Get Ready For Annual Reviews!

It's the most wonderful time of the year . . . Yes — it's that time to prepare for annual reviews. Most leaders look at this as a frustrating zone between a rock and a hard place (is this you?).

Why? On one hand, you're responsible for accomplishing the goals and objectives of the organization — for making sure the job gets done. On the other hand, you have to get that job done with and through other people. And those people have agendas of their own — agendas that sometimes run counter to the goals of the business and your personal expectations.

Add in that everyone thinks that they've done a spectacular job. Mix in the unrealistic expectations of the business (no big raises) and you have a volatile stew of emotions to quell each time of the year. So here's how you do it.

STEP ONE: Schedule all your reviews to occur in one day (this is usually the hardest step). Odds are you should have between 5-7 direct reports (any more and you are not really managing them correctly — a future blog post topic) — so make them 1 hour each — more than enough time. Most executives tend to procrastinate on this step — so get out your calendar and do it! If you can, try to meet offsite so you are not interrupted. I find that office reviews are easily interrupted and that disrupts the entire effect of the review — your personal one-on-one with your direct report.

STEP TWO: Meet with finance/HR and understand exactly how much money you will be working with in 2010. This will allow you to clearly define exactly how much you can increase your team's salaries (and their team's salaries). In larger companies, there usually is a matrix (which I hate) — I feel that the delivery of merit should come from the manager, not HR. At the end of the day, you need to know how big of a bag of money/benefits you have to work with.

STEP THREE: Develop a prioritization schedule of your team — this includes criteria to rank them. I break them up into three areas:

Outstanding Performers (OP) - Your "top of the line" people. They not only get everything done, they surpass your expectations. They are your right hand people (you would be SOL if they left tomorrow). You need to recognize them accordingly.

REVIEW: Keep them happy. Give them the kudos they deserve (and broadcast it to the rest of the team), give them the money (but not too much), and increase their responsibility and exposure in the organization (this is the most important area). Studies show that executives are motivated more by being in on things, exposure, increased responsibility than getting more money. Of course, money is good, but it wears off quickly.

Performers (P) - They do their job. Some do it better and surprise you, some make mistakes that infuriate you. But overall, they get their job done and cause minimal problems. If they left, it would be difficult, but not impossible, to find a replacement.

REVIEW: Your goal here is to turn this opportunity and move these people to Outstanding Performers. This is where the money comes in (show it to them). Acknowledge their work so far and give them more responsibility outside of their area. Recognize their accomplishments and discuss their misses. Your goal is to show them the map to move upwards.

Performance Problems (PP) - They are missing the mark in one way or another. It could be technically — not doing their job correctly OR socially — not communicating, managing, or playing well with others. They could be serial screw-ups, not in the right position, or not doing their job (lazy). They should be reorienting their vision upwards or you will be showing them the door.

REVIEW: These are the most critical. They are either moving up or out. They need to understand what they are doing wrong and show them how to rectify it. These people need to be managed closely — you need to be stern with them (no side conversations). No money — and a possibility that they might lose some money. Usually, PP executives walk away with a task to come back with a plan to do better. Candidly though, this should not come as a surprise to them - if you've been managing them correctly, they should have seen this coming for months. If not, don't wait until the annual review to dress them down.

STEP FOUR: How do you do your reviews?  It's easy (I did this for years and it works like a dream):

Outstanding Performers (OP) - You do these. It's important that YOU personally recognize their performance.

Performers (P) - They do their own. And then you edit accordingly.

Performance Problems (PP) - You do these. It's important that YOU personally provide discipline verbally and in written form.

STEP FIVE: Facts. Facts. Facts. Leave emotion at the door. Every review should focus on three areas: 1. What was expected of them. 2. What they accomplished. 3. How they accomplished it. That's it.

Feel free to add emotion after the review to either congratulate or discipline. My prescription is to increase the congratulations as much as possible and rein in the discipline as much as possible. Just my two cents.

That's it — if you have any questions or comments — let me know!

Reorganize Yourself.

Okay — Thanksgiving is over and you probably are lucky enough to have the day off. Take part of today and devote two hours to reorganizing yourself. Take a fresh look at how you are organized and look for opportunities to improve. You will probably discover several areas where you can eliminate some personal time wasters simply by becoming a little better organized. 1. Throw things away! Yes, even those ticket stubs from your last concert. Ask yourself, "What is the worst thing that could happen if I throw this away?" Most of the time, you can live with your answer, so start filling that wastebasket!

