Trade Shows 101

If you’ve ever worked a trade show, you know the challenges can be endless. From reserving floor/booth space, to organizing help, scheduling meetings, ordering promotional items, and advertising location. These all can take a toll on a business and its team. One of the best ways to begin a trade show event is to look at it as an architect or a building contractor would when designing or building a home--- from the ground up.

I’ve worked trade shows before and I notice that there is always one or two booths where attendees tend to gather near the end of a show day. They don’t necessarily go there because they are interested in the vendor’s products or services. No, they go there to give their pups a rest. I’m talking about their sore, tired feet. These folks are standing in that particular booth space because that business is using comfortable flooring. The attendees are enjoying a cushy comfort. They recognize that a good floor helps to cut down on fatigue for those tending the booth.

Since we are beginning at the floor, the smart players will include their company logo on the flooring because they know that not every attendee is looking up and around. In fact, studies show that as the body gets tired, we tend to look down more often. Why not take advantage of a captured audience and have your flooring imprinted with your logo or other company information. We still do trade shows for exposure, advertising, and getting noticed, right? Take advantage of all of your booth materials and place your name and logo so all eyes can find you. Remember, begin at the floor, and then build upward. If your event takes you outside, place your name and logo on the canopy of your booth. Always be thinking about every marketing angle when it comes to trade shows.

Lessons from Lindsay Lohan

"Affirmation without discipline is the beginning of delusion." --- Jim Rohn


Believing that the employer has a responsibility for its employees is step one toward building a great team. Responsibility however, should not be translating into hand-holding and pampering of employees, but creating a safe working environment with fair pay and benefits, and an opportunity to grow with the company.

That is a broad, general description that doesn't include other factors that come from the heart of a business leader such as caring for a team member injured on the job (above what is required by Uncle Sam), and celebrating with an employee the birth of a child. These fall under the term, "responsibility."

There is, on occasion, where an employee might take advantage of the employer's responsibility. Those are rare, but when it does happen, the employer should know when to part ways with that team member. In other words, it is okay to cut the cord... cut bait and move on...okay, I'll say it: fire them.

When faced with a difficult employee that wants to continue in a pattern of behavior that is unhealthy for both the employee and the business, there are three things you should do:

1.) Right the situation- Use all means possible to salvage the difficult employee. Although this sounds counter-productive, remember that you put a lot of time, energy, and money into bringing this person on board. You obviously believed in him or her, so there must be something there that you want to hold onto. Do all you can to keep or make that person whole again. If, as in the situation with Lindsay Lohan, the team member has a problem with addiction or troubled behavior, send him or her to your EAP or offer other services that might be available from your insurance provider. Allow them time off for recovery. If your company can afford it, do it with pay. Also, be on the lookout for domestic violence situations. If this person is a victim, be sensitive to his or her needs and provide the right resources. We offer a domestic violence policy for free to be included in your employee handbook. Also, take this quick READ

2.) Right now, right away- If you find that you cannot or don't want to try anymore with this person, severe the relationship. Fire him or her. Do it now. If you've tried to salvage this person, stretching yourself to the limit to provide resources in the form of medical help, financial assistance, more training, etc, then you've down all you can do. Do not continue to baby this employee. The rest of the team members are watching and they know what is going on. This person is dragging down the team. When you've made your decision to let him or her go, don't dance around it. Do it right away, and not halfway. Be sure to have someone present with you and do offer severance if you can.

3.) Right down everything- Okay, the grammar isn't correct, but it fit the sequence. The point is to document, document, document. Write down every thing that has transpired regarding this employee. Be sure to include time and dates and the names of any witnesses that may have been present. Your only defense if you terminate this employee, is to have a running record of everything. No special forms are needed. A simple legal pad and pen should do the trick.

You don't need to have a repeat offender in your midst. Do all you can, but don't be afraid to fire someone. Most of the time, when a business leader lets a problem team member go, the other team members get stronger. They were waiting for you to make a move.

Behind Motivation

"Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss." --- Lee Iacocca

There is nothing more frustrating in business than to have a talented, unmotivated employee. Nothing is more detrimental to your business either. An employee that is not motivated will eventually bring down other team members working close by.
Its been said that it is easier for someone on the floor to pull down someone standing on a chair than it is the other way around.

But, a leader that creates an environment where the vision and purpose of the business, as well as the work itself, oozes with a culture of motivation will find strength in numbers. The magical motivational factor will begin to take shape.

There are many factors that can be applied when embarking on developing a culture of motivation. Here are three that can be implemented immediately:

1.) Tell the story. We've listened to leaders complain about this employee or that one that is just not giving their all. We've heard, "They don't seem motivated and don't care about the business like I do." This is usually true and it is no wonder, they don't have much to get excited about when the leader isn't communicating what there is to get excited about. True, you are motivated and on fire to make the business extremely successful, but your team members have no clue what you are feeling. They haven't heard the war stories of how much blood, sweat, and tears came out of you to get the business where it is today. Take the time to tell your story. Let them know how passionate you are about the business because of where you see the business going. Believe me, they do not know.

