Checklists for Success

In this Small Business Advisor feature, we will periodically be providing short "checklists" to help you make decisions about various business related activities. The checklists simplify what might otherwise be a complex and hard to organize task.

As always, we would welcome contributions or comments. You may contact us in a variety of ways.

This is a self-evaluation checklist of entrepreneurial aptitude. Answering most questions with a "yes," probably means you have the "right stuff" to start and operate a successful small or home business. Think carefully about each checklist item - is it a quality you need to improve?

In choosing the right partner you must consider a number of factors. If you chose your partner wisely you will share the risk and alleviate some of your anxiety that is part of going it alone. Here are some factors to consider when selecting your partner:

Do not be quick to make a decision. An ineffective partner is much worse than no partner at all. When you have picked a partner, the next step is to formally (with the help of an attorney) lay out respective responsibilities of each partner. Plan to the extent possible, for unforeseen circumstances.

The business you choose should fit with realistic goals and an honest assessment of yourself. This checklist will help you decide on a business that can be successful for you.

Don't blindly follow your attorney's advice. Assess the infomration, ask questions, make sure the advice is right for you!

Insurance is an important element of your business. Ensure you are always protected.

Your bank is more than a place where you keep a checking account. They provide many important services that will be required for your business operations. Choose carefully.

CUSTOMER SATISFACTION

Your marketing program exposes your product or service to potential customers. Hopefully the program will also bring these customers to your door. Once at the door, the trick is to keep them. It's really simple to do this ... keep your customers satisfied. The old adage is true, "Your best advertisement is a satisfied customer." A customer satisfaction program is a must for your business. Also remember that it is less expensive to retain an existing customer than to find a few one.

Put yourself in the place of the customer when assessing your performance. It is frequently the little things that make a difference. This checklist highlights a few tried and true elements of a customer satisfaction program. Please take note that some of these suggestions apply only to certain types of businesses.

	Make sure that ALL your employees understand that the customers are #1.
	Never, never argue with a customer.
	Treat EVERYONE as a potential customer.
	Don't use a telephone answering machine or a voice mail system unless absolutely necessary. Customers like to talk to real people, not machines. Think how irritating it is for you to wade through the typical voice-mail "menu." But, choose a machine over an answering service. With a machine you know what will be said to the caller.
	Answer the telephone by the second ring.
	Say "Thank you" frequently ... be courteous.
	Provide something free (coffee, bagels, pens).
	ALWAYS return telephone calls promptly.
	Answer your own telephone.
	Handle all complaints quickly and personally if required.
	Install a complaint "hot line" for customers to use.
	Make your product/service easy to purchase.
	Arrange for purchase by credit card.
	Have an "open house" periodically.
	Provide free samples.
	Sponsor a free lecture.
	Don't oversell (don't be a pest but be there when needed).
	Call your own office from time to time just to see how you're treated.
	Go the "extra mile" for your customer.
	Don't ever blame anything on a "computer problem."
	Have a sale just for "preferred" customers.
	If you deal in an expensive product or service with few customers, follow up each sale with a telephone call or written communication.
	Use customer satisfaction surveys. You will always learn something that is surprising.
	Stay visible within your community (volunteer your time, join toastmasters).

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WORKING WITH EMPLOYEES

Dealing with employees (contracted or yours) is always challenging and will tax your best management and leadership skills. There are num-erous books dealing with managing people and management techniques and you can spend a lot of time reading about this subject. However, there are two small books on the subject well worth acquiring: "The One Minute Manager" by Blanchard and Johnson and "Putting the One Minute Manager to Work" by Blanchard and Lorber. These two entertaining texts contain a lot of practical and wise advice for working with employees.

The following listing, based on a good deal of experience, are items to consider that will help keep you out of trouble when dealing with your employees:

	Be willing to pay for the best. Remember, you get exactly what you pay for ... no more and no less.
	Everyone has their own way of doing things. We all seem to forget this and insist it be done "our way." A better approach is to give instructions as to what is needed and allow the individual to provide the method.
	Remember to always criticize in private and to praise in public.
	Remember that EVERYONE needs to feel appreciated. Talk to your employees and make certain they know they are providing a valuable service.
	Stay visible. Make certain all your employees see you at least once a day. Your employees need to know you're involved and interested.
	Keep your promises. If you say you're going to do something, do it! There are no good excuses in the eyes of your employees.
	Ask your employees for suggestions on a regular basis. Do this personally ... not just with a "suggestion box."
	Allow your employees to fail! It is well doc-umented that successes are generally preceded by one or more failures. The employee who is afraid to fail will be less likely to be innovative.
	Every employee must know exactly what their responsibilities are and what authority they have for carrying out these responsibilities. This usually is accomplished by very precisely written job descriptions.
	Manage by objectives. Each of your employees should be assigned (by mutual agreement) specific goals to be obtained within a certain period of time. These goals must be measurable and you will periodically review them so that corrective action, if needed, may be taken to get back on track. Managing by objectives stresses real results as opposed to a job description which only lists the individual's responsibilities.
	Constantly motivate your employees to do a good job. Talk to them about their job and its importance to the business. Maintain an "employee-of-the-month" program with an appropriate certificate and a traveling trophy. Make the monthly presentation with fanfare.
	Implement an effective training program to encourage promotion. Any employee who thinks they are in a dead-end job will not perform up to expectations.
	Remember the "Peter Principle"... to paraphrase: Everyone rises to their level of incompetence. See that this does not happen in your business.

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