Business Adviser No. 14 - Rio Grande Valley

R I O G R A N D E VA L L E Y E D I T I O N

Issue 14

HOW TO BECOME A BETTER LEADER

How To Conduct

A SUCCESSFUL INTERVIEW

10 HABITS OF SMART PEOPLE

JD

SALINAS III Bringing Communities Together to Initiate Positive Change 6 Personality Traits

OF SUCCESSFUL ENTREPRENEURS

+

Marketing Strategies for Startups How to Encourage Your Clients to Pay on Time The Connection between Workload and Productivity

Our Team

Editor’s Letter

STAFF

EMPOWERING SMALL BUSINESS

Andrew Yoo Maggie Yoo Oriol Zertuche John Amour Reynaldo Vento

ADVISORY BOARD MEMBERS John Amour David Armstrong Alonzo Cantu Alfonso Cavazos Janet Cavazos Enrique Garza Marco Garza Albert Lopez Dr. Arturo Lopez Shavi Mahtani Dr. Teofilo Ozuna Carol Schmitt Danny Smith Andrew Yoo Maggie Yoo Jose Orona

CONTACT US In print, online, and in person, nobody connects the people, issues and ideas within valley business owners like Business Adviser.

First let me thank you for your continued support, we hope to establish Business Adviser Magazine as the single most important resource for business owners in the Rio Grande Valley. Our vision is to create a brand that would stand for everything business and support business owners with everything they require outside of their core disciplines.

This magazine is the result of an ongoing demand for a reputable, responsible source for business knowledge and advise. The business world can be a scary place, with tough decisions to make and a tough road to success. We plan to ease these situations by providing an online and offline publication that will guide business owners of every level in their ventures. Our team consists of knowledgable entrepreneurs that eat, breathe and live business.

With a dedicated panel of industry experts and a hands-on approach to answering business related questions, Business Adviser Magazine helps business owners stay ahead of the competition and empower them into success. Our mission is to inspire the entrepreneurial spirit and foster business growth by providing the resources needed for business owners to prosper. I personally invite you to join Business Adviser Magazine. We are sure that your business will benefit greatly from the exposure generated in this publication, building brand equity and establishing you as an industry authority.

Sincerely,

Andrew Yoo, CEO & President info@businessadviser.co (956) 277-1944

In This Issue

12 14 16 18 20 22 24 26 36 38 40 42 50

6 Personality Traits of Successful Entrepreneurs

The Connection between Workload and Productivity How to Encourage your Clients to Pay on Time

06

HOW TO BECOME A BETTER LEADER

10

10 HABITS OF SMART PEOPLE

How Much to Pay Yourself?

Consider These Factors Nine Myths About Successful CEOs

Take Your Time When Selecting A Business Name It Matters More Than You Think How to Choose the Best Social Media Platform for Your Business Marketing Strategies for Startups

Body Language Hacks That Make You Appear More Confident and Assertive Tax Code Changes for 2015

30

JD SALINAS III BRINGING COMMUNITIES TOGETHER TO INITIATE POSITIVE CHANGE

Steps to Better Listening and Business Communication

*Part 1

Energy Saving Tips Every Business Owner Needs to

Know

Conducting Business Meetings at Restaurants The Whys and Hows

46

HOW TO CONDUCT A SUCCESSFUL INTERVIEW

MANAGEMENT

HOW TO BECOME

A BETTER LEADER 6

www.businessadvisermagazine.com

MANAGEMENT

It is true that some people are born leaders. However, even if you weren't a born leader, you can work on improving your leadership skills.

H

BE WILLING TO TAKE RISKS

ave you ever felt that you are a helpless manager? Do you feel that just about anybody can occupy your position? Have you lost faith in your leadership skills?

Don’t worry. We have got some tips to help you regain your confidence. There is a common misconception that leadership skills are innate.

You either have them or you don’t. It is true that some people are born leaders.

However, even if you weren’t born a leader, you can work on improving your leadership skills.

Here are some tips for polishing your personality and making you a better leader.

DISPLAY A HIGH LEVEL OF MORALITY ALL THE TIME Want to motivate your team?

You have to work hard with them. This will boost their morale and make them more dedicated. In addition to generating ideas and showing the direction, a leader has to contribute their bit.

WELCOME DISSENTING VOICES Don’t surround yourself with people who will readily agree with just about anything you say. They will prevent you from seeing the broader world outside. Most manag-

ers hate dissenting voices.

They are not open minded.

Great leaders, on the other hand, welcome dissenting views because they are eager to enhance their perspectives.

KEEP IN MIND THAT YOUR ULTIMATE GOAL IS TO WIN You may be passionate about your product, but your ultimate goal is to beat the competition and improve the bottom line. Being passionate about your product is one thing; being commercially successful is another. In business, you can never underestimate the importance of commercial success. It is what sustains your organization and keeps you motivated.

HAVE A PLAN B You should be prepared for all conditions. When you are not ready for the unexpected, you will find yourself in a state of urgency that will prevent you from responding properly to important matters arising in the company.

If plan A does not work, you should be able to fall back on plan B. Smart managers will also have a plan C just in case plan B also fails to work.

When you have a contingency plan, you will be able to cope with uncertainties.

So you made a mistake. Don’t let that rule you. Everyone makes mistakes. In fact, if you aren’t making any mistakes, maybe you aren’t taking advantage of your opportunities.

Look at it this way: If you’re starting something new, you’re taking a risk.

And each risk has a chance of becoming a mistake. So if you’re not making mistakes, you’re obviously not taking risks. You cannot endeavor without taking risks.

TRUST YOUR TEAM Have faith in your employees. Let them make small decisions at their level. Micromanaging is demoralizing and upsetting. People need to feel trusted. Let them stretch their limits and take risks.

This will encourage innovation and help your company grow.

People need to feel trusted.

Let them stretch their limits and take risks.

7

INVESTMENTS

LIFESTYLE

10 HABITS

SMART PEOPLE

OF

Smart people know what they want to achieve. They don’t let distractions take their focus off their goals.

10

www.businessadvisermagazine.com

LIFESTYLE

B

efore exploring the personality traits of smart and successful people, let’s do a small exercise. It won’t take more than a few seconds, and the benefits are worth your while. Are you ready? Great! Here we go.

First, think about your office, your favorite social network, and a club or sports team you are a part of. Actually, you can think about any place that you frequent regularly and that attracts people with very different personality traits. Done? Good.

Now think about all those dumb folks you meet in these places. Ask yourself why you feel that they are dumb. Is there anything particular about these people that give the impression that they are not smart enough? Do they always do or say stupid things?

If you think about this, you will find that there is a similarity in their key behaviors.

Yes, all dumb people have very similar personality traits.

The same is true in the case of intelligent people. Why do you feel that some people are intelligent? Just like dumb people, intelligent people also possess several common shared behaviors. What are they? Let’s take a closer look at some of these shared behaviors.

1

THEY ARE AWARE OF THEIR LIMITATIONS

Smart people understand that they do not know everything. They are aware of their limitations and they are fine with it. They are eager to learn more because they want to grow. This mindset makes them open to the world outside. They regard every interaction and every conversation as an opportunity to learn something.

2

THEY ARE KNOWLEDGEABLE IN MORE THAN ONE TOPIC Some people are masters of their trade. They can talk about their specialization for hours on end; however, this does not necessarily make them smart or intelligent.

Smart people are interested in all popular topics and things and they make a sincere effort to educate themselves with different subjects.

3

THEY UNDERSTAND THE VALUE OF TIME

Smart people know what they want to achieve. They don’t let distractions take their focus off their goals. They are single-minded and pursue their goals with steadfast determination.

When smart people find themselves in a mess, the explore all possible ways to get out.

They don't give up easily.

4

THEY ARGUE WITH THEMSELVES

Smart people understand that their little brains are going to make mistakes from time to time. They don’t want this to happen, so they double check everything. As a result, they make fewer mistakes.

5

THEY ARE NOT DOGMATIC

It is possible to reason with a smart person. They understand that their views and opinions can be wrong. They know there are many paths to the same destination and many sides to an argument.

They don’t believe in their infallibility. So they are open to suggestions. If you believe that you can never go wrong, you are limiting yourself.

6

THEY MAKE SMART DECISIONS

All actions have their consequences. Smart people make a conscious effort to make the right decisions. They don’t act irrationally. They think twice before committing themselves to something. They are focused and never lose sight of their goals.

7

THEY LEARN FROM THEIR MISTAKES

Everybody makes mistakes.

Smart people are no different. However, they always learn something from their mistakes. They don’t brood over their failures. They regard mistakes as an opportunity to learn and grow. When they fail at something, they try to find out what could have gone wrong.

8

THEY HANG AROUND SMART PEOPLE

People who surround themselves with successful people are also likely to be successful. Since smart people are more likely to spend time with other people who are just as smart as them, their conversations and experiences will contribute to their growth. You’re the product of your surroundings, so hang out with the right people.

9

THEY ARE RESOURCEFUL

If we have a huge neocortex, that is because we are supposed to think and act intelligently. Intelligence makes us more adaptable and enables us to use our surroundings in resourceful ways. When smart people find themselves in a mess, they explore all possible ways to get out. And because of their resourceful nature, they don’t give up easily.

10

THEY LIVE WITHIN THEIR MEANS

There is no harm in stretching yourself a bit once in a while. But if you make it a habit, you will soon find yourself in deep trouble.

Smart people do not live beyond their means. If there are things they do not want to lose, then they will not squander them by living beyond their means.

11

STRATEGY

6

PERSONALITY TRAITS OF SUCCESSFUL ENTREPRENEURS Want to start your own business?

