Facing the Truth

Facebook, as many of us know, is both a blessing and a curse.  It lets us keep up with friends and loved ones; reconnect with old friends, past flames, and contacts in distant locations; and practically relive our High School and College years.  However, there are large challenges built into that freedom to connect.

One of the most prominent challenges we face is connected with handling the information we can now retrieve.  We voyeuristically examine the actions and updates of those we care about – we see who they spend time with, and what they’ve been doing.  Those dating and in relationships may examine Facebook updates and posts to assess the honestly or loyalty of their companions.  Parents who enjoy this often permitted ability to check-in with their kids are now learning about their child’s friends, romances, and activities online.  In both situations information is achieved through a level of spying not through honest sharing.  And as a result, we’re lost in knowing what to do with, or how to handle the information we receive.

A second, but equally important challenge is connected with determining who you “friend” on these social sites.  Do you want business/professional associates as Facebook friends?  Have you over-connected to those from your past and now you’d like to scale-back those relations?  Do you want to limit the access of your companions or relatives because of the issues noted in the previous paragraph? 

 

And a third, common and unfortunate challenge is that many use this site for a type of escapism.  Some of us find ourselves spending hours posting and perusing updates, playing games, and wasting time that might better be spent enhancing relationships with friends and loved ones who are physically available and in need of our attention.

Fundamental to all of these issues is the need to set boundaries. 

Know what you want – and why you want it.  Do you need and enjoy a few minutes of escapism?  Recognize that for what it is.  You aren’t working, so this is “play” time or “me” time.  Much like watching TV, Facebook fills our desire to escape.  If you’re spending a lot of time in this arena, chances are you’re avoiding dealing with something, or someone.  Be aware of the choice you are making.  

It’s also important to know what you want when it comes to determining who can be your friend.  Perhaps your boundary is to only accept close friends and non-business associates on Facebook.  LinkedIn might be the site you use for business social-networking.  New platforms on Facebook, and sites like Google + that allow you to segregate contacts into “circles” might also be helpful in organizing your connections.   

Finally, the same holds true for those who are virtual spies.  Know what you want to do with that information.  Are you making sure your kids are safe?  Then that is what you can use Facebook for – ensuring their safety.  Not for determining who they choose as a friend unless there is a clear line connecting those two issues. 

Are you verifying your ex-boyfriend hasn’t jilted you for a past love?  Then verification is what you are allowed – not access to confronting him with what you know.  Either you learn that he was trustworthy – or that he wasn’t.  Either way your relationship didn’t work out and Facebook isn’t the way to change that.

Learn their boundaries – and respect them.  How does your family (or your boss!) feel about the time you spend on social networking sites?  

When it comes to who you connect with – keep in mind your children may have “friended” you because they felt pressured to do so, or were worried they’d hurt you by refusing.  Your new love may have wanted to demonstrate their growing interest in you, but may not be ready to announce you’re involvement with one another via a publicly pronounced change in “relationship status”.

Ask questions to determine what their boundaries are with letting you see deeper into their world.

Set your own boundaries ­­- and be clear about them.  That may mean limiting who you friend or on what site (Facebook, LinkedIn, etc.)  you “friend” them.   It may mean sharing your comfort level with your social-networking friends regarding what sort of information or photos you’re comfortable with them posting about you.  It may also mean setting boundaries for yourself regarding how much “play” time you spend on social networking. 

All of these skills in setting boundaries require a degree of self-exploration along with the ability to have honest communication with those in your life.  For more suggestions and advice on that, please feel free to peruse our other articles on that subject.  To enhance your skills through communication training, please contact me at Candice@MediatingSolutions.com

Don’t Stall Out on the Business Highway

In mid-June I heard a report on the radio regarding the American Automobile Association (AAA). They stated that the number of roadside calls AAA is getting, due to vehicles running out of gas while on the road, has more than doubled from this time last year. The not-so-surprising explanation? Skyrocketing fuel prices.

I’ve noticed the same thing in the business world. As the impact of the economy and our undetermined political future causes concern, I’m seeing the movers, shakers and decision makers becoming still or indecisive in their business practices. In times of economic strain and an uncertain future, fear seems to have a paralyzing effect. Rather than spending the money that must be spent, be it on fuel for our car, or services for our business, some people are hunkering down and doing nothing…hoping that somehow this storm will pass them by.

Unfortunately that strategy doesn’t work. It leaves those people stranded on the side of the road while others, who accept the reality, move forward. Jack Hinsche, Managing Partner of the accounting firm Windes & McClaughry explains, “Peoples’ perception of this economic ‘recession’ has lead to cost control and managing of the bottom-line.” However, these cost-cutting decisions are not always logical. Hinsche notes that his firm is feeling the effect. “Collections and follow-up have become necessary. A typically prompt payment is being stretched to 90 days and more.” Hinsche continues, “People are pushing to the inevitable.”

Kenneth Keller, President of Renaissance Executive Forums, sees a better choice: Make the decision to spend money even when times are tough. Keller consults and trains executives and business owners. He observes “I find the economy to be okay for people who know how to use it as an opportunity.” At his company, “We are choosing to grow, not shrink. I have made the decision not to participate in any economic slowdown.” Both Hinsche and Keller recognize marketing as a key part of their plan to keep business moving. Hinsche comments on the necessity of “investing in core values.” Beyond marketing, his firm is committed to keeping with its “people first” culture. This means budget cuts have not been made in the areas of training, coaching or professional development. This is a particularly noteworthy choice; when you recognize that people are essential to a business just as fuel is essential to a vehicle…without them you’ll have no movement.

