Category: Communications

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Small Team Communications Effectiveness

How Small Business Teams Can Communicate Clearly to Avoid Confusion and Conflict

For local small business owners running lean teams, the most draining problems often sound harmless: “quick check-ins,” endless follow-ups, and the phrase “we already talked about this.” These workplace communication challenges show up as missed handoffs, unclear decisions, and team collaboration issues that slow work down and leave people feeling blamed or ignored. When communication breakdowns become the norm in small teams, small misunderstandings turn into rework, resentment, and conflict. Clear communication isn’t about talking more; it’s about making sure the right things get understood the first time.

Understanding Clear Team Communication

Clear communication is a simple system, not extra chatter. It means setting expectations up front, choosing the right channel for the message, and keeping everyone aimed at the same goal. When team members understand what success looks like, they need fewer reminders.
It matters because small teams cannot afford rework. As your team grows, communication complexity rises fast, so “everyone heard it” becomes a risky assumption. Strong habits also reduce second-guessing, which builds trust over time.
Think of it like taking an order at a busy counter. A clear request, written confirmation, and the right handoff point prevent the same question being asked three times. When the process is consistent, people relax and move faster. That clarity becomes even stronger when decisions live in lightweight shared docs and updated team-facing PDFs.

Create a Single Source of Truth for Decisions and Updates

Once expectations are clear, the next step is to make sure everyone can find the same answers later, without having to chase someone down on Slack. A simple document management system (even a shared folder with a sensible naming convention) gives your team one place to find decisions, policies, and the latest updates. That cuts down on “Wait, which version are we using?” and reduces constant check-ins because the information is consistent and easy to access.
Saving key documents as PDFs helps because they’re harder to edit accidentally, they look the same on every device, and they’re easy to share. When a policy changes, you can quickly update the team-facing PDF, especially if you use a free online tool that lets you add, reorder, delete, and rotate pages, keeping the document clean and current. With one reliable source of truth in place, the next section covers everyday habits that prevent confusion from turning into conflict.

Use 7 Habits That Cut Confusion and Defuse Conflict Early

Clear communication doesn’t require more meetings or more messages; it requires a few repeatable habits that keep everyone aligned before frustration builds.
    1. Give “fast, small” feedback within 24–48 hours: Don’t wait for a weekly meeting to mention a snag. Share one specific observation, the impact, and one request (for example: “When invoices come in without a project code, we lose time; can we add it before submitting?”). Early feedback prevents stories from forming in people’s heads and keeps small missteps from turning into personal conflict.
    2. Turn decisions into receipts (in your single source of truth): Any decision that affects time, money, or customers should become a short written note: what we decided, who owns it, by when, and the reason. Put it where your team already checks for updates, and link back to the policy PDF or running decision log you set up earlier. This reduces “I thought we said…” arguments and saves you from relitigating the same choice every two weeks.
    3. Set communication boundaries that protect focus: Agree on response-time rules by channel, for example, “Messages get a response within 4 business hours; urgent issues use a call/text; no expectation after 6 p.m.” A simple starting point is to ask everyone else about their boundaries, then share yours, so the norm is mutual rather than top-down. Boundaries reduce nonstop pings and lower the chance that tone gets misread when people are rushed.
    4. Use a one-line agenda and a two-line recap for every meeting: Before a meeting, write the goal in one sentence and list the decisions you need. After, post a recap with: “Decisions made” and “Owners + dates.” This habit is lightweight, but it turns talk into clarity, especially when someone misses the meeting or joins late.
    5. Create a simple escalation ladder (so tension doesn’t simmer): Define a three-step path: (1) talk 1:1 within one business day, (2) bring a neutral lead in within two days, (3) document the agreed next steps in the shared decision log. The point is not punishment; it’s a predictable process that keeps disagreement from going public in group chats.
    6. Define “what done means” before work starts: For recurring tasks, write a quick checklist: inputs needed, quality bar, where it lives, and how it’s approved. Even a five-bullet “definition of done” reduces rework and the blame game that follows when expectations aren’t clear.
    7. Run a monthly 15-minute “confusion audit”: Ask: What question did we answer more than once this month? What policy or decision needs a clearer note in the source of truth? Pick one fix and assign it. Small, regular cleanups keep your communication system usable, especially when some teammates are remote, asynchronous, or overloaded.
These habits keep information from scattering and emotions from boiling over, which is exactly what you need when messages get missed, channels multiply, or your team isn’t always online at the same time.