Do you have what it takes to be an entrepreneur? It’s not just about how professional you look, it's about your entire attitude.

N 12

o two entrepreneurs have the exact same personality traits. However, there are some qualities that distinguish entrepreneurs from the rest of us. What are these qualities? Let’s take a look.

www.businessadvisermagazine.com

STRATEGY

WILLINGNESS TO TAKE RISKS Entrepreneurs are ready to take risks.

It’s natural to be afraid of the unknown, but entrepreneurs take that dive that others are not willing to take. This, however, does not mean that all risk takers will be successful. Successful entrepreneurs are ready to spend their time and resources on the unknown. This is certainly a risky situation. However, they also have some strategies to deal with the uncertainties. In other words, they take calculated risks. They are not gamblers. Before risking their money and time on a venture, they ask themselves what they will do if the project fails to take off.

PERSEVERANCE You can’t achieve success overnight. It is a long way away, so make sure you enjoy the journey. Celebrate the little achievements along the way. If you lack patience and perseverance, you are unlikely to be a successful entrepreneur. The road to success is never easy. Don’t expect a continuous upward graph.

There will be setbacks and you must be prepared for them.

If you want to build a successful business from scratch, you need to properly manage the limited resources you have.

PLANNING If you want to build a successful business from scratch, you need to properly manage the limited resources you have. Keep in mind that this is a long-term commitment. Planning is certainly required; however, you should avoid over-planning because it will prevent you from starting out. It makes sense to have a plan B in reserve. But what is even more important is the ability to deal with unforeseen circumstances.

BE SOCIABLE

BE PASSIONATE ABOUT YOUR GOALS

As an entrepreneur, you will have to meet a lot of people and make connections. Being sociable definitely helps, but you are not supposed to spend your entire day on Facebook and Twitter. Making connections is important, but don’t be a social butterfly. If you are too much into social networking, people will probably not take you seriously.

You will have to work on your idea for months or even years before you can turn that into a successful business.

If you are not passionate about your idea, there is no point in working on it because you will invariably lose interest after a few weeks or months. It’s best to work on a project you are passionate about, because your passion will keep your team motivated.

Whatever you do, make sure you do it with moderation.

THE BOTTOM LINE Possessing the right personal qualities is extremely essential to be an entrepreneur. Before launching your venture, you need to make a realistic assessment of your skills and traits. Keep in mind that entrepreneurship is not meant for people who lack perseverance. And then there is always an important thing called moderation. Whatever you do, make sure you do it with moderation.

13

STRATEGY

THE CONNECTION BETWEEN WORKLOAD AND PRODUCTIVITY We’ve all heard about productivity. But what exactly does it mean? Is it just your work efficiency? What's interesting is that even the most productive people can’t quite define this concept.

SO… WHAT IS PRODUCTIVITY? There is more to productivity than always having tasks or keeping busy all the time.

Some people are always busy working on one thing or another. However, just because you are loaded with work and always busy, it doesn’t mean that you’re necessarily a productive person. No, it’s not about keeping busy. It’s about protecting your time fiercely.

You will never find productive people wasting their time in idle pursuits. They know what their priorities are.

They don’t miss their deadlines, and they’re focused on their goals and work with single-minded determination.

Go ahead and look around.

You will find that people who are already busy are ready to shoulder more responsi-

14

bilities. That explains why volunteering rates are high among parents and employed people. They are already busy with their kids and jobs; yet they are ready to do more.

WHY BEING A GOOD JUGGLER HELPS People who successfully juggle their home and work already have a reliable system in place. They think a bit like project managers and this allows them to stay on track. People who can juggle six tasks won’t be baffled when they have to juggle a seventh task. “I already have 6 balls… sure, throw the next one in as well… I’ll handle it.”

THE CONNECTION BETWEEN WORKLOAD AND RELIABILITY Busy people are reliable. In fact, it is their reliability that makes them busy. People who keep their promises are reliable. When you prove yourself to be a dependable person, it builds trust. Trust is the foundation of long lasting relationships. People are more likely to work with someone they can trust. And if someone has proven themselves worthy of our trust, we will work with them again and again.

Productive people deal with problems, barriers, and challenges with a problem-solving attitude. They are always

looking for solutions. They don’t curse their fate when they meet with unexpected challenges. By contrast, unproductive people hate challenges. When they face problems, they force themselves to be productive.

Unfortunately, this does not help their case because productivity is an attitude.

Productive people try to find a solution whenever they face a problem. They equip themselves with all the tools they need. They don’t wait until they reach a certain goal to invest in a new computer or a nicer website.

If you want to increase your productivity, you need to be resourceful. That will increase your odds of finding success. You need to make yourself reliable. If you are reliable, opportunities will naturally start coming your way. This will keep you busy.

And when people want to get something done, they will ask you. So go ahead and be productive.

www.businessadvisermagazine.com

INVESTMENTS

FINANCE

HOW TO ENCOURAGE YOUR CLIENTS

TO

PAYON

TIME 16

There is absolutely nothing wrong with calling and asking about the status of your payment.

www.businessadvisermagazine.com

FINANCE

Y

ou work hard to deliver exceptional service to your clients. You burn the midnight oil to complete their projects before the deadline.

Obviously, you expect to be paid on time. For freelancers and small business owners, the biggest disappointment is when their clients fail to send the payment on time.

Staying silent, hoping for the mail to miraculously arrive in your inbox will not solve the problem. That said, you are not supposed to pester them with numerous calls or emails either because that strategy may annoy your clients. There are better ways to get your clients to pay their invoice on time.

Here are some proven tactics to transform overdue invoices into payments.

1. USE POSITIVE REINFORCEMENT One way of encouraging your clients to pay the invoice on time is to offer them some incentives like discounts. Make sure that your discounts won’t have too strong an impact on your bottom line. That said, your incentives should still be should still be tangible enough to excite your clients.

2. FEEL FREE TO USE NEGATIVE REINFORCEMENT AS WELL Some clients respond well to positive reinforcement like discounts. Others are more likely to respond to negative reinforcement like penalties.

A late payment penalty will encourage many clients to pay their invoice on time.

When you impose a late payment penalty, the message is clear - you want your clients to pay on time. Keep in mind that you should not charge a large fine. If you do so, you may lose your clients.

6. NURTURE YOUR RELATIONSHIP WITH THE CLIENT

3. AUTOMATE YOUR INVOICING It is time you stopped sending paper invoices. They take longer to reach your client. They may also get lost in transit.

Instead, use an automated invoicing process. You should also give your clients an opportunity to pay online. There is yet another advantage to using an automated billing process. It will continue to send payment reminders until the client pays up. Also, some automated invoicing systems allow your clients to see your payment rates and the projects you have completed.

They too will appreciate this data because it helps them to manage their finances better.

4. USE RECURRING BILLING If you are busy you may forget to send the invoice on time.

And when you send it at a later date, the client may get confused by the different billing dates. This may affect your chances of getting paid. If you use a recurring billing system, you can rest assured that you will receive the payment on time. Since the client’s payment details are stored in the system, your invoice will be paid every time it is due.

5. GET YOUR PAYMENT TERMS AND CONDITIONS IN WRITING The right time to do this is when you start to work with a new client or renew a contract. Clearly explain your invoice payment requirements and payment options. This will eliminate any misunderstandings.

If you make a sincere effort to build a relationship with your client you are more likely to be paid on time. When the client learns more about your business model, they will also understand your need to be paid on time. And when you know more about them and their business, you will also be able to offer payment options that are convenient to them.

This mutual understanding will build trust and improve your chances of getting timely payments.

7. ASK THEM TO PAY UPFRONT This is a trust-building tactic that you can experiment with new clients. Once you have established a good business relationship with a client, you will probably not want to try this method. Some clients may refuse to pay the total amount in advance. In that case, you should at least ask for a partial payment.

9. NEGOTIATE Before you start working with new clients, you need to ensure that your payment arrangements are acceptable to both you and them. Once you have an agreement in place, that is probably all that you need to keep your clients on pace with their payments.

8. MAKE IT CONVENIENT FOR THEM TO PAY Ask your clients what payment type and time is most convenient for them. This shows that you are flexible. This also improves your chances of receiving the payment on time.

10. FOLLOW UP There is absolutely nothing wrong with calling and asking about the status of your payment. You should use this tactic with clients who are always late with their payments. Over time, they will get bored of repeated emails and calls. This might also encourage them to pay up.

11. HOLD WORK HOSTAGE This probably is not the best tactic you can use, but it works in most cases. If you do not deliver the finished project on time because you have not received the payment it might lead to conflict. But by holding work hostage, you are also sending out the strong message that you cannot be taken for granted.

Some clients just want to test the waters. They want to see how you will react if they don’t pay on time. But when you refuse to deliver the project until the payment arrives, they will get the signal. So use this tactic if nothing else works. After all, when you get into a business contract with a client, both of you are supposed to abide by its terms. You are required to complete the project on time and they are required to send the payment upon delivery.

12. INVOICE EVERY TWO WEEKS Encourage your clients to pay weekly or bimonthly.

If you are getting paid on a weekly basis, they will not have to come up with a huge amountevery time they press the payment button. This may help clients facing cash flow issues. This arrangement will also improve your cash flow.

17

FINANCE

HOW MUCH TO PAY YOURSELF?

CONSIDER THESE FACTORS

M

any company founders have to face the question of paying themselves at some point. It is a difficult decision to make, because as a founder, you are concerned about every aspect of the business. You want to be fair to your investors, but you also need to pay yourself a fair amount.

