A few years ago, I was participating in a small business executive coaching group where we were asked to provide financial, human resource, and general business practice information pertaining to our companies so that the facilitator could build a benchmarking database for the group. The idea was to use the information to develop best practices for the major sections of our businesses such as sales, finance, human resources, and customer service.

We had to answer several questions concerning human resources that really opened my eyes to how important hiring employees that stick matters to a successful business. The first eye opener was that we had run over 300 employees through our operation in less than ten years of being in business. At first you might say 300 does not sound that bad, but when you consider we had two employees (Lisa and I) when we started the company five years earlier and there were less than 50 people working for us at the time, the number was eye opening! The second lesson was evaluating what the true cost of turnover is with an employee. Most business owners do not fully evaluate what choosing the wrong employee costs. When you start to consider all of the factors such as advertising, recruiting, hiring, training, lost productivity and lost business the numbers can range from 130% to 250% of an employees annual compensation for any one position depending on the positions complexity. If you look at my 300 employee turnover number from above and figure that my average annual turn over of employees per year was 30 (300/10) coupled with an average salary per employee of $25,000 and a low to moderate cost factor of 150% of the salary the total cost of our turnover was 1.125 million. Show me any business owner that would not like to put that type of revenue back into the business!

With any business concept there are thousands of ways to evaluate a situation. To evaluate your turnover cost, you can use Renovo’s employee turnover cost calculator, Google “cost of turnover” and pick from the 8.5 million options or go to the U.S. Department of Labor‚Äôs employee turnover calculator. Once you do a quick estimate, you will have to agree that picking the right employees from the start is most cost effective and what is best for growing your business.

It took me a few years to years to figure it out, but when I did we put a hiring process in place, adjusted it as needed and stuck with it. Our hiring process has not completely stopped our turnover, but we have over 100 associates in the operation today and we loose very few on an annual basis. As I stated in Game Plan, develop a hiring process, have your attorney examine it thoroughly and follow it. And when you are tempted to take shortcuts in the hiring process or do a favor when hiring your buddy, remember this: Your personal success or failure my ultimately be determined by your personnel success or failure.

Using a hiring process is vital to the long term success of your organization. As with any process or plan, it does not have to be perfect, it just has to be implemented consistently. We have been using the process outlined below for the past five years with good success. You are welcome to implement a process similar to this process in your organization, but I urge you to consult with an employment practices attorney to make sure your system is legal.

You can click on the highlighted text in the outline to see a sample document or the testing company we are using for that item. If you do not like the assesments we are using, just “Google” pre-employment testing and choose from one of the many tests that are available.

To make it easier for our hiring managers to follow the process we created a hiring process flow chart with sign off blanks at each step. We place one flow chart at the front of each applicants file to insure the process is being followed consistently.