2. If you get heartburn from throwing stuff away, create a "bin of last resort" under your desk. I usually use a Rubbermaid bin to collect the pile. When it fills up, I take the bottom third of the pile and throw it away since I haven't touched any of the papers in 3-6 months. In addition, if you toss something important in there, it's easy to find, because it's in there chronologically.

Happy Tossing!

Happy Thanksgiving. Now Dig In!

Business Spotlight: West Star Farms

Every so often, I run into a unique and powerful business offering that I feel is changing the landscape of business as we know it. West Star Farms is one of those businesses. Enjoy!

By Gillian Telling at United's Hemispheres In-Flight Magazine.

“Who ordered the weather?” someone says to no one in particular, as clusters of strangers mill about in a disorderly line waiting to get a cucumber, mint and gin cocktail provided by a local distiller called Death’s Door Spirits. Everyone murmurs in agreement: The weather is amazing-sunny, clear, breezy. The roving outdoor dining outfit Outstanding in the Field has, on this early August afternoon, alighted on the property of West Star Farms, seven miles outside of Madison, Wisconsin. From our perch near the makeshift hilltop bar, everyone watches as a table for 140 is set up in a field below, a bright white tablecloth snaking in between deep green rows of lettuce, scarlet carrots and corn. As gourmet meals go, this tips the scales of casual and pleasant.

“Everyone who brought a plate, please leave them over here!” calls out Katy Oursler, the special events director for the company. As an OITF novice, I didn’t come equipped. I ask the woman in line in front of me if it’s okay. “Oh, sure,” she says. “It just makes for a prettier table if everyone brings a different plate.” (Plus, you bring it home with you when dinner is over, saving the organizers from having to rent flatware or haul it around in the old bus with which they tour the nation. Smart.)

Piles of baguette rounds, sour cherries and three different types of goat cheese have been set out. I fill up a napkin and dig into some of the best chèvre I’ve ever eaten, insisting the women ahead of me try some. But they already know; they made it just three days earlier. Anne Topham and Judy Borree from Fantôme Farm, just down the road, have been producing small batches of the stuff since 1984. With just 14 goats, they sell only locally. “We don’t want to get bigger,” Topham says. “We like staying small. We’re like the opposite of the American dream.” They’re here because tonight’s guest chef, Tory Miller from L’Etoile restaurant in Madison, has been religiously serving their cheese from the first time he tried it, and it plays a part in tonight’s menu. “I love it,” he says, stopping by and saying hello to Topham, who is nicknamed the Godmother of Goat Cheese. “I haven’t found anything I didn’t like it on.” At this point, Oursler and OITF founder Jim Denevan gather everyone around a barn silo to meet our host farmer for the evening and learn about this event, which costs $180 per person.

Ten years ago, as the executive chef at Gabriella Café in Santa Cruz, Denevan was using only locally harvested organic produce long before it became de rigueur. He’d regularly shop for the day’s ingredients at the farmers market, where he chatted up the farmers about their jobs and how they cultivated their crops. Denevan was familiar with farm life; his brother, a hippie 15 years his senior, owns an organic apple farm in nearby Santa Cruz, where Denevan worked during the summers as a teenager. (Bill Denevan was one of the country’s first officially certified organic farmers.)

It dawned on Jim that others might also enjoy knowing how their food was made and where it was coming from, especially since this wasn’t the massproduced fare most of us are used to, but painstakingly grown, cured, churned or raised by hardworking farmers who love and cherish their products. And so he began regular farm nights in 1997, inviting the suppliers of his ingredients to come in and talk about how their harvested bounty landed on the customers’ plates. These farm dinners were such a success that Denevan decided to take the show outdoors, literally setting tables up at the farms themselves. Outstanding in the Field has now spawned multiple copycat ventures, but the original remains the most popular.

Over the years, Denevan has held dinners at any number of magnificent locations: hidden seaside coves, on cliffs overlooking abalone farms, on an island in the Puget Sound where the tide lapped at guests’ feet, in vineyards and orchards and at over 100 organic farms and community gardens around the U.S. Next, Denevan and his team will go global, with dinners in places such as Bali, Italy, Spain, France, Australia and New Zealand.