BUT HOW MUCH IS THE RIGHT AMOUNT? There is no correct or incorrect number, because your circumstances and company are unique. But even if you can’t use a formula to arrive at this number, there are a few pointers to keep in mind when making a decision.

You need to understand what will benefit you and your company, and empower you to turn a start-up into a fully running, profitable business.

WHEN SHOULD YOU START PAYING YOURSELF? As the founder, you should take your pay when all the other debts of your company have been paid off. However, it isn’t enough that only current liabilities are considered. Will your company make enough rev-

18

enue in the future to pay off financial obligations? Maybe you should retain some cash in the business for those times.

Are there any opportunities to be grasped by investing this money back into the business now? Maybe you could put this money back into the business instead of taking a payment.

What you are left with, after paying current business debts and your own salary, is the profit earned by your company. As founder, it is your decision whether you funnel those profits back into the business or pay dividends. Either way, the profit belongs to you as a reward for the risks taken.

HOW MUCH TO PAY YOURSELF You will find it easier to arrive at an amount if you analyze the nature of your company.

Here are some questions you can ask yourself:

1

WILL THIS COMPANY NEED INVESTORS? If you need investors or already have investors, you may already know your amount or salary. Often, this number is

discussed during negotiations.

The terms of the negotiation sometimes make it possible for your investors to have the final say in how much you pay yourself.

2

WHAT IS THE STATE OF YOUR PERSONAL FINANCES? A good rule of thumb is to ensure there is at least enough cash to keep your business running for six months, before taking anything from it.

If your business has started earning before you have investors or while you yourself are not financially stable, consider putting a large percentage of that revenue in the bank.

3

DOES YOUR COMPANY NEED TO INVEST IN INVENTORY? For any company that stocks and sells a tangible product, the cost of inventory will be high. Your growth in the early stages will depend on your ability to re-invest the revenue into buying new inventory. This is an important factor to consider.

BOTTOM LINE A few important areas to be wary of: • The salary you pay yourself will have to consider factors like your own personal finances, the number of shares you own, and if your company has investors.

Also ensure that it matches the market rates for the same position.

• Be aware of the difference between taking a salary and using business money for your personal expenses.

While it may seem like a tax-saving method to not officially take a salary, it means that you cannot use any of the money from the business for yourself. The IRS could levy heavy penalties for transactions like this.

• There are many bodies and authorities that can give you a rough amount that someone in your position (as CEO or founder) should be earning. You can even search online for numbers specific to your region and your industry.

www.businessadvisermagazine.com

E

T H Y S M

OUT AB

NIN

MANAGEMENT

SUCCESSFUL

CEOS

20

www.businessadvisermagazine.com

MANAGEMENT

Many of the most successful CEOs today are reserved and shy away from the public eye.

T

hanks to the proliferation of entrepreneurship and business shows on television, and a spate of bestsellers from the desks of various CEOs, there has never been such an intense focus on business leaders as there is now. And while you may think that every CEO is wildly flamboyant and grows a luxurious long mane of white hair, here are some lesser known truths.

THEY DON’T ALWAYS COME FROM WELLOFF FAMILIES. Yes, there are some CEOs who were born with silver spoons in their mouths. But there are many more who started out on the lower rungs of the corporate ladder. They’ve either stormed their way up through sheer hard work and grit, or been in the right place with the right idea.

That’s why most stories are so inspirational – they tell regular people to believe in themselves and their ideas.

GOOD GRADES HAVEN’T ALWAYS BEEN A SURE INDICATOR OF SUCCESS. Many of the people at the top have not been the best performers in school or high school. In fact, many never even went to business schools. This isn’t a reflection on their intellect – they’re

often highly intelligent and driven – it might just have been that the grading system didn’t suit them or that they blossomed late.

BUT INTELLIGENCE DOESN’T ALWAYS MAKE THEM NICE PEOPLE. For every socially-aware, magnanimous CEO like Warren Buffet, there are a handful of those who are maniacal, self-obsessed, ruthless, incredibly vain, or possess numerous other qualities that make them almost impossible to like. Stories about famous CEOs who are difficult to work with or unethical in their personal lives have been emerging for years now, and it doesn’t seem like the trend is going to falter in the near future.

THEIR HABITS HAVEN’T MADE THEM. WORK HAS. It doesn’t matter what time a CEO goes to sleep or what he or she eats for breakfast.

Compare the habits of the top 5 CEOs, and you might come up with commonalities like early rising or meditation, but they won’t be indicators. What sets them apart from the rest is hard work, knowing what is important for their companies and customers, and making smart choices at the right time.

THEY AREN’T GREAT NETWORKERS. One of the biggest business fallacies is that you have to network, network, network if you want to make it big. But

the truth is, while some people are naturally inclined to building large social circles, many are not comfortable or just don’t feel the need to be the center of a large circle.

Many of the most successful CEOs today are reserved and shy away from the public eye.

Those in CEO positions have to sit through so many meetings, press conferences, and briefing sessions that they might find an evening with family or close friends to be a welcome change.

There was a time when Marissa Mayer was just another employee with great ideas, but today, her own brand is a force to contend with.

IN FACT, THEY MAY NOT EVEN HAVE FACEBOOK AND TWITTER ACCOUNTS. Many of today’s CEOs are young and very active on digital platforms. But having a fascinating Twitter feed doesn’t necessarily make you a good candidate for the corner cabin. Success doesn’t come from a busy social life or digital presence – but then what does it come from?

IT ISN’T FROM BUSINESS BOOKS OR BUSINESS SCHOOLS EITHER.

class or two, or if you love reading about great leaders.

But that’s not all you need.

THEY’VE NOT ALWAYS BEEN CONSCIOUS ABOUT THEIR OWN IMAGE. Not every CEO has the personal brand that a Richard Branson or Mark Zuckerberg has. There was a time when Marissa Mayer was just another employee with great ideas, but today, her own brand is a force to contend with. The image follows the work.

A GOOD CEO DOESN’T GET TO THE TOP BY CHANCE OR LUCK. It’s usually not a fluke. Getting the rank of CEO tacked to your name isn’t about luck or prayers. Indra Nooyi worked for years before being made Chief Executive Officer of PepsiCo. Some executives build their own company; some are hired into the role; and some move up through the ranks. However they do it, there’s no magic talisman or spell that will bring that kind of success.

There’s no surefire way to get to the position of CEO. For every charismatic, fasttalking, decisive CEO you read about, you’ll find a modest, geeky, reclusive CEO as well. Some of the most wildly successful CEOs today defy all commonly held beliefs about what it takes to reach the echelons of power. And maybe that’s what makes a successful CEO so special – the fact that he or she has risen above the rest and made a mark in the world of business, while maintaining their own ‘je ne sais quoi’.

Not every CEO is a voracious reader. Nor have they all come from the top business schools. It may certainly help if you’ve attended a business

21

STARTUPS

Take Your Time When Selecting A Business Name

IT MATTERS MORE THAN YOU THINK Your business name plays a vital role in the success of small business.

The wrong one could create unintentional negative misconceptions.

P

erhaps the first thing you did after conceiving your business idea was to give it a name. The name of your business is crucial to your business. It is your identity and helps build your brand. The name plays a vital role in the success of small businesses. The right name can propel the business to success. The wrong one, on the other hand, will doom it to failure and oblivion. Your business name should be able to convey your expertise and the uniqueness and quality of the product you have developed.

According to some experts, business names should be abstract.

Abstract names are a bit like blank slates. You can create just about any image on it. You will probably want to change your business model in the future and sell products that you do not sell right now. Since abstract names are not associated with anything particular, they are a good choice in this case.

Some experts, however, opine that business names have to be informative. Upon hearing your name, customers should be able to figure out what you are selling. Some argue that coined words that don’t make any sense are more memorable than names using real words. Others, however, feel that these names are forgettable. The truth is that any name has the potential to be successful if it is backed by a sound marketing strategy.

Here are a few things you should keep in mind while choosing a name for your business. These guidelines will also help you ensure that the business name you select meets legal requirements.

22

DO’S

DON’TS

• Make sure that the name is descriptive. If your business name defines your service or product it is more likely to be successful.

• Keep it simple • The name should be easy to remember and easy to pronounce.

• Ponder the name for a while. Make sure that its sound and sense settle into your thoughts and mind.

• Consult naming firms They can help you choose a business name after weighing its pros and cons from multiple angles. Also, they understand trademark laws. This knowledge helps them suggest names that meet legal regulations.

After researching your market, they will help you choose a name that defines your product/service.

• Don’t use personal names.

If you do and the business fails, your name will be associated with failure.

• Don’t select names whose popularity made fade over time. For example, names associated with sensational events will definitely lose their sheen in a few months.

• Don’t ignore your identity. If you run a restaurant, the name should clearly convey the taste and aroma of your foods.

Keep it simple, easy to pronounce and descriptive. www.businessadvisermagazine.com

INVESTMENTS

Out-of-market games only.

NFL SUNDAY TICKET INCLUDED AT NO EXTRA CHARGE.† CHOICE™ Package

39

$

99 MO.

Only DIRECTV has NFL SUNDAY TICKET. Choose any game you want to watch on Sunday.

You can’t get this with Cable, DISH or Verizon:

OW! ACT N *

$

For 12 Months.

9 9 2

9

mo.

Plus add’l fees. Regional Sports Fee applies in certain markets.

175+ CHANNELS ENROLLMENT IN AUTO BILL PAY REQUIRED.*

WATCH 8 GAMES AT ONCE OR PICK ONE Game Mix Channel lets you watch up to eight games live on one screen.

DIRECTV FANTASY ZONE™ CHANNEL Exclusive channel lets you watch your favorite fantasy players live from game-to-game with real-time analysis from our fantasy experts.