Remote Team Communication Questions, Answered

Q: How do we stop channel overload without missing important updates?
A: Pick a “home” for each type of message: decisions, requests, status, and urgent issues. Then pin a simple rule, such as “If it changes scope, money, or a deadline, it must be posted in the decision log.” Most overload comes from unclear routing, not too much work.
Q: What if time zones make fast replies unrealistic?
A: Set expectations around overlap hours and define what “same-day” means in your business. Use a request template (context, needed by, decision owner) so people can respond asynchronously without back-and-forth. This keeps progress moving without anyone feeling on call.
Q: How can we build trust remotely without micromanaging?
A: Trust grows when commitments are visible, not when people are watched. An easy metric to anchor on is delivery: owners, dates, and a short written reason for key choices. 2.5 times the revenue is tied to high-trust organizations, so the effort pays off.
Q: What do we do when no one reads documentation?
A: Make docs tiny and searchable: one screen, five bullets, and a clear “last updated” line. Announce changes once in the place people already look, and ask for a quick reaction emoji or a “seen” reply for policies that affect customers or pay.
Q: Should we add more meetings to reduce confusion?
A: Usually, no. Many remote workers already struggle with the connection.   52% of remote workers say it’s their biggest challenge, and meeting overload can make that worse. Try fewer meetings with tighter agendas and stronger written follow-through instead.

A Two-Week Routine That Makes Team Communication Stick

Miscommunication happens when expectations live in people’s heads, channels multiply, and small issues go unnamed until they explode. The fix isn’t more messages; it’s a shared approach: clear agreements, simple rhythms, and respectful boundaries that make it easy to follow through, whether the team is in-person, hybrid, or remote. Do that consistently, and implementing communication improvements starts to feel normal: fewer repeats, faster decisions, and less simmering frustration as small business communication goals become daily habits. Clear communication is a system, not a personality trait.

I appreciate your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To do so, please add your contact information to my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.

Jim.Weber@itbpartners.com

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We Fired Our Cleaning Service!

It is not easy to land a new customer. And it takes work to maintain a relationship over time. That is why customer retention is so vital for business continuity.  Given that, it is understandable that I was so baffled by this week’s events. We fired our maid service Thursday. Well, they fired themselves.

Thursday night, my wife began receiving text messages from the maid service owner. Her texts included photos and videos of our home’s interior. She demanded that we pay an additional $45.00, 33% of our regular fee, because they cleaned up a construction area. What incredible hubris. It was a strange situation. Our regular maid had a doctor’s appointment, so they sent a replacement who was unfamiliar with our home. She took the videos while she was working. I have zero tolerance for that kind of behavior from a vendor. Someone taking a video inside our home while conducting a service, in my mind, is grounds for immediate termination. Not only is that an invasion of privacy, but it is also a significant security issue. However, my wife is a bit more polite than I am. She let the vendor make her case.

However, the result was the same as my wife decided to terminate our relationship. The entire conversation and ultimate termination were made entirely by text messaging. Not an ideal situation. Unless the vendor intended to cancel our service, for whatever reason, this should’ve been a voice conversation. Resolving differences via text is seldom a good idea.

Two significant projects are in process on our home, but they had a minor, if any, impact on the maid’s workload. First, we are remodeling our master bathroom. We completed the demo work in that area over three weeks ago. The next phase of that project will begin shortly. The maid did not have to clean that area, nor was it a contributing factor to any additional work. She was not cleaning a construction area.

Secondly, we are refinishing our basement, turning that area into a very spacious apartment. That area is not a part of our cleaning contract. Admittedly, that project kicked up a bit of dust this week as we had to cut concrete to prepare the plumbing for the bathroom. Before the maid arrived, we dusted the house and used the Swifter system on the floors on the main level. The cleaning job was the same as any other visit.

Small businesses are having difficulty with staffing issues that may or may not be related to Covid–19. I get it. Last month we had another service clean our windows, inside and out. The owner of that company did the work himself. He told me that nobody wants to work. Even so, he was pleasant and did a good job. I told him that we would use him again. He certainly did not try to gouge me because our home is an alleged construction site. The issue with our maid service was a different story.

The vendor intended to extract additional funds from us as she believed that our home was involved in extensive renovations. She had asked what we were doing before the maid arrived. My wife explained the situation, and we thought that was the end of the discussion. Then the text messaging began Thursday evening. Whatever trust we had with this vendor was destroyed in a few short minutes. Friday morning, we received another text from the vendor. She apologized for doubting our situation and asked that we continue using her service. My wife decided not to respond immediately. She wanted to sleep on it.

I view the vendor’s behavior as a case study in poor account management. If she had legitimate concerns that our expectations were beyond the scope of the agreement, she should have requested a meeting in our home. She would have gained first-hand information about the situation. We would welcome that approach. But that is not the way she proceeded, far from it.

