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BELLWETHER
Volume 2 | Issue 4 | Fourth Quarter 2011

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2 Bellwether Magazine | Fourth Quarter 2011
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It is the working man who is the happy
man. It is the idle man who is the miser-
able man.
~Benjamin Franklin

Happiness is not a goal; it is a by-product.
~Eleanor Roosevelt

6
Letter from the Editor 5
sections

Leadership
Sales and Marketing
6
10 8
Cover Story 12
Book Report 16
Customer Relationships 18
Industry News
Customer Story
19
24
12
Human Resources 26

26 22

LETTERFROMTHEEDITOR

BELLWETHER
A Blytheco, LLC Magazine

Volume 2
Fourth Quarter, 2011

www.blytheco.com
www.bellwethermagazine.com

STAFF
EDITOR
Apryl Hanson

CREATIVE DIRECTOR
Greg Went

OPEN FOR AD CONTRIBUTING WRITERS
Alicia Anderson
Steve Geske
Howard Hansen
Apryl Hanson
Jeff Johnson, CPA and Tom Siders, CPA
Brian Kelly
Nicole Laurier
Mike Marino, Ph.D.
Lt. Col. Rob ‘Waldo’ Waldman
Dawn Westerberg
Geni Whitehouse

ADVERTISING SALES
Dori Fitch

SUBSCRIPTIONS
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Or contact Dori Fitch -
(800) 425-9843, Extension 1168
dorif@blytheco.com

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of Bellwether Magazine.

5
bell•weth•er -noun: one who takes initiative or leadership

LEADERSHIP

What the Experts Couldn’t Tell You about Communication,
Relationships and Creating Change

H ave you ever found yourself baffled and frustrated by someone’s
inability to understand your point of view? Have you ever found
yourself driven to order the latest book or attend the latest
seminar in an attempt to improve your communication
skills? Of course you have.
With all of the “communication” out there about communication, But what if all that you’ve learned was not the whole story? What
with all of the articles, books and 3-ring workshop binders, what if all these observations and rules only represented a “virtual”
if there was a secret dynamic that all of them have been missing? reality? (like the Matrix!) What if there was a whole other reality
What if that secret was so fundamental to every relationship behind what you’ve been doing that changes all the rules?
that understanding it would revolutionize your understanding What if it turned out that in your game of “communication
of communication and completely transform your relationships pool,” someone secretly replaced the cue ball with one made
both business and personal? of steel and then placed magnets under the table?

As it turns out, there is such a secret. And though it takes a The “Hidden Level of Communication Reality”
lifetime to learn to use it fully, understanding the basic dynamic
As it turns out, the process of communication is far more
behind all relationships and all communication is fairly simple.
complex than what we have been led to believe. For over 20
Communication Skills - a “Virtual” Reality years now, theorists in a field called “Family Systems Theory”
have been uncovering the hidden reality behind the reality in
The first step in understanding this secret dynamic is to
which we have been operating. These theorists have learned
open your mind about what you’ve been taught about
that communication is not a logical process; it is an emotional
communication so far. You’ve been taught that communication
process. They have learned that communication is not linear
is a straightforward, logical process of cause and effect.
cause and effect. You can’t control outcomes by controlling the
Rooted in common language and standardized meanings,
input. They have uncovered a reality behind the virtual reality
communication has been presented as a skill in producing
and hidden “rules” that operate quite differently from what we
shared meaning. Pay attention to definitions, syntax and the
normally expect. In the same way physicists have discovered a
organization of ideas, take into account cultural, gender and
quantum reality with its own rules that makes up our universe,
generational differences, toss in a few neurological studies
these theorists have discovered a quantum level of reality with
and rapport skills and you’ve got your basic recipe. When “the
its own rules that is hidden behind the level we observe with
bubble” over the other person’s head matches “the bubble”
our five senses. To continue our billiards metaphor, they have
over your head, you’ve been successful.
discovered the “magnets” under the table of communication.
Communication is presented much like learning to play billiards.
So what is this reality that underlies the “virtual” reality within
You learn some basic rules of physics. You learn to predict the
which we have all been tying to operate? What are the rules?
outcome of certain trajectories and interactions. You learn the
What makes up the “underside of the table” regarding our
cause and effect rules of the billiard balls so you can plan your
behavior and our relationships?
next shot on the table. Once you’ve sunk all the balls on the
table and taken care of the 8-ball, you win!

