

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)1 .) *,#(! & ( )/, /-#( -With the daily grind and increasing pace of life and business, it’s easy for the clutter to pile up both digitally and physically. 3 , ), )(

With Spring in our midst, you’re probably already making plans to clean out your basement or garage. But did you know the place that might need the biggest cleaning could be your business? It’s easy for clutter to pile up quickly as we are tasked with staying on track as the daily grind and pace of business activity gets faster and faster.

Here are some quick tips to become more efficient and organized by decluttering your business.

75 ' #& ( Ă› & -5 If you use an email client such as Outlook or Mail, check your “spamâ€?, “sentâ€?, and “deletedâ€? folders. They may contain thousands of emails dating back years. These can take up valuable disk space and slow down your system. Organize them by date, subject or sender, then highlight and delete the ones you no longer need. Also look through your computer’s folders for files or programs you no longer need or use. There are plenty of commercial applications that can easily do this for you.

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85 )(. . &#-.-5 Go through your contact lists to make sure they are organized and up to date. This is also a great opportunity to reestablish communication with those you haven’t heard from in a while. Don’t be afraid to delete those people you have no intention of working with, or contacting again.

95 & -) # & ' # )/(.-5 Do you have that Pinterest business account someone told you to create? Assess what social sites are working best for you and that you enjoy using. Close accounts you no longer use and perhaps open a new account with a service that you feel is a better fit for your company.

:5 #& - ) * * ,5 Go through the stacks of paper in your desk and filing cabinet. Make three groups: what to shred, what to store, and what to keep. Check with your bookkeeper about how long you need to keep receipts and invoices for.

;5 # 3)/,- & ) )& . "()&)!35 Those old monitors, PC cases, and dot matrix printers belong more in a museum than your office. Many city run recycling centres will take them at no charge to you, letting you free up some valuable space.

<5 ( , & ) Ă› &/.. ,5 Try to narrow down what you use. You can jot down a list of everything you use for at least one to two weeks. At the end of the two weeks, you’ll have a list of items that you actually use and likely should keep. Everything else, is probably kept with a “just in caseâ€? mentality and is a candidate for digitalization or donation.

=5 /. & (#(! )( ." ! ( 5 Once cleaning is on your calendar, consider yourself committed to the job. Blocking off time also ensures that the cleaning effort isn’t going to interfere with anything else, so you can feel less stressed about it and accept it as a priority.

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Marc Gordon is a professional speaker and marketing consultant. Get more marketing tips on his website, marcgordon.ca and on his online show, marctv.net.

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1. Referring to â€œotherâ€? customers Clients like to feel that they are your only customer, especially if they do a lot of business with you. That’s why when you’re busy working on projects or orders for other customers, it’s important to keep that fact to yourself. Explain to the customer the steps you’re taking to keep things on schedule for him or her. Don’t mention other customers or projects that also require your attention. It delivers absolutely zero benefit to your company, while making your client feel as though their business isn’t top priority.

2. Internal Affairs Over the course of working with a client on a project, there may be internal issues that arise, such as staffing shortages, unanticipated obstacles and equipment failures. While these issues may impact your ability to work on their project, the client doesn’t need nor want to hear about these problems unless they’ll effect the overall outcome. Even then, the client doesn’t care about what obstacles you face; what the client really wants to know is your plan get the project back on track.

Keep my little rhyme in mind: “Friends compare and overshare. Advisors ask and stay on task.� It’s a reminder to talk less and listen more. Another good saying to remember is, “we have two ears and one mouth so that we can listen twice as much as we speak.�

4. TMI! I was at a hotel where I was hosting a conference and I phoned the main reception and asked to speak with the General Manager. The front desk receptionist tells me, “She’s working-out right now. Can you call back in an hour?� When I called back later the receptionist then explained, “She’s taking a shower now.� I’m not making this up! While that’s an extreme example of oversharing personal information with a customer, more common examples are references to coworkers who are either at lunch, sick today, on a smoke break, on holidays, with another customer (see blunder #1) et cetera.

