The Marrek Group

Winter reading alert!

William Baker and Michael O’Malley’s new book, Leading with Kindness, How Good People Consistently Get Superior Results, urges us to consider a leadership model based in kindness. They make a fine argument for this end, and present an approach to leadership that humanizes our workplaces, and supports meaningful, mutual and productive working relationships.

As Baker asserts, “If you happen to be charismatic, great, but that isn’t the signature characteristic of a great leader, we think kindness is.”

Of course, this doesn’t mean that team meetings will see us sitting cross-legged in the conference room singing rounds of Carol King’s greatest hits. In fact, Baker and O’Malley are very clear that being a kind leader has nothing to do with being a weak or soft.

As the press release for the book points out, “Kind leaders are framers. They reinforce expectations for employees by establishing clear boundaries, standards of conduct, challenging goals, and organizational values…They tell the truth about how each worker and the entire company is doing. They help individuals adapt to change and make sense of their efforts…They stimulate calculated “stretch” and risk-taking, without sheltering people from their own mistakes. They fight cynicism and facilitate growth. ”

By using real life success stories of leaders from some of the U.S.’s most prominent companies (Google, Time Warner, Pitney-Bowes and John Deer to name but a few) who have embraced kindness as their guiding principle of management, Baker and O’Malley impress on readers that they too can use the tools of sincerity, honesty, and respect to achieve the goals of their organizations.

By the end of the book, a more emphatic call to adopt kindness as modus operandi comes to light as it becomes clear that today’s business leaders bear the responsibility to nurture and inspire future leaders from the  Y-Generation, and instill in them the empowering leadership and kindness concepts (including self-confidence, self-control, self-awareness, and self-determination) that will make certain they succeed, their people succeed and their organizations flourish and thrive.
Check out William Baker on the Forbes video network, and put Leading with Kindness on your winter reading list!

Do you find yourself in your work cubicle making origami from last week’s audit reports and dreaming of the freedom a home-based business could bring? If so, the inclusion of crafts and handmade goods in Entrepreneur.com’s 2008 “hot list” for best businesses, markets trends and ideas will really get you thinking. And it is a trend that shows no sign of slowing down in 2009!

According to the Craft and Hobby Association, the craft market is a $30 billion dollar per year industry, and is one that will continue to expand as buyers look closer to home for goods and services. Long gone are the days when the only outlets for handcrafts were church bazaars and Christmas sales. Now artisans and crafters sell their wares, kits and supplies at co-operatives, indie craft shows, personal websites and online sites like Etsy.

I’m not ashamed to admit that I am an Etsy devotee. With 65,000 global sellers and more than $20 million in sales since its launch in 2005, Etsy has fast become one of the web’s premier outlets for all things handmade. Storefronts are free to set-up, simple to maintain and reasonably priced (with a cost of 20 cents per listing, plus a 3.5% PayPal sales fee). The average sale in shops is $15 -$20 per transaction and sellers are by and large women.

So, this Christmas season, check out Etsy to buy or to sell, and join the handmade revolution!

Best,

Sylvia

Sylvia is The Marrek Group’s resident Etsy addict!

CIBC World Markets’ five-year projection of the creation of 260,000 new businesses across Canada is breathing new life in the hearts of our nation’s entrepreneurs. And Canadian women are poised to be major players in this trend with CIBC reporting the number of women owned businesses will surpass one million by 2010.

For women, entry portals have traditionally been through the service and retail sectors, but significant inroads are being made in technology, manufacturing, construction and transportation. All you have to do is take a look at Forbes’s World’s 100 Most Powerful Women list to be inspired by the trailblazing women who are shattering the glass ceiling in these emerging sectors.

However, for most of us considering a foray into the business world, making the “most powerful list” is not our primary objective. The kind of success we generally seek is more likely to make the “self-sufficient-rewarding-career-personally-satisfying-ability-to-work-and- enjoy-fulfilling-family-relationships” list. Elaine Harris, marketing manager at the DuPont Corp. sums it up for many of us, “Success means the ability to get whatever you need to bring you personal happiness.”