1. Pre-screen Resumes

a. Look for relevant work experience and education

b. Look for job stability and advancement

c. Sort Resumes into two groups

i. Will try and contact for telephone interview

ii. Will not try to contact for telephone interview

2. Conduct Telephone Interview

a. Look for communication qualities your company requires

b. Use scripted questions to insure consistency

c. Look for eagerness to be interviewed

d. Tell Candidate how your hiring process works

e. Sort Candidate into two groups

i. Will bring in for first interview

ii. Send Rejection Letter

3. Have Candidates Sign Release Documentation

a. Statement of Clarity

b. Authorization of Background Check

c. Authorization for Prior Employer to Release Information

4. Administer Employee Paper Surveys

a. Values Survey

b. Luck Test

c. Team Dynamics

i. Team Dynamics Score Grid

d. Industry Skill Assessments

i. Insurance Procedures

ii. Commercial Lines Insurance

iii. Personal Lines Insurance

5. Conduct Initial Interview

a. Be Prepared

i. Office Clean and Organized

ii. Dressed as you expect Candidate to dress

b. Use scripted questions

c. Let them do the talking

d. Don’t try to sell them on your company at this time

6. Request Letter of Interest in the Position from Candidate

a. Check letter for grammar, spelling, readability and real interest in position

7. Review information collected from all Candidates

a. Sort Candidates into two groups

i. Continue Process

ii. Send Rejection Letter

8. Check References

a. Send Authorization for Prior Employer to Release Information Form

b. Use scripted question

c. Fill our Reference Check Form

9. Review information collected from all Candidates

a. Sort Candidates into two groups

i. Continue Process

ii. Send Rejection Letter

10. Have Candidates Take Internet Based Assessments

a. IQ – Intelligent Quotient

b. EQ – Emotional Quotient

11. Review information collected from all Candidates

a. Sort Candidates into two groups

i. Continue Process

ii. Send Rejection Letter

12. Order Background Investigations

a. Criminal

b. Drugs

13. Review information collected from all Candidates

a. Sort Candidates into two groups

i. Continue Process

ii. Send Rejection Letter

14. Conduct Second Interview

a. Dig deeper into Candidates experience and personality

b. Use scripted questions

i. Assessments will provide good questions to ask

c. Introduce Members of your Team

i. Peer interviews

ii. Round table interviews

iii. Avoid interviewer bias by asking for another opinion

d. Sell value of working for your company

i. Underpromise and overdeliver

15. Review information collected from all Candidates

a. Sort Candidates

i. 1st Choice

ii. 2nd Choice

iii. 3rd Choice

16. Administer Omnia Profile Benchmarking Assessment for 1st Choice

a. Review results to make sure Candidate fits culture and position

b. Make note of any hot buttons

17. Conduct Third Interview

a. Review any issues you may have

b. Review questions and concerns raised by Omnia Profile

18. Make Offer

a. Be prepared to make offer

i. Explain your company put on process

ii. Set expectation of employment

iii. Set expectation for training

iv. Explain benefits, vacation, etc.

b. Know what money you can offer

i. Minimum

ii. Maximum

c. Be prepared to negotiate

19. If Offer Not Accepted

a. Send Letter withdrawing offer

b. Repeat Step 16 for 2nd and 3rd Choice

20. If None of the Candidates Accept Your Offer

a. Find out why

i. Money

ii. Benefits

iii. Hours or work environment

iv. Wrong fit

b. Start process over from beginning

i. You only want the best

ii. Do not sort through your culled resumes to pick Candidates

It’s amazing what a difference eighteen years can make. In the early to mid 1990’s, I was conducting training classes and selling training manuals and audio-cassette tapes to small businesses in Atlanta, Georgia. The training was in time management, personal organization, sales, communications, supervisory and leadership/management development. More often than not, I would hear from small business owners that they didn’t believe in investing in training their people. Their concerns were that they would spend the money to develop an employee and then that employee would leave and go to work for someone else. Although I would point out that their companies are only as good as the competency and caliber of their people, some chose not to make the investment.

My how times have changed. The good news is that not only are large corporations heavily training and developing their people, but now the small business sector has finally embraced the wisdom of doing so. Small business owners have finally discovered that by investing time and money into enhancing the skills of their employees, they will sell more, have satisfied, loyal customers, better leadership and management and provide a great place to work. This will, in turn, attract and retain top talent.

In 2006, the Texas Monthly published its list of “The Ten Best Companies to Work for in Texas.” Warren’s company, The Barhorst Insurance Group, was honored with being the sixth best company to work for in Texas. Warren is a huge believer in personal and professional development of himself and the members of his organization. It’s no surprise that he and his organization consistently out-perform and remain at the top of over 3,600 other Nationwide Insurance agents around the country. I have coached Warren along with several of his Leadership Team members, as well as provided training to his direct reports and Customer Service Team.

If you read about Warren’s company and the others who made it in the Top 60, you would have noticed they have at least one thing in common. Virtually all of them said they provide training, coaching, seminars, and continuing education opportunities.

Nowadays, if you want to attract and keep good people, you’ve got to have an organization that believes in and invests in the ongoing development and training of your team members, especially if you hire Generation Y’ers. In order to lure top talent, it has been common practice for a company to provide an Executive Coach in order to gain a competitive edge. The Executive Coach may work with the new hire to enhance his/her business skills, help achieve work/life balance or on any number of other areas for personal and professional growth.

In an effort to retain top performing individuals, Coaching is offered as a reward or to enhance the skills and competencies of an existing employee and of a newly promoted manager or sales professional. Coaching provides a one-on-one, tailored approach so a person is set up for success. When you provide coaching and other training to your team members, you and they will see opportunities available to them within your company. You will have provided them a career path and a reason to stay with your organization instead of leaving for greener pastures. Employees today are seeking opportunities and companies that will help them hone their skills, acquire new knowledge and abilities, and experience challenges.

If you’d rather have top-talent find you instead of you having to find and recruit them, in addition to retaining your high-caliber team members, consider creating a learning culture within your organization. Offer a variety of training and development opportunities where they will grow as individuals and in turn, help you grow your business.