RED ZONE CHANNEL® Never miss a play inside the 20, all on one channel, all in HD.

WATCH LIVE GAMES WHEREVER YOU GO Stream every out-of-market game live, every Sunday afternoon, from anywhere.

With DIRECTV and NFL SUNDAY TICKET MAX. Out-of-market games only included in NFL SUNDAY TICKET subscriptions.

ALL DIRECTV OFFERS REQUIRE 24-MONTH AGREEMENT.**

With DIRECTV you’ll score:

29

$

99 MO.

✔ FREE GENIE® UPGRADE^ One HD DVR powers your whole home.

Other great package offers start at just

✔ NO equipment to buy. ✔ NO start-up costs.

For 12 months. Plus add’l fees. 24-month agreement** and enrollment in Auto Bill Pay required.*

Requires 24-month agreement and SELECT™ Package or above. Additional & Advanced Receiver fees apply.

Minimum 2-room setup required. Additional equipment required.

OW! ACT N 9*

$

9 9 1

mo.

More TV. Less Money. CALL NOW! TNT SATELLITES 200 East Express Way 83 Hwy.

956-712-3626 Offers extended through 10/20/15. Credit card required (except in MA & PA). New approved customers only (lease required). $19.95 Handling & Delivery fee may apply. Applicable use tax adjustment may apply on the retail value of the installation. Programming, pricing and offers are subject to change and may vary in certain markets. Some offers may not be available through all channels and in select areas. *BILL CREDIT/PROGRAMMING OFFER: IF BY THE END OF PROMOTIONAL PRICE PERIOD(S) CUSTOMER DOES NOT CONTACT DIRECTV TO CHANGE SERVICE THEN ALL SERVICES WILL AUTOMATICALLY CONTINUE AT THE THEN-PREVAILING RATES. LIMIT ONE PROGRAMMING OFFER PER ACCOUNT. Featured package/service names and current prices: SELECT $49.99/mo.; CHOICE $70.99/mo.; Advanced Receiver fee $15/mo. In certain markets, a Regional Sports fee of up to $5.64/mo. will be assessed with CHOICE Package or above and MÁS ULTRA Package or above. Prices include the following instant bill credits for first 12 months: $30 for SELECT Package and $41 for CHOICE Package. Customer must, at point of sale, activate and maintain a qualifying programming package and Auto Bill Pay. †2015 NFL SUNDAY TICKET OFFER: Package consists of all out-of-market NFL games (based on customer’s service address) broadcast on FOX and CBS. Games available via remote viewing based on device location. Local broadcasts are subject to blackout rules. Other conditions apply. 2015 NFL SUNDAY TICKET regular full-season retail price is $251.94. 2015 NFL SUNDAY TICKET MAX regular full-season retail price is $353.94. Customers activating CHOICE Package or above or MÁS ULTRA Package or above will be automatically enrolled in the 2015 season of NFL SUNDAY TICKET at no additional cost and will receive a free upgrade to NFL SUNDAY TICKET MAX for the 2015 season. NFL SUNDAY TICKET subscription will automatically continue each season at special renewal rate unless customer calls to cancel prior to start of season. To renew NFL SUNDAY TICKET MAX, customer must call to upgrade after the 2015 season. Subscription cannot be canceled (in part or in whole) after the start of the season and subscription fee cannot be refunded. Only one game may be accessed remotely at any given time. Online access is only available on certain operating systems. Computer hardware, software, and Internet connection not included. Mobile access only available on certain devices. Additional data charges may apply. Please check with your service provider. Visit directv.com/nfl for a list of system requirements, compatible mobile devices and authorized gaming consoles. Short Cuts are available from midnight Sunday ET through midnight Wednesday ET. For full Mix Channel and interactive functionality, HD equipment model H/HR 21 or later is required. Account must be in “good standing” as determined by DIRECTV in its sole discretion to remain eligible for all offers. **24-MONTH AGREEMENT: EARLY CANCELLATION WILL RESULT IN A FEE OF $20/MONTH FOR EACH REMAINING MONTH. Must maintain 24 consecutive months of any DIRECTV base programming package ($29.99/mo. or above) or any qualifying international service bundle. Advanced Receiver fee ($15/mo.) required for all HD DVRs. TiVo service fee ($5/mo.) required for TiVo HD DVR from DIRECTV lease. There is a fee of $6.50/mo. for each receiver and/or Genie Mini/DIRECTV Ready TV/Device on your account. NON-ACTIVATION CHARGE OF $150 PER RECEIVER MAY APPLY. ALL EQUIPMENT (EXCLUDING GENIEGO DEVICE) IS LEASED AND MUST BE RETURNED TO DIRECTV UPON CANCELLATION, OR UNRETURNED EQUIPMENT FEES APPLY. VISIT directv.com/legal OR CALL 1-800-DIRECTV FOR DETAILS. ^GENIE HD DVR UPGRADE OFFER: Includes instant rebates on one Genie HD DVR and up to three Genie Minis with activation of the SELECT Package or above; ÓPTIMO MÁS Package or above; or any qualifying international service bundle, which shall include the PREFERRED CHOICE programming package. A $99 fee applies for Wireless Genie Mini (model C41W) upgrade. Free upgrade offer requires a Genie HD DVR and at least one Genie Mini. $99 fee applies for single-room setup. Whole-Home HD DVR functionality requires a Genie HD DVR connected to one television and a Genie Mini, H25 HD Receiver(s) or a DIRECTV Ready TV/Device in each additional room. Limit of three remote viewings per Genie HD DVR at a time. Visit directv.com/genie for complete details. INSTALLATION: Standard professional installation in up to four rooms only. Custom installation extra. To access HD programming, HD equipment required. Number of HD channels based on package selection. Eligibility for local channels based on service address. Not all networks available in all markets. Programming, pricing, terms and conditions subject to change at any time. Pricing residential. Taxes not included. Receipt of DIRECTV programming subject to DIRECTV Customer Agreement; copy provided at directv.com/legal and in order confirmation. DISH is a registered trademark of Dish Network LLC. NFL, the NFL Shield design and the NFL SUNDAY TICKET name and logo are registered trademarks of the NFL and its affiliates. NFL team names and uniform designs are registered trademarks of the teams indicated. NFL: AP Photo. ©2015 DIRECTV. DIRECTV and the Cyclone Design logo, SELECT, CHOICE and GENIE are trademarks of DIRECTV, LLC. All other trademarks and service marks are the property of their respective owners.

MARKETING

HOW TO CHOOSE THE BEST SOCIAL MEDIA PLATFORM FOR YOUR BUSINESS As a small business owner, you’ve probably been told that you need to be present and active on every social media platform out there. But this isn’t always the most practical option.

M

anaging a social media presence costs money, and often requires hiring a social media manager, which is not possible for many businesses with limited resources. However, the good news is, it is not always necessary. Choose the platform that suits your business best, and work on building a solid base there.

HOW OFTEN: You should post more than once every day.

Make sure your tweets are relevant, brief, and show off a unique personality, if you want to stand out.

LINKEDIN

Here’s a quick guide to some of the most well-known channels.

INSTAGRAM WHO: Suits brands that deal with lifestyle, good food, style and fashion, celebrities or personalities, and luxury

TWITTER WHO: Twitter is used by both individuals and large companies.

WHAT: You can create new conversations, join existing conversations, post news about your business, interact on a personal level with your fans, and participate in ongoing discussions to boost your presence.

24

WHAT: You can post beautiful, vibrant photographs and very short videos, create relevant tags for your brand, and get involved with your consumer’s photographs too.

HOW OFTEN: Once a day at a minimum.

WHO: This platform is most suited for businesses that work directly with other businesses, or for recruiters. The conversations are more professional and revolve mostly around new and available jobs, and industry news.

WHAT: This is a good platform for posting jobs, looking for new staff, researching potential employees, or building a professional identity for your company.

HOW OFTEN: LinkedIn is not the place for frequent, chatty posts.

Keep your post frequency to a couple of times a week.

Make sure your content is pithy, short, and professional for LinkedIn.

Instagram is more of a personal space for its users, and your brand content should reflect this.

www.businessadvisermagazine.com

MARKETING

FACEBOOK WHO: This is one of the widest-spread social media channels today.

Almost everyone you know is on it.

Advertising here is an efficient mechanism because you can target your ads to appear to those who have shown interest in brands such as yours, or within the same demographic as your customers. Facebook is also useful because it provides detailed data on the behavior and preferences of your fans, so you can tweak your content to suit them.

WHAT: Video content that is 1.5 minutes or less is most popular on YouTube HOW OFTEN: Post 1-2 videos a week to keep fans engaged.

Because YouTube is a Google property, your brand will make frequent and highlighted appearances in Google Search results. Make sure you use appropriate keywords when filling in titles and descriptions for your videos.

WHAT: Facebook is used to share news, photographs, interesting articles or quizzes, ads, and more.

HOW OFTEN: You will need to post at least 1-2 times a day to stay visible.

used to watch news, instructional or helpful demos, and talks by famous personalities.

YOUTUBE WHO: This platform is best suited for brands creating a large number of videos. It is most often

HERE ARE SOME RULES FOR CHOOSING THE RIGHT SOCIAL MEDIA PLATFORM: • HOW MUCH MONEY DO YOU WANT TO SPEND? Every social media platform has an associated cost. Even if it is free to start up and maintain an account, you will need to spend on designing professional, catchy profile pictures, backgrounds, and images, or running ad campaigns.

