Archive for August, 2010

Buying a franchise can be a smart way to open your own business without many of the pitfalls that come with starting from scratch. Successful franchises – Tim Hortons and Canadian Tire are two of the most well-known – offer you the independence of running your own business day-to-day while benefitting from:

· The franchisor’s recognized brand

· The franchisor’s established business system

· The power that comes from the franchisor being able to buy for a large group of franchisees.

Of course, there is a price tag associated with these benefits, including an initial franchise fee – which can sometimes be pricey – as well as regular contributions for advertising and media buying.

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Vancouver-based franchise lawyer, Tony Wilson offers some tips if you’re considering buying a franchise as a way to start a business:

1. It’s not your brand: You’re not really buying but rather renting or leasing the franchisor’s name and know-how for the period of the agreement. If you walk away from the business in the future, all rights revert to the franchisor.

2. Due diligence: Just as you might speak to the neighbours before you buy a house, contact other franchisees in the system you’re considering buying into and ask if they’re satisfied, if they’re making money and if they would do it again.

3. Check the numbers: Carefully read all financial and other information from the franchisor and be sure to speak to your lawyer. Remember, these documents, even if they’re completely legitimate, are written for the franchisor’s benefit.

4. Don’t keep it in the family: Limit your exposure by avoiding entering an agreement where both you and your spouse have to guarantee the contract. It will only mean both of you can be sued if the business fails.

5. Follow your passion: Find a franchise that’s challenging, exciting and that you think you’ll enjoy being a part of.

You’ll find some fantastic franchising resources at inc.com, click here for a useful checklist of questions you should ask before buying a franchise and remember to visit the Canadian Franchise Association too.

clip_image002By Will Dylan

As a small business owner looking to give your marketing a gigantic boost through PR activities that will score valuable publicity for your business, there’s one question that you’ll definitely encounter: where do the ideas come from to help you catch a reporter’s attention?

The usual advice often doesn’t cut it…

The usual advice on press releases is to announce things like new products, significant company events, and so on. Sound advice, but have you seen how many news releases are issued every day? Your 10th anniversary or new product isn’t likely to drive much coverage for you (unless the product is truly revolutionary).

If you want an endless supply of ideas, you need to stop thinking about what you are doing, and start thinking about what your customers are doing.

“Sell the Story, not the Store”

The old saw in the PR business is, “sell the story, not the store.” Look at what your customers are doing, how their lives are changing, and what that means to your business. Share that story with a reporter and position yourself as an expert in your field.

A great example…

The owner of a local maid service cashed in on some significant publicity for her small business by identifying a customer trend and sharing it with a reporter.

She noticed that, in her local market, she was seeing an increase in the number of residential households hiring her maids to clean their house once a week. Of particular interest was the fact that these were modest homes, usually owned by a typical suburban family with one or two kids, often with dual-income parents.

In asking some of her clients about their reasons for hiring her company, she found that “time” was at the top of the list; they wanted more time with their families and found that with their busy lifestyles, hiring a maid was one way to spend less time working around the house and more time doing things as a family. So, despite the added cost, these families found it worthwhile to pay for someone to clean their home.

The result…

The owner emailed a local reporter and highlighted the trend. She offered to be available to be part of a story if they wanted her to comment, and even lined up a client who was willing to have their home featured in the newspaper if they wanted a picture to go with the story.

The reporter took this information and added some facts about demographics in the local area that were changing the face of a number of local businesses. The result was a story that featured prominently the business owner and her maid service, resulting in thousands of dollars in free publicity.

Notice that she didn’t need to write a press release about a new product or something else that was all about her business. Instead, she found a story about her customers and tied it back to her business.

Ideas to attract publicity for your small business can come from activities you are undertaking, but you’ll find that you’ll get many more ideas from being observant about your customers’ needs and lifestyles.

About Will Dylan

Will Dylan created MarketingYourSmallBusiness.com, a top-ranked website for small business publicity and marketing advice for business owners. He also writes a blog featuring tips to help business owners grow their business through publicity.

By Nancy Ormos-Gadde

Sam rubs his temples as he leans back in his chair. His pulse is pounding, his face is flushed. He wipes his sweaty palms on his pant leg and releases a sigh. After today’s kick-off meeting, Sam is not sure he can handle working on yet another project with Stephanie, but what option does he have?