Because the main goal is to bring the food providers and the guests together, much of each evening is spent meeting and learning about the artisans who provide the food and drinks, and of course, the farm on which the meal is served. “Let’s hear it for the farmer!” Denevan calls out, and everyone cheers as he introduces West Star’s George Kohn, a shy, Santa Claus- looking fellow in dungarees. Kohn recalls how he and his wife bought the 40-acre farm in ‘93 and have come to grow around 90 varieties of crops, the majority of which are distributed among 76 families through the local community-supported agriculture group, or CSA. Kohn says he’s so serious about organic farming that if he has the slightest suspicion some crops were accidentally sprayed by the neighboring farm’s airplanes, he has them tested or just throws out the whole batch. He takes us on a complete tour of the farm, stopping to show us cucumber plants treated with a granular form of coyote scent “to keep out the raccoons.”

During the tour, it’s hard not to notice chef Tory Miller chopping multicolored tomatoes in his makeshift kitchen, which consists of two propane tanks and portable grills. The walk around the farm builds up our appetites, and everyone scrambles to the table when dinnertime is announced, free to grab chairs wherever they like.

“Hey, New York!” someone calls out in my direction. “Come sit over here!” My tablemate turns out to be an excitable film producer named Cody who lives in Minneapolis and keeps us all entertained with stories about growing up the son of Montana farmhands, not knowing until he was a teenager that vegetables could actually be bought in stores. The wine is poured liberally, and the first part of the five-course dinner comes out familystyle, in a big bowl: West Star Farm beets topped with Anne and Judy’s “La Roche” cheese, dressed with smoked almonds, white balsamic and wildflower honey.

This is followed by those bright tomatoes we eyed during the tour, topped with Willow Creek pork belly and arugula. The proprietors of Willow Creek roam around, talking about their business. One’s a fourth-generation hog farmer; the other has secret recipes for Polish kielbasa that have been passed down for more than 100 years. The belly is followed by their pork loin atop a sweet corn tamale with dark chocolate mole sauce, and after that comes another main dish of Fountain Prairie Farm ribeye. In between collective exclamations of “yum,” “mmm,” and “ohmygod you have to try this,” conversation is easygoing, 137 strangers bonding over the unique experience of eating well in such an unusual setting.

Meanwhile, the sun has set and a bright moon appears. Thousands of flickering fireflies surround us. Denevan, increasingly relaxed now that most of the work is done, chats with the guests about his life touring the country and setting up dinners. He stops at our section of the table and regales us with the tale of a recent dinner in Minneapolis, during which dessert had to be served in the greenhouse when a thunderstorm came out of nowhere and drenched the farm. “It was maybe the most phenomenal dinner ever,” he says. “We all stood in the greenhouse drinking wine and eating dessert as this incredibly intense storm engulfed us. We were all yelling and having a great time. And then it completely cleared up twenty-five minutes later.”

Denevan’s culinary adventure will continue stateside through December, when he’ll take a little winter break to toil over his large-scale public artworks (gigantic earthworks not unlike crop circles) and confer with Oursler on future OITF destinations. “It’s so exciting to see people have such enthusiasm for knowing where their food comes from,” he says. “It really brings meaning to the table. And everyone likes being outdoors. It’s just fun.”

Launching A New Strategy . . .

How is your job search going? Not too good? Why not try something new?

Get Tough! The Best Jobs Are Never Advertised™ is a powerful workshop that will not

only change HOW you search for a new position in this economy, but how to motivate

yourself when you hit the frustrating ʻdipsʼ in your search. You will:

• Understand the critical factors that are impacting your job search right now.

• Access and employ bullet-proofing strategies against the economy.

• Ramp up every aspect of your marketing with techniques that will reshape the

landscape of your search.

How is your job search going? Not too good? Why not try something new?

Get Tough! The Best Jobs Are Never Advertised™ is a powerful workshop that will not only change HOW you search for a new position in this economy, but how to motivate yourself when you hit the frustrating ʻdipsʼ in your search. You will:

• Understand the critical factors that are impacting your job search right now.
• Access and employ bullet-proofing strategies against the economy.
• Ramp up every aspect of your marketing with techniques that will reshape the landscape of your search.

Rich will be working closely with Margo Meeker, Connecticut's premiere Psychotherapist and Life Coach — together they will present a compelling workshop that will deliver clear strategies on how to find a job coupled with ideas on how to break through the simple obstacles that hold us back while unemployed.

Currently scheduled for:

Central Connecticut State University (only Rich) Wednesday, December 2, 2009 5:00 PM to 6:00 PM

Temple Beth El in Stamford (Rich & Margo) Wednesday, December 9, 2009 8:30 AM to 11:30 AM

Fairfield Library in Fairfield (Rich & Margo) Wednesday, January 13, 2010 7:00 PM to 9:00 PM

Give us a call today (203.500.2421) to get this program for your organization or institution.