About the Author
Steve Geske is President and Co-founder of the consulting firm Healing Leaders, whose mission is “To develop enlightened
leaders through self awareness, resourceful responsiveness and authentic presence.” He is a frequent author and speaker on the
topic of leadership development. Learn more about Steve at www.healingleaders.com


The “Magnets” Under the Table An Emotional Triangle understands that relationships
are ALWAYS in threes. There is always at least one other
As it turns out, this reality is not logical. It is emotional. By
person, entity or thing that makes up the third element in
“emotional”, we don’t mean happy or sad stuff. I’m not
a relationship.
talking about our emotions. We are talking instead about
the set of instincts developed through thousands of years The Third Element
of evolution that motivate our most basic behaviors. These
Almost anything can make up the third element in an
include the flight or fight response, the herding response
Emotional Triangle. It can be:
(yes, we are a herding species) and the shortcuts that have
been hardwired into our brains causing us to act first and • A person
then make up the logical reason for acting a millisecond • A role
AFTER we have responded. • A belief
• An addiction
Neurological research demonstrates that logical choice and
• A neurosis or a fear
volition are primarily an illusion created by our conscious
awareness. We have the impression that we make many Positions within an Emotional Triangle
conscious choices each day. Some of us believe those
Emotional Triangles have two “positions.”
choices are mostly ruled by logic. The research indicates
otherwise. Muscle responses can be observed moving 1. Inside - containing two people, or one person and a
an arm or a finger BEFORE conscious awareness of any thing or entity. This position is always shared and feels
decision to do so. While conscious intention and choice are comfortable and safe. It is the position we instinctively
possible, in fact, most of us are running on automatic pilot prefer and seek in all our behaviors.
during most of the day. Our brains are creating the fiction
we call “choice.” We are emotional beings operating on 2. Outside - containing one other person, thing or entity.
these well established internal programs This position feels anxious and threatening. Instinctively,
we avoid the outside position
The automatic, non-logical, emotional character of our
inner selves presents a challenge to communication and Emotional Triangles - Illustrated
the way we behave in relationship to each other. One
Emotional Triangles are evident in all relationships. An
basic premise, proposed by Family Systems theory, is that
example can be seen in the relationships of children -
a relationship between two people will always contain
especially girls.
a certain level of anxiety and over time, this builds up
and threatens the relationship. In order to stabilize the Observe, Mary and Jane on the playground. They are best
relationship, these two people subconsciously collude friends forever (“BFFs”). They like the same clothes, music,
in redirecting the anxiety between them towards a third pop stars but unfortunately, the same boy. Now that’s
person, entity or idea. This means that the basic unit of a problem because it threatens their “BFF” status and
all relationships is not two but three. This unit of three is creates anxiety between them. What are they to do?
called an “Emotional Triangle.” Emotional triangles (ET’s)
make up the “magnets under the table” in the game of Unconsciously, to help stabilize their friendship, they start

relationships and communication. Emotional Triangles whispering about Suzie behind her back. They make fun of

make up the crucial dynamic that has likely been frustrating the way she looks and acts. They tease her, Suzie gets mad

your best efforts “on top of the table” as you try to “line at both of them.

up your shots” in attempting to communicate with others.
BFF status secured! Mary and Jane’s friendship is now
Below is a brief tutorial:
tighter because of a common enemy without having to

Emotional Triangles address the fact that they both like the same boy.

