Each day we all get 24 hours in a day and 60 minutes in an hour. Yet, some people can never seem to catch up or get everything done they should. The biggest reason is they over commit and then end up under delivering.

Our integrity is really nothing more than doing what we say we are going to do.So take a look at your calendar and as you make appointments, to do lists and things for your self to accomplish only list those things you really can do and need to do. otherwise, we leave our integrity in shambles.

That’s when we start using excuses as “I meant to but I kept getting interrupted” or “I just never got to it today”. these all affect our sense of accomplishment and our personal integrity.

Make sure what you plan to do its really the right thing for you to help you be the best you can be. here is an interesting story that drives that point home:

Arthur Berry was described by Time as “the slickest second-story man in the East,” truly one of the most famous jewel thieves of all times. In his years of crime, he committed as many as 150 burglaries and stole jewels valued between $5 and $10 million. He seldom robbed from anyone not listed in the Social Register and often did his work in a tuxedo. On an occasion or two, when caught in the act of a crime by a victim, he charmed his way out of being reported to the police.

Like most people who engage in a life of crime, he was eventually caught, convicted and served 25 years in prison for his crimes. Following his release, he worked as a counterman in a roadside restaurant on the East Coast for $50 a week.

A newspaper reporter found him and interviewed him about his life. After telling about the thrilling episodes of his life he came to the conclusion of the interview saying, “I am not good at morals. But early in my life I was intelligent and clever, and I got along well with people. I think I could have made something of my life, but I didn’t. So when you write the story of my life, when you tell people about all the burglaries, don’t leave out the biggest one of all… Don’t just tell them I robbed Jesse Livermore, the Wall Street baron or the cousin of the king of England. You tell them Arthur Berry robbed Arthur Berry.”

Here are six terrific truths about time:
First: Nobody can manage time. But you can manage those things that take up your time.

Second: Time is expensive. As a matter of fact, 80 percent of our day is spent on those things or those people that only bring us two percent of our results.

Third: Time is perishable. It cannot be saved for later use.

Fourth: Time is measurable. Everybody has the same amount of time…pauper or king. It is not how much time you have; it is how much you use.

Fifth: Time is irreplaceable. We never make back time once it is gone.

Sixth: Time is a priority. You have enough time for anything in the world, so long as it ranks high enough among your priorities.

Reach out for help in organizing your priorities to make the most of your time and integrity.

Have a great day,
Coach Nancy

Why do some places of business have such high performance employees? Even in comparable businesses like two McDonald’s on different parts of town.

One major factor is the manager’s ability to engage employees in the decision making.

In a survey of employees conducted by a Fortune 100 company firm in which the employees were ask to rate their managers as leaders, those managers who rated highest were those whose employees said their manager asked for their ideas on a regular basis. Those employees also said their high ranking managers treated them with respect by allowing them to make decisions and learn from mistakes.

No surprise to anyone is that those managers who engaged their employees in decision making and asked for ideas also had the highest production and efficiency levels with fewest performance issues.

The management may set the desired result or goal but by allowing the employees to create the ways to accomplish those results can boost the morale of a people ten fold.

Managers should take time weekly to share with everyone those tales of employee heroics or accomplishments. For example, an employee delivering FedEx packages was detoured by construction which was going to cause all the deliveries for that area to miss the 10:30 am commitment time – yes, they would be late and the customer could get their money back. The employee gathered all the freight he could carry and flagged down a security guard passing by in a golf cart and then preceded to delivery the packages on foot and by golf cart to ensure 100% on time delivery commitment and 100% customer satisfaction.

By sharing this story of “going above and beyond” with all the employees the next day, the manager reinforced the company culture and values giving the employee “local fame” in front of his peers.

To engage employees, managers must ask and then listen. Employees do the job everyday and normally know best what obstacles get in their way of doing a good job. Ask them and then listen carefully as though it is the most important discussion. Because the fact is, what is important to employees better be important to the manager. Then act upon their ideas and give credit where credit is due.

Managers have a tendency to think they should be the problem solvers even when employees don’t have a problem. Just because an employee is discussing something does not mean they expect the manager to solve a problem. Motivated employees know their manager will listen but let them act on what needs to be done. Employees often simply need a supportive ear, not a problem solving manager.

A manager’s job is not to do but to “get the doing done” and to do that employees have to feel they own a part of their lot by being allowed to make decisions and have a say in how things should be done.