It's a PROVEN winner.

Sunday Funnies.

Made The WSJ Again!

Sue Shellenbarger from the Wall Street Journal called me a few weeks ago. She asked me about what key Time Management tools that I might know of. Over a number of phone calls we discussed the basic philosophy of time management, some key tools that my clients use (GTD, Pomodoro, FranklinCovey), and even introduced her to an incredible coach that wrote a book on time management — Keith Rosen.

In the end, Sue hit another one out of the park with this piece. Check it out!

The Secret On How To Succeed At Almost Anything.

A lot of executives are out there looking for the 'holy grail' of success. They bulk up on education, they cajole and maneuver, they scheme and plan. In the end, it comes down to just one action — performed consistently. Over the past few days, I've been running a series of workshops for a Fortune 50 company. One story I tell is the one where I was a lowly coordinator in the Marketing department. One day, the senior vice-president announced that the executive team is working with a NYC agency to develop a self-running sales CD for all 1000 account executives. This CD would be a virtual brochure — showing how the company does it stuff with graphics, audio, and movies. The price tag was in the millions and it was going to 'change the way we present to clients." Candidly, the SVP was not too happy about this.

I went back to my small office and thought about what I just heard. Let me let you in on a secret . . . I am the king of Powerpoint. Back then (and today) I could do ANYTHING with Powerpoint, even cook you dinner. You have to remember — all Powerpoint slides were a series of bulleted items (and they still are today - a real crime). So I began to play around with it, developing a series of 5-10 slides that had our logos, graphics, audio, and movies (big stuff for 1995!).

After 2-3 hours (and some calls to close colleagues in sales to get their feedback), I knocked on the SVP's door. Let me say, he was blown away. He asked me to stay after work so we could talk more. When 6 PM rolled around, I was the only one in the office and in walks the CEO, CFO, and CMO of the company. My office! My VP says, "Rich, show them what you showed me this morning." So I walked them through it.

Cutting to the chase:

• They loved the idea that it was infinitely modifiable.
• They canceled the NYC agency project the next day.
• I received time, resources, and a budget to roll it out nationally.
• I then went on a nationwide sales training tour to roll it out (the most fun I ever had in business!)

I eventually received a promotion, an incredible raise, and won Chairman's award (10 out of 10,000) win it annually.

Hidden Secret? It was INITIATIVE. I didn't have to do what I did — I could've sat in my office and dutifully done my work.

But I didn't. I took a chance. I used my technical skills — I leveraged my relationships with colleagues — and I took a risk presenting it to the SVP of the department.

How are you taking INITIATIVE in what you do today? Have an idea? Make it reality. See an opening? Go for it. Most of the time, we are too tired, lazy or scared to take charge and change something. There is no special sauce to initiative — you just have to make  up your mind and do it.

So Go Do It.

Go For It. NOW.

Sunday Funnies — 11/15/09

Tips To Connect With The Executive Suite & Get That Job - Part Two.

In this climate, it’s usually a waste of time to send out resumes. They go to people who can’t actually hire you. You want to talk to people who can. Here's what you do when you finally meet them. See Part One here to learn about how to connect with them. When the appointed day arrives, keep the following in mind:

• Your goal is to begin assembling a network, not to ask for a job. You've told the person you're not going to do that, and for this to work, you really must not.
• Every supervisor is always on the lookout for talent. They never know when they will need someone, so you really are of interest to them.
• The first thing to understand is that even in times like these, PEOPLE ARE HIRING.
• The feedback you can get from each person will move you closer to a job, even if it's just a little bit, so no matter what, the meeting will be beneficial.
• Ultimately, people are hired as much because someone likes them as because they are qualified.
• Each meeting has the potential to bring you one step closer to a job.

When the meeting starts, begin by thanking the person for his/her time. Then begin by asking questions about their background, how they got to that position, how did they come up with the idea of pet deodorant?

Listen carefully and attentively to all responses, and ask follow-up questions. Ultimately, they are going to turn the table and ask about you. You now have them. Tell them what you DO, not what you DID. Answer every question with enthusiasm and always add a positive spin. They will then ask where you are NOW. You then say: “Currently, I’m in transition and looking for opportunities in the _________ area. Do you know of any?”

This is the hardest question — but after you ask it, they usually start rattling off opportunities, companies, or contacts. Let’s get real — they know the game — but you have taken a real interest in them, they will take an interest in you.