3. How the customer’s needs compare to yours When customers share details about themselves that you can relate to, there’s a temptation to jump in and share your similar experiences. But that’s not why the customer is there. It’s fine to be able to connect at a personal level, but your personal experiences can come later. In the early stage of interviewing customers, it’s more important to dig deeper to find out what’s really behind their needs. It’s OK for customers to like you as a friend when you have lots in common. But it’s more important for them to value you as their Trusted Advisor.

Explaining features which customers already know and understand sounds condescending. That’s why it’s important to begin that part of the conversation by asking, “How familiar are you with‌?â€? Then as you describe your offerings, focus less on features and more on benefits as they relate to that particular customer.

6. Technical Jargon In general, the higher-up the chain of command an internal or external customer is, the less interested they are in technical details. They are primarily interested in outcomes. So resist the urge to impress senior managers with how much of a technical expert you are. When an executive asks about the weather, they don’t want to be told how to make a thermometer.

The training solution

It’s best to simply tell the customer that the person is unavailable or out of the office until a certain time or day and offer to take a message. Speaking of too much personal information, when customers ask how we are, they don’t want to hear lamentations about our physical or mental state or how anxious we are for our shift to be over. Buyers aren’t there to hear your whining; it instantly diminishes the customer experience. Just remain positive and focus on helping the client.

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While discretion is said to be the better part of valour, I believe it’s also the better part of value – the value that customers and employers place on your service. The sad reality is that many employees aren’t even aware they are committing these blunders. Fortunately, all it takes is a single seminar to sidestep these oversharing errors and enhance customer experience. One thing is certain, unless employees are made aware of how their words can damage goodwill and hurt their own careers, they’ll continue to overshare.

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Jeff Mowatt is a customer service strategist and Hall of Fame speaker. He’s the author of the best-selling business books: Becoming a Service Icon in 90 Minutes a Month and Influence with Ease. This article is based on the bestselling book, Becoming a Service Icon in 90 Minutes a Month.

Jeff heads his own training company and has written and produced 13 selfstudy coaching tools. His Influence with EaseÂŽ column has been syndicated & featured in more than 200 business and online publications.

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It’s 2020; we live in a busy time. People are connected virtually 24/7 and the constant stream of texts, notifications, snaps, pings and chats require marketers to be strategic when developing email content that will cut through the noise and resonate with their target audiences. To stand out from the billions of emails sent in every single year, content needs to be engaging and dynamic. Dynamic emails are an effective way of connecting on a personal level to thousands of subscribers. While these emails offer a personalized experience for each subscriber, they also allow marketers to interact with them on a one-to-one messaging basis through an automated marketing platform. Most importantly, people who buy products marketed through email spend more than those who do not receive email offers, highlighting how effectively personalizing subscribers’ experiences can significantly impact a business’ bottom line. To revive your marketing campaign, follow these steps to send out creative, engaging and personalized dynamic emails:

1. Gather data through dynamic surveys to deliver insight Conducting a survey is a highly effective way of gathering customer information. This can be information regarding their expectations, challenges, or needs. With instant feedback from customers, products and campaigns can be optimized on the fly. This ensures every resource, message, and investment is implemented in ways that create

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the most meaningful and valuable impact as customers’ preferences and demands evolve.

2. Increase urgency to action with deadline countdowns Including a countdown clock in a live email can create a sense of urgency, and ensure that email stands out from the crowd while instantly capturing subscribers’ attention. Timely events, such as Christmas or half-year sales, are easy trends to leverage. However, creating a time frame specifically for a campaign, discount, or bonus offer (e.g. available for the first 500 subscribers, or free for only 24 hours) can provide the freedom to adjust sales and marketing campaigns to marketers’ preferred schedules.