Many people graduate from high school or college, think they can get a job, continue to make money, and be successful for the rest of their lives. Not only do they believe they will they continue to make money; they believe they will make more over time, sitting in the same job with the same skills they had at graduation. Their common perception is that since they are done with the classroom, they are done with learning. They have the skill set and abilities necessary to help them achieve in their careers and in their lives.

This couldn’t be further from the truth. Technology and business practices change over time, making it necessary for people to adapt. In addition, people don’t become better at their jobs by simply sitting at their desks, doing the same thing they’ve always done.

Every inspiring entrepreneur should understand the term “continuous learning.” Employees should strive to achieve continuous learning and training outside of a traditional classroom environment. By improving skills, employees make themselves more competitive and better assets.

What exactly is continuous learning? Carter McNamara, MBA, PhD, of Authenticity Consulting, LLC. describes it as a lifestyle: ‚ÄúSimply put, continuous learning is the ability to learn to learn. Learning need not be a linear event where a learner goes to a formal learning program, gains areas of knowledge and skills about a process, and then the learning ceases. If the learner can view life (including work) as a “learning program,” then the learner can continue to learn from almost everything in life. As a result, the learner continues to expand his or her capacity for living, including working‚Äù (http://managementhelp.org/trng_dev/design/cont_lrn.htm).

Fostering an environment of continuous learning will also help you (the business owner) continue relationship building. You are improving your relationship with your employees and creating a happier and more successful business environment. Your employees (and your business) will achieve more success through continuous learning.

Being a good employer means helping your employees achieve their goals. Ultimately, they may outgrow their job – that’s ok! They will continue on to other jobs, but they helped your business improve in the long run. In addition, they will continue to speak highly of your business, further increasing your networking and relationship building.

Most importantly, don’t forget how much continuous learning will improve your business in the long-term. Although you may already have a successful business with successful employees, don’t stop there. A good entrepreneur is always looking for the best ways to improve himself and his employees. Your employees are your greatest assets. Even though they may already be outstanding employees, there is always room for improvement. Implement and encourage continuous learning to make the most out of your employees and your business.

Teamwork Exercise

Concept:

This game is a way to teach employees and teammates how each team member’s contribution affects the way a customer, product or process moves through your organization. It also illustrates the complexity and links in a business process ultimately showing your team that communication and following the process are the keys to success.

“Ah ha” Moments…”This is what it is like to do business with us”

1. Affect absenteeism has on performance
2. Affect attitude has on performance
3. Teamwork
4. Continuous learning
5. Working under pressure
6. Ability to succeed with limited resources and limited people
7. Process improvement
8. Ability to adapt to change
9. Importance of training
10. Planning

Items needed:

1. 20 feet of yellow rope or string

2. 16 feet of 1” white PVC pipe

3. Hack saw to cut pipe into:

a. (2) 24” Pieces representing the longest process

b. (2) 18” Pieces representing a long process

c. (3) 16” Pieces representing a medium process

d. (3) 12” Pieces representing a short process

e. (2) 6” Pieces representing a resource limitation

f. (4) 3” Pieces representing a employee problems

4. 6 to12 marbles representing your customer, product or service

5. Plastic bucket or paint can representing a happy customer or completed product.

6. (5) Index cards that can be used if help is needed in transferring marbles between pipe sections.

7. Candy bars or treats for team members as a participation reward

Instructions:

Lay the rope on the ground with one end acting as the start of your business process than curve the rope in several ”S” patterns to illustrate the different parts of the process you are demonstrating. Put the second end of the rope in the bucket to illustrate a satisfied customer or your finished product etc. Pass out all of the PVC pipes except the (4) three-inch sections and the (2) six-inch sections.

Explain to the group that the rope represents XYZ process and the marbles represent our customer or our procedures and the pipe sections represent the company’s departments, people, or processes and the bucket represents a happy customer or finished product. Use your creativity to correlate the yellow rope, pipe sections, marbles, and the bucket in the minds of your participants to a process, product line or service for you company. It always works well to have the group help you suggest the product line, process, departments or people that need to be holding the pipes on the yellow line.

Pick participants or get volunteers from the group that represent the different departments like accounting, customer service, sales, reception, operations and management that are in involved in the business situation your are trying to illustrate.