ET’s are a way to understand how relationships REALLY “The enemy of my enemy is my friend.”

operate. They provide a reliable “map” that is an alternative
to relying on linear, cause and effect understandings of Continued on page 30
relationships based on the social science model of reality.

7

SALES&MARKETING

by Lt. Col. Rob “Waldo” Waldman
(The Wingman)

wo long minutes passed since I last changed radio frequencies. We were
approaching the Iraqi border and my flight lead still had not checked me
in. I was getting nervous.
Having no radio contact at 20,000 feet and separated established during critical elements of a mission.
from my fellow pilots by 10 miles on a night combat
mission in hostile territory was a dire situation. What 4. Brief a back-up plan in case communication fails
if I lost my engine or was engaged by ground fire? (known as “radio-out” procedures).
How could I call for help? Without my radio, I felt very 5. Debrief every mission to review lessons learned
vulnerable. If I didn’t get checked in, I would have to and reinforce training.
abort the mission and head back to base.
When the heat is on and
Suddenly my back-up VHF radio blared with the adversity strikes,
terse sound of my flight lead, “2, come up 239.9.” how do
I breathed a sigh of relief and immediately changed
frequency. “Vipers, check-in, confirm master-arm
hot!” We acknowledged his call on the radio in a you
crisp, monotone cadence, “2, 3, 4.” communicate with
I flipped the master arm switch to the “hot” position your team? Do you have a
and readied my weapons. My wingmen and I were “comm plan” with your employees, colleagues,
now one synchronized formation, with a clear flight and customers? Are you taking the time to brief
plan and a mission objective that had been delivered your missions to ensure all your wingmen are on
in our pre-mission briefing. Our radios and radar the same wave length and understand their roles,
linked us together. We were ready for battle. responsibilities, and objectives? Finally, are you
aware of those who might be on the wrong frequency
Communication in combat is essential to successfully or off course? If so, what’s your plan to get them back
execute a plan. It ensures safety, keeps everyone on target?
focused on their responsibilities, and builds
awareness in rapidly changing environments. Checking in with your wingmen, listening to their
questions, and understanding their challenges
In order to communicate effectively in the heat of are fundamental components of teamwork and
battle, fighter pilots: leadership. They are the cornerstones in building an
environment of mutual support and trust, especially
1. Brief the mission in order to establish objectives, in rapidly changing, competitive environments.
delegate responsibilities, analyze threats, and
review contingency plans. Want to communicate better with your team? Try
out these communication “wingtips” and watch the
2. Establish a communication (“comm”) game impact they have on your organization.
plan which confirms when and where to change
frequencies. 1. Have a ‘mass briefing’ at least once a month.
Gather your troops and communicate the latest
3. Ensure positive two-way communication is

LEADERSHIP

trends, organizational goals, sales updates, and execution. The greater your SA, the greater your ability
product upgrades etc. Your wingmen need to hear to solve problems, handle contingencies, and adapt to
important news (both good and bad) from you first. change.
This is also a great time to publicly recognize your
top performers. So, make it a priority to check in and stay in
communication with your team. It’s one of the most
2. Conduct feedback sessions on a consistent important things you can do as a leader to build
basis. Sit down with your wingmen and let them situational awareness and trust. For if you fail to check
know how they are doing. Are they meeting your in with your wingmen, they’re likely to check out.
expectations? Ask about their goals and challenges
and how you can help. Then solicit feedback on
you as a leader. What could you be doing better? About the author:
What would they like to see from you? Avoid letting
your ego get in the way of their Lt. Col. Rob “Waldo” Waldman
(The Wingman ) is the New York
feedback.
Times and Wall Street Journal
bestselling author of Never Fly
Solo. A leadership speaker and
consultant, his clients include HP,
Verizon, Aflac, Nokia and New
York Life and he’s been featured
on CNN, Fox News, The Harvard
Business Review and MSNBC. To
learn more about Waldo and his
programs and to download his
Top Gun Sales Team white paper,
visit www.YourWingman.com or
call 1-866-925-3616.
3. Walk the flight line. Get your
hands dirty with your wingmen. Spend time with
them on the job and observe how they do business.
Ask questions. Show them your appreciation
by connecting with them as people first and
employees second.