Aggressive, arrogant, negative, demanding, unproductive, obscure, depressing, sarcastic people don’t just make bad spouses; they make bad co-workers and employees too. We’ve all met them. In fact, you may have a meeting with one in just a few minutes!

So here’s the million-dollar question—how does one deal with these incredibly difficult personality types? Not working with them is probably not an option. Sending someone else in to do the work on your behalf is a possibility, but how practical is that? As hard as it sounds, your best bet is to figure out how to work with this type of person in a way that gets the job done.

Below is a list of personality types that can be difficult to work with. There’s also a description of the characteristics that make up that type of personality and tips for working with these folks:

  1. Opponent: Hostile or intimidating. They like to set the agenda and decide what it is you will do and when you will do it. Tip: Stay calm. Opponents can generate a lot of tension among those around them. Be patient. Opponents need to feel heard. Treat them with kindness. Most opponents feel a good measure of paranoia. If you treat them with respect and kindness, their paranoia cannot take root.
  2. Royalty: Always the expert. Facts are power, and they have all the facts. They use a tone of absolute certainty. They overwhelm people with their knowledge of data and statistics. They can be condescending and imposing. Tip: Do your homework. Make sure your information is accurate and complete. No guessing here. Show respect for their knowledge. You can do this by paraphrasing their input and referring to past contributions. Don’t flaunt your own expert credentials. It won’t work. No referring to past contributions.  No one knows more than they do (in their opinion).
  3. Passive – Aggressive: Sarcastic. Indirect with criticism. Sometimes underhanded. Always ready with excuses, justifications or alternative reasons. Tip: Directly confront the behavior, e.g.,“You called the project, “Mission Impossible” yesterday. Is that how you really feel?” Use assertive communication skills to let a person know how their actions affect you and the team, e.g., “By referring to the project as “Mission Impossible,” you create a sense of hopelessness.”
  4. Depressing Pessimist: Negative and or defeated. They can come across as self-righteous. They distrust power and always find fault in what is being proposed. Tip: Be prepared to interrupt and take control. Don’t agree. Agreeing only validates for them that it is your fault and they are blameless. Ask them how they would like the discussion to end; what results do they want to achieve? Assign them to fact-finding tasks. This exercise will force the pessimist to use objectivity.
  5. Pleaser: They over commit. Can’t say “no.” They avoid conflict at all costs, are outgoing, sociable, personal with others, and very attentive. They will tell you things that are good to hear and then let you down by making unrealistic commitments. Tip: Don’t allow them to over-commit. Ask them questions concerning their current workload, their project commitments, etc. Make it easier for them to bring up concerns. Be suspicious of their good humor and playfulness. It often masks their true feelings.
  6. Obscure: Won’t reveal their true motives or positions. These people limit risk and seek safety by refusing to respond, and are often non-committal despite the fact that something is definitely wrong. Tip: Manage expectations. Tell those attending the meeting that you need to hear from everyone. Get them to talk. Ask open-ended questions that start with “how” and “what.” Be attentive. When the obscure one does offer feedback, really listen. Ask for more information, if appropriate.

A Final Word of Advice

When working with a difficult person, make it your goal to “seek first to understand, then to be understood.” This is Habit #5 from Stephen Covey’s, The Seven Habits of Highly Effective People. If you’re like most people, you probably first seek to be understood; you want to get your point across. In doing so, you may ignore the other person completely, pretend that you’re listening, selectively hear only certain parts of the conversation or attentively focus on only the words being said, but miss the meaning entirely.

The next time you must work along side an opponent, a depressing pessimist or someone of royal decent, remember this: Everyone has the potential to be difficult. Given the right or wrong circumstances—even you. Your character may not always mesh well with other character traits and given the type of project and or your objectives, your tolerance level or patience may be in short supply.

You can count on working with someone whose personality challenges you. Be ready. Your ability to work well with difficult people will not go unnoticed. Whether you are a business owner, a manager or a single contributor, being able to work with even the most challenging of people will pay off in spades.