Customers, particularly long-standing customers, are an asset to be protected. You don’t want to lose one needlessly. If you have a dispute or a disagreement, ensure that you work towards a resolution thoughtfully and professionally. This situation was not a big deal in the grand scheme of things, but we will remember it.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

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A Useful Conversation

ITB Partners Members Meeting

Last week I moderated two separate networking group meetings.  That is not particularly interesting or noteworthy, except that they shared the same topic and presenter.  The subject was “Freelancing and the Fractional Executive as a Career Option.”  One group was primarily job seekers, whereas the other was composed of independent consultants and small business owners.  I found it interesting that a major topic of conversation in both meetings was how to become a more effective networker.  It is a fundamental issue worth further exploration.   Relationships develop by expanding your network.  It is how people find jobs and new customers. The ability to initiate and maintain a conversation is an essential skill in this regard. Even so, many demonstrate insecurity about their ability to have a meaningful discussion. If one cannot master this skill, your networking efforts will be frustrating. Share on X

If you spend your time watching national news broadcasts by the major networks or on cable news channels, you could easily conclude that the art of conversation is dead. Regrettably, much of what we see are professional propagandists talking over one another. It’s not much in the way of conversation.  Those programs are challenging, even painful to watch, unless you are into train wrecks.  They should never be confused with a thoughtful conversation or an exchange of ideas. Instead, we should seek out healthy conversations.  It’s how we humans learn, transact business, and build relationships.  It is fundamental to our survival and our ability to thrive.  Even so, it is mysterious and intimidating for many.  It seems like a lost art from our distant past.  I have good news, however.  Effective conversation is a relatively simple skill that anyone can master.

I spend most of my day in conversation, at work, and off, as you might imagine. Much of that time is helping professionals improve their networking skills. It is the one area that generates the most interest. Job seekers and business people trying to expand the reach of their brand know that they need help in this area.  My contribution is devoted to asking questions and listening carefully.

So what makes for a compelling conversation, especially with people you don’t know and have recently met?  An effective conversation is an exchange of information where both parties benefit.  On a deeper level, it is a dialogue that develops and strengthens a relationship.  The best way to establish a relationship is to show interest in the other person in the conversation.  Ask relevant questions and listen carefully to their response.  By showing interest in another, you begin to build a bond that can lead to a relationship.  Wait patiently for an invitation to discuss your interests. Waiting to talk is difficult for many people as they are anxious to present their background.  Networking Pros understand that they must help others first.  All good conversations develop by a respectful exchange.  Create goodwill with the other by asking thoughtful questions.  Practice active listening techniques.  Understand their motivation for the meeting so you can establish common ground and offer your help.

Key Factors for Effective Conversations

    • Demonstrate a genuine interest in the other person
    • Be respectful, don’t interrupt or overtalk
    • Use your active listening skills, verbal and non-verbal, to understand nuances.
    • Make the other comfortable; mirror, maintain eye contact,
    • Ask an open-ended question to understand and keep the conversation going
    • Ensure that the time, place, and situation is optimal
    • Use non-verbal communication to convey interest and understanding

I am sure that these points are familiar to you.  You have heard this before.  So why is it that you are still apprehensive about your ability to hold a conversation?  I suspect it is because you have avoided practicing these items.

If you want to become more effective as a networker, work on your conversation skills.  A good conversationalist is considered exciting and sincere.  You will experience greater success in building relationships that further your career and social life. Fortunately, like most things in life, the skills required to initiate and maintain an interesting conversation are easy to master.

For further reading in this connection, check out these articles.

https://www.fastcompany.com/3027801/5-ways-to-have-great-conversations

https://www.wikihow.com/Have-a-Great-Conversation

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

 

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HR Experts Explain How to Combat a Bad Reputation with Employees

Phillip Davis

Human Resources (HR) is constantly stereotyped as the bad guy reporting to the company, and not in support of the workers. Dissimilar management teams view the role of HR very differently. The typical role carved out for HR ranges from administrative only to overseeing the employee lifecycle, outlining company policies, talent acquisition, payroll, and on up to strategic partner. This said employee interface is inherent in HR’s role.

As a strategic partner, HR provides input on what actions are taken that will impact employees, and how those actions are implemented. Both roles are important. The “what” needs to be a business decision. The “how” needs to be heavily weighted by HR best practices and in the best interests of all employees.

When HR plays an administrative only role, the only way for HR to ingratiate itself to employees is to emphasize empathy and caring in all that they do. The what and sometimes the how are given to HR to execute, so the only variable is the demeanor of the HR representative while performing their assigned duties.