2.) Show the way. After you've painted a picture of where you've been and how you feel, now show them where they are going. Let them know repeatedly the destination of the journey as well as the course that will be taken to get there. If you don't, your team members are floundering in the water and after a while they lose steam. To keep them motivated, constantly communicate to them where you are taking them and remind them that they are in the driver's seat as well.

3.) Celebrate the journey. Company parties shouldn't be just for the major holidays. Celebrate as many successes in the company as possible. Celebrate the lives of your team members. If an employee closes a sale, recognize it and celebrate it. If an employee has a baby, celebrate it. If a project is completed on time, a customer sends in a note of appreciation, the leaking faucet in the bathroom gets repaired--- CELEBRATE!

Adopt these three right way and watch the culture begin to change. You are on your way to a more motivated workforce.

Leading Like Joe Paterno

"A man who wants to lead the orchestra must turn his back on the crowd." --- Max Lucado

You've probably heard that Joe Paterno, the legendary Penn State football coach, died this past weekend. If your only knowledge of him was that he coached and was fired as the result of a scandal involving one of his assistant coaches, then have missed out on some good lessons on developing and leading people.

In a 2010 Sporting News interview, Paterno was asked what it is that he tries to communicate to his recruits, Paterno responded, "It's a great opportunity for a kid. Get a good education, understand what football can do for them, a sense of loyalty, commitment, how as a group you can get some things done, good things. But, most of all, they better go to class." JoePa's coaching style was not winning games at all costs, but using the football program to help kids develop discipline and instill hard work for winning in life.

There are many takeaways that can be gleaned from analyzing JoePa's coaching style we can apply to our businesses, but let's look at four strong ones:

1.) Leading like Joe Paterno requires caring. Joe Paterno and his wife, Sue, used to open up their modest home to tutor players who were falling behind in their studies. Paterno once said that there are many pro football players playing today that sat at his kitchen table every morning to get help from Sue. Paterno cared for his players. He felt a responsibility for them. Not just so they would do well on the football field (not just so your employees will do well on the job), but so they will achieve individual success. Your concern for your team member's success only enhances their potential and their success in your business. Some side benefits include loyalty and dedication to their jobs.

2.) Leading like Joe Paterno requires sharing. Paterno gave not only of his time, but he gave a huge chunk (in the millions) of his income to Penn State. He could not legally give money to his players, but when in want he used his network to get the help his players would need--- whether it was assistance for a player's family or helping a player with gainful employment after graduation. Sharing your resources, including paying top dollar for top performance, increases chances for your team's success.

3.) Leading like Joe Paterno requires sacrificing. When Paterno was coaching Penn State, he would often bench a star player for an infraction. This would often cost the team in terms of performance, but Paterno knew that if a team member wasn't working toward the team goals, that player would eventually act as a cancer destroying morale throughout the team. Paterno was willing to sacrifice in order to mold particular players into the full potential he knew they were capable of. There are times when the player (employee) must be cut free. It is a sacrifice and you may even have to step in and take some of that employee's workload, but the alternative may be too costly.

4.) Leading like Joe Paterno requires patience. Paterno knew he had a foundation of players to work with, but that a championship win would only come if everyone came together as a strong team. He knew that took time. He was willing to work with each team member in order to get them to a level that both he and the player knew they could be. In business, cutting loose an employee too early is costly. If your hiring process is solid, you know the potential of the person you are bringing on board. Don't give up on them until you are certain there is no way they will ever fit on the team. Developing a good team requires patience.

Always Learning

"Miss a meal if you have to, but don't miss a book." --- Jim Rohn

We so often expect our team members to stay abreast of new developments and new trends that affect our business. We may offer trade magazines or email links to various sites and news bulletins and then expect all of that information to be absorbed to be used when the need arises. This is a good thing and may help in some situations. But what about long term? Is there an approach we can take for our employees that will help to build a desire for continual learning?

I may have the answer. While conducting a job analysis for a client, I was interviewing an employee who confessed to me that she has never read a book. This employee was in a key position that required her to stay informed regarding timely information about financial markets.

Now, I know a lot of people who would rather read magazine articles and short snippets on the internet, but this employee was in a sales position that I would have assumed at least read some sales books that could help her in her job. She told me, "I think I would have a difficult time getting through a book and would probably find it boring."

I found this astonishing, so we did a informal survey while continuing with the analysis and found that many more of my client's employees do not read books. It is not that a business cannot succeed without its employees reading books, but I do believe it will help accelerate the success. As a side road to the project I was hired to perform, I suggested to the client that he create a business library for his employees. This suggestion started a discussion that extended for several days and eventually included six of his team members.

"Outside of a dog, a book is a man's best friend. Inside of a dog it's too dark to read." --- Groucho Marx

We encouraged them to start a book club that can meet twice a month to discuss various business, sales, philosophy, communication, and personal development books. The client wants to create a team that is always learning, always stretching to be more so they can do more and the business and the employees can earn more.