Suggestions for further reading:

How To Deal With Difficult People- Part 3 The Passive Aggressive

Seven Difficult Personality Types and How to Deal with Them

The 7 Habits of Highly Effective People

Difficult People

How To Deal With Difficult People

Personality types: Your key to better business relationships

By Ben Baldwin

Have you ever hired an employee who didn’t turn out like you expected? The good news is that you’re not alone. The bad news is that, if it’s happened before, there’s even greater reason for it to happen again now, given market circumstances. 

It seems that in these troubled economic times, posting even the most junior position receives a flood of qualified, unqualified and over-qualified responses from job seekers looking for work. 

It’s a sad reflection of the economic crisis unfolding on “Main Street,” that more and more people find themselves unemployed and looking for work – applying to any job posting for all the wrong reasons. 

As a business owner or manager, naturally, the question comes up – how do I take advantage of this situation and find the best candidates while avoiding the wrong ones? 

Having been in the employee hiring and development industry for over ten years, this question has been a driving force in what I do, and is more relevant now than ever before. 

Although there isn’t one easy answer, there are definite steps you can take to ensure that you’re on the right path to finding a candidate that “fits” your work environment and expectations. 

First, know what you want from your employees. Doing this may include writing down a list of the preferred personality traits and specific work experience you’re looking for. Managing your expectations and laying these out at the beginning benefits you, as the hiring manager, as well as your future employee. 

It’s important to hire for both today’s need and tomorrow’s vision. In other words, ensure that your candidate fits your immediate expectations, and will also bring value to your business and objectives in the future. If you can’t envision that the person sitting in front of you will still be with your company a year from now, it’s probably wise to thank them for their time and move on. 

While hiring, take full advantage of the resources available to you. Employee assessment reports, background checks… use as many tools as it takes to make your hiring experience easier and more accurate. Don’t try to be the owner, marketing manager, sales supervisor and HR manager at once; instead, seek out tools to help you in your hiring process. 

Don’t just settle. In times like these, when you have the luxury of receiving a diverse range of applications, take full advantage. Ensure that the person you are interested in does meet the requirements you’ve established, while at the same time bringing additional value to the table. 

And don’t make any impulsive moves by hiring someone based on one meeting. Ensure that the person still excites you during a second interview, after you’ve had time to sleep on it and digest your discussion during the first interview. 

Once you know what you’re looking for and have attracted those people, don’t be afraid to ask questions. In a world where people can obtain post-graduate degrees by answering their spam email, it’s important to confirm the accuracy of the information provided to you. This also means following up on references, as past employers can provide detailed information about an individual and their performance. 

Finally, set aside some time to conduct this process thoroughly. The worst mistake you can make is to speed through the hiring process. This is almost certainly a strategy for disaster, and ultimately, will cost you more time and money in the end.

Always remember, hiring done right is a wonderful experience that results in a more productive and profitable work environment. Take advantage of the resources and tools available to you, and keep in mind that what you put into it is what you’ll get in return.

Ben Baldwin is a Co-Founder of ClearFit.  He has spent the last 12 years founding and growing two software businesses with clients across 5 continents. He specializes in helping companies with their hiring and selection. 

ClearFit is  a web-based tool that makes hiring easy for small businesses, by showing candidates and employers how well they fit.

By Small Business Expert Roger Pierce, BizLaunch

As a young entrepreneur, you’ll certainly be envied by your employed friends. While self-employment offers many perks, follow this advice to overcome some common challenges:

· Consider a co-signer. Being young and self-employed is considered a double negative for many banks. Line up a relative or friend who is prepared to co-sign a loan if your business requires bank financing.

· Keep that day job. Without established credit and little savings, you’ll be wise to keep a part or full-time job while your business gets going. Use that income to pay your rent and living expenses and ease the revenue pressure on your new venture.

· Find a mentor. Admit you won’t know everything about starting and growing a small business. A seasoned business person can be a wealth of experience and support for a young entrepreneur. Approach someone you respect to mentor you monthly, or contact entrepreneurship organizations such as The Canadian Youth Business Foundation or Enterprise Toronto for some connections.