4. De-brief your missions. Remove your ‘rank’ and
conduct a nameless, blameless, and rank-less
de-brief after every critical mission. Find out if
objectives were met and analyze why they weren’t.
Search for trends and communicate these to the
rest of your organization.

Your aim when communicating should be to create an
environment where others can come to you for help.
Try to listen as much as possible in order to build
what’s known as Situational Awareness (SA). SA is a
comprehensive understanding of the mission, your
surroundings, and the variables that can affect its

9

SALES&MARKETING

Y ou want to grow your company, and your sales
team is critical to enabling that growth, right? But
hiring good salespeople is tough for two reasons:
1) great salespeople are always in demand so the by Alicia Anderson
market is always tight, even when economic times are
tough; and 2) salespeople are really good at selling themselves, so they can tell you what
you want to hear. It’s your job to be prepared.

Early in the hiring process, review the job posting to be Set expectations very clearly. What will it take for your
sure it’s still relevant for your business. Map out what you new salesperson to achieve success at your company? The
are looking for in a salesperson, and write down some more details you can provide about what you expect, the
potential interview questions. Having a few qualifications easier time a salesperson will have managing their time
in mind will help you weed out resumes. and resources to achieve those goals.

Take a look at your buyer. If your decision-maker is a Let them learn from others. Have them ride along with
highly technical manager, you need a salesperson that can more experienced salespeople. Let them spend time
get very deep technically. If your buyer is more of a CEO, a with the customer service representatives. Expose the
candidate with experience meeting with executives will be new salesperson to team members who know what they
a good fit. Match your sales team to your buyers. are doing – this will help them learn the language and
processes of your company.
Listen and watch for clues. Did the candidate research
your business before the interview? If not, will they be Have regular one-on-one meetings with your reps.
equally unprepared for the meeting with your prospect? Is This is some of the most important time you can spend
their resume clear, persuasive, and free of errors? If not, will with your sales team. Individual representatives need
they carry a similarly sloppy proposal out to your prospect? time with you that is structured and consistent to go over
their specific deals and challenges. This gives the two of
Seek energy and positivity. Both are important to success
you time to work on how to strategically approach certain
in sales. Selling can be disheartening and draining, but
deals and work on how to win. Here the salesperson can
the good salesperson is persistent, with the ability to look
be more vulnerable and let you know how it is going for
at themselves, their companies, and their industries with
them personally without having other sales team members
optimism and perseverance.
involved. Keep this a safe place for them, and a way to
Training salespeople encourage growth and learning.

There are two types of sales training: the basic mechanics of Keep it up. Training should not end for ANY of your staff
selling, and specific training on your company or products. after the first few weeks of employment. Make learning an
Hopefully most of your team is familiar with the mechanics, ongoing part of your company culture. It keeps your team
but helping them sell your product or company will require energized and challenged, which means greater results for
a few important steps: your business.