Where the HR role has strategic content, the opportunity to impact employee perceptions of HR increases from just empathy and caring in the following ways:

    1. Ensuring that short- and long-term people factors are considered during the decision-making process. The solution must ultimately be driven by business factors; therefore, HR must be able to make its case for the “how” in full consideration of the “why” and “what”.
    1. Once the decision is made, HR’s role shifts to the “how”. Precedent from prior similar actions needs to be considered. If this review differs, HR needs to ensure that those differences are clearly articulated and communicated to employees effectively. No matter what the action, effective communications include written communications, team meetings, and most important of all, interactions with direct supervisors. Special consideration needs to be placed on ensuring that all supervisors are fully briefed on the “why” behind the actions being taken. The supervisor is the most important link in the communications chain, so their understanding and support are vital.
    1. HR works with leadership to establish the “people goals” of the action being taken. These goals need to be verbalized and reinforced as important outcomes of the actions being taken. These goals need to be measurable so at the end of the day, you can determine if the goal was achieved or not.
    1. HR oversees the operational decisions being made as it impacts employees. All legal considerations need to be factored into the actions taken, and all steps must be legally compliant.
    1. HR ensures that each individual employee affected is treated fairly with dignity and respect. To accomplish this task, HR needs to have relationships with employees throughout the organization, particularly with the influencers among the employee population. The influencers will know and can communicate to HR (directly or through their supervisors) any activities or individual behaviors that are not consistent with the employee relations goals established by management with the advice of HR.
    1. And finally, HR leads a post-mortem on the change actions to document lessons learned to ensure that future actions are informed by lessons learned from earlier actions.

Actions that negatively impact employees are never easy. But a strong HR team, grounded in strategy, can lessen the impact on the business and its employees. Where this is the case, the view of leadership and employees of HR can be dramatically improved.

Philip A. Davis
Senior Vice President
Flex HR

About FlexHR

Flex HR is an Administrative Services Organization (ASO) that provides leadership to deliver customized, scalable, and cost-effective HR outsourcing solutions. Flex HR offers a highly collaborative approach to consulting and outsourcing by aligning core human resources competencies needed to achieve the value expected from your company’s most important assets: your people.

Jim Cichanski | Founder & CHRO | Flex HR
JCichanski@FlexHR.com
404.966.0690

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

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Want to Inspire People? Learn to be Great at Giving Feedback

Think back in your life to a moment when you felt so inspired that you were ready to run through a brick wall to get what you desired. What was it that inspired you? Was it a speech you heard? Was it a YouTube video? While speeches and videos can be motivating, my guess is that’s not what revved you up to the point of running through a brick wall.

For me, it has been those moments when I have received feedback from someone who was great at delivering it. I have been fortunate to know more than one of those people in my life and I am grateful not only for the feedback they freely gave, I am grateful for the way they gave that feedback because it inspired me to do better and be better. I am also grateful for the example they set which I have attempted to emulate.

Let me take a step back and talk a bit about what feedback is and is not. Simply put, feedback is information received in response to some action on our part. From the moment we are born, we begin giving and receiving feedback. When a baby cries in response to being born, that’s feedback. It tells everyone within earshot that the baby is breathing and alive. As we grow, we get a lot of feedback from our parents, siblings, and surroundings. That feedback teaches us valuable lessons and inspires us to do things that are productive. When we touch something hot, the pain we feel is feedback teaching us to not repeat that action. When we take our first steps, the hugs, kisses, and cheers inspire us to take more steps. As we grow older, feedback comes in more sophisticated forms. We begin discerning the relative value of it and accept or reject it based on our value judgment. It becomes not just about the feedback itself but the way in which it is delivered. If the information (feedback) is correct yet delivered in a way that offends our feelings, it is often rejected. We call that criticism.

That leads me on a slight tangent. If you are currently using or have ever used the term “constructive criticism”, please stop. There is nothing constructive about criticism because it is seldom or ever meant in a constructive way. It is called “constructive” criticism because it makes the person giving it feel better about knocking the other person with no real intention of helping them. Criticizing someone may cause someone to change to spite the criticizer but that in my opinion is not inspiring.

Now, while giving great feedback is critically important, it is not the same as being great at giving feedback. How you deliver feedback is possibly more important than the feedback itself. After all, the feedback we give is a representation of how we perceived the other person’s words or actions. While it is 100% accurate from our perspective, it may or may not be 100% factual in an objective sense. So here are some elements of giving great feedback.

How you deliver feedback is possibly more important than the feedback itself. Share on X

Start with the good stuff. Be specific – Start by relating what the person is doing well or reviewing a recent positive result from their behavior. It must be something behavioral. It cannot be that they are a nice person or that they mean well. Everyone has things they do well. Pick at least two, tell them specifically what they are, how these actions benefit others, and be clear that you are encouraging him/her to keep doing those things.

Describe an opportunity for improvement – Rather than telling people what they are doing wrong, share opportunities for them to improve. It may sound like semantics but it is an important distinction. No one likes hearing what they are doing wrong. On the other hand, everyone has opportunities for improvement. Combining this with telling them what they do well first causes them to be more receptive to hearing their opportunities. Make it about their behavior. Keep personalities out of it. Also, keep it short. One opportunity at a time. More than that is overwhelming. The adage of one thing at a time applies.