3. Incorporate convenience features and special effects Convenience is vital for customer satisfaction. Features that allow customers to send a direct message to customer service, or buttons that enable simple actions such as adding events to a calendar can improve satisfaction and engagement levels. Similarly, adding special features can further engage readers’ attention. Simple actions that are not usually present in stale and regular emails such as scrolling, zooming, fading, and image animations can help differentiate your email from the competition.

4. Videos are your best friend Watching short videos on smartphones is one of the main entertainment sources for consumers around the world. As one of the more captivating and memorable communications channels available today, video is now also consumable at every stage of consumers’ daily routines – at breakfast, on the train, at work, and even in the bathroom. Take advantage of the potential timeliness that videos can introduce by reaching target audiences at the most appropriate time in their day and decision-making cycle.

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5. Device and Geo-Targeting Identifying subscribers’ geo-locations, which can be as easy as asking for their postal codes when they sign up, can enable marketers to reach a new level of personalization. They can localize subject lines, deploy emails based on time zones and send location-specific emails to specific readers. Localization increases open rates significantly, and this means heightened interest and engagement.

6. Social Feeds With millions of social media users, there is a clear opportunity to use emails to drive social media engagement. To stay ahead of competitors, embed real-time feeds to Twitter, Facebook, Instagram and other social media channels to provide avenues for multi-channel engagement. As the way businesses and consumers continue to evolve the way they use, create, and send emails, it is critical for marketers to stay ahead of the latest trends and technologies that will enable them to deliver the strongest impact and ROI. Today, these kinds of simple edits to create dynamic emails should be the first steps marketers take to creating hyper-personalized email strategies that drive measurable improvements to a business’ bottom line. Try incorporating these tips into your campaigns moving forward, and you’ll be well on your way to cutting through the noise and increasing your response rates!

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And that’s about understanding your target audience and what attracts them – which is part of a Promotional Product Distributor’s job, right?

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Branded Experiences In regard to the business to consumer side, with concerts or other events, you can hand out unique branded merchandise, or allow for customization and personalization – which many are willing to pay for. It’s about the experience – the experience of getting the object, the experience that they’re there for, and having a tangible item to keep those memories alive. People want to show off that they attended or had that experience – and branded merchandise is perfect for this! On the business to business side, more companies are starting to give vacations or experiences as rewards. This allows for personalization for the recognized employee, because often companies will allow options between: • Exotic locations (would you rather go to Jamaica or Japan?) • Excursions on an already chosen destination (you’re going to Jamaica, but would you like to hike up a water fall, swim with dolphins, or have a spa day while you’re there?) • A few local packages (as a reward, and since we know you enjoy fishing so much, we’ll send you on a fishing trip to Florida)

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Businesses are connecting with the experience-seekers that are looking for personalized experiences that are meaningful to them – especially if it’s something that they can brag about to their friends and family.

Targeting the Experience-Seeking Employees with Unique, Branded Pieces But how can Promotional Product Distributors tap into the business market, since businesses are already paying for these unique mini-vacations or experiences? Remember that mention that everyone loves souvenirs? Why can’t the company give the employee a unique, personalized gift to commemorate the experience they just went on (and as a reminder of what they accomplished/the reason they earned that trip)?

The employees then have something to display and will have a memory attached to it that they’ll be happy to recount. We’re all storytellers and love having an excuse to tell a story, especially ones we’re proud of. Which means others are more likely to want to repeat that action and will strive to do better so they can have the trip and bragging rights. And every time those other employees see that commemorative, it will remind them of what they want – to be recognized and win that trip/experience. So, what does this mean for distributors? It means that when you go into a prospect or client meeting and they mention that they want to set up or currently have an experience/vacation prize, mention the opportunity of creating a piece that will remind their “award winners� of their trip (and what they did to get there). Allowing their program to come full-circle and be more effective.