Nancy Proffitt, The Profitable Business Coach, Certified Business Coach is the president of Proffitt Management Solutions and Proffitt Management Leadership Institute, a nationally recognized Leadership and management coaching firm dedicated to unleashing the full potential of individuals and organizations. She may be reached at 561-582-6060 or email: nancy@proffittmanagement.com
Visit our website and blog:
www.proffitmanagement.com and www.proffittmanagement.com/blog

The success of any business lies in the ability of the company to generate consistent profits while providing a product or service that people want to continue to use or at least tell others about.

Are you one of those people struggle with getting others to want to do what you need done? Managing the people in your organization can be difficult if you don’t understand how to motivate, empower and elicit their buy in.

Think about what makes you want to do what is expected and most of the time the common idea is that you feel as though what you are doing is meaningfull and that people appreciate you for what you do. As a manager  that is all you really have to focus on when getting others to perform well consistently.

Think about these 5 tip as you change the way YOU engage others  to get their commitment.

1.Treat them with respect- regardless of position or title, everyone wants to be respected. Don’t you?

2. People want to have a say in how they do their jobs. They don’t simply want to follow directions all the time.

3.Let people know the reasons why you expect them to do something. People want to see the big picture. They are much more motivated to do the small stuff if they can visualize the ultimate outcome.

4. Reward people for specifics. Just saying “thanks for a good job” grows very stale very quickly. People want to be recognized for their particular individual contributions. Thus, managers need to be observant and listen for specifics. Then acknowledge those contributions with sincerity.

5. Walk the talk. People will follow those they believe in.People are much more in tune with your attitudes and habits and can see through management incompetence immediately. Your employees  will emulate your behaviors as it relates to commitment.

Do the right things for the right reasons and you will get the right results.

At the end of the day people want to know they bring value to their jobs. To bring value, a person must be valued.  No one wakes up in the morning and decides they are going to do a crummy job today. Employees will contribute eagerly when they are given the proper support and resources to get the job done.  The way in which we lead and  manage people is as important a resource as the right software or machine used to make our product and service .

How do you measure up? Take a quick assessment on my website at www.proffittmanagement.com/smallbusiness

To you continued success,

Coach Nancy

Is it poor employee performance or poor behavior?

When business is good we tend to overlook marginal performance and poor behavior. The old adage- sales hides all sins – can not be a part of any business striving to be successful today.

Good employee performance should be rewarded regularly and loudly, while poor performance or poor behavior should be addressed discretely and swiftly. Many people often mistake poor performance with poor behavior.

As described in an article at http://www.labourguide.co.za/poor_performance.htm

Poor Performance looks at whether the job, which the employee is being paid to do, is being done properly. Poor behavior – relates to misconduct- deliberate disregard proper professional conduct.

So how do you define poor performance?

• Is the output sufficient?
• Is the quality acceptable?
• Are company operating procedures being followed?
• Are costs kept within budget or is the amount of rejects unacceptably high?
• Is the effort put in by the employee sufficient?
• Is it perhaps inability to do the job at the required level – can the employee perform satisfactorily at a lower level?
• Is just plain incompetence? I.e. not insufficient effort, but a clearly a lack of ability to do the job?
• Is it carelessness – lack of attention to detail?
• Is it a form of negligence but not misconduct? In other words “I don’t care.”

Management’s responsibility:

• Respond in reasonable time frame
• Be specific about the problem and the solution- let them help this to determine – TFU
• Establish cause- personal life issues, internal company issues
• Investigation- Determine if systemic issues exist
• Discussion with the employee- reiterate expectations in writing
• Counseling meeting – not punishment- assist them to recognize and overcome the problem
• Training – retraining
• Find a mutually acceptable way of dealing with it
• Follow up
• At the end of the counseling session, the employee must be warned of the consequences of failure to improve where such warning is appropriate.
• Bear in mind that the aim of the counseling session is not to punish the employee, but to notify an employee of the need to improve their performance.

Defining misconduct or poor behavior (relation to company rules, policies and procedures)

• Stealing
• Assault
• Swearing at a customer
• Disruptive behavior
• Blatant disregard for company policy or procedures

An example might be an employee is never absent and performs well but the employee is caught stealing… blatant misconduct issue.