At the end the the time, make sure to thank them for their time, and finish with something like this: “Thank you. This has been incredibly helpful. I will definitely [do something they suggested.] Is there anyone else that you would recommend that I talk to?”

Take down any contact information they give you, thank them, and be on your way. When you get home, immediately write (not email) a thank-you note, and in it, mention specifically one piece of advice that was particularly helpful.

If at all possible (without awkwardness) leave the resume. Remember — it is very important that If you follow this plan and all goes well, at the end of the meeting, you've accomplished the following:

• You've made contact with someone who could, potentially, hire you.
• Your resume is on the desk of someone who could hire you.
• You've made them aware of your qualifications, and demonstrated that you are professional, motivated, and industrious.
• You've gotten another name of someone you can speak with.
• You've started, from scratch, a network of people who know you--who have seen your face and your qualifications--and who can advocate for you.

Often, however, you get more than this. Often the person you speak with will either:

• Say they don't have any openings, but they know someone who does, and put you in touch with that person.
• Say they are hoping to hire again soon, and ask that you leave your materials
• Ask if you'd be interested in some part-time work or contract work with the company.
• Start a process by which you can be hired (by asking you to fill out an application, talk to HR, etc.

Sometimes, btw, this happens after they get your thank-you note, since that is such a rare occurrence in today's world.

I want to be clear--this is not a magic potion that will land you a job immediately. But it is a significantly better use of your limited job-searching time than sending out resumes to people who have never met you.

It is scary, especially the first time you do it, but it really does work. My clients average about 1 job offer for every 5 - 7 meetings.

Tips To Connect With The Executive Suite & Get That Job - Part One.

Let's be candid — In this climate, it's usually a waste of time to send out resumes. They go to people who can't actually hire you. You want to talk to people who can. So here's what you do: Step 1: Identify a few companies (start with 3) who employ people who do what you do. Then identify people who supervise those people. It does not matter in the slightest that those companies are not hiring.

Step 2: Do some research on that person. See if they’ve been interviewed anywhere, just received a promotion, or have been connected in any way with the company’s success (new product, release, uptick in stock price, etc.).

Step 3: Carefully construct a letter to each person you identified in Step 1, writing something like this:

Dear Mr/Ms _____________

I just saw your interview in BusinessWeek a few weeks ago and was very interested in your new focus on Pet Underarm Deodorants. It’s quite a new niche for your company and it brought up a number of questions that interest me since I am in a related industry — I wonder if I might have a few moments of your time.

Please understand, I'm not asking you for a job. I'm just looking to talk to a fellow colleague in the marketplace. Your insight would be invaluable and the meeting would be very brief.

I will call your office next week in hopes of scheduling an appointment. I understand that you are very busy. The meeting will take no more than fifteen minutes of your time. I look forward to speaking with you.

Sincerely, [you]

Most important of all, DO NOT include a resume.

When your letter has had time to reach its destination, make the follow up phone call, and pleasantly request the meeting. Reiterate that you are preparing for a job search and are only seeking advice and feedback. Most people are willing to give 15 minutes. (My clients average well over 50-60% of the meetings they ask for.)

If they hesitate, offer to buy coffee at a nearby spot, and remind them how valuable their input would be.

It's that easy. Tomorrow, we'll cover what you do when you actually meet them. Stay tuned!

I Love Chris Brogan.

Go out and buy "Trust Agents: Using the Web to Build Influence, Improve Reputation, and Earn Trust" right now. In fact, download it onto your iPhone immediately (via Kindle for iPhone). I just finished this book and found at least 15 new ideas that I can implement immediately into my business and work routine. Have a product or service and want to increase sales? Then buy this book. Want people to hire you or have you speak more often? Then read this book. Want your lemonade stand to rock out more then the other kids? Then get this book.

In Trust Agents, two social media veterans show you how to tap into the power of social networks to build your brand's influence, reputation, and, of course, profits. Today's 'online influencers' are web natives who trade in trust, reputation, and relationships, using social media to accrue the influence that builds up or brings down businesses online.

The book shows how people use online social tools to build networks of influence and how you can use those networks to positively impact your business. Because trust is key to building online reputations,, those who traffic in it are "trust agents," the key people your business needs on its side.

• Delivers actionable steps and case studies that show how social media can positively impact your business
• Written by authors with over ten years of online media experience
• Shows you how to build and wield influence online to benefit your brand
• Combines high-level theory with practical step-by-step guidance

If you want your business to succeed, don't sit on the sidelines. Instead, use the Web to build trust with your consumers using Trust Agents.

Sunday Funnies.