*JW]\ \PM *]\PWZ#

Kristina Hublar is the marketing specialist at Bruce Fox, Inc. a premier custom awards and displayable products supplier serving the promotional products industry. Bruce Fox, Inc. designs and produces meticulously crafted, high-end recognition award solutions, as well as branded displayable products of all kinds. They are renowned for their expertise in the recognition award market. But they are also engaged in a broader range of product applications, including ID/signage, point-of-consumer displays, commemorative gifts & keepsakes, premiums and promotional gifts—nearly anything that can be designed and built. As a custom recognition designer and manufacturer, Bruce Fox, Inc., can help create custom pieces to speak to your clients and their experience-trips. Visit www.brucefox.com for more information.

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Sooner or later, even the most talent-rich companies wind up with an underperformer on the team. If left unaddressed, these less-than-stellar workers can create a negative ripple effect. Your best performers become demotivated, resentment festers, and worst of all, productivity suffers. That’s why leaders are supposed to set high expectations for all employees—and hold them accountable for a job done poorly. So why do so many leaders drop the ball in this area? It’s often a matter of mindset; we may focus on how unpleasant it is to confront people about performance (or even worse, fire them) and so we procrastinate. We forget we’re doing everyone a favour (including the underperformer) by quickly addressing the problem. You’re doing one of two things when you hold someone accountable for not living up to their agreed-on expectations: you’re either forcing them to get back on track and do the work they’re capable of doing or, if you have to let them go, you’re removing them from a situation that was most likely wrong

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best work. Here are a few key points to focus on:

Remember that the performance buck stops with the leader Blaming others is not an option. That’s why heartfelt leaders accept total responsibility for the team’s and each team member’s results. When expectations are not being met, take a moment to assess what YOU can do to improve the employee’s performance. They may need mentoring, or a candid discussion about what is preventing them from delivering results, or even a formal warning. It’s up to you to choose the right path.

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for them in the first place. Once the dust dies down, they may come back and thank you. When you can look at it this way, you may be less likely to put off what you know needs to be done. When organizations consistently set clear and firm expectations and hold people to them, the WOW factor is more likely to manifest and permeate the entire culture. WOW factor workplaces are those that create a great experience for employees and customers. Part of creating this experience is helping people understand what they must do to succeed, and taking action to prod them back onto the right path if they veer away from it. In my book, The WOW Factor Workplace: How to Create a Best Place to Work Culture, I offer insights on helping employees stay accountable and encouraging them to do their

People need to know what “right� actually looks like. WOW factor workplaces typically have a well-documented set of behaviour standards and performance expectations. This is an agreement between you and the employees about what you each expect from each other. If you don’t already have such an agreement, schedule a planning session and work with others in the organization to create one.

It’s their job to perform, but it’s your job to motivate them Here’s what the late Teresa Laraba, former senior vice president of customer services for Southwest Airlines, had to say: “There does have to be a core sense in individuals that motivates them to come to work. They must want to get up in the morning and want to live their life. But once they get to your place of employment, especially as a leader, it is your responsibility to make sure the workplace is as engaging and welcoming as it can be.� .UXTWaMM 9MZNWZUIVKM KWV\QV]ML WV 9IOM

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You can’t take your team any further than you can take yourself Great, genuine leaders live by example. To set a good example for your team, work on your own performance. Continue developing new skills and abilities that help you perform your job better. If you work to better yourself, you will be an inspiration to your team, and they will work hard to live up to the same standards.

Build strong relationships with quick check-ins Take the time and effort to really get to know your employees. Every time you interact with employees, you should be building those relationships. They will be so much more loyal to the company and to your mission if they know you care as a leader. If you don’t invest that time, or you have fooled yourself into thinking you don’t have time, or you don’t look at every opportunity to interact as time invested in an employee, it’s your loss, their loss, and the company’s loss.

