Benchmark Business Group

Business Owner Newsletter - Page 28

So It Is Written

Last week we identified factors that contribute to the resistance of change. As we continue to explore the topic of change, we will dive into three elements that reinforce our resistance to change: Our Beliefs, Our Experiences, and Our Attitudes. These elements live inside each of us, molding who we are and how we visualize and interact with our surroundings. We develop these three elements through living the lives we have chosen, and to change them, we have to be willing to look in the mirror and see the people we are and identify what needs to be different in order to achieve the change we desire in our business and in our life.    

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We Fear Change

There are few things in business and in life that are constant and guaranteed. Possibly the scariest of these things is ‘change.’ As human beings, we like order, structure, and a sense for knowing what is coming next. What we don’t like to face is the inevitable shifting of our reality. When an event, whether in our personal lives or in our businesses, causes a shift in the status quo, stress and uncertainty build. The question becomes: How do you deal with the stress and uncertainty? This month we will look at what causes resistance to Change, the beliefs, attitudes, and experiences that feed the fear of Change, and lastly, what you can do to embrace change.

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Plan and Follow Up

This month we've been focused on dealing with employee issues. We've discussed creating an Employee Notification Form, being aware of your own reaction to the issue, and looking for the root cause of the problem. The final step is to create a solution that lasts.


Often times, creating a solution is not an interactive activity with the employee, but rather a lecture. This leads to solutions that are not long lasting. Here are a few tips to help you create a long lasting solution:

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Walk Around With Curiosity

What do you do if you have a headache? It's always fun to hear the different methods people use to treat a headache. Many ignore it or take an aspirin. Some turn down the lights or apply a compress to the back of their necks. The common theme is that most people treat the symptom and not the cause of the headache. This is similar to how most business owner's deal with employee frustrations. This week we challenge you to slow down when facing an employee issue. Don't give in to the temptation to treat the symptom right away, but walk around the issue with curiosity. In doing so you will come to see the real issue and be able to create a long lasting solution.


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Dealing With Employee Issues

We've all heard the saying, "It's not WHAT you say, but HOW you say it that counts." This saying is vital when discussing employee issues. As business coaches, we often find that business owners either let employee issues slide or end up handling them in a manner that doesn't create the most productive environment.   The reasons for mishandling employee issues vary such as:

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Whiteboard Notebooks

Every so often we come across a simple idea, tool or resource that we just have to share with our clients. As business owners, we know that you've got a lot on your plate and can always use ideas and tools to help stay organized. This week we've got two words for you: Whiteboard Notebooks.


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Are You Connected?

At the beginning of this month, we discussed getting unstuck from your organizational chart and looking at your business from a strategic point of view.   In order to lead from a strategic point of view, you must know where your business is headed.  As a business owner, you've probably been told that you need to have a clear vision.  In fact, many of you probably have a written vision statement....somewhere.

Having a vision statement is simply the first step.  If your vision statement lives in a drawer, a dusty old binder, or even an unused electronic file, then you you might as well not have it.  A vision, is only as good as its use.  In order to truly lead from a strategic point of view, you have to make sure that your employees connected to your vision, starting today.  Here are three questions you should ask about how well everyone in your company is connected to your vision:

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