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9Tips for business success are:

  • Monitor the performance of anyone you ask to assist new hires before you make the assignment.
  • Share solutions to problems found by your department with other groups within your organization, thereby saving other groups from having to reinvent the wheel.
  • Treat resistance to change as a problem to solve, not as a character flaw.
  • Test the practicality of your decisions to increase their probability for success. Get into the habit of asking yourself at each stage of the decision-making process whether the decision is workable.
  • Ask your employees how their objectives contribute to the unit’s success. If they do not know, help them understand how their goals align with the unit’s strategic objectives.
  • Does an annual review of efforts to achieve your unit’s goals to determine any training needs or other shortcomings holding you back. Then, act to address the issues identified.
  • If work due dates are missed, discuss the consequences and options with the person to whom you assigned the task. Do not take the incomplete delegated work back.
  • Remember that management is not a popularity contest – you should work and behave not to be liked but to win the respect of others.
  • If you are new to management remember these words of caution: hold your authority in check. Do not overreact to your new position. And do not play favorites.
  • Isolate the reason for poor performance. Maybe the staff member does not know what you want him or her to achieve.
  • Communicate constantly with project team members: hold daily team briefings and weekly team meetings and encourage people to share information and ideas.
  • If you want your team to reach a consensus, let them know the place and time for the meeting in advance. With a few days, notice, they will have time to consider alternative ideas and arrive at the meeting with an informed choice.
  • Meet regularly with those responsible for project implementation, not only to determine the project’s status, but also to communicate its importance to the support of the group- and consequently, the corporate-goal.
  • Consider the variety of time zones or office locations for those you are contacting and rotate locations and/ or start times for meetings.
  • Challenge the analyses and findings of groups that have worked in the same area for a long time. Encourage the members to rethink their conclusions to ensure they are timely and accurate.
  • Inform customers and suppliers of significant change initiatives, and ask how these could impact the support they receive from, or provide to, the organization.
  • During face-to-face meetings, reinforce the corporation’s commitment to customers as often as possible if you truly want to build a customer-centric organization.
  • If a customer requirement changes, be prepared to change your process or system, too.
  • Think globally. Study how your competition sells its products internationally to see if you can do the same.
  • Write the business proposal first, and then think about how you want it to look.
  • Identify the key people you need for your strategy to work. Focus on attracting, deploying, developing and retaining these people.
  • Put yourself in your competitor’s shoes. If you were to compete against your firm, what would you do? Based on your thinking, plan a counterstrategy.
  • Identify and plan to avoid the constraints to implementing a plan before you begin implementation.
  • Be open to the idea that others’ behavior, no matter how unreasonable, may be due to personal or work-related problems about which you know nothing.
  • And do not forget: maintain your sense of humor. Humor is the best antidote to stress. We do our teams and ourselves a favor when we remember to stop and laugh. It will lower the emotional temperature.

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