Share feedback immediately – As Ken Blanchard always says don’t save it up for a holiday. Immediate feedback is more impactful because it is fresh in the person’s memory. Waiting makes them have to remember what happened and dilutes their focus on the opportunity.

Make time to discuss the how – Sharing opportunities to improve is less than 50% of inspiring improvement. Discussing how they can improve is where the inspiration takes root. Ask the person if they agree with the opportunity and then ask how they think they can realize the improvement. Human beings by nature are more committed to their own ideas. If all you offer is your own thoughts it will seem like you are telling them what to do and how to do it. Remember, feedback is not about you; it is about them. You want to show you are all about helping them. But a caution, be sincere about helping. They will see through insincerity in a heartbeat.

When you provide feedback in this way you will not only inspire improvement; you will inspire gratitude. Speaking from experience, I have had countless people not just thank me for the feedback they have asked me for more. When I have followed these four steps, I have always left people inspired to improve. I know that because when I see them next, they have greeted me with excitement, shared with me proof of their improvement, and asked for more feedback. As a mentor and coach, there is no better feeling. It shows me I am adding value to their life and after all, what’s better than that?

About Dave Roemer

David Roemer

Dave Roemer, Franchise Consultant with 30+ years in the industry will provide an overview of the franchise industry. Roemer will discuss a brief history of franchising along with the state of the industry today. He will give an honest assessment of the industry including the effort to increase regulation and why those efforts are growing. Finally, he will share why he believes franchising remains the best way for people to own a business and how interested parties can get help achieving their goal of business ownership

Today, Dave is an independent Franchise Consultant who helps people interested in purchasing a franchise determine which brands are the right fit and then helps them through the due diligence and discovery process. His services are free to the client as his fees are paid for by the various franchise brands with which he works.

Thank you for visiting our Blog!

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

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48 Local Marketing Strategies

Local Marketing – 48 Proven Strategies

Photo Doug Reifschneider
Doug Reifschneider

Download the eBook to learn about the 48 proven strategies for success for local marketing.  For example, the eBook can be used as a reference manual.

In other words, it can be useful for CEOs, CMOs, franchisees, operators, and “Mom & Pop” owners of brick & mortar operations.  Several of the 48 proven strategies for success are useful for service area operations such as home services.

How to use this eBook

As the CEO of a multi-unit operation, you could download the eBook and give it to your operations and marketing teams.

For example, if you are the head of marketing for a multi-unit brick & mortar business, you could use it for ideas and ways to challenge your team.

And most importantly. if you own a brick & mortar business or are the franchisee of any retail or restaurant chain, use the 48 proven strategies for success to augment the marketing tactics your franchisor provides.

What is local marketing?

Local marketing is marketing to the people who live and work in your trade area and have a propensity to buy your services and/or offerings.

Local marketing used to be simple.  To market your business in a local area, business owners used to join the local chamber, send direct mail postcards, buy a yellow-pages ad or perhaps even walk the trade area to introduce themselves to other local businesses, schools, banks, etc. in the neighborhood.

One of my favorite stories is about a small business owner who had the misfortune of being located in a strip center with two other businesses that sold the same wares. The store on the right advertised that they were having a sale, and everything was 10% off.  The store on the left followed suit and put up a banner that said everything was 15% off.  What was our owner to do?

He also put a banner over his front door that said:

MAIN ENTRANCE

Store Front - Enter Here
Which door would you enter?

Examples:

    • #2 is how to optimize your Google My Business (GMB) page
    • #8 explains the importance of email marketing
    • #22 how to use local service ads for service-area businesses
    • #31 about how direct mail still works
    • #37 explains how to deal with the constant request for donations
    • #40 on how to use various kinds of signage to promote your business

Click on the link to download the eBook.

https://contact.chiefoutsiders.com/local-marketing-ebook?_ga=2.267839182.1160848343.1617814085-1667217537.1617814085

Doug Reifschneider is a partner with ITB Partners and a CMO with Chief Outsiders.

ITB Partners is a consortium of seasoned professionals.  whose business is your success. To see Doug’s ITB Partners profile, click the link below.

https://www.itbpartners.com/partners/the-team/doug-reifschneider/

In addition to ITB Partners, Doug works as a fractional CMO with Chief Outsiders. Chief Outsiders is the largest fractional CMO firm in the USA. As a result, Chief Outsiders is home to  75+ chief marketing officers who specialize in helping small to mid-sized companies grow.

https://www.chiefoutsiders.com/profile/doug-reifschneider

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Write an Impressive Cover Letter

Someone has been giving my prospective candidates lousy advice.  For years, I have received resumes with absurd cover letters.  Many are bizarre.  The worst begins with “In this challenging economic environment.”  Are you kidding me?  If they were trying to impress me, they failed.  They nullified their most crucial sentence with something trite and boring.   I do not know who advocates for this style, but they have done significant damage.