Reach out if an employee appears unhappy If you get the sense that one of your employees is upset or struggling, the worst thing you can do is to do nothing. Here’s some more sage advice from Laraba: “As leaders, you are responsible for keeping employees engaged, helping to keep morale up, and tapping into why an employee may not be happy. Maybe they don’t appear to be motivated, but they have been motivated until now. You can’t just ignore that. You must find out what’s going on. There is obviously something that’s happened. “You need to reach out to them. We do not subscribe to ‘you leave your problems at the door.’ As leaders, you ought to know what’s going on with them and find out if there’s something that’s stopping your employees from delivering on their work promise that day.�

Lay out a performance improvement plan When people aren’t meeting agreed-to expectations, leaders

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of WOW factor workplaces will collaborate with the underperformer. Together with the employee, develop an improvement plan that spells out SMART goals (Specific, Measurable, Achievable, Reasonable, and Time-bound). Both sides should agree to each improvement objective. Each party is responsible for holding the other accountable to his or her end of the agreed-to bargain.

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See to it that you both uphold your ends of the plan If you—the manager—fail to stick to your end of the deal, you start again. If the underperformer fails to achieve each of the SMART goals agreed to in the mutually developed performance improvement plan, the exit plan agreed to in the consequences section of the improvement plan is implemented. This process may be time-consuming for the manager, but it wastes a whole lot less time and causes far less suffering for everyone in the impacted organization over the long run.

When expectations are not met, tough love is the right answer I haven’t had to put too many underperformers on such a plan, but I never hesitated to do so when it was necessary. With chronically unhappy or incapable employees, or an obvious cultural misfit, doing so was always the right thing to do, and, in the end, ALL the team members thanked me, even the underperformer. The underperformer either got his or her act together, or moved on to something more in line with his or her passions and desires, which was often the underlying issue in the first place.

Holding employees accountable for performance doesn’t mean you don’t like or care about them - it’s actually the opposite Howard Behar, former president of Starbucks Coffee, says, “Look, you can like somebody, you can love somebody, but they may not be able to perform in the position they currently have. It doesn’t make them bad people. We have this good/bad thing based on performance. Let’s assume all people are good. As long as you always keep that at the forefront, the person I’m talking to who isn’t performing is still a good person, who still has lots of redeeming qualities, then, his or her performance is a different thing. It may be something the person can do, is not able to do, maybe could do in a different kind of job, or maybe do in another company, whatever it happens to be. However, you can still love them; you can still care about them. When they know that, they will do everything they can not to let you down, not to let their teammates down, and not to let themselves down.�

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If you decide that you must let someone go, do it quickly Todd Wilcox, founder and executive chairman of Patriot Defense, says, “That’s been the one lesson that’s been recurring, and I’ve made these mistakes in not firing people fast enough. If I’d have (taken action) sooner with some of the people, we might not have lost some of the value that came along with their catastrophic failures, because we didn’t fire them fast enough.� The result of holding your employees (and yourself) to high standards is that your team will exceed your objectives and develop exceptional camaraderie. The best people will want to work for you, and you’ll most likely have a stream of superstar performers waiting in the wings. Aiming high always pays off; expect great things from your people and support them in achieve the goals that were set for them, and they will go above and beyond for you! Good Luck!

*JW]\ \PM *]\PWZ#

Deb Boelkes is not just a role model heartfelt leader; she’s the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional services teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. Deb has delighted and inspired over 1,000 audiences across North America.

About the Book: The WOW Factor Workplace: How to Create a Best Place to Work Culture (Business World Rising, December 2019, ISBN: 978-1-734-07610-3) is available from major online booksellers. For more information, please visit www.businessworldrising.com.

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YOUR EMBROIDERY EXPERTS There is a Tajima embroidery machine for every possible need and function. From single head embroidery machines to multi-head and specialty embroidery machines, Tajima & RB Digital have you covered.

FOR MORE INFORMATION PLEASE CALL US OR VISIT OUR WEBSITE FOR MORE DETAILS.

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Atlantic 1-877-928-3354

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