Management’s Responsibility

• Respond immediately
• Investigate thoroughly- write exact account
• Determine punitive action
• Make decision quickly
• Misconduct usually results in immediate and severe disciplinary action – perhaps even dismissal.

The surest way to erode your credibility, respect and profits with your employees, boss and most importantly, customers and clients is to ignore poor behavior and employee performance issues.Making every employee and manager aware of your written guidelines in your policy and procedure manual assures everyone understands the critical nature of their proper behavior and performance. it sets the expectations necessary to ensure sustainable productivity and efficiency that drive excellent customer service and growing profits..

If you are in doubt as to how to respond to people issues, get good outside help from a trusted adviser, business coach or a friend with an unbiased view. Working with a good business coach is a great way to stay ahead of the competition both in the growth of you and your people and the growth of your business.

To your continued success,

Coach Nancy

Often people complain about the lack of time, even though we all get the same amount of time in a given day…..there are the same 24 hours in a day and 60 minutes in an hour for everyone.

Do you ever wonder why some people are always rushed, stressed, anxious and constantly running while others have the time to think, plan,  and balance work and play?  The constant demands of everyday life can seem overwhelming and stalemate  our ability to get things done.  It is not really our lack of time but actually it is our lack of how to effectively use that time. So what can we do about it?

Here are some helpful thoughts and steps to free up more of your time.

• Deal with your “reality” about time.  Many of our time management issues are actually related to our own behavior.  So the first step to freeing up more time is to understand yourself and your limiting behavior.

• Prioritize tasks.  All too often everything is treated with the same level of     importance.  Prioritize work based on importance instead of size of project. Think     about important and urgent vs. important but not urgent. Over time, shift your list     so that you are being proactive about your tasks.

• Track your time.  Analyze how you spend your time.  Take a week and record  everything you do and the time you spend on each task.  Map this out so you can  visually see how you spend your day.

• One at a time.  Try to complete projects by working on each project individually. Let the computers multi-task.  Have only one project at a time on your desk.

• Delegate tasks you should not do.  Many people hang on to tasks that should be     delegated to someone else.  Determine what it is costing you by doing these tasks then find/train someone else to do them for you.

• Learn to say “No”.  Many people overload themselves with work.  You can become     overwhelmed and others cannot count on you to meet deadlines.

• Schedule your work.  Create time to work on projects by scheduling them as you would a meeting.

• Always ask why.  Things change and sometimes we continue doing things one way when a better way is available.  Always question yourself.

• Make time for yourself.  We all need down time.  It will allow you to recharge the  batteries so you can be more productive when you go back to work. A simple walk around the parking lot can re-energize you.

• Create your own system.  Whether it’s Outlook, a day planner, or a notepad, you need to create your way to manage your time.

• Plan your success.  Set goals, create an action plan, and track your performance. Always follow-up and measure where you are so you stay on track with your goals. Understand how setting goals will impact what you do.

What will you change now that will help you accomplish more by paying attention to time robbers?

To your continued success,
Coach Nancy

So many people work harder not smarter in their business or at their job. How do you focus on what is really important? You first must determine WHAT is important to you and then what is important to managing your business. Aligning your personal motives with the profit motives of your business is critical to your success.

1. Clearly design and define the two to three key measures of success and failure in your business. Can’t hit a target you can’t see. What does it look like when you are successful? By defining success in your terms you will really know when you actually hit it.

2. Develop and review daily and weekly reports that bring you meaningful information (the measurables). These ACCURATE reports will keep your progress in focus by giving you early warning of trends in progress – both those that you need to correct and those that you will use to a greater advantage. A leader is a visionary. See the big picture and how these measurables really affect your business. Do not use these reports as “hammers” for your people. Use them as tools to detect trends, both positive and negative. React like a leader!

3. Spend one hour a week with your best customers — listening, collaborating, suggesting, and understanding. You will learn exactly what your customers are thinking and this will be a powerful and pleasant way to build customer loyalty. Think of this from the internal customer perspective as well. When was the last time you sat with one of your employees and observed what they did?

4. Spend two hours periodically (a week, a month, etc.) answering the phones — from customers, prospective customers, the public, etc. Imagine using what you learn from these calls as a way to increase customer loyalty. You are hearing first hand what they think and need.

5. Have regular (monthly- quarterly) meetings with your competitors and a mastermind group, discussing the trends within your industry/profession and ways to cooperate. Look for new opportunities to expand into and get your name into the community in a positive way.