by Apryl Hanson

S
omehow along the way, with the web being invented and completely changing our
sales process, we have forgotten that we are still selling to people who are trying
to solve a problem. There is value in solving that problem and people are willing to
exchange money for that solution. Yet, we’ve created mounds and mounds of content
sitting upon pages and pages of the web describing a product that doesn’t really address
a problem at all.
What may be helpful is if we think of that person, sitting Here’s a hint – most users are going to start with their
in their home or office. What are they going through right problem.
now? What are they experiencing? AND what will they type
Most of our websites are calibrated to show up based on
into Google?
solution-related information, like aspirin. Unfortunately,
This may sound like a strange way to go about designing very few people search on this type of key word. Sure,
your web pages and content. But the user experience is aspirin is popular, people know what it is and a certain
what we should be trying to understand and develop our number of people will search on that. What I’m suggesting
pages based on the content they are looking for. is that while you must have product-related information out
there, you can’t ignore the fact that there is an entirely large
Let’s take a simple example. I love cooking. I’m working
population that isn’t finding what you’re selling.
away in the kitchen while preparing a meal; I’m moving too
fast and accidentally smash my finger in a cabinet drawer. Suggestion:
It hurts, but I have no idea how much I’ve injured myself. I
Run a brainstorming session inside your organization
ignore it and keep cooking. I wake up in the middle of the
to come up with as many searches people might use on
night, my finger now swollen and throbbing. What do I do?
Google to look for what you’re selling. You can even turn it
I turn on my computer to research what???
into a contest. Research how often people are using these
Do I search for a “solution,” which might be a splint, a terms and phrases and incorporate new pages into your
bandage, or aspirin? website that talk specifically talk to those issues.

Or, do I search for my problem, like “how to determine if
you have a broken finger” or “broken finger” or “sprained
finger”?

11

COVERSTORY

by Howard Hansen

F ewer questions we ask in private conversations or public
dialogue with leaders create more surprise than this
one: “How much time (as a boss) do you spend with the
least mature people in your business?”
Sometimes we ask this question when speaking with • High performers don’t
groups who consist mostly of business owners, managers need much attention.
They are self-proficient and
and leaders. We purposely use the term “least mature” self-sufficient.
because we have come to believe that performance
• It’s a good path to becoming
problems in companies are nearly always demonstrated a Leader Hero, one who
in those who not only have fundamental disconnects with appears to care deeply about
the positive contributions and
the organization’s values, but also possess lower levels of
success of everyone.
emotional maturity. By raising hands, audiences usually
indicate more than half of their number spend “more than All this is largely myth.
fifty percent of their time working with employees whose Experience shows efforts to
performance is below acceptable standards.” improve others’ performance,
particularly in those whose
When raising their hands, some audience members look performance is impaired by their
like they are ready to be complimented on their dedication own emotional immaturity, creates
to coaching higher performance from those who most need almost no R.O.I. Most managers and
it. We change that expectation when we reply, “What if you leaders tell us that, despite their best intentions
spent that much more time with your best performers”? and large investments of time, the likelihood of
turning immature team members into adequate
Why is this so? Leaders have been taught to believe in the
performers is slim and turning them into star
following thinking:
performers is none. As a result, more than half of
• Efforts to improve substandard performance are likely to leaders’ time is often spent on non-productive efforts.
improve group aggregate performance.
• Identifying poor performance and “turning people around” is All the while, those who are depended upon to produce
one of the sacred responsibilities in every leadership position critical results get less time from their leaders. This is
description. It may invoke a high score on the leader’s
performance review from her boss.
considered acceptable since these high performers appear
to be on performance auto-pilot. When our audience
• Performance review systems mandate spotting low
performance and documenting efforts to improve it. members consider what they might do to stimulate even


higher performance from the best, had they more time • High reactivity; the tendency to intensely react to challenges and
available for them, our listeners surprise themselves with crisis which others take in stride and manage with calm rationality.

new ideas. • Herding; the movement of the emotionally susceptible to gather
together, communicate with high anxiety, over define problems
and avoid creative efforts to find best solutions.
Performance reviews, long the bane of managers who dread
the responsibility of undertaking them, contribute to this • Blame displacement; a focus on personal victimization
by believing challenge and uncomfortable moments and
problem of paying attention to the immature. Performance environments are created by others.
review systems were designed to equip managers with a tool
• Quick fix mentality; the process of rapidly selecting a solution –
to constructively address poor performance and, with any any nearby and available solution (often the first one considered)
luck, influence an improvement in that performance. – to quickly dispose the uncomfortable existence of an anxiety
We argue that performance reviews producing problem.