• HOW MUCH TIME DO YOU WANT TO SPEND? Consider whether you’ll be managing this account yourself, or if you’ll be hiring someone to do this, or if someone in your team will do this.

you can work on, with achievable milestones and budgets.

Social media can be difficult sometimes. Always keep your eye on the big picture and what your business needs to achieve here.

• WHAT IS YOUR STRATEGY? It’s important to create a realistic social media strategy that

Gil C / Shutterstock.com

25

STARTUPS

G N I T E K R A M

S E I G E T A STR OR F

Launching a startup is easy, but if you don't have a sound promotional strategy, your bootstrapped company is unlikely to succeed in the highly competitive market.

That's the hard truth.

C

onsumers are bombarded with numerous advertisements every day.

This is the biggest problem that startups face. Unlike large organizations, they can't afford to invest heavily in marketing. So how can a budding entrepreneur make their marketing messages heard?

Here are some affordable marketing strategies for startups.

26

BRAINSTORM Before designing a marketing strategy, you need to evaluate your business plans and goals. Think about the USP of your product. What is it that makes your product better than the products offered by your competitors? How is your product going to benefit potential customers? You should focus on these aspects while designing your marketing plan.

KNOW WHO YOUR TARGET AUDIENCE IS Before developing a marketing strategy, you have to identify your target audience. Your product might appeal to a broad section of the society; however, this doesn't mean that you should try to reach all of them. If your marketing budget is limited, you need to focus on a specific segment that is going to benefit the most from your

product. This strategy will improve your ROI.

DEFINE WHAT SUCCESS MEANS TO YOU Success can mean different things for different companies. For some startups, it may be acquiring more subscribers. For some others, it may be increasing their monthly revenue. It’s a good idea to define your vision of success and work towards it.

www.businessadvisermagazine.com

STARTUPS

FOCUS ON CORE METRICS There is no point in indulging in vanity metrics.

They might make you feel good, but they are not a measure of real growth.

If your metrics aren’t helping you in making decisions, then they’re just vanity metrics. Focus on core and actionable metrics and make sure that they are accurately specific and measurable.

They’re the ones that will help you make important decisions.

DETERMINE SPECIFIC STRATEGIES Define your goals and find ways to accomplish them.

Decide whether you want to digitally advertise, launch an email campaign, or focus on creating engagement via social media.

Make sure that your strategies align with your goals.

PREPARE BUDGET AND TIMELINE Once you have identified the tactics you need to market your startup, you need to allocate costs for various promotional activities.

Prepare a budget and timeline to help you create a plan.

REVIEW AND ADJUST Now that you have completed your marketing plan, you might assume that your work is over. But no, it isn't. You have to monitor your marketing plan on a regular basis and make suitable adjustments to it.

Analyze each promotional campaign you run. Are they meeting your goals? Your marketing strategy is not something you can prepare and set aside. It is designed to guide you and hence you need to review it frequently.

You will probably also need to add new information to it.

CREATE GOOD CONTENT FOR YOUR CAMPAIGNS All successful marketing campaigns make good use of content. If you have good content that has the potential to go viral, your campaign will have tremendous reach.

Good content attracts potential consumers and helps build your brand. You should exercise quality control while creating content for promoting your startup. Make sure that your promotional content is relevant and helpful. It should appeal to your audience's tastes. There is no point in creating bland or redundant content for

marketing or advertising, which will be read by nobody.

MAKE YOUR CONTENT AVAILABLE You can publish your branded promotional materials on your own platform. Many brands have been successful in turning their websites into hubs that attract their fans.

Social media is another great platform to publish branded content. When you make your content available to your fans, you increase your reach.

OFFER 24/7 FAN EXPERIENCE When a consumer becomes your fan, they can remain your fan for life. When you launch a content strategy to promote your business, you need to remember that you will have to work on it for a long time.

Creating great content on a regular basis is the secret behind all successful content marketing plans. You can’t stop once you have built a sizable audience. You also need to ensure that your content is available on a variety of platforms so that your fans can access it 24/7.

Creating great content on a regular basis is the secret behind all successful content marketing plans.

27

COVER STORY

JD SALINAS III BRINGING COMMUNITIES TOGETHER TO INITIATE POSITIVE CHANGE

T

JD Salinas III is working hard to solve our region’s most pressing challenges.

he afternoon sun is hot and the breeze off of South Padre Island’s famous beach is heavy with humidity, but JD Salinas is in his element, welcoming members and legislative guests to the kick-off reception for the Texas Border Coalition’s summer meeting. Starr County Judge Eloy Vera chats with outgoing TBC Chairman Adan Farias of Pharr. Rep. Rene Oliveira of Brownsville, Chairman of the House Business & Industry Committee and one of the deans of the border legislative delegation, arrives from another meeting. Guests choose coconut shrimp or spicy chicken wings from the buffet, renewing friendships and comparing notes on rainfall totals and new community centers.

As the coalition members and guests from Laredo, Palmview, La Joya, Zapata County and other border cities and counties arrive, Salinas greets each of them personally, with a hearty handshake or a bear hug for each one. Many of these leaders are old friends and the meeting is a homecoming of sorts for both Salinas and the coalition, the renewal of a commitment to unified border leadership that began nearly 20 years ago.

30

Salinas grew up in La Joya and earned a bachelor’s degree from Texas A&M and a Masters in Public Administration from UTPan American. He cut his teeth in the Hidalgo County courthouse and La Joya City Hall before going to work for fellow Aggie and then-State Comptroller John Sharp as his chief economic development liaison in South Texas.

Elected Hidalgo County Clerk before he turned 30, Salinas served two terms as clerk before being elected Hidalgo County Judge in 2006.

www.businessadvisermagazine.com

COVER STORY

I know one thing for sure; we’re stronger together than any of us could be on our own.

31

COVER STORY

Balancing security and commerce at our border crossings, and making sure our region has the infrastructure and the healthy, educated workforce to make the most of our prime location While serving as Hidalgo County Judge, Salinas was tapped by President Obama in 2009 to be Regional Administrator of the Greater Southwest region of the General Services Administration, or GSA, the powerful federal agency that oversees an array of government operations from managing federal office buildings to telecommunications and information technology for civilian and military offices. At the GSA, Salinas headed the office that manages federal government property and support services in Texas and four surrounding states.

Since leaving the GSA three years ago, Salinas has stayed in close touch with border issues as Managing Director of Advent GX, a College Station-based economic development consulting firm; with his own firm of Maroon Consultants; and currently as Director for External Affairs for South Texas with AT&T. Salinas also stayed in close touch with the coalition, known as TBC, a longstanding alliance of business and elected leaders from the border region. Salinas worked actively with TBC when he was Hidalgo County Judge and re-engaged with the group when he returned to pri-

32

vate life in 2012. Under former Chairman Farias, TBC members chose Salinas as their Chair-Elect in 2013. When Farias decided to step down this spring, Salinas took on the role of TBC Chairman for a term that expires in 2017.

As TBC Chairman, Salinas follows in the footsteps of recent TBC Chairs including Farias, an educator and former Mayor Pro Tem of Pharr; Mayor Ramsey Cantu of Eagle Pass; former longtime City of Hidalgo Mayor John David Franz; former Del Rio Mayor and current Val Verde County Judge Efrain Valdez; and the late, legendary Mayor Chad Foster of Eagle Pass.

In the late 1990’s, right about the time Salinas was winning his first campaign for Hidalgo County Clerk, TBC was being formed by visionary border leaders like the late Mike Allen, who at the time was president of the McAllen Economic Development Corporation. The group initially focused on infrastructure issues – it was then called the Texas Border Infrastructure Coalition – and over time grew to include four interrelated economic development issues: immigration and border security; transportation;

workforce development and healthcare.

Allen, Foster, Salinas, McAllen City Commissioner Richard Cortez, former El Paso Mayor John Cook and others looked beyond their local concerns and put aside their sometimes intense local rivalries to work together as a group on high priority regional issues.

Salinas champions a similar linkedarms approach today when it comes to advocating for the border in Austin and the nation’s capital. “From the local and county level to the federal level, I’ve seen firsthand that if you’re a small town or even a good-sized city, you’re competing with a lot of other voices if you try to go to Austin or Washington

The best way to get anything done – really the only way – is to work with other communities so you’re not just one voice shouting to be heard www.businessadvisermagazine.com

COVER STORY

At the GSA, Salinas headed the office that manages federal government property and support services in Texas and four surrounding states.

and talk about what you need,” he says.

“There are just too many communities, too many issues for you to stand out and be effective.

“The best way to get anything done – really the only way – is to work with other communities so you’re not just one voice shouting to be heard. If we come with a crowd, and our crowd is all saying the same thing and asking for the same solutions, they have to listen to us.”

Salinas praises the efforts of other groups advocating for border issues, and welcomes them all to the “big tent” of TBC. “The Rio Grande Valley Partnership is doing great work, the Border Trade Alliance is doing great work,” Salinas says. “There are plenty of challenges for all of us to work on, and we’re proud to stand shoulder to shoulder with other border leaders and do our part to help our communities.”

Under Foster’s leadership in the 2000’s, TBC gained national recognition as it fought hard against the proposed border wall. Foster, a lanky bilingual cowboy who habitually conducted interviews in a trademark Stetson he called his “Texas toupee,” provided a wry, border-savvy counterpoint in the often emotional debate over the border wall.

In 2008 Foster and TBC filed a federal lawsuit against then-U.S. Department of Homeland Security Secretary Michael Chertoff, seeking to block the border wall as a project that many border leaders saw as overpriced and ineffective.

Ultimately TBC’s efforts helped border communities win more local control over the wall’s placement, re-routing portions of the wall and reducing its divisive impact.