The first step towards making the leap into business ownership, is determining your readiness. Never underestimate the value of some good old fashioned self-assessment! Ask yourself: Is being an independent businesswoman what I’m really looking for? Am I prepared, not only for the rewards, but for the risk? How do I define success?

Figure out what you are good at and what you love to do; and then determine if you can translate what you are good at and what you love to do into a viable business venture.

Of course, for some, this advice can sound irritatingly ambiguous. What if you love what you do now, but are being driven out of the career by a weak job market? What if you have a number of different passions (like dogs, ballroom dancing and mathematics) that just doesn’t add up to any identifiable business venture? And what if you just don’t know what you want to do?

The good news is that business ideas and opportunities are as infinite as your imagination. Once you have established your readiness, passion and skill set, it becomes process of determination (and sometimes elimination) of where you should focus your energies with the best potential for a profitable result.

Perhaps you can develop a new product or service that makes an everyday problem easier to deal with; or, you may see a niche market that you can fill related to the work you presently do; or, maybe you can turn your hobby or interest into a viable business opportunity. And if none of this speaks to you, what about buying an existing business or franchise?

2009 will soon be upon us, and it could be your year to join the ranks of women who have decided to chart their own course.

Watch for our Resource List for Canadian WOmen owned business in the next post!
‘Till then!
Best,

Sylvia

Sylvia Brade is the Marrek Group’s resident writer/editor.

In the face of American economic catastrophe, a new report from CIBC World Markets is giving props to the ability of Canadian small and medium-sized businesses to outperform the rest of the economy asserting  that SME’s (Small to Medium Enterprises) are poised to resume their traditional role as pioneers of the economic cycle.

As CIBC’s senior economist Benjamin Tal says, “If it were not for small businesses, the economic slowdown [in Canada] would have been even more significant.” He also notes that over the next five years 260,000 new businesses will be created, having significant impact on our economy.

Ontario’s SME’s posted the second largest growth, “probably reflecting the growing reliance of the province on the service industry as well as outsourcing activity as large corporations try to cut costs.” But not all is rosy in the report, with the greatest threat coming from the anticipated retirement of more than one half of Canadian entrepreneurs within the next 15 years.  Economic costs of this could include: reduced productivity, job losses, premature sales and increased bankruptcy rates.

The complete CIBC World Markets report is available here.

Best,

Sylvia

So, we are smack dab in the middle of Customer Service Week (October 6th-10th), an international celebration that recognizes the efforts of devoted staff working on the front lines to ensure consumer satisfaction.  I would hazard a guess that we have all been through the gamut of customer service experiences, some stellar and some… not so much.  I thought I’d share a couple of my own.

I called my cable provider when I couldn’t connect to the Internet after the installation of a new digital system earlier in the day. 75 minutes into a conversation that had long become an exercise in frustration and redundancy, and on the line with the fourth service rep, the fabled “second level technician”, the definitive solution to my connectivity issue was presented: what I needed to do was go to the manufacturer’s website and download the drivers for the modem.

Say what?  Ultimately, I had to wait two weeks before they could get a technician out to me, only to discover that the modem itself was refurbished and faulty, something the tech who installed it should have checked before he left.

Of course, I can balance this story of bad service with a positive one- same company and from only  a month  ago. After a brief power outage, my cable reception was reduced to snowy images. I did the usual things: checked the cord, reset the receiver etc. Convinced that a service call was necessary, I braced myself for a fight and called the cable company. Here follows a recreation of my conversation:

Rep: “Hello, it’s Rachel, how may I help you?”

Me: “Hi Rachel, it’s Sylvia Brade calling, and I’ve got a problem with my reception. All I’m getting is snow.  Gray’s Anatomy is coming up, it’s the season premiere, and I am going to be totally bitter if I miss it. And before you ask, I have checked the plug and the reset the receiver and neither of those things are the issue. I need someone to come out here and reset whatever it is that needs resetting.”

Rachel the Rep: “Well, I see there was a brief interruption to your service, but it has been restored and there are no other problems reported in your area…. let me just check to see if your receiver is registering our signal.”

Me: Fine. (Okay, it was one of those “fines” that articulated that nothing was fine at all.)

Rachel the Rep: It looks like your receiver is getting the signal.  Could I ask you just to recheck the plug?”