· Exercise self-discipline. Fifty percent of young entrepreneurs work from home, where it’s easy to get distracted. Stay focused on your business by establishing regular working hours, creating a proper workspace and reminding your friends not to drop by unannounced during your work day.


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ROGER PIERCE is passionate about helping entrepreneurs achieve success. Co-founder of Canada’s largest small business training company, BizLaunch.ca, he’s launched eleven small businesses of his own and personally experienced what he calls “the good, the bad and the ugly” sides of entrepreneurship.

BizLaunch advises thousands of Canadian startups through its popular how-to seminars and webinars delivered with partners such as STAPLES.

THANK GOD IT’S MONDAY! by Roxanne Emmerich

TGImondayRoxanne Emmerich introduces you to two CEOs: one desperately struggling to stay afloat and another who’s discovered a better route to growth and profitability. Join them on their journey and gain valuable insights about jump-starting positive change in an organization… replacing dysfunctional organizational behaviors with passion and creativity… overcoming setbacks… creating vision and values that actually work! Whether you’re on the front line, in an office, or running the show, you’ll learn how to:
* Replace dysfunctional behaviors with passion and creativity * Overcome setbacks with a “bring it on” attitude * Breathe results-generating life into vision and values * Think big and make big things happen.
Thank God It’s Monday! presents a unique approach that impacts three groups at once: employees discover how to win at work and love their work; companies turn around results quickly and profoundly; and customers experience a powerful and visible commitment to their success.
You will shift from a “why we can’t” to a “how we can” workplace—in one day! Your customers will go crazy about you. You will find yourself loving to go to a workplace where everyone exclaims, “Thank God It’s Monday!”

 

About the Author Roxanne Emmerich has consulted with half of the nation’s top 1% performing financial institutions as well as hundreds of other business leaders. Her book, Profit-Growth Banking has been called “the bible of successful business.” A member of the National Speakers Hall of Fame, she is noted by Sales and Marketing Management magazine as one of the most requested speakers for instilling a “bring it on” attitude. She has written hundreds of articles and is frequently interviewed by national media for practical business insights. Roxanne resides in Minneapolis with her husband and children.

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By Thien Ly

Many business owners/shareholders rely on their company to provide family income, personal financial security and a legacy for their next generation. If these business owners, active in the management of their business or corporations, should become very ill, disabled, or die, management is suddenly disrupted, adversely affecting the business. Financial loss may occur and a reorganization of management is inevitable. The remaining business partners/shareholders are often faced with four options:

  1. Reorganize to include heirs in the business: Disadvantages could include inexperience, incompatibility and lack of management ability.
  2. Reorganize to include an outsider: May lack the skills and experience or bring conflicting management ideas to the business.
  3. Sell out to heirs: Agreement between all on a fair price may be difficult to achieve.
  4. Buy out to heirs: Cash to purchase their shares may not be readily available.

A better solution exists, that would first guarantee heirs the full value of their shares in cash and guarantee the surviving partners/shareholders full ownership of the business. It’s a simple solution:

  1. Shareholders/partners agree, by contract (buy-sell agreement), that:
    • The shares from the business of any deceased or disabled owner will be purchased by and sold to surviving partners in the event of death, disability or illness.
    • The price will be clearly set forth.
    • The method of financing the purchase will be clearly defined from this agreement.
  2. Shareholders/owners will create a special fund through Business Life, Disability and Critical Illness Insurance that will:
    • Provide sufficient cash when needed immediately and economically.
    • Free operating capital for normal business requirements.
    • Eliminate additional borrowing or invasion of personal resources.
  3. The advantages of Business Life, Disability and Illness Insurance:
    • For surviving shareholders: Guarantees full and immediate ownership of the business.
    • For the heirs: Guarantees full value of their interest in the business, in cash.
    • For the business: Guarantees business continuity and strengthens its position with clients, creditors and competitors.

Should a business partner/shareholders die, become disabled or diagnosed with a critical illness, there can be disruption with loss to both the business and the heirs, or there can be a smooth transfer of interests at fair value for both the surviving owners/shareholders and their heirs. The choice is yours. Which will it be?