6. Have at least a dozen people in every aspect of your business who will tell you the truth. Listen to them carefully and with an open mind to improve.

7. Ask people (employees, customers, suppliers, etc.) for their opinions, i.e. what are the things hampering the way we do business, what do they like, how can it be better, are you providing what people need. Keeping an open mind will bring unprecedented results to those who listen actively.

8. Develop action plans with dates and people for the major areas and major functions within your business. Distribute it to your key people. Review it regularly to keep your business on track to reach your goals on time.

These ideas not only come from me but from Benjamin Franklin, Thomas Leonard, Dale Carnegie, Andrew Carnegie and other very successful people. Many business owners have implemented them into the daily routines of their companies and have reported great success.

Here are some quick questions for you to think about:

Are you using tools like this now?  If yes, how can you improve them? If no, why not start today?

How will you use these ideas to grow your business profitably while having more fun?

To your continued success,
Coach Nancy

One of the best decisions upper management can make in healthcare or small business is to promote from within when hiring  managers. Nursing managers, administration managers, operations managers, finance managers – you name it – finding a person within your organization who is suited for management is no easy task.  But promoting from within saves enormous time when trying to acclimate someone to an organization’s culture.

It also is an incredible motivator to those seeking more in their career.

Here are 5 Tips for Choosing the Right Person for Management
* Have a very clearly defined set of expectations for yourself and them before choosing a manager.

What is it you REALLY want them to do? (help make money  is a key component)

Write down those roles and responsibilities well in advance of choosing a manager so the candidate fits the job, not visa versa.

Make sure these roles and responsibilities align with your mission.

* Management is a people job. Look for a people person first and foremost. They  should have  that positive attitude necessary to lead others.

Identify those  folks with good people and organizational skills, and with the ability to see the big picture.

Identify those with a positive outlook and a good sense of humor who demonstrate a “can do” spirit. They will need these traits when things get tough.

Look for people who seek out the best in others.

* Determine who may be interested in accepting more responsibility and taking on a leadership role by asking.

Tenure, loyalty and friendship are not reasons for putting someone in management positions. As a matter of  fact, those are the three worst reasons to promote someone.

Leave no stone unturned. The quietest person may be just the one. It’s just no one ever asked them.

Who are those people who are self starters and take personal responsibility for all their actions?

* Seek out people who challenge you and the status quo -  you don’t want a “mini me”.

“Yes people” are followers – not leaders.

Find the person who understands where you are going and why and wants to be a part of making that happen.

* Develop a management preparedness program so the right people are ready when the opportunity presents itself.

Have a written training plan for those interested in becoming a manager so they earn the right to be considered. This is a natural weed out process.

Begin delegating people and project responsibilities to those you are grooming with a follow-up process to measure their progress.

Remember taking the extra time to choose the right person on the front end will save countless hours of wasted time for you in the future.

Hiring the right person to help you manage your practice or business is but the first step toward success. The next critical yet often overlooked step is using a qualified management coach to develop those necessary habits, attitudes and behaviors of an exemplary leader once you have made your decision.

To your continued success,

Coach Nancy

No subject seems to pervade our lives as much as finance. Whether it is wresting with the family budget or seeing if your company qualifies for a bank loan, finance looms larger than any other technical subject on a daily basis. Managers are expected to scale down medical supply inventories or set up budgets for departments or projects, yet it has been my experience working as a business coach with in the healthcare industry that most management is sorely lacking in their basic understanding of finance. Why even some C – level employees depend too heavily on the CFO to tell them WHAT to do in regards to smart financial decision making.

All organizations preach to their managers to think like owners and consider all sorts of ideas and options before making a decision. We drill home the virtues of thinking costs savings and value added to our managers, yet how many businesses or healthcare organizations, large or small, train their management in the specifics of business finance? I would suggest few to none. But what business does not need ample cash flow and sustained profitability from every department in order to be successful?

If managers are expected to take ownership and share the responsibilities of running the business, they must be held to the same standards as owners or executive level management when it comes to financial understanding and accountability.

The key is to start training people immediately. We spend so much time training or hiring for technical expertise but very little to the financial understanding that is so basic for the achievement of corporate financial goals. Before promoting from within, ensure candidates have met certain basic criteria for leading people and understanding the financial risks of all aspects of their leadership. Before hiring from the outside, consider interview questions that specifically elicit a person’s financial comprehension.