Here is a typical example.

Dear Mr. Weber:  

As a marketer and executive leader, I’m known for creating awareness that drives action and achieving transformational growth for startup, emerging, and mature brands. Most recently, I launched and built a challenger activist brand into a nationwide community movement that drove historic electoral wins. My experience, however, largely spans for-profit industries-art, luxury, and tech where I developed deep expertise in digital communications and brand-driven marketing strategy.

The first time I saw this letter, I did not read past the first sentence.  I doubt that any recipient did.  Why should we?  The writer took forever to get to the point, a big waste of time.   Possibly a good second paragraph, this is the wrong way to begin a cover letter.

This letter went on for seven more paragraphs, totaling 432 words.  It was not until the last paragraph that the author stated what she wanted.   Even then, the description of her ideal role was unclear.  Her most specific point was that she wanted to work for “brands that support social causes or are committed to investing in and evolving a social impact function.”  Since most corporate strategies include a ‘social cause,’ this point was unnecessary.   More wasted time

While researching this topic, I did not find anyone advocating for this style of a cover letter.   The advice on this subject is consistent with my thinking.  So, what is the origin of this style?  I wish I knew!  It makes me wonder if I should send this post to every candidate who violates the rules for writing an effective cover letter.

What is a Cover Letter?  Why is it necessary?  These are useful questions.  A cover letter is an introduction.  It tells the reader who you are, why you are contacting them, and enclosed additional information, like a bio or a resume.   It is handy when sending information unsolicited.  Whenever you send your credentials to a prospective employer or client, use a cover letter.  Today that is usually via email.

The purpose of a cover letter is to entice the reader to give your enclosure a thorough review.  You should provide enough information to captivate their interest, but not so much that they decide against your interests.  From a marketing perspective, a cover letter is a ‘teaser.’  Your letter must spark the reader’s curiosity, compelling them to review your credentials.  The letter or email should answer three questions.

    1. Who are you?
    2. Why are you contacting me? What do you want?
    3. Why should I give you serious consideration?

You must address the first two points in your first sentence.  The remainder of your cover letter provides a summary of your qualifications.  Three bullet points are sufficient.  Let the attachments explain your skills, experience, and interests. Finally, thank the reader for their time and ask for an interview.  Make it effortless for the reader to absorb your message.

Three Types of Cover Letters

    1. Responding to a specific situation (job posting) including a resume
    2. A cold introduction seeking a specific situation (may or may not be a job opening)
    3. A networking introduction (a bio or a detailed intro letter)

A Caveat.  An introductory letter without attachments can be powerful.  In this event, the writer makes a compelling case for her candidacy on one full page.  When closing, the writer offers an invitation to request more information if interested.  This tactic is appropriate for cold introductions, but the letter must be flawless.  It is most effective when sent via USPS.  It is not suitable for most situations.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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A Crisis Averted

Jim Weber – Managing Partner, ITB Partners

Andy called me early Monday morning.  He had a crisis to resolve.  It was not a life and death crisis, but a potential blow to his professional credibility and confidence.  He was facing the complete failure of a new venture. This series of events began for me on Friday.

Friday, Andy told me that he had been asked to lead the renewal of a successful networking program organized around a “book club” format.  The originator of this concept is no longer able to lead the program, but it is a well-established brand with further potential.  It is a great honor for Andy to be asked to revive this concept.  Unfortunately, Andy did not have much time to plan the first event as the speaker is publishing a new book at the end of September.  By supporting the book launch even on short notice, Andy created a win-win situation.  His plan was to offer a ZOOM event the following Wednesday and he asked if I could promote it to my network.  I agreed, of course.  Over the weekend, however, Andy’s promotional plans were dashed.  That was the genesis of his Monday morning call.

Monday morning, he explained that he was unable to promote his event as his Internet Service Provider (ISP) suspended his account.  He had exceeded his allowed email volume.  Unable to advertise he faced a stillborn event.  He asked if I could help.

I could relate to his predicament as I had the same experience many years ago.  It was the catalyst that led to a subscription with an Email Marketing Service (EMS).  This EMS reinforced my brand image and improved the effectiveness of my messaging.    I have not had a problem with my email campaigns since.  Also, I can leverage the utility of my website and social media accounts by integrating them with my EMS.  It is one of the best decisions I ever made.

Problem Solved.