“Chad Foster and TBC brought our border communities together at a crucial time, when we needed to speak with one voice so that the decision makers in Austin and Washington would have to hear us,” Salinas says. “Years have gone by but the issues are the same: balancing security and commerce at our border crossings, and making sure our region has the infrastructure and the healthy, educated workforce to make the most of our prime location at the crossroads of the 21st century global economy.”

Today, one of the border’s key economic development opportunities is the outlook for large-scale oil and gas development just south of the border, in the Mexican portion of the highly productive Eagle Ford shale formation.

Salinas sees this is as an ideal opportunity for border leaders to come together to pursue regional goals. “Destiny is in our hands, so let us prepare. The Eagle Ford developed so quickly on the Texas side of the border, a lot of communities were unprepared for the impacts to their roads, their housing, their workforce,” Salinas says. “The border region is ideally located at this crossroads of economic activity, and our region can learn from the experiences of other communities. We need to work together and make the most of this economic development opportunity while minimizing any negative impacts.”

TBC’s summer meeting, held at the Schlitterbahn Resort on South Padre Island in June, included a guest appear-

33

COVER STORY ance from Paco Valentin, Texas state director for rural development at the US Department of Agriculture, to discuss opportunities for border communities to seek and win federal USDA funding for community projects. A follow-up technical workshop is planned to allow border communities to learn more about the USDA funding process.

“We were so fortunate to get Paco to talk about the work of USDA, because what their agency does is way beyond agriculture. He talked to us about projects like broadband, housing, new city facilities and emergency responder equipment,” he continues. “At the break, he and his staff were surrounded by people who wanted to talk about potential projects in their communities.

“It’s all about putting the right information into the hands of the people who can use it. We’ll be working with Paco and his staff to provide more information and technical assistance to open up funding opportunities for our border communities.”

It’s all about putting the right information into the hands of the people who can use it.

In addition, the luncheon program featured remarks from state Sen. Eddie Lucio, Jr. of Brownsville and a legislative panel discussion of the 84th Texas legislative session and its impact on the border with state Reps. Oliveira, Ryan Guillen of Rio Grande City, Armando “Mando” Martinez of Weslaco and Eddie Lucio, III of San Benito, moderated by the Rio Grande Guardian’s Steve Taylor.

“We were extremely honored to have some of the most senior, best informed members of the legislature share their insights on how this session impacted our communities,” Salinas says. “The purpose of this meeting was to learn, understand the bigger picture and start preparing for a successful interim and a successful 85th legislative session in 2017. We want to hear from our border

34

www.businessadvisermagazine.com

COVER STORY

JD understands our communities and our needs, and he can pull our leaders together to work on this region’s most pressing problems.

legislative leaders, and we want to be a resource for them, providing the expertise and in-depth analysis of a top-tier think tank to help them formulate their ideas for next session.

Salinas says he intends to continue TBC’s strong committee structure, which enables the group to keep its laser focus on the four central economic development issues of immigration and border security; transportation; workforce development and healthcare.

“We’re always listening to our members for advice and input, and the more our members participate and educate us, the more we can educate the people in Austin and Washington who are making decisions that affect our communities,” Salinas says. “We’ve also got great committee chairs who share their time and expertise to help us be the goto group when decision makers want to learn about the border,” Salinas says.

One of the chairs that Salinas counts on is Monica Weisberg-Stewart, a McAllen businesswoman who chairs TBC’s Immigration and Border Security Committee. A veteran of legislative battles in Austin and Washington, this spring Weisberg-Stewart was invited to testify for TBC before a US Senate Homeland Security Committee hearing entitled “Securing the Southwest Border; Perspectives from Beyond the Beltway.” Weisberg-Stewart spoke to the senators on the need for improved infrastructure, technology and staffing at border crossings, in order to prevent the unlawful entry of people and illegal drugs.

“TBC has been educating people in Austin and Washington for years that, just like Army trainers teach, ‘there is nothing man can build that man can't overcome.’

This certainly holds true with the border fence -- people are going over it, under it, and around it,” Weisberg-Stewart says. “JD is a great chairman for TBC because he gets both ends of this equation – he’s grown up and raised a family on the border, he’s been a local

elected official down here, and he’s also been in the federal government. He understands how to get our point across in Austin and Washington.”

Blas Castaneda, a longtime workforce development advocate with Laredo Community College who now has his own consulting firm, serves as TBC’s Workforce Development Committee chairman. “TBC has been highly effective in advocating and facilitating discussions on behalf of our border cities and counties, especially our need for border security, bridge funding allocations, education and workforce development, health, water and other essential resources for our communities,” said Castaneda.

“JD understands our communities and our needs, and he can pull our leaders together to work on this region’s most pressing problems.”

Olga Gabriel, an official with the A&M Health Science Center in McAllen who chairs TBC’s Healthcare Committee, agrees. “JD is a real team leader who cares about the future of our region,” she said. “I think TBC is going to accomplish great things under his leadership.”

The TBC meets three to four times a year, and the annual meeting this fall will be in October. In addition, TBC holds regular conference calls and briefings on developments in Austin and Washington, led by Vianovo, TBC’s public affairs consulting firm. Salinas is looking forward to bringing the group back together in October, with additional members and guests, to continue the conversation that was started at South Padre Island in June.

“We’re reaching out to all of our border communities, from South Padre to El Paso, talking to them about the mission of TBC as a unified voice for the border region and asking them to participate and share their advice and input,” Salinas says. “A good friend who’s a seasoned border leader, a guy like me who grew up here, told me recently, ‘Remember, this region is prosperous and there’s enough for everybody down here. We forget about the big picture sometimes when we start worrying about our own problems and forget about everybody else. But I know one thing for sure; we’re stronger together than any of us could be on our own.’”

35

STRATEGY

BODY LANGUAGE HACKS THAT MAKE YOU APPEAR MORE CONFIDENT AND ASSERTIVE If you have the confidence, poise and charm you will be able to turn an ordinary presentation into something extraordinary.

W

hether you are pitching your ideas to potential investors or holding a regular sales meeting with your own employees, the way you present yourself can make or break the occasion. There is no denying the fact that your material is the soul of your presentation. So if you are well-prepared, you will be able to do a good job. But there is yet another factor that decides your success as a speaker or presenter - and that is the way you execute the presentation. If you have the confidence, poise and charm you will be able to

36

turn an ordinary presentation into something extraordinary. Poor execution, on the other, can spoil even brilliant material. Here are some simple body language hacks that will help you make a great presentation.

BENEFITS Your body language plays a crucial role in shaping others’ perception of you.

The right movements, facial expressions and positions will project qualities such as:

ASSERTIVENESS Managers have to handle high level responsibilities and lead a team of em-

ployees with various skills.

This wouldn’t be possible if they lack the assertiveness to execute their will even when they face resistance.

You should position yourself as someone not easily influenced or intimidated by others.

CONFIDENCE Business leaders should be able to project confidence.

They should come across as people sure of their abilities and accomplishments. So if your goal is to advance in your career, you should employ body language that communicates confidence.

INTEREST Be a great listener. We are automatically drawn to people who listen to us. Your investors, employees and customers want you to listen to the topics they present.

When you show a keen interest in their presentation or conversation, they will as-

sume that you will show the same kind of engagement when they do business with you. Good listeners build trust. This also makes them great leaders.

WILLINGNESS TO COLLABORATE Business leaders need to be assertive, but they should also be able to work with others. This is required to accomplish common goals.

When you incorporate ideas from others, it will ultimately strengthen your strategies.

INTELLIGENCE You need a great deal of knowledge and intelligence to succeed in any industry. Body language that communicates comprehension and alertness gives the impression that you possess high I.Q. levels. This also makes others think that you are ‘cut out’ for greater responsibilities.

www.businessadvisermagazine.com

EMPATHY E.Q. (Emotional Intelligence Quotient) is as important as I.Q. A good leader should be able to respond empathetically to the needs of his employees, clients and customers.

We have seen the importance of using the right body language during a presentation.

But how will you change your body language? Here are some simple hacks.

STAND TALL Do not slouch. If you are used to slouching breaking that habit may be difficult, but you have to do it to look confident during the presentation.

Hold your shoulders back and stand tall while making the presentation. Straighten your body but do not exaggerate

your height. When you stand straight, your airway will be aligned. This will allow you to speak clearer and louder.

MAINTAIN EYE CONTACT Most of us understand the importance of maintaining eye contact during one-onone interviews. Eye contact is useful during a large presentation as well. When you speak to a large audience, you won’t be able to look in everybody’s eye. So focus on important members.

SMILE SINCERELY A sincere smile communicates warmth. When you greet others with a genuine smile they will reciprocate with equal warmth and open up.

Keep your facial expressions loose. This will make you appear more sincere.

LEARN HOW TO SHAKE HANDS

MOVE ABOUT FREELY

The handshake is a popular method of greeting in several cultures. While this might seem to be a simple act, it takes time to perfect it. While shaking hands with a potential partner or colleague make sure that you are not excessively firm or overly limp. Instead try to achieve a grasp that feels natural and communicates warmth and sincerity.

When you make a presentation in front of an audience, the stage is yours. So don’t stand in one location. Move about. Use as much space as possible. This will make you appear more confident and more natural.

ACT IN SYNCHRONY When you imitate the body language of the person you are speaking with, you are suggesting agreement. Watch how others have positioned themselves. Are they standing, sitting or walking? Mimic their actions. Keep in mind that you are not trying to harass them. You are simply trying to communicate the idea of cooperation.

LOOSEN YOUR FACIAL MUSCLES When we speak, our face conveys a lot of visual clues.