Me: No! I know it is plugged in!  The problem is on your end.  With due respect, Rachel, the last time I called your company I wasted two hours of my time on the phone when the real problem was on your end. It took two weeks for you to rectify the problem, and I’m telling you right now that I want someone out here tomorrow to fix this.  I’m not wasting my time, and I’m not waiting two weeks for a technician.

Rachel the Rep:  I am so sorry you had that frustration. (I think she meant it!)  Let me see of I can’t somehow get this sorted for you.

(I must interrupt my dialogue here to say that her tone was genuine and sweet, and incredibly patient given my less than patient and much less than sweet demeanor.)

Me: Sure.  Whatever, but I’m telling you this needs to be fixed.

Rachel the Rep: I understand, and I will make sure that your problem is solved quickly. If you could just please bear with me, I just want to try one other thing before I book the technician.   Could I ask you to make sure your TV is set to the cable option?   Sometimes when there is an AC failure, the TV resets itself.”

Me: Oh. My. You know what, uhm, yeah. So, I know that about my TV.  I… I don’t know why I didn’t think of that.  Let me just try… uhm… yup…yup…  that’s got it.”

Rachel the Rep: Oh I’m so glad. (I think she meant it!) It is easy to overlook that.  I’m happy  we could help you.  Is there anything else I can do?

Me: (Sheepishly) No.

Rachel the Rep: Okay, well enjoy your evening and Grays’ Anatomy!

Me: Yeah, thanks… uhm… Rachel?

Rachel the Rep: Yes?

Me: Thanks.

Rachel the Rep: No problem, have a good night!

Check out our latest article that gives you three strategies to create Amazing customer service.

‘Till next time!
Best,

Sylvia

Sylvia Brade is The Marrek Group’s resident Gray’s Anatomy  fan.

 In the 8th Habit, Steven Covey says that,  “Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.” I would add that in this era, where for the first time we have four generations of workers either working together or competing for jobs, of equal importance is the ability of an organization to bridge the gap between the attitudes, beliefs, values, needs and potential of each generation in order to meld a dynamic workforce.

With the current labour shortage, competition for capable and skilled staff is high. Like never before, organizations have to really know, understand and address the needs of their people, as well as position generational considerations in both business and management strategies.

And bridging the gap means employers must rapidly embrace new thinking and approaches, primarily in the realm of recruitment and retention.   This includes the implementation of variable work models and benefit programs to accommodate the disparate need for flexibility that both maturing Baby Boomers and younger generations seek. It also necessitates adopting unconventional and creative methods to train communication and conflict resolution skills across the generations, along with modified approaches to accommodate the learning style of younger generations.

Check out The Strength of Each Generation Will Build Businesses of the Future (http://marrek.com/tips/tipsandarticles.htm), an article by Sherry Pelkey, The Marrek Group’s intrepid east coast licensee,  who provides two strategies to make working with multi-generations as successful and productive as possible.

‘Till next time!
Best,

Sylvia

Sylvia Brade is The Marrek Group’s  resident writer/editor.

A few more thoughts on mentoring!
Part of my summer  reading list was Mary K. Doyle’s, Mentoring Heroes: 52 Fabulous Women’s Paths to Success and the Mentors Who Empowered Them. What impacted me most from this read was that despite the fundamental differences between this diverse group of women, and with the impact of male and female mentors valued equally, the answer to the age old question of how to achieve personal and professional success is as clear as Ringo Starr’s chorus, “I get by with a little help from my friends.”

Their refrain was unanimous. No woman is an island. Every single one of these 52 inspiring women related their experience with mentoring in the same life-changing context. Quite simply, that they attained excellence in both professional and personal development through the support and guidance of mentors. And they are not alone in their valuation of mentors. Almost 70 percent of U.S.-based global companies have formal mentoring programs.

Of interest to Canadian women might be the WXNWisdom program, that offers a fee-based opportunity women aged 20 to 39 a year of mentoring from female leaders, plus classroom instruction and peer networking. Applications are available for the 2009 program offered through Women’s Executive Network (http://www.wxnetwork.com) , whose mission is to advance and recognize executive-minded women in the workplace A mentoring relationship in today’s fast changing business world could have the power to change your life too.