I reminded Andy that one of the benefits of membership with ITB Partners is access to our EMS.  He had forgotten that, but he was not familiar with the concept anyway. I explained the value of using an Email Marketing Service and answered his questions; How many emails could we send? How often?  How many people could we engage at one time?  When his questions were answered, he realized his crisis had been averted.

I went to work on his project.  Using his copy, I created an email that will become the template for future campaigns.  It represents his brand well and the message is clear.  He provided me with three email lists that I uploaded into separate folders to be used for his projects only.  Finally, I scheduled the emails to be sent daily, leading to Wednesday’s event.  By midday Monday, Andy was back in business.

Build your business or career.

You need not be a major corporation or an online retailer to enjoy the benefits of your address book.  It is one of your most valuable assets.  I learned this early in my Executive Search Career.  I began sending group mailings to demonstrate my vitality. It was a powerful business development tactic.  I announced new assignments, which generated interest from prospective candidates.  When I announced the completion of a search, prospective clients called me to assist their recruiting for similar positions.  Doubtless, this concept will work for anyone.

Personalize your email campaign.

The smart people in transition create a mailing list from their address book.  They know that their network wants to hear from them and to help if they can.  They use email to keep their contacts up to date on their situation.  They understand that their outreach can be even more interesting if they share their thoughts, ideas, and experience in each post.  This technique has become an effective way to shorten one’s time in a job search.

Build brand equity.

Back to Andy.  Yes, his event was a success.  There were the typical first-time logistical problems associated with a ZOOM meeting, but those issues will diminish over time. The presentation was insightful and well-executed.  Those who attended the meeting were riveted.  Andy did not achieve his attendance goal, but he was not far off.  Word will get out. As the quality of his promotional efforts improves, attendance will follow. I am looking forward to working with Andy to help rebuild this brand.

Your address book is valuable!  USE IT!  If your mailing list is large enough, consider an EMS.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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When Opportunity Presents

NSA Atlanta Chapter President

During my college years, I learned that if I completed my term papers early, I would have the flexibility to avail myself of interesting opportunities.  That usually meant enjoying social events with my Fraternity Brothers. Besides, I never saw the point of adding stress to my life by waiting until the last minute to tackle a project.

Last weekend was a great example:

Last week, my friend Michael Moore invited me to join him for a Saturday Morning meeting of the Atlanta Chapter of the National Speakers Association (NSA).  I was not familiar with the NSA, but I would like to become a better speaker.  I called Michael for more information.  He told me he had been a member for many years and thought I would enjoy the event.  He said the meeting would begin at 8:30 a.m. and end at noon.  Additionally, he reminded me to bring my mask as the meeting would be fully Covid-19 compliant.  Since I had already completed and published my weekly blog post, my Saturday was clear.  I was sold. I registered for the event immediately after our call.

As with most meetings, the first thirty minutes is usually for check-in and networking.  It is rare for me to attend an event in Atlanta that I do not encounter people I know.  Arriving early provides an opportunity to meet new people and catch up with friends.  I made plans to arrive at 8:30 a.m.

Background of NSA

The National Speakers Association (NSA) was founded in 1973 to help its members become more successful by providing education, tools, and resources.  NSA members include speakers, trainers, educators, humorists, motivators, consultants, and authors from a variety of industry segments.  NSA helps build eloquence, expertise, enterprise, and ethics.  Their Mission is “Empowering professional speakers to thrive and influence. We elevate excellence, share expertise, and challenge one another to improve.”  NSA’s values are to “provide mutual support, shared success, giving back, and cooperation over competition to build a bigger pie.”  Clearly, this organization is aligned with my goals and values.

Full Covid-19 Compliance

I arrived on-site at about 8:30 a.m. and was greeted at the door by my host and another gentleman who I did not know.  I later learned that he was the Barry Banther, the keynote speaker, and Incoming NSA National Board Chairman.  I proceeded to ‘checked-in’ where I filled out a brief Covid-19 questionnaire and had my temperature checked.  As I was obviously healthy and wearing my mask, I received my name badge and was directed to the meeting room.  Already in the room, several people were engaged in conversation. You know, networking.  Not surprisingly, I encountered a colleague and the speaker for my upcoming BENG Atlanta Chapter meeting.  Before the official meeting began, I was able to ‘catch up’ with my colleague and prepare my speaker for Tuesday’s meeting.  After catching up with those folks, I encountered a third acquaintance who had attended a few of my events. That is networking in Atlanta.  You usually find people you know at any event you attend.

The meeting room was staged to accommodate the attendees as well as those participating via ZOOM.  The layout included a well-appointed elevated stage for individual presentations and interviews.  It was well-lighted and flanked by video monitors.  It was not a particularly large room, but it could easily accommodate sixty people.  It was more than adequate for the twenty members and guests seated appropriately for social distancing.  It is an excellent venue for my meetings.