Explain that the marble must begin a the first pipe and always more forward towards the bucket and dropping the marble represents a dropped call, dropped customer, bad service, product defect or any issue you are working to improve in your operation. Let the group know that the marbles must go through every participant’s pipe and end up in the bucket. If they drop the marble, they must start back at the beginning of the process. Let them know the only tools they have at their disposal are themselves, the pipe sections and the index cards. Instruct the group that they cannot:

1. Touch or connect the pipes together in any fashion
2. Hold each others pipes while transferring the marble from on section to the other
3. Touch the marble with there bare hands to transfer the marble from pipe to pipe
4. Exchange pipe sections with another participant
5. Move the rope or bucket
6. Move their feet once the marble has been transferred to their pipe section.

Separate the participants from the rest of the group and give them five minutes for planning.

Heckling…Working under pressure:

While the participants are out of the room…

Explain to the rest of the group they will be the hecklers for this exercise. Pick six more volunteers. Hand out the (2) six inch pipes explaining that the pipes represent moderate issues like an employee who is not fully trained, “My computer is broken, I can’t work”, or “I have a bad attitude” etc. Hand out the (4) 3 inch pipes and explain that these represent big issue like “I am sick and cannot come in today” or “I quit, I did not want to work here anyway” or “I got “down sized” due to lack of sales” etc. Explain that as the participants are trying to move the marble through the tubes they should go up and take the participants larger tube from them and replace it with one of the short tubes and yell out “I am sick and cannot come in today” etc.

Explain to the group that they really need to apply the pressure every time a marble is dropped yelling out “Mr. Smith hates to be put on hold” or “Mr. Jones just cancelled his order because we messed it up” or Mrs. Smiles will tell ten of her friends not to buy from us” etc.

As the game gets going you can whisper in the persons ear that exchanged the long pipe with the short pipe to go up the person in the game with the short pipe and say “You can’t get it done I’ll just do it for you, go sit down” etc.

The game works well indoors or outdoors. You may have to police the participants from touching each others pipes, touching the marbles, and moving their feet while the marble in their pipe.

Group Discussion Questions:

1. How did you plan your strategy?
2. How effective was your plan?
3. If you were to do the exercise again what would you change?
4. What stopped customers or products from flowing smoothly?
5. How did you feel about the resource limitations?
6. How did you feel about the people limitations?
7. How did you fell about the breakdowns (dropped marbles)?
8. What was most frustrating about the exercise?
9. What did it take for your team to succeed?
10. How is this experience similar to work?
11. Where does our current process break down?
12. How do we find solutions to our problems?
13. Do we have any repetitive breakdowns in our company?
14. What actions can we take to stop breakdowns from happening?
15. How can we communicate better when we see a breakdown on the horizon?

Adapted and changed from a similar activity found at www.teambuildingusa.com called Customer Connections.

Employee non-performance is one of the most common topics of discussion in my coaching sessions with business owners and managers. Frustrations run high because the managers assume employees “should know” what a good job looks like. However, upon further questioning, many times the solution lies in the leadership abilities of the owner or manager. Without realizing it, the leader may be contributing to his team members’ lack of performance.

Below are five reaons why employees do not perform well along with the corresponding suggestions for improvement…

Reason #1 – DON’T KNOW WHY OR WHAT

Solution: Clarify or set goals and define standards and expectations. Paint a vivid picture of what a good job looks like. Let your team members know the “why” of what you ask them to do so they have the big picture and fully understand the importance of their jobs.

Reason #2 – DON’T KNOW HOW

Solution: This is about training. Have you done a proper job of traiing your employees so they have the knowledge, skills and abilities to satisfactorily perform? Do they have the correct tools, resources and support?

Reason #3 – DON’T KNOW WIIFM (What’s In It For Me?)

Solution: This one deals with motivation. People are motivated by what’s important to them. The more you understand and know your team members, the more you can provide a motivational environment where they will want to perform well because they benefit in some way from doing so. An example would be to give new projects and tasks to someone who likes to stay challenged. As long as you keep this person growing and stretching, she will be happy and productive. If she becomes bored, she may become unproductive and worse, troublesome.

Do you provide positive reinforcement for good performance and behavior? What are your reward systems? Are you rewarding the right things? Are you certain you’re not sending mixed messages? Many times leaders say they want strong, effective teamwork but they reward individual success.

Reason #4 – NOT CAPABLE

Solution: This is the proverbial Square-Peg-In-A-Round-Hole Syndrome. Implement Warren’s hiring practices to ensure a good fit between the employee and the knowledge, skills, abilities and characteristics required for the position.