So many executives simply hand over periodic financial reports to managers and assume they know what the heck they are looking at. Most reports end up in the bottom drawer somewhere. Many managers don’t take company financials seriously until they are required to – by that time it may be too late.

Managers today should know how to effectively utilize the basic tools such as reading, understanding and utilizing a balance sheet, statement of cash flows, and a profit and loss statement when making decisions. Teach managers at all levels how to create a functional budget so there are accurate financial metrics by which to measure a manager’s performance. Every manager’s performance should be tied directly to company financial goals. If not, don’t give them the title of manager. The need to make quick financial decisions is vital at every level to succeed in business today.

How would you rate your management’s actual understanding and accurate use of financial information?

Now is the time to take action to ensure your managers have every tool available to them to make proper decisions and take appropriate actions as leaders- especially those critical financial tools.

To your continued success,

Coach Nancy

The employee management mantra of FedEx rings true even after almost 4 decades – when managing a business, follow the PSP philosophy. People, Service, Profit. As a member of senior management for FedEx, that philosophy was in our blood; there was never a discussion, memo or action taken without that empowering message. To this day, I apply that philosophy in my management consultant / business coaching practice.

Really great companies, even in bad times, place people and values first. The link between people and the bottom line is becoming more apparent. Organizations that succeed over time are those that have a strong values-driven culture. They are people-centered organizations who balance values and business.

Our People First                                                            

I am often asked by clients, “How can I motivate employees? Why don’t they just get as excited about our business as I do?”  The answer is really simple – put their wellbeing before that of your balance sheet and the results falls in line more easily and effectively.

The quality of the interaction with and among employees drives the quality of the products and services. A focus on treating employees with warmth, dignity and respect pays off in how customers are treated and consequently in how the business performs.

Many organizations forget the connection between customers, employees, and financial results. If you want to have great business results, you must have customers who love your products and services—customers who believe that they’re getting excellent treatment from the company. In order to do that, you have to have employees who are motivated, committed, and using their talents on behalf of the organization.

As Fred Smith, CEO of FedEx has always said, “if we treat our people with the respect due, they in turn will carry that attitude to our customers through service and the long term results will always be improved profitable for all stakeholders.”

Want to build employee morale? Start by walking the talk and treaing your people as though their ideas and hard work matter.

To your enduring succes,

Coach Nancy

Competing for the section leader position of my high school band drum section taught me lessons about life that still hold true in my career today. At the ripe age of sixteen, it was win at all costs, while not taking the time to realize how I got in my own way. Eventually I won that coveted spot as section leader but not before a very smart band director sat me down and mentored me on what winning was really all about. Winning is less about what we win and more about how we got the win, especially our treatment of competitors.

Amazing when you take the time to think about why you may not be winning at your  healthcare business or any service business, the one major thing standing in the way is usually YOU. From how you define success to how you go about achieving it, all is reflective of your attitude.

Take a look at these 12 habits and determine if any of them may be contributing to the YOU factor keeping you from being all you can be.
1.    Winning too much: The need to win at all costs and in all situations – when it matters, when it doesn’t, and when it’s totally beside the point.

2. Adding too much value: The overwhelming desire to add our two cents to every discussion.

3. Passing judgment: The need to rate others and impose our standards on them

4. Making destructive comments: The needless sarcasms and cutting remarks that we think make us sound sharp and witty.

5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right. You’re wrong.”

6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.

7. Speaking when angry: Using emotional volatility as a management tool.

8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.

9. Withholding information: The refusal to share information in order to maintain an advantage over others.

10. Failing to give proper recognition: The inability to praise and reward.

11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.

12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.

13. Playing favorites: Failing to see that we are treating someone unfairly.

14. Refusing to express regret: The inability to take responsibility for our actions, admit when we’re wrong, or recognize how our actions affect others.

15. Not listening: The most passive-aggressive form of disrespect for colleagues.
16. Failing to express gratitude: The most basic form of bad manners.

17. Punishing the messenger: The misguided need to attack the innocent who are usually trying to help us.

16. Passing the buck: The need to blame everyone but ourselves.

How we do our business is a direct reflection of who we are and how we think. Isn’t it interesting that every habit is a reflection of our personal attitude. Change attitudes, which are our habits of thought, and positive results are endless.

To your enduring success,

Coach Nancy