Learn more to earn more... works for me! For some suggested reading, check out the Shelfari bookshelf on the right side of this page.

Natalie Wood Uncovered

"Prepare for the unknown by studying how others in the past have coped with the unforeseeable and the unpredictable." --- George S. Patton

More than thirty years after actress Natalie Wood was found dead, floating in the water near Catalina Island, CA, the case of her death, which was ruled an accident in 1981, has been reopened. The Los Angeles County Sheriff's department wants to review more evidence uncovered by author Margaret Rulli in her book, "Goodbye Natalie Goodbye Splendour."

This is an interesting story not just because of all the glamour that surrounded Wood in her Hollywood heydays, but because of the evidence uncovered and that can be used 30 years later.

In your business, what will your past bring forth that might cause anxiety or pain? Is there an unresolved issue with a disgruntled employee? Were there bridges burned that might now need to be rebuilt? And finally, are there lessons from way back there that you can resurrect that will apply to today's challenges?

Let's explore all three with some tips on how uncovering the past might be a good thing. You might not find Jimmy Hoffa or Spanish medallions, but you will get other nuggets of value.

1.) Is there an employee that made threats or left disgruntled from your organization? If so, blow off the dust from his files and make sure that all of your documentation is up to date. Did he sign for your employee handbook? Did he receive training in areas of his job description? Was his I-9 form properly handled from start to finish?

These are the questions you want to ask yourself or your HR person. Obviously, you need to have all documentation up to date for all employees, but take extra precautions for those employees sending up red flags based on their actions or their reasons for leaving.

This is also a good time to ensure that all documentation is up to date on every team member. You don't want the past to come back to haunt you because you didn't take the time to do the simple things now.

2.) It is never too late to look up old contacts that may have dropped off of your radar because of burned bridges in the past. Perhaps there was a parting with a vendor over pricing issues, deliveries or just plain stubbornness on the part of both parties. Now is the time to look to see if that relationship can be mended. You may both be able to profit from a new beginning.

Maybe there is a prospect you gave up on years ago. Hopefully, you kept a good customer relationship management record and can call on him or her again. There might be a competitor you refused to associate with long ago. Look that business up and find out what they are doing. They might be able to partner with you on a project or perhaps they are under new management and want to send some business your way.

3.) Finally, what mistakes from the past did you learn valuable lessons from that you could apply to your business today? Sometimes, we forget the bumps and bruises along the way and bury them in the past. Those lessons learned the hard way are wasted if left in history. Take time to think about the stumbles you've had and use them to teach your team members. A good story after work or at lunch goes a long way in letting your team know what you've learned, how you learned it, and how it sets the foundation for your company's mission today.

Occupy This

And while the law of competition may be sometimes hard for the individual, it is best for the race, because it ensures survival of the fittest in every department. --- Andrew Carnegie

While the media is in a frenzy covering "Occupy Wall Street," and "Occupy Any-Other-City-That-Brings-Attention," businesses are moving forward doing what businesses do... making things and providing services that satisfy a need in the community, that creates jobs for people in that community, and pays taxes for public services rendered to that community.

For all the hoopla surrounding the brouhaha of occupying things, it seems that the interests of the public can bests be served by occupying the workplace. I'm certain that some of the participants of these demonstrations have some real issues that bug them, but as business leaders, perhaps we can help our team members to stay focused on real production by keeping them occupied with their calling of duty.

For example, a good way to keep team members engaged is to find out what it is that keeps them on fire in their work. Hopefully, most of this was accomplished at the interviewing, hiring, and orientation level, but still some employees may find that their reasons for being has changed over time and now it is time to help them find their groove.

If an employee was exceptional at one time, but now his or her performance seems to be going downhill, take the time have a chat with this team member. It may be some personal issues they don't wish to share with you, it may be health issues, or it may be that they are simply getting bored with their jobs.

There are three things you can do today with this person to help them find out what they are best suited for within your organization:

1.) Ask them what it is they really want to do. Communication is the first step in determining is your team members are content in what they are doing. Find out if they understand what the mission of the business is and how what they are doing contributes to the overall success of the company and how that helps them to be successful. Use this interviewing time to see where the hurts are. Jot down key words and phrases they use to describe their work environment and their job satisfaction.

2.) Help them to determine what it is they want to do. It may be a simple lateral move to a new position or it could be as drastic as helping them to find a job with someone else. Using tools such as the DISC profile as well as others can help the employee hone in on what it is that makes them tick and that makes them happy in their job and therefore more productive in their work.

3.) Place them into what it is they want to do. Don't just take the time to interview the employee and then not use that information to make productive changes. Place the employee into a position that is available and that suits their strengths, desires, ability, and knowledge. Again, you may have to cut this employee loose, but do so with understanding and assistance from you. Use this experience as a learning tool for you and the employee. Let this team member know that you want them to be successful and happy in what they do.

These three steps will help to ensure that your employees are occupying positions that propel them and the company forward.