While speaking in front of a huge audience keep your expressions loose. This will make you appear more sincere and human.

In order to master these body language techniques, you should practice them in real environments. Practice these techniques with a colleague or friend. Tweak them until your gestures and actions feel natural. Before you even realize it, they will become a normal part of your habits.

TAXES & LAW

Tax Code Changes for 2015 These numbers will be applicable when you prepare your tax return for 2015 in 2016.

T

he IRS has announced its annual inflation adjustments for 2015. The adjusted provisions include cost of living, tax-tables, and tax rate schedule adjustments. These numbers will be applicable when you prepare your tax return for 2015 in 2016. Here are the highlights.

STANDARD DEDUCTIONS There is a slight increase in standard deductions. For singles it has risen to $6,300. If you are married, but you and your spouse decides to file separate returns, your standard deduction is $6,300. It will be $12,600 for couples who file their returns jointly. In 2014, these figures were $6,200 and $12,400. For heads of households, the standard deduction has risen to $9,250.

ITEMIZED DEDUCTIONS The limitations for itemized deductions (aka the Pease limitations) will be applicable for individuals whose income exceeds $258,250.

PERSONAL EXEMPTIONS Personal exemption limits have also gone up. For 2015, it is $4,000. Personal exemption amount phase outs (aka PEP) start with adjusted gross annual incomes of $258,250 for individuals and $309,900 for couples filing their returns jointly. These exemptions completely phase out at $380,750 ($432,400 for couples).

38

KIDDIE TAX The kiddie tax limit is $1,050.

This is the maximum amount of unearned income that a young child can bring home without paying federal income taxes.

EARNED INCOME TAX CREDIT (EITC).

For tax payers who have one child and who file their returns jointly, the highest EITC amount is $3,359. For couples with 2 children it is $5,548. It is $6,242 for couples with 3 or more children. For couples who have no children, it is $503.

Phase-outs start at $8,240 for singles with no kids and $18,110 for singles with 1 or more children.

ADOPTION CREDIT Couples who adopt a special child are eligible for an adoption credit of $13,400.

Phase-outs are applicable for taxpayers whose modified adjusted gross income exceeds $201,010.

HOPE SCHOLARSHIP CREDIT. The Hope Scholarship Credit will be equal to 100 percent of the qualified tuition and other expenses for amounts less than $2000. If the expenses exceed $2000, the credit will be 25 percent of the amount in excess. However, the maximum credit available is $2,500.

Income restrictions are applicable in the case of tax payers whose modified adjusted gross income exceeds $80,000.

LIFETIME LEARNING CREDIT Income restrictions are applicable in this case as well.

They begin with taxpayers whose MAGI exceed $55,000.

STUDENT LOAN INTEREST DEDUCTION The maximum deduction for the interest paid on your student loans is $2,500.

Phase-outs are applicable in the case of taxpayers whose MAGI exceeds $65,000.

HEALTH CARE UPDATES: The annual limit on contributions that employees make to healthcare flexible spending accounts sponsored by the employer has increased to $2,550.

FEDERAL ESTATE AND GIFT TAX UPDATES: There is a basic exclusion limit of $5,430,000 on estates owned by people who die in 2015.

FEDERAL GIFT TAX EXCLUSION

The exclusion on gifts to one's spouse who isn't a US citizen is $147,000.

FOREIGN EARNED INCOME EXCLUSION The exclusion on income earned from a foreign country is now $100,800. Last year it was $99,200.

ALTERNATIVE MINIMUM TAX EXEMPTIONS The AMT exemption limit is $53,600 for persons. For couples who file their returns jointly, it is $83,400.

HIGHER EMPLOYER PLAN CONTRIBUTION LIMITS If you are a taxpayer, in 2015 you will be able to contribute up to $18,000 to your 401 (k), 403 (b), Thrift Savings Plan of the federal government and most 457 plans. For employees who are 50 or older, the catch-up contribution limit will increase to $6,000. There is a total contribution limit of $24,000.

The yearly exclusion limit for gifts has not changed. It remains the same at $14,000.

www.businessadvisermagazine.com

39

STRATEGY

Steps to Better Listening and

Business Communication Next time you're going to tell someone something you've been wanting to tell them for a long time, pay attention to how you unravel the story.

PART 1: INFORMATION INTERPRETATION Business communication can be simple.

What differentiates a good business from a great business is the ability to communicate affectively in person, online, and in print. But there’s one big component that is often overlooked: the emotional and personal connection.

This is because communication is generally seen as common sense. Now, if that’s the case, then why are there so many inefficiencies in the workplace?

Are you constructing a message that is easy to interpret for all client profiles? Or are you making it more complex for your client to understand what you’re trying to say?

When we are passionate about what we do, we get so involved in what we’re trying to say, that we forget about the consumers and their preferred method of outreach and communication. But how do we communicate what we don’t know? We may know what we’re trying to say, but how do we connect with our audience?

The only way to better understand communication and connecting with consumers, is to better understand yourself and how you communicate and connect.

1. Understand your Information Interpretation Style tuned for Business Adviser’s next issue to learn 2. Sympathy VS Empathy *Stay about Step 2: Sympathy VS Empathy – this is a 3 step 3. Emotional Intelligence process to becoming a better listener and communicator.

BELOW IS PART 1 OF 3 COMMUNICATION STRATEGIES TO MAKE YOU A BETTER LISTENER AND COMMUNICATOR: UNDERSTANDING YOUR INFORMATION INTERPRETATION STYLE:

Next time you’re going to tell someone something you’ve been wanting to tell them for a long time, pay attention to how you unravel the story. Are you taking an inductive or deductive approach?

Example: Quarterly Business Results have come in and the numbers are up by 25%. This is great news and you can’t wait to tell your boss. Which situation sounds more like you?

(CIRCLE A OR B)

A

B

Hi boss, I looked at our quarterly earnings and we are up by 25%. This is a big jump from last quarter.

Hi boss, so, you know how last quarter we implemented that new software you had second thoughts on? Well things seem to be working really well. Also, ever since we started marketing our products online, revenues have been up, too. In fact, we are actually up by about 25% in our earnings this quarter”

IF YOU CIRCLED A, you are likely a deductive information interpreter. You get to the point, are efficient with time, and prefer when people are direct with

40

1 T R A *P

you. A deductive approach is designed by starting with a theory or statement that is then supported by facts.

IF YOU CIRCLED B, you are likely an inductive information interpreter. Think of it as “building your case”. You are leading up to your theory or statement with supporting facts first rather than after. This often builds more suspense and excitement.

Better identifying with how you communicate makes you more empathic towards others and the way they interpret messages. If you have mixed clientele, the best thing to do would be to actively listen to them and pay attention to the way they present their information. This in depth communication awareness will give you a better idea of how to present specific information to people with specific interpretation styles in the future.

This means better connections, communication, and time efficiency.

By: Adriana S. Trevino For more information on communication strategies, contact Adriana S. Trevino at: adriana@fireflyprtx.com

www.businessadvisermagazine.com

5 ENERGY

ENERGY SAVING TIPS EVERY BUSINESS OWNER NEEDS TO KNOW

Savvy business owners understand that wasteful or inefficient operation can directly impact the bottom line. What can you do to reduce energy use and maximize savings?

C

ontrolling energy costs is an important consideration for any successful business. Savvy business owners understand that wasteful or inefficient operation can directly impact the bottom line. What can you do to reduce energy use and maximize savings? The following tips and suggestions from Phillip Amaya, Technical Services Division Manager for Magic Valley Electric Cooperative, can help you take charge of your business’s energy usage, conserve energy, and save money.

42

15-minute interval during that billing cycle. “If you understand demand charges, you can lower them up to 50% or more,” says Amaya.

“You just have to know what the meter is looking for.”

UNDERSTANDING YOUR ENERGY BILL AND USAGE Understanding the components of your energy bill is the first step toward lowering energy consumption and reducing costs. Without knowing exactly how you’re billed, it’s difficult to prioritize which energy saving measures will have the biggest impact. In most cases, your business is charged based on consumption and demand. Consumption is the calculation of the total amount of kilowatt-hours consumed during the billing period. Demand is the rate at which your business consumes electricity. Your demand charges are based on the highest level of electricity supplied at any given point in time, typically a

LOWERING YOUR ENERGY BILL Depending on your rate structure, demand charges can represent up to 30% of your utility bill. Energy-intensive industries such as manufacturing typically experience much higher peaks in demand due to equipment startup. To lower demand charges, consider a staged startup where you turn on one piece of equipment at a time. If possible, alter the operations schedule to prevent the heaviest equipment from

running simultaneously.

Lowering demand charges requires consistent effort.

“It’s not a one-time thing,” explains Amaya. “Most utilities assess demand every month.” To see savings, your business has to continuously control demand during that period. However, Amaya also notes that some utilities calculate demand charges on a yearly basis. Be sure to contact your provider for specifics.

LED lighting is a rapidly evolving technology that is beginning to surpass the quality and efficiency of existing lighting technologies such as fluorescent and incandescent. www.businessadvisermagazine.com

Lowering demand charges requires consistent effort. “Most utilities assess demand every month.” To see savings, continuously control demand during that period.

INSTALLING ENERGY-EFFICIENT EQUIPMENT Upgrading equipment to energy-efficient models is a proven way to reduce energy usage and costs. However, some energy efficient equipment can have a detrimental effect on system power quality. That’s why it’s important for businesses to choose high quality equipment that meets the latest IEEE and IEC standards. “Customers have to understand what they need and be critical of what’s being provided,” says Amaya.

“We try to educate people to prevent problems.” Businesses should also contact a reputable company to handle the installation process.