3 Powerful Tips To Energize Your Team.

It's Friday. It's been a hard week and you're looking forward to the weekend. Doesn't your team feel the same way? Here are some quick leadership tips to energize your troops and make them feel like a million bucks:

1. Call them at home. Tell them how much you value their work. Make it a quick call - no more than 2-3 minutes, no business talk. Tell them that you really appreciate their service and how important they are to the company. This simple reach-out will power them for another 100,000 miles.
2. Send them a card. Not a Hallmark card — a simple Crane stationary 4x5 card with a powerful message. Leave it on their desk.
3. Take them out to lunch. Make it a spur of the moment thing (let them know in the morning). Tell them how much they mean to you and ask them about their ideas for the company.

We all get caught up in our work and the pressures that accompany that work. Take a step back and recognize the people that make it all happen — your team.

iPhone "Blowback".

Why does everyone hate the iPhone all of a sudden? I have some ideas why:

1. The iPhone CHANGED THE GAME. People don't carry their laptops as much as they used to. It also forced all the other companies to get their butt in gear to compete. Think about it — most smartphones before the iPhone sucked.
2. The iPhone is HUGE. I go to airports and see EVERYONE using the iPhone for movies, music, business, calls, etc.
3. The Google Droid is coming out. Congratulations! I am so happy there is a valued contender to the iPhone. The winner will be the consumer when competition rears its ugly head.
4. It's the natural course of media popularity. For 2+ years, the iPhone has been the darling of all things media. Now it is time for them to drive it into the ground. Makes a good story and people buy papers/watch the news. Media today is not just fickle, it's sometimes FALSE.
5. The Tech World has always hated the iPhone. First, they picked at it because it wasn't based on Windows or Linux (techie's faves). Then they attacked it because it is a closed system and they welcome the Droid because it is an open system. Just wait - when viruses and hidden apps begin to profulgate on these open systems, they will relish in the motherload of security apps for viruses. How would you love to have Symantec/McAfee virus checker on your PHONE?

In the end, there are a lot of players with lots of hidden agendas out there. My experience? Don't ever go by what they are saying. Ask a user or play with the technology yourself — that's the best way to make an informed decision.

Sunday Funnies.

Take A Vacation From Your Problems.

The great psychologist Dr. Leo Marvin gave his patient Bob Wiley some sage advice (on a prescription pad) in the movie: What About Bob — "Take a vacation from your problems, Bob." You should too. With the economy, unemployment, increased work pressures, etc., it's hard to focus - it's hard to relax - it's hard to think and act strategically.

In times like these, we tend to think short-term and tactically. Not long-term and strategically.

In times like these, companies don't have a real handle on what's going on - so all the 'balls' are in the air right now. The smart executives are the ones who reach out and catch those balls, not hide under their cubicle desk until things get better.

In times like these, smart executives reach out to key companies and talk to influential movers within that company. They make their future — they engage their peers in the industry — and get that new job or position. I call it 'golfing without clubs'.

But most executives don't do that. They get a 'bad economy' inferiority complex. They feel that they aren't worthy.

Unemployed executives feel less empowered. Why? They are no different than executives who have jobs. They just have more time.

Employed executives are running scared. They are afraid if they stand out and do anything, they will be next on the chopping block.

Well I say - take a vacation from the bad economy. Take a vacation from unemployment. Change your mindset — click that switch that says that you're unemployed and start acting like you have a job. Go out and make appointments with key executives in companies just to talk about the industry. Don't ask for a job - you are there to have a conversation — to connect — to make a new friend. Try to figure out what you can do for THEM.

If you are employed, do the same thing. Start having lunch with key executives inside (and outside) your company. Have a conversation — connect — make a new friend.

You'll find that you will surf these rough seas and come out on top. If you're unemployed, you'll get that dream job. If you are employed, you'll expand your connections and open up areas you never even knew existed. Trust me — it works.

Why Most Executives Experience A "Crisis of Confidence".

Many of my clients have been struggling with what I call a "crisis of confidence" — where their inner guide and strong self-esteem are taking big hits during this downturn in the economy. Do you find yourself thinking this during your workday?

"My boss wants to have a morning meeting . . . he's going to fire me . . . I'm going to lose my job . . . I will be out on the street by Christmas."

"Even though we are posting good numbers, the board is never satisfied. Lately, they never warm to any of my accomplishments or ideas. I am on my way out."

"Every day I lose customers . . . and it's seems that my current ones are not purchasing as much as they did last year."