Safety in the Workplace

In turbulent times, a first step in managing your staff and your business is to create a safety net. Employees are under just as much stress and strain as their bosses, but often with far less to fall back on when times are tough. This is not the time to evoke panic. Keller notes, “For those that rely on others to generate an income (employees of a company), it is a scary time.”

Cutting out ancillary services is appropriate when it’s necessary to stave off reductions in the workforce, but when done simply to maintain the same profit margin, consider the message it sends to staff. If you are transparent with this decision making, you’re effectively telling your staff that they matter less than the level of profit for the business. This is a risky maneuver at best. If you do not tell them, the situation is liable to be even worse. Staff may assume this is a “last resort” and concern themselves with the possibility of layoffs or cutbacks. The snowballing effect as staff becomes concerned with job loss or salary cuts includes a drop in teamwork, lowered morale and reduced productivity; all of which undermine the intended goal of insulating profits and maintaining the status quo.

In building a safety net, it’s essential to communicate with your entire staff about the status of the company during these challenging economic times. Tell them what the impact has been on the bottom line, explain the company’s immediate and long term plans, and make clear the reasons for those plans. Perhaps the company can retain the full workforce without change as long as sales don’t drop beneath a particular threshold. Or, maybe you know which departments are likely to experience layoffs first, and which ones last. In explaining the situation, keep a positive outlook, but be honest and realistic. Keeping your staff informed empowers them to help, and allows them to be a part of the solution.

Profits now vs. Profits later

It is anticipated that during tough times profits will go down, but trying to stave off any decrease of profitability is likely to come with other significant costs. The importance then is having a vision and looking toward the future. Know that how you handle it now, will determine what comes next. Where do you want your company to be when the tough times are past? Trying to play catch up with what you’ve neglected or being poised and ready to move as opportunity strikes? Making the tough decisions, and the right ones at this time, is critical.

In evaluating your business expenses, two questions to explore are:

• What do I need to spend money on?
• How does it benefit me (my organization)?

While many will turn to “discretionary” spending as the first place to make cuts, it may be necessary to re-evaluate what is truly discretionary. Services to grow or maintain the business – via employee development or marketing - may be of greater significance than originally thought. Cutting costs in these areas will most likely cause business to slow further, and staff to feel more at risk.

Making the Cuts

Unfortunately, it’s easy to make cuts when tangible benefits are difficult to measure. Examine company spending patterns and any available metrics or data that offer evidence as to the value of each expense that you are looking to cut. As you perform the cost-benefit analysis, keep your vision broad. Reducing some expenditures will have minimal impact on productivity and morale, while others may have an unknown result or undesired consequence and should be done as a last resort only. “Marketing and employees are typically an area people make the cut first.” warns Hinsche who sees this as a mistake. He recommends instead that businesses “reduce expenses in occupancy costs including travel and administrative expenses.” A flexible work schedule or telecommuting are options to consider that fall within this plan – staff benefit from reduced travel costs, the business from reduced overhead.

In selecting the best plan for your company, be creative. Brainstorm with colleagues, consider several alternatives, and perhaps, if it’s in the budget, consult with a business advisor for an outside perspective of the situation. Remember even short term decisions have a long-term impact.

Outshine the Competition

While it may be tricky determining the right path for your business, consider the rewards. A forward-thinking attitude will lead others to you from the outside. You stand to outshine your competition who sits idly by, and position yourself to grow as you capture their talent and their customers.

Making thoughtful decisions and planned actions in this turbulent time has profound benefits. In accepting and managing the challenges before you and communicating them with your staff, you demonstrate leadership and vision. You stabilize your staff, retain your top talent, strengthen productivity and keep teamwork high.

Yes, the road ahead is rough – but by keeping business and employee services full, like your car’s gas tank, you will get where you need to go.

The Time to Act - Is Now!

In times of uncertainty many of us put off making decisions and spending money while waiting for a sign of what’s next. In business this generally translates into holding back on the seemingly non-essential business elements of training and development. Given our current economic and political state, this behavior has become increasingly prevalent and somewhat understandable...but is it wise? I’m going to suggest that it's not wise. Instead, I believe now is the time to act, and here’s why:

Staff feel safe – As the media announces more lay-offs and increasing unemployment, your staff are likely to be concerned about their paycheck and their job. By maintaining the company plan for training, development, coaching, etc. you silently reassure your staff that their jobs are safe.

Staff feel rewarded – Investing in your staff not only reassures them that they have value to the company, but also provides them with new skills that enhance their own worth.

Clients see you as successful – We may root for the underdog…but we do business with the champ. The messages you send when making smart choices to strengthen and enhance your business and workforce is that you are the champ. Make that statement and others will flock to you.

You outshine your competition – Bold decisions that help grow or enhance your business, will make you instantly look stronger and more capable than those who do not. This competitive advantage extends as you capture clients and talent from the outside, while retaining your own.