Amaya recommends hiring consultants with at least 10 years of experience. Always ask the company to perform

site acceptance testing to verify that the equipment meets the standard. This will help your business avoid energy issues down the road.

SWITCHING TO LED LIGHTS LED lighting is a rapidly evolving technology that is beginning to surpass the quality and efficiency of existing lighting technologies such as fluorescent and incandescent.

However, not all LED lighting is created equal. Always purchase LED lighting from a

reputable vendor. LED bulbs are capable of displaying an impressive color range. Be sure to discuss color options with your vendor. Popular colors available for LEDs include warm white, soft white, and bright white. Warm white and soft white will produce a yellow hue that is similar to incandescents.

Bright white will produce a white light that is similar to daylight. “LED lighting varies widely in pricing and options,” says Amaya. “Deal with specifics and you can find some good lighting options for your business.”

When switching to LED lighting, don’t expect to see huge savings on your energy bill.

However, your business will enjoy increased efficiency and longer bulb life.

WORKING TOGETHER FOR A BRIGHTER FUTURE Saving energy is a cooperative effort. MVEC is fully committed to helping businesses reduce energy consumption and increase efficiency. “We’re here to help,” says Amaya. “At the end of the day, we need to work together to lower energy usage as much as possible.” It’s a two-way street that, when traveled together, can lead to an efficient destination.

Eastern Division & Corporate Office 1 3/4 Mile West Highway 83 Mercedes, Texas 78570 1-866-225-5683

Taking your business from plans to profits When you’re ready to build on your achievements, our trusted bankers are ready to support your personal and professional goals. Our business bankers live and work in your community and know that good relationships make us all stronger.

With our customized tools and services, we may help you grow your enterprise and build a legacy of wealth and success.

wellsfargo.com © 2015 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. (1246731_14701)

STRATEGY

How To Conduct A Successful

Interview

When interviewing someone for a senior level role, you have to understand the profile of the candidates you’re talking to. While less experienced job searchers will do almost anything to secure a highly coveted role, an interview with the kind of candidate you want for a high level position is different.

M

ature professionals with the right experience are usually wary of jumping for the first position they are offered. They’re more concerned about the kind of company they join, and the work they will be expected to do. They know there’ll be other companies keen to hire them, and they are usually in a position to be able to wait for the right offer. In such an interview, the candidate is evaluating you or your company as much as you are evaluating them. It’s critical to show that you value their knowledge and opinions, and that you can offer a good interview experience.

BEFORE THE INTERVIEW: • TALK TO EVERYONE. If your recruitment agency or someone you trust recom-

mends a high level executive, consider having a chat with them, even if you don’t have a position open at the moment. If you find that they are a good fit for the organization, you have a ready list of options when you do have a position open or when the funding is available. It may be possible to create a role for them if their talents are in line with what your company needs. In addition, they feel like they are being valued, and may start considering your company.

• DO YOUR HOMEWORK. If you have arranged an interview with a candidate, do spend some time going through their details. While it is one thing to glance through a resume before interviewing a junior candidate, it should be different when you’re meeting

During the interview process, try to incorporate the interviewee with their prospective team.

46

someone with more experience. Understanding their work history or being able to discuss their big projects or portfolio makes them feel like your company appreciates their merit, and will also give you a perspective on what to talk to them about.

At this point, it might be worthwhile doing a quick reference and background check. In this age of digital access, it shouldn’t be hard to find some details about your candidate and see if they match his or her resume.

• CONSIDER WHAT YOUR COMPANY NEEDS, NOT WHAT THE CANDIDATE IS OFFERING. Before you meet a candidate, no matter how great his or her experience is, spend some time understanding the requirements of the role.

And this means, not just the expectations and deliverables, but the ‘soft skills’ also. This will help you go into the interview with an idea of what you’re looking for and what red flags to watch for.

DURING THE INTERVIEW: • IF POSSIBLE, CREATE A TASK FOR THE CANDIDATE TO COMPLETE. Giving the candidate a task like making a presentation or interacting with a team member for a project is a great way of assessing how they would approach a daily requirement if hired. It allows you to see how they interact with other people, if that is part of their role, or how they perform under limited guidance.

• EXPLAIN THE ROLE AND ITS CHALLENGES. A high level talent will have more questions for you than just about the role and expectations. Do make a full explanation of the role and what is expected from the candidate if they were to join. Don’t leave out the hard parts. When you are honest about problems your company has, you have a chance to judge how they react to this and if they’re willing to see themselves as part of a team to work it out.

You could phrase it in a man-

www.businessadvisermagazine.com

STRATEGY ner that asks how they see themselves using their skills or talent to help fix it.

Also, if the role being offered has some drawbacks, do mention this at the beginning. This works to avoid any surprises once the candidate has joined. You don’t want to go through the process all over again.

• BRING IN OTHER TEAM MEMBERS. For upper management candidates, do ask your other team members to be a part of the decision making. Your understanding of the candidate’s personality and skills can be enlarged with different perspectives. Do remember that interviewers are likely to feel a bias toward someone who is very similar to themselves, but should be able to work by the same values as your company, not its members.

The only failsafe metric you have for judgment is your instincts about the candidate. sure you respond in a noncommittal manner so as not to guide the interviewee.

TRUST YOUR INSTINCTS. Everyone is at their best for an interview. Resumes can be ‘creatively edited’.

References can be set up. The only failsafe metric you have for judgment is your own instincts about a candidate.

If you feel there is a chance that a candidate is not being truthful about something or is not the right type for the company, do a little follow-up work or call for a second interview to make sure.

MAKING AN OFFER: • BE HONEST WITH THE CANDIDATE. When you make an offer, do explain to the candidate why they’re being hired. This is helpful because it allows a candidate to understand what the company will expect of them. It is especially true in the case of a candidate who wasn’t exactly what you were looking for, but has a trait that made you hire them. When you make the offer, do explain that you appreciate a particular merit, but you would like them to undergo a training period or develop a specific skill set once they join.

• FILL IN AN ASSESSMENT SHEET. It’s a good practice to create a form to fill in after an interview. The template should be team- and role-specific, and allow you to grade candidates based on the skills and knowledge you’re looking for. Jot down a few notes that will remind you of salient points in the interview. This helps when meeting multiple candidates in a day.

An interview that is researched and well-planned can be an interesting experience for both candidate and interviewer. It takes time and effort, but it’ll be worth it many times over to find the right fit for your company.

• ASK OPEN-ENDED QUESTIONS ABOUT SOFT SKILLS. It’s relatively easier to judge a person on their past experience. But you’re also looking for someone who can work with a team, work with clients, and work with emergencies and deadlines looming.

Phrase your questions about behavioral attitudes in an open-ended manner so that the candidate has to talk to explain themselves. Make

47

STRATEGY

CONDUCTING BUSINESS MEETINGS AT RESTAURANTS THE WHYS AND HOWS Why should you invite a business connection to lunch? Isn’t a coffee or a drink enough? Should you go to their office?

I

t takes time and effort to make meaningful business connections. If you’ve made a connection to an ideal client or recruit, or even to a partner, you should invite them to lunch if you want them to listen to your pitch.

Doing it in person is likely to be more effective than a phone call or email. Here’s why you should buy lunch: A safe, neutral setting: In a restaurant, you are both in a neutral setting. If you visit their office, you will feel at a disadvantage. There is a subtle power play involved in sitting in front of someone in their own space, and you want to avoid that. Buying them a meal creates a positive power play for you.

Undisturbed attention: Setting up a meeting with a potential business partner or client in their own office means that your meeting could be interrupted by their colleagues or by business calls and emails.

A shared experience: Eating together in a restaurant is a social interaction that both of you are familiar with. It puts both of you at ease and allows a more congenial mood. Further, you will have something to discuss when you next meet.

A captive audience: Most people set aside at least an hour for a meal. This means you have their attention for 60 minutes, which is more than a rushed meeting in their office, and most certainly more time than a phone call.

HOW TO CHOOSE THE PERFECT SPOT: A COMFORTABLE PLACE TO NETWORK: When you invite someone to lunch for the purpose of networking, choose a place that is comfortable for both of you. Look for a location that is midway between you and your lunch invitee. Narrow down on a list of restaurants in the midrange for prices, and ask them to choose a spot from these.

AN IMPRESSIVE SPOT TO CLOSE A DEAL If the mealtime discussion is likely to involve negotiation of terms or prices, choose a restaurant that is impressive, but quiet. You want to emphasize the importance of the situation, while still being quiet enough for a discreet, honest discussion. If tables are too close, or if there is noise, it could distract your fellow diner from the discussion at hand.

A FUN PLACE FOR TEAM BUILDING If you are a manager who handles a team, it’s always a good idea to take your team out on a monthly basis. This encourages a spirit of friendliness and builds rapport.

Naturally, with a larger size team, this could be an expensive proposition. Look for a place where the atmosphere is light, fun and interactive.

You could choose happy hours at a nearby pub or restaurant, or even a Friday evening at the local bowling

alley. Look for a location that is close to the office, and one that most people in your team will be familiar with.

A FAMILIAR SPOT FOR A MEAL WITH A SUBORDINATE If your meeting is with a subordinate, you should use this time to understand them better. They are likely to be intimidated by the prospect of making polite conversation, or worried about feedback, so offer them a chance to choose a suitable restaurant they are comfortable with.

TIPS TO MAKE IT EASIER: • Offer at least three options for your fellow diner to choose from • Avoid alcohol • It is polite to eat before breaching the topic of business • Pick up the tab and the tip • Prepare – know what you want to say, carry the necessary materials • Follow up after the meeting is over