Best,

Sylvia

Sylvia Brade is the Marrek’s resident writer/editor.

The idea behind this week’s blog was sparked by a conversation I had about my boss and Marrek’s CEO, Audie McCarthy,  whose willingness to share her wisdom, experience and expertise is as constant as it is invaluable. She is someone who exemplifies the pinnacle of leadership, both in principle and action, and is in the truest sense of the word, a mentor.

Our modern definition of mentor as a role model, guide or leader finds its roots in Homer’s epic poem The Odyssey, where the goddess Athena assumed the male guise of Mentor , teacher and guardian of Odysseuss’ son, Telemachus.  And while your journey may not be of epic proportions,  having a mentor in your  corner as you build your career or business will better prepare you to meet the challenges of today’s fast changing world with skill and confidence.

Finding a mentor could be the kick-start you need to go further; it could inspire you to take some risks, set new goals and ultimately realize your greatest personal and professional ambitions. So, get out of your comfort zone and take the first step on this road to success! Here are some tips to help you find, and make the most, of a mentor:

1. Decide What You Need

Knowing yourself and identifying your needs is the foundation to success. Getting a clear picture of what you want to gain from a mentor will enable you to maximize the benefits of the experience.

Write down a list of your objectives along with your ideal results. Here are a few questions to help you focus:

* What are your short-term and long-term career/business goals?
* What are your strengths? What areas do you need help with?
* What knowledge and skill-sets do you want to develop with your mentor’s help?
* What characteristics and values are you looking for in a mentor?
* What key information could a mentor provide that would benefit you the most?
* What kind of mentoring model would you work best within -formal, informal, or   something else?

2. Finding a Mentor

This may take some time, and that is okay!  What is key is that you make sure you choose carefully. Seek out individuals who exemplify the skills and traits you identified as desirable in Step 1, and who have set and met high standards in their vocations.

A good place to start is to take stock of people in your immediate circle. If there are no suitable candidates, draw on the networks of your family, friends and colleagues. Be able to clearly communicate what you are looking for, and don’t hesitate to ask for referrals.

Other places to find candidates are in:

* Local/regional/national women’s organizations
* Government, industry, professional, social and networking organizations
* Local/online mentoring services
* Churches or faith-based groups
* Local business owners or retirees

3. Do Your Homework!

To make a good first impression and to get the most out of the exchange, carefully prepare for the initial contact with your mentor.

* Write and practice a brief elevator pitch to introduce yourself and to share some of your background.
* Find out as much as you can about your mentor (their areas of interest, business experience etc.). Use this information to carefully plan questions and an agenda with your goals and their expertise in mind.
* Be prepared to communicate why you have chosen them and what you hope to learn from them.
* Be assertive.
* Be able to convey what you bring to the table and why they should invest in you.

4. The Pitch

Approaching your potential mentor can be as easy as asking them to coffee or lunch. Take it slow, build a rapport and be proactive, but not pushy. Asking for too much too soon can turn people off (consider what’s in it for them).

* Discuss your values and work ethics. Are they aligned?
* Evaluate the quality of interaction. Do you feel respected and comfortable? Are you communicating well? Do you understand each other?
* Do they really possess the qualities and skills you are looking for?

* If you think they are a good fit for you, simply ask whether they would consider mentoring you!

5. Setting Goals and Ground Rules

Once someone has agreed to mentor you, it is time to establish a framework for an ongoing relationship. This is the time to set some goals and ground rules that will benefit both of you.  Be sure to touch on the following:

* Establish your objectives and set goals- yours and your mentor’s.
* Determine expectations for commitment levels. This includes how often and how long you will meet; and determining the method (face to face, email, telephone) and scope of your meetings.
* Identify key activities, tasks and your desired results,  and set manageable time lines for putting them into action.
* Write down your plan of action. This will  reinforce your goals, solidify your vision and fuel your commitment.

6. Act with Integrity and Be Accountable

A mentoring relationship is all about cooperation and mutual benefit. Approach every aspect of the relationship with the highest regard for integrity and accountability.