About Thien Ly, EPC, RHU

Since early 2002, upon graduating from Business Accounting and Finance, I have been contracted as an independent Advisor at Sun Life Financial. I’ve been dedicated to helping families, business owners and companies achieve their lifetime financial goals by providing clear financial advice in accordance to their individual needs. There’s nothing more rewarding in my practice then having an opportunity to work with people who appreciate my guidance in achieving their financial goals. I hold a Life & Health Insurance Licence, Investment Funds Licence, Elder Planning Counselling Designation and Registered Health Underwriter Designation. I am continuing my education by working toward additional financial designations. I’ve been a member of the Million Dollar Round Table, which is represented with the top 1% of financial professionals worldwide. I’m married to my wonderful wife, Haly, and we have two children. I spend my spare time with my family, and also play different sports: tennis, badminton, soccer, golf and swimming. I also raise funds for the Kidney Foundation. You can contact me through www.sunlife.ca/thien.ly or call 416-992-5109.

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By Mark Wardell

If you’re an entrepreneur, then you know it takes vision, guts, hard work and inspiration to grow a business. And if you’ve been an entrepreneur for more than ten minutes, then you also know that no matter how hard you work, you’re going to get knocked back on your tail every once in a while.

So what do you do when times get tough? Here are a few strategies to help you weather the inevitable storms of entrepreneurialism and get you back to sunnier days.

Switch the picture to success. Everyone runs low on inspiration from time to time. As in life, high points and low points are simply a part of business. You can’t be on the upswing all of the time. The trick is to acknowledge your current reality, without letting go of your optimism.

For example, when a massive business deal falls through, sales are at an all-time low, or one of your (expensive) creative marketing ideas falls flat, how do you manage?

Years ago, I unwittingly lost a significant amount of money to a crook in a real estate deal. My nemesis ended up in jail, but I was left heavily in debt. The experience made me bitter, and I realized that moving past self-pity quickly isn’t easy, but I knew it was necessary. When you get burned it’s easier to just get down on yourself and start the “negative self-talk” cycle. Unfortunately, this is a bad habit that cripples many potential success stories. If you find yourself getting on the negative self-talk train, you can practice changing your negative thoughts by focusing on positive thoughts instead. This will help you regain a healthy perspective. Let’s face it, we’re all on the learning curve of life, whether we’re the local start-up or Bill Gates. Learning to weather the tough times with a healthy perspective is the starting point for lasting success (and sanity).

Give yourself a deadline. For some of us, managing our own schedules gives us too much flexibility, when what we really need is a good solid deadline. In fact, one of the best-kept secrets of the successful entrepreneur is the self-imposed deadline. It almost sounds too simple to be true, but when you set deadlines for yourself—and treat them the same way you treat the deadlines you give employees—you’ll be amazed at how quickly you can rev up your own work mojo and tackle the things on your list!

There are a few tricks to making this work for you. Make an exact deadline and don’t allow yourself to go over it, not even by one second. Increase the pressure you put on yourself to keep the deadline by involving other people in it. Tell your plans to people who will hold you accountable for your actions. And put your deadline in writing before your team, so it feels more like a commitment.

Face your fears and stop procrastinating. One of the biggest causes of entrepreneurial lows is avoidance. Many of us simply choose to avoid facing the things we don’t want to face because of an underlying fear or the habit of procrastination. Yet, we typically build up in our minds and exaggerate our fears exponentially. So what we need to do is begin the habit of tackling our fears head on, thus developing a realistic perspective. By doing this, you’ll reduce your fears to a manageable level and enjoy a fear-conquering high that may just see you delving into all sorts of personal fears as well. Be warned. Here are a few techniques to try:

Negative Reinforcement is the practice of imagining your life as it will be if you never confront your fears, if you allow your fears to stop you every time they get in the way. If this paints a more unpleasant picture than your immediate fears, you will be motivated into action. With this exercise, try giving yourself a more unpleasant alterna­tive to not confronting your fears, i.e., “If I don’t meet with Joe by 1:00 p.m. today, I’ll have to work through the whole weekend and I’ll still have to meet with him on Monday.” Keep in mind that this will only work if you are fully prepared to follow through.