"I can't find a job . . . I don't know where to look . . . we are going to be out on the street by Christmas."

If you do, read below.

In business, there are ups and downs.

FACT #1: The ups are not as 'up' as we think and the downs are not as 'down' as we perceive. FACT #2: When we feel that we have no recourse or ability to affect the outcome, we actually do. FACT #3: All is not lost, in reality, there are many options open to you.

You just don't see them clearly. The problem is that we let the story overcome reality. Why?

Stories are fun. Stories are interesting and easy to remember. Stories are fun to develop, add characters, and grow as time goes on.

Reality is scary. It is fact-based and hard to remember. It sometimes hits you square in the face and that isn't a pleasant experience.

Example — one story (from a current client): "If I call that executive out of the blue, he is extremely busy on a project, will get on the phone and either blow me off or yell at me for wasting his time."

Same Example — an alternate story (that I made up for the same client): "When I call that executive out of the blue, he will listen to my interest in his company, and make an appointment to see me in the next week."

Both are stories — which one are you telling yourself today? Probably the first one. But you will never know if your story will become reality unless you act on it. And that's the paradox — the story prohibits you from acting on it. So I say — stop making up stories and take ACTION.

Just do it. Try it. Make that call. See what happens.

Look at the facts first and banish the story. Logically look at what needs to get done and DO IT.

What does it mean for you? That's easy — you get out of story-land and actually take positive steps to change your situation. What's the worst that can happen? You get fired. But you would probably get fired anyway for doing NOTHING.

Let's Get Rid Of Airline Service & Car Audio.

Two things I've experienced this week are airline food/service and car audio. You know what? They have to change. Let me tackle Airline Food/Service first. I just flew to Reno, Nevada to run a series of workshops for a very famous retail company. I flew first class both ways — so I was quite comfortable. In retrospect, here's my opinion — many things need to change on most continental (within the US) flights:

1. Get rid of the food & drink service. This is a hold-back from the 1940's - being 'served' in your seat. Get your own food and drink in the terminal and bring it on-board or eat before you get on the flight. Why? The food is usually bad and the service is clumsy in close quarters. I don't need a drink either - no liquor. If you can't hold out drinking liquor for a few hours, you have a problem.
2. Get rid of flight attendants. Not all of them — keep one for each flight to handle emergencies and do garbage clean-up service. Think of other forms of public transportation - buses, trains, etc. — they usually only have one driver or conductor. Why do planes need a retinue of players to make the experience that much more memorable?
3. Give me room to work/read. Even in first class, when someone reclines their seat in front of me, I can't use my laptop effectively. I almost never use the recline feature - so I would eliminate it. I can sleep and relax just fine in my seat. Also, current legroom on planes is adequate (I'm 5'11") - don't know why so many people complain.
4. Give me an outlet to plug in my stuff. I don't want to buy an adapter that might not work on all flights or short out my laptop/iPhone. I want a PLUG until laptop/iPhone batteries last for days while watching movies/doing work.
5. Give me wireless connectivity for free & let me make phone calls. I understand the security issues — but I want to make phone calls from my phone and not pay college tuition to make one using the plane's phone service.
6. Ban all carry-ons. Except for briefcases that hold laptops (it should fit under the seat in front of you). Many of you might disagree — but I am getting sick and tired of the amount and size of luggage that people bring on. In addition, if you can't lift it over your head to stow it — it's should be checked. We would cut de-planing time in half if we banned all carry-ons. We can then eliminate the overhead compartments (that I hit my head on EVERY time I stand!).
7. Give me a second armrest between seats. Be honest, you don't like touching strangers (unless you're one of those types of people) - so why do they force us to share armrests? Give us a little more space and two armrests. Thank you.

My Car Audio rant is more concise. I spend a lot of time in my car (2003 Honda Accord EX) traveling to the office, speaking engagements, and client pitches. I have an iPhone and listen to music and podcasts (Adam Carolla & This American Life) exclusively. Also I use the phone too - but I try not to - so I can focus on my driving. Get rid of the sound system. Really.