The Meeting

Thurman Interview

The formal meeting began promptly at 9:00 a.m. with a welcome and presentation of the organization’s mission.  This was followed by the introduction of guests and our hosts.  The next item on the agenda was the Installation of Chapter Officers for 2020 – 2021.  The ‘warm-up’ Speaker was Dan Thurman who talked about his experience starting out as a professional speaker.

The Keynote

Barry Banther, the Keynote Speaker was impressive. I suppose that should be expected of the incoming NSA Chairman.  Barry’s talk was titled “How to Build

Barry Banther Keynote

a Sustainable, Profitable, and Fulfilling Business as a Speaker.”  It was an excellent presentation!  He used a lot of stories to drive home his points, holding our attention.  His talk was particularly relevant as it was similar to one of mine. I received many ideas to improve my presentation which justified my attendance.

Conclusion

There are good reasons to avoid procrastination.  In addition to creating stress, procrastination can result in lost opportunities.  If you believe, as I do, that networking and continuous learning are important professional skills, you should engage in those activities whenever possible.  For me personally, I believe that public speaking is a fundamental skill to be developed. I was fortunate to be able to accept my friend’s invitation to the NSA Meeting.  Completing my work early in the week paid off big-time.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner,  ITB Partners

 

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A Compelling Story Is Your Launchpad!

Compelling Stories Matter

In mid-June, I received an email from my next-door neighbor asking for help with a project.  Bob had just completed the first draft of a book and was beginning to think about the publishing process.  He thought I could help sort out his options. Six months ago, Bob shared his idea for a book so I wasn’t surprised by his request.  He wanted to tell a story about the challenges of becoming a Plant Manager, based on personal experience.  His interest was to write a novel in the style of “The Goal,”  by Eliyahu M. Goldratt and Jeff Cox.  It appears that the Covid-19 voluntary lockdown provided him with the perfect opportunity to write his book.   We scheduled a Beer Summit for 4:00 p.m. Saturday.

Bob arrived at our side door, off the kitchen, with a six-pack of chilled Pilsner Urquell.  That was a pleasant surprise as I had just stocked our beverage center with a few of my favorite brands.  He explained that Pilsner Urquell is a brand he came to appreciate while stationed in Germany.  Always interested in trying a new brew, I thanked him and grabbed two glasses.  After a brief toast, we exited the kitchen door to the deck and found seats on the shaded corner around the fire pit.  The beer was a good choice.  We began to talk.
He reminded me of his plan to write a book to help launch a consulting career.  The opportunity presented itself, so he took it.  Bob said that he had been talking to friends about their publishing experience.  So far, the feedback he had received was about traditional publishing.  He said he wanted to hear about my self-publishing experience.  I told him how I had published my book on Amazon, and I volunteered to introduce him to colleagues who had significantly more self-publishing experience.  Also, I suggested that he distribute his manuscript to ten or twelve trusted friends to gain their perspectives.  Bob asked if I would like to read his draft. I happily agreed.
The following Saturday, we met again to discuss his manuscript.  As with our first meeting, Bob supplied the beer, this time a six-pack of Guinness, one of my favorites.  We found our spots on the corner of my deck and opened our beers.  Small talk followed as we eased into serious conversation.
Bob had emailed his manuscript in MSWord format.  I read it in ten-page printed chunks, making notes on those pages.  Before handing Bob his marked-up manuscript, I explained that my focus was on the quality of the story, not the grammar, sentence structure, or syntax.  I made notations of issues in those areas for his consideration, however.
As I handed Bob the manuscript I complimented him for creating a remarkable story and enjoyable read.  I went on to say that my only recommendation was that he consider changing his opening chapter.  Bob had used the first chapter to introduce Bud, the main character.   My suggestion was that Bob presents Bud’s biographical information in a series of flashbacks to provide perspective as to how his experience informed his problem-solving and decision-making process.  By doing so I believe it would generate stronger reader interest by captivating their imagination at a more dramatic part of the story.

Summary and Conclusion

Everyone likes a good story.  It is human nature, part of our DNA so to speak.  For millennia, humans have entertained themselves by telling stories around the proverbial campfire.  One can imagine the origin of the first Fish Story, “you should have seen the one that got away.”
Things have not changed that much in the 21st Century as a good story is still the preferred way to sell a product and to keep one another entertained.  In fact, I stress this point with my consultants and coaching clients.  If one wants to be considered a Subject Matter Expert, (SME) or become recognized as a leader in their field, they must be able to sell themselves.  In other words, we must be effective communicators.  Our skillset must include mastery of the written word as well as verbal communication skills.  A compelling story can be your launchpad for more effective networking, blogging, and speaking.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner,  ITB Partners