Positive Reinforcement, conversely, is the practice of imagining and mentally enjoying the achieve­ments you will accomplish once you push through your limiting fears. With this technique, allow the inspiration of your goals to take your mind off of your fears and to motivate you into action. Offer yourself a small reward for con­fronting your fears. A walk in the park, an extended lunch break, a small gift … any­thing that will make you feel good. Just make sure that you don’t reward yourself until you complete your task.

Time and again, when I’ve found myself low on inspiration, these strategies have helped me get back on track, quickly. Sometimes it helps to combine more than one strategy. For example, I may give myself a deadline to accomplish a goal, write it down with a timeline, share that timeline with my advisors and offer myself a reward for hitting my target on time. Next time you’re on the verge of hitting a wall, give one of these tactics a try and let me know how it goes!

 

Mark is President & Founder of Wardell Professional Development, an advisory group that helps business owners plan and execute the growth of their companies. The author of seven business books, Mark also writes regularly for several national business publications, including Profit Magazine, the Globe and Mail, and CGA Magazine. Email him at mark@wardell.biz

By Donna Marrin

 

Greg Clark

Grieg Clark

Tell us about your business and how you started it.

I started College Pro Painters in 1971 when I was 17 years old. I needed $3K to return to university for the second year and my summer job would pay me $2K; I needed to make up the $1K and painting houses seemed a thing to try. I taught myself how to estimate and landed one job… learned from that one and then landed enough to make $3K my first summer, $7K my next and $11K during my final summer. I figured if I could shrink the learning curve from what I had learned so that another student could make as much in his third summer as I did in my first, we could share the profits and both do well. Three-thousand dollars was a good summer job in those days.

In the beginning, did you have any doubts, and if so, how did you overcome them?

My partner, who was going to do the painting while I worked at my regular day job, quit when we landed our first job. But I had gone to all the work of landing the job, so I went to the student employment centre and found some helpers. It worked.

What was your early vision for your business and how has it changed over time?

At first, it was just a way for me to get through school. Then we did it as a biz school case at university, i.e., the idea of growing this all across Canada. At first, I thought the idea was a pipe dream, like most of those school projects, but then I started writing up a manual of all I’d learned and began to get serious.

What has your biggest learning curve been in terms of building your business?

The challenge of managing more and more people. By the time I sold the business in 1990, we had 500 franchises across North America and nearly 5,000 painters. I always found it tough when it didn’t work out for someone. I felt responsible. That was hard.

Describe a day in the life…

In the franchise growth years, it was usually heading out on the road to visit a franchise and the painters and learn how to improve our systems and then come back and put those improvements into action… that was the fun part. The not so fun part was dealing with those messes that occur in the course of running any business.

How do you find balance between your business life and your home life?

At the time, it was near impossible. When you are growing your business, it seems to dominate everything. I even brought my kids to the company summer retreats. Eventually, you learn how to carve out time. I am much better at it now.

Do you have a favorite business tool or resource?

The 7 Habits of Highly Effective People… used it then, use it now.

What is the key to your success?

Three core values: (1) Keeping my promises; (2) Treating people like I would like to be treated; (3) Persisting to performance.

What is the one piece of advice you would like to give to others thinking about starting a business?

Have your own core values and stick to them—then people know what they can count on getting from you. That is called TRUST—the basis of all good relationships, including business, which is really just a series of relationships.
 

ABOUT GRIEG CLARK

In 1977, Greig Clark took the one College Pro Painters outlet he had started in 1971 in Thunder Bay, developed a franchise model for it and grew it across North America until there were 600 franchises with nearly 5,000 painters and close to $35-million in summertime sales. In 1980, he was named Canada’s Entrepreneur of the Year by the Financial Post and in 1992, one of the Top Ten Entrepreneurs of the Decade by Profit Magazine. In 1991, Clark founded the Horatio Enterprise venture capital fund, bringing resources of capital and expertise to small, early-stage Canadian growth companies. Currently, Clark is chairman of the Toronto Christian Resource Centre, a charity in Regent Park that is focused on working with the homeless and marginalized people of Toronto. He also acts as an advisory board specialist for entrepreneurs, as well as writes a regular column on entrepreneurial issues for Profit magazine.