1. I don't need a radio. AM/FM is not dying — it's dead. All the info I get from my radio I can get on my iPhone. Weather, traffic, school closings, etc. - all on my iPhone. I know - it's audio and I should concentrate on driving. So check it before you leave or pull over. It's that simple. But getting back to AM/FM — it sucks. The announcers/personalities are awful — they are from another generation. And even if they are good — there are 45 minutes of commercials for every hour of talk. Put radio out of its misery.
2. I don't need a CD Player/Changer. With my iPhone, I have my entire music collection (for the moment) in my hand. Not only do they break down frequently (and are expensive to repair), every CD that ever hit my car becomes unplayable because of scratches and sun damage (I have kids).
3. Just give me an basic amplifier with speakers (and a microphone). And a connector with a small display on the dash for info. I can then plug my iPhone in and get EXACTLY what I want to hear — for a lot less money. Don't get into the PalmPre/Android/Zune argument - until they hold a 30-70% share of the market (like the iPhone/iPod) — go away.

I know that new cars have this ability - but they are still installing radios with CD players. I also know that I can have my current car set up with a connection — but it will cost a hundreds of dollars to install.

Again, this is MY opinion. But if you disagree, think about it a bit — some of the things I say should have happened years ago. But let me know in the comments section.

Have a GREAT FRIDAY!

Desperate Times Do Not Call for Desperate Measures.

As a small business owner, you will probably lose some business during the downturn, despite your best efforts, as client companies cut their budgets, shift strategy, or, sometimes, go away altogether. By Julia Rogers at Open Small Business.

The economic downturn has made client and investor retention trickier than ever. Business owners have to do a lot more to compel investors and clients to make long-term commitments and agree that investing in their services or products are essential. According to SMSmallBiz.com and the Wall Street Journal, a lot of businesses are focusing on new strategies – like diversification and re-envisioning current skills or products – that will help them reach new markets and keep the attention of existing clients.

Bernard Nneji, president of Sigma Works Group, a process-improvement agency, suggests a variety of reasons clients and investors say they have lost interest in a small business: the client contact has changed and decides to “fire” the business; budgets and timelines are no longer working for the client; the small business’ strategies and execution of strategies cease to be in line with the client’s mission or the client has outgrown the small business and needs some bigger, fresher ideas. Ultimately, losing clients or investors most often comes down to a basic relationship-building problem –business owners’ inability to identify their clients’ and investors’ real needs from the beginning and a failure to satisfy them.

Regardless of why small businesses lose clients or why interest wanes among their client or investor base, they must focus on building relationships, and there are ways to maintain solid relationships with your best clients and set the precedent for eliciting long-term commitments from new ones.

The truth is, in any economy, chances are, if a small business finds itself with a lot of clients that don’t want to make long-term commitments or leave after one project, it’s often the small business’ problem … not the clients’! The following tips can help you maintain strong relationships with small business clients and investors as you weather the recession.

Know what the sales cycle is and follow a process for bringing your clients through it. Many business owners fail to recognize that the sales cycle is a tangible, consistent process that must be followed with each and every prospect, customer and client. Basically, the sales cycle is the time it takes for a qualified prospect – someone who genuinely needs your products or services and is willing and able to invest in them – to close. The goal is to shorten the sales cycle for each client and increase their trust in you enough to sign on the dotted line. This will make it more efficient to bring in clients. According to Jeff Thull at Inc.com, a key to shortening the sales cycle is bringing clarity to your clients so they are certain you are the best solution to their problems. Figure out what compels your prospective clients and investors – and what ails them – so you can create a sales pitch and a communication style that will appeal to them and keep them interested.

Make real plans to communicate. Many small business owners lose momentum during a sale because they stop communicating with their prospects and investors … or their prospects and investors stop communicating with them. Regardless of which party drops the ball, once this happens, the sale will not close. As a small business owner, you have to take responsibility for communicating with your prospects and clients at all points of the sales cycle with diligent, relevant, planned follow-up techniques … without being a pest. Communication is at the center of any long-term business relationship. According to Denise O’Berry, a resident small business expert at AllBusiness.com, strong relationships – both those within your own company and those with others that are potential and existing clients and investors – will be the best foundation for your business.

Make sure relationships are always mutually beneficial. Facing difficult, desperate economic times and rushing towards a quick sale, many business owners fail to highlight the term “mutually beneficial” as they are proposing agreements and contracts to current and new clients and investors and building relationships. Relationships with clients especially need to take you beyond short-term solutions and center on long-term plans that help these clients better understand where their businesses are going and also help you plan your own future. Take the opportunity to show your clients that you care about their needs as much as you care about your own. Illustrate how signing a long-term agreement with you can bring clients and investors specific benefits, address the long-term challenges they face and add real value. All relationships you build should be built around benefits that keep you and your clients and investors happy and prosperous.

In order to survive through the recession, business owners have to take control of their own businesses and stick to a very solid plan. They need to focus on building solid relationships and staying strong with existing customers and clients.