Reason #5 – NOT WILLING

Solution: When a small business transitions from a “Mom & Pop” run organization to a more professional approach to leadership, employee accountability is implemented. Many times longtime team members will resist this accountability and think it doesn’t apply to them. Afterall, “they’re just like family”, so the new rules of conduct are for everyone else.

Unfortunately, if these employees are not able to make the transition with you, they will either quit or have to be asked to leave. Otherwise, they will be disruptive to any organization change effort. This person will not make a positive contribution to the success of the organization. This is especially tough for family owned and operated businesses where that person may be a son, daughter, brother, wife, or other relative.

Coach Gail has been working with small business owners, managers and sales professionals for over 20 years. Located in the Panhandle of Florida, Coach Gail coaches her clients by phone and they are located throughout the United States. All of Coach Gail’s clients want to excel in their chosen fields and have a desire to continually develop themselves, their businesses and their team members. You can learn more about the results Coach Gail has helped her clients achieve by visiting her web site at www.coachgail.com. You can also reach her by calling 850-927-4245 or emailing at coachgail@gtcom.net.

Many times over the years I have had conversations with people about what they like or dislike about their jobs and the company in which they are employed. Often I heard about frustrations from both the ownership level, as well as the employee level that were based on a conflect of personal core values and beliefs.

A business owner might complain about employees who do not share his work ethic, trustworthiness or sense of commitment. An employee might voice concern over how customers, employees and suppliers are treated by their company. In some cases, the ethics and morals of the business owner and employee were so contrary to each other that the employee was terminated by their employer or they resigned.

It is a good practice today for a company to create written vision and mission statements. In addition, clarifying and communicating an organization’s core values and beliefs (i.e., standards of behavior) helps provide the tools for individual members to make the right decisions and demonstrate the correct behaviors as expressed by the leadership of the company.

Core values and beliefs were so important to Charles Brewer, founder of the Internet Service Provider, Mindspring (now known as Earthlink), that he created them before he even decided what kind of business he wanted to establish. Before starting Mindspring, Mr. Brewer wrote out a list of guiding principles by which he would run his company and attract talented employees. Operating his company according to his core values and beliefs, Mindspring experienced record-breaking sales, rapid growth, and a superior reputation for high-quality service and reliability. Mindspring was also known as a great place to work…where people had fun, learned a lot and felt like they were making a positive contribution.

A client of mine with whom I worked in defining his company’s Core Values and Beliefs, indicated this was one of the most significant accomplishments we achieved together. He “walks his talk” and uses his written Core Values and Beliefs to reinforce the high-level of employee and customer care he expects from members of his organization. Implementing and positiveley reinforcing his personal values throughout his company has earned his business a stellar reputation in his industry, increased sales in a depressed economy and propelled him to a higher level of success and fulfillment. Also, there is consistency in how everyone in his company interacts with each other and those outside the business.

Getting in touch with your personal values and beliefs will not only aid you in building your business, it will also improve your personal life. It can enhance your existing relationships and attract others who are of like mind and spirit.

A word of caution; living in integrity with your personal values and beliefs can also make painfully obvious those relationships in your life where there is a conflict. You may find that disconnecting from those people who do not share your values and beliefs or limiting your exposure to them is the healthiest solution for you. As difficult as this can be, the great news is that your overall quality of life is maximized by surrounding yourself with high-caliber individuals.

Coach Gail has been working with small business owners, managers and sales professionals for over 20 years. Located in the Panhandle of Florida, Coach Gail coaches her clients by phone and they are located throughout the United States. All of Coach Gail’s clients want to excel in their chosen fields and have a desire to continually develop themselves, their businesses and their team members. You can learn more about the results Coach Gail has helped her clients achieve by visiting her web site at www.coachgail.com. You can also reach her by calling 850-927-4245 or emailing at coachgail@gtcom.net.

The unemployment rate is currently 9.5%, the worst it’s been in 25 years. Although some of my clients have had to regrettably reduce their staffs, other clients are looking for talent. That means opportunities are still available.

What I’ve noticed is that sometimes the people who are asked to leave a company are the ones who weren’t contributing to the degree that they could have. As a result, they were expendable.

As a leader, which of your employees would you consider expendable and why? How many of your team members are indispensable?