By Vida Jurisic
Vida Jurisic

Vida Jurisic

Every small business in this country wants to be heard and is vying for client attention and retention with its message. But there is one BIG piece of the message machine that is growing really threadbare on delivery – it’s CIVILITY. Yep, you read right and I bet some of you are already starting to review the mental civility visuals that you’ve experienced lately.

Here are some examples I’m sure you will relate to:

I’ll call you in two hours

You call a potential client and you get her voicemail. “I’m sorry, I’m not in right now but please leave a message and I’ll be sure to return your call in two business hours.” WOW – that‘s some response. So you check the clock just about two hours later and get ready for the phone to ring. No call. Three hours later; no call. Two days later; still no call. So you call again and get the same cheery message. What to do? Forgive? Forget? Keep calling? Is it worth it?

You’ll get the quote before noon on Thursday

It’s Tuesday morning. You’ve had a great conversation with a person you think you want to hire to manage your new project. You really feel that he “got it.” He promises to call you on Thursday before noon with a quote for his fees. But by late Thursday afternoon, you suddenly realize he didn’t call you. “Something came up and most likely he’ll call before the end of the day,” you tell yourself. As you’re leaving that evening, he still hasn’t called you back. “How come I read him so wrong?” Disappointment sets in and now, you hope just to get a satisfactory answer in the morning. Will you? Won’t you?

Can’t talk—meeting’s off!

You’ve been looking forward to interviewing that leading light in your business field who was only available one day this month, Sunday, at six a.m., in a city four hours away by plane. Never mind, you need him to OK that innovative idea you have for streamlining your data information storage. He also told you to be sure to call him Friday to confirm that all was on schedule. So you do. He answers: “I’m on a long-distance with Japan, call me back in 20 minutes. No, let me call you back.” OK – he’s going to call you back but you have no clue when that will be. You’ve already reserved your ticket for early on Saturday morning…

Soon, five hours have passed and he hasn’t called back. You try his home phone and he answers, “Sorry, I’m just off to have supper. Call me in an hour.” You do. He’s not there. You call his cell and the voicemail message comes on. You’re desperate. You go to bed because you have to leave early the next day. At about five a.m., the phone rings and it’s him. “Look, I’m really sorry. The meeting’s off. I have to leave for Japan in two hours to put out one #@!!$! of a fire – Just got the call. I’m really interested in your project, so can we set up our meeting in two weeks when I get back?” And hangs up. Is this for real? Yes. Did you deserve this? No. What now? Your guess is as good as mine.

Believe me, I’m an optimist – honest. In fact, I can say that most of my business dealings with clients have been courteous and richly rewarding. In fact, I believe that most business people are decent. It’s just that that the headlines are replete with stories of “those” who get away with hair-raising, uncivil behaviour by bailing out on their promises whenever it suits them – any time, anywhere.

But you and I know we’re not like “those people.” So how about a big cheer for the decent, hardworking Canadian small business operators who earn the trust of their clients daily by actually delivering the promises their business message conveys, in keeping with civility inspired by behaviour that comes from the heart.

About Vida Jurisic

An award-winning writer and editor with a diversified Canadian and international clientèle, Vida Jurisic has written in the areas of retail, food processing, public works, visual communications, insurance, law enforcement, customer service, travel, corporate profiles, and health and seniors’ issues. She is a silver award recipient from the National Mature Media Awards that recognizes the best advertising, marketing and educational materials produced for adults aged 50 and over. At ease writing for traditional and electronic media, Vida is currently editor of Luggage, Leathergoods and Accessories Magazine that has been the voice of the Canadian luggaage, leather gloods and accessories industry for 43 years. Vida’s fluency in French and English enlarges her network of information resources both nationally and internationally, bringing an added dimension to her client services. As a result, she has successfully worked with editors in Canada, the United States and the United Kingdom, has participated in press trips to Spain and Belgium and provided interpretation services to business missions from France. Moreover, Vida works as a consultant to help new businesses as well as businesses that are expanding or experiencing change to prosper by promoting a consistent business message to their diverse business audiences. Raised in Montreal, Vida now makes her home in Toronto. She is past president of the International Trade Club of Toronto, a unique not-for-profit organization whose mission is to assist members comprising trade commissioners and export and import companies in promoting, exchanging and developing trade expertise.