* Be trustworthy. If you say you are going to do something, do it.
* Admit when mistakes are made and bring to light your failures; failure can be a great teacher.
* Respect your mentor’s time and don’t postpone or cancel meetings.
* Keep lines of communication open; be consistent, honest, direct and realistic.
* Be conscious of confidentiality and always protect the privacy of your mentor.

7. Evaluate Your Progress and Modify Your Plan (If Necessary)

Continuously evaluate your progress and your mentoring relationship. Whether this is done formally or informally, be sure to communicate with your mentor about the things that are going well and things that are not going so well.

As your career or business progresses, your needs will change.

* Be flexible.
* Be honest.
* Be reasonable! Don’t expect miracles overnight.
* If you need to modify your plan of action, talk about it. It is likely that your mentor has been in the same place at one time or another.

8. Say “Thank You”

It is just the nature of the process that your mentor may give more to you than you give back to them. That is why it is so important to regularly, and sincerely, express your appreciation for their efforts.

Saying “thank you” is only part of the gratitude quotient. The other part is to do the work. Beyond the rewards that you will experience personally, nothing will please your mentor more than seeing you grow beyond your perceived limitations and achieve personal and professional success under their guidance.

This is your time to shine; go forth boldly and find a mentor who will support you, guide you and challenge you to be the best that you can be.

Best,

Sylvia

**Sylvia Brade is The Marrek Group’s resident writer/editor who recognizes how lucky she is to to have an employer who is also her mentor, and hopes one day to pay it forward!

Last week at our team meeting, we took a few minutes to do some power brainstorming to identify the personal values, traits and beliefs that are most important to us as human beings. Qualities like: integrity, loyalty, honesty, leadership, excellence, affection (love and caring) and growth were among those that made our “top three” lists. And these are only some of the core values that influence the way we view the world and our role within it. What is key here is that effort is put into determining those things that define us, that guide us, that make up the core of our belief about ourselves and how we want others to perceive us.

In business, having a set of universally adhered to values is what companies call “corporate culture”, that is, the core values or traits that propels them forward. You see it in how they manage and are managed, how they treat people, what they stand for and behind.

Values, whether personal or business, can’t be wishy-washy. Take “integrity” for example. According to Wikipedia, “One is said to have integrity to the extent that everything he (or she) does and believes is based on the same core set of values. While those values may change, it is their consistency with each other and with the person’s actions that determines integrity.”

You can’t have a little bit of integrity. You can’t demonstrate integrity only some of the time. You either have it or you don’t.

To put this in context, I found Enron’s company values circa 2001 that included the following statement with respect to integrity: “We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it.”

Long-term success, personal and business, is built on the foundation of values that we hold for others and ourselves. You just have to look at the Enrons, Worldcoms and Parmalats of the world to see first hand how the failure to live up to a standard of value can have far reaching and devastating affects beyond true comprehension.

This is a constructive principle to embrace. Ask yourself, your colleagues, managers and CEO’s, “what are your values?” What will you imbue your personal and professional life with in order to thrive? What core standards will propel you and your business forward to success today and beyond?

Until next time!
Best,

Sylvia

*Sylvia Brade is The Marrek Group’s resident writer/editor whose personal values include: respect for self and others, commitment to family and friends and having fun!

As The Marrek Group continues to grow the need for business processes becomes clearer and clearer. It is not just me anymore (and in fact has not been “just me” for a few years now).  It is not “ok” to keep things in my head anymore.  I need to get it out and on paper. I am not just talking about business plans, I am talking about business tools. Things like decison making charts and meeting guidelines and sick leave policies. All those things I took for granted when working in a large corporation, except of course until I found myself in HR and I actually had to develop them! I am grateful that I had the opportunity to learn that part of business.  

I am also grateful that I have a great team - they have been very patient and willing to grow with me. I have an excellent team member, Carol Mushing who is driving this development process.  She is very detail oriented (I’m not). She is very process minded (I’m not).

Which leads to to another point - don’t hire people who are clones of yourself. Your business will not grow. We are all very different at The Marrek Group - yet we have lots in common - common values, a love for what we do and genuine concern for each other and our clients and partners.

 I am blessed.

 Audie