I looked up both words in The American Heritage Dictionary of the English Language. Below are the definitions I found:

Ex-pend-a-ble adj. Suitable for sacrifice if required; not essential to preserve.

In-dis-pen-sa-ble adj. Incapable of being dispensed with; essential; required.

Since I work with leaders, I know the emotional and mental toll it takes on them when they have to let a member of their staffs go. It is a very difficult decision for them to make and it’s not taken lightly. As part of their decision making, among what they evaluate are attitude, work ethic, goal-orientation, use of time, personal organization, desire to grow, ability to adapt and embrace change, and willingness to do whatever it takes to help the company be successful.

I think that many (not all) of the individuals who find themselves a casualty of reduction in force decisions by their employer have contributed to their own demise. In other words, they were expendable instead of indispensable.

As a leader, you can help your team members learn how to become indispensable by sharing the following information. I believer EVERY member of an organization needs to be accountable to…..

1. Help attract new customers.They can do this by bringing in leads and opportunities to do business with people they know. Who in their world can benefit from the services and products your company provides? They can give these names and contact information to the sales professionals in the company to follow up on. Do your employees also buy and use the services of your company? If not, what’s standing in the way?

2. Help retain existing customers. What can each individual do to create exceptional customer experiences? If they directly interact with customers, they can make the experience memorable. They can be upbeat, positive and always smiling. Customers, callers and visitors want to feel welcome, appreciated and special. They will want to keep coming back. They will also tell others about your company. If an employee doesn’t directly interact with customers, they can still suggest ideas that will improve customer service. They can also do their jobs to the best of their ability, so the end product and service are high-quality and customers will keep buying.

3. Help increase business with existing customers. Team members can look for opportunities to further serve your customers. Many times customers are not fully aware of a business’ full product and service offerings. Train your staff in ways to find opportunities and create awareness with customers about your entire product line. Sometimes all customers need is a simple suggestion, encouragement or a reminder…think, “You want fries with that?”

4. Help reduce costs and expenses. Ask your team members to look for waste in time and resources and make suggestions or take action to eliminate them. The more money a busienss wastes, the less there is to use for growth, employee performance rewards and other benefits. It’s in the best interest of each member of an organization to help reduce their employer’s costs and improve profitability.

5. Take initiative. This is another big one that an employer evaluates when deciding who to let go. They want an individual on their team who is the kind of person who doesn’t have to be told what to do. An individual needs to look for ways to add value and go above and beyond their normal job duties. If they see something that needs to be done, they need to just do it. If a co-worker is buried in work, they can ask if they can help out. There are a ton of ways to demonstrate initiative. They just need to be creative.

6. Learn something new and enhance knowledge, skills and abilities. What is the last book a member of your team has read that dealt with their personal and professional growth and development? When was the last time they took a seminar or workshop? When they participate in employer-sponsored training, how well do they pay attention and use what they learn? I believe a persona and an organization is either green and growing or ripe and rotting….there is no in-between. Once one thinks he has “arrived”, he’s dying on the vine. Superstar athletes like Tiger Woods and other exceptional athletes and business professionals recognize they have to continue to grow and learn (no matter how great they are) if they want to keep their leadership role. If they ever get comfortable, someone else will pass them by.

7. Be organized and use their time well….work smart. Do each of your team members plan and write down what they want to accomplish each day? Do they consistently use a calendar system to remind them of tasks and to schedule appointments? Are they focused and spend 80% of their time on their priorities? One of the first things I do with a new client is to ensure they have and consistently use some kind of calendar system and they plan their days. Immediately they become more productive and effective! Working long hours doesn’t always translate into working smart or accomplishing goals. Challenge your team to ask themselves this question all day, each day: “Is this the best use of my time at this moment?” Watch for what changes they make as a result of their answer and how that impacts their goals and success.

What employer would want to part ways with a team member who consistently does the above things? The kind of person who does the above will become indispensable to you. They will also be positioned to promote as the company grows. As a business prospers, so will its members.

Coach Gail has been working with small business owners, managers and sales professionals for over 20 years. Located in the Panhandle of Florida, Coach Gail coaches her clients by phone and they are located throughout the United States. All of Coach Gail’s clients want to excel in their chosen fields and have a desire to continually develop themselves, their businesses and their team members. You can learn more about the results Coach Gail has helped her clients achieve by visiting her web site at www.coachgail. com. You can also reach her by calling 850-927-4245 or emailing her at coachgail@gtcom.net.