worsen the time-with-the-immature The least mature (or more immature) in any group,
ratio by consuming more energy from including families, tie up energy resources. They are
leaders and placing its focus on the eager to create a negative presence. We have come
usually irredeemable performer. to call these people, “step up transformers”. Neutrally
Performance reviews are conducted anxious energy goes in. Highly anxious energy comes
through emotional prisms. As out. The net outcome is leaders’ energy levels are
time for review discussions reduced along with the capacity to focus on creative work.
draw close, both managers
and employees began
to dread the meeting.
About Howard Hansen:
Howard Hansen is a principal with the consulting
During review meetings,
firm Healing Leaders, whose mission is “To develop
awkward and sometimes fearful
enlightened leaders through self awareness, resourceful
defensiveness prevails, despite
responsiveness and authentic presence.” He is a
the best intentions of managers
frequent author and speaker on the topic of leadership
to make it positive, look to the
development.
future and offer development
assistance. The result is poorer Learn more about Howard at www.healingleaders.com.
preparation and uninspired
delivery of feedback. Those who
measure aggregate organizational
improvement wonder whether so much
effort for so little gain is worth the cost.

Who are the least mature?

They can be identified by characteristics
offered by Edwin Friedman:

13

COVERSTORY

by Mike Marino, Ph.D.

W alt Disney once said “you can dream, build
and create the most wonderful place possible
– but people make it happen” … he was right! Your
company’s greatest asset is its people. According
to the National Institute of Health, half the workers
in America, 51%, will have a diagnosable psychiatric disorder
during their lifetime. Your workplace is filled with people who are
wrestling with stress, anger, anxiety and depression. In fact, anxiety is the
leading mental health issue in the United States closely followed by mood
disorders like depression.

Statistics from a recent study done at Harvard Medical School, published in The
Journal of the American Medical Association, revealed the average person with
depression and anxiety issues can’t work or do normal activity for 5 weeks in a
year – comparing with just 15 days for diabetes or hypertension. Employed
adults with major depression lose about 8 hours of productivity a week on
the job. Depression alone costs US employers about $31 billion annually in
productivity, not counting disability leave payments.

Depression and anxiety sap energy, cause problems with concentration,
memory and decision-making. Supervisors or managers are
extraordinarily impaired because the nature of their work is to – make
decisions! And, the personal and financial costs escalate still further if
a worker’s untreated depression and anxiety contribute to alcohol or
drug abuse.

Sadly, only half the people needing treatment are getting any and many
of those receiving treatment are still struggling. Frankly, what we’re
doing these days isn’t working very well. The use of anti-depressant
medications in the United States doubled from 1996 to 2005. Smart
employers are beginning to seek expert assistance for their
employees, helping them balance their
lives from biological, psychological,
social and spiritual
perspectives.


If stress could be defined as overburdening an existing • Poor concentration
structure or capacity, in general, humans have more stress • Changes in appetite
today than at any time in history. We have more sensory • Either slowness of movement or fidgety physical affect
input today than ever before. One Hundred years ago our • Dark thoughts and talk
two primary sources of information and communication
Teaching your supervisors to watch intently for signs of
were speech and written materials like books, mail and
emotional and mental strain will ultimately make them
newspapers. The came the light bulb, movies, radio,
better and more productive leaders. It’s imperative that
telephones, TV, faxes, computers, the Internet, e-mail, cell
supervisors develop and maintain an open and honest
phones, texting, Facebook, Twitter and who knows what
dialogue with employees … one that centers on active
instant communication method lies ahead? All the modern
listening. This is not the time for a supervisor to give
conveniences that were supposed to make life easier have
direction, but rather to listen intently to how the employee
also increased the pace and sensory overload of life. Your
answers key questions like…
employees likely have their stress cup filled to overflowing
before they even arrive at work! • How are you doing?
• What are you feeling?
Companies are finding that when they help their people • What are you thinking?
– productivity increases, the bottom line is better and • What is helping you here and what is not?
everyone sees the difference in the work environment.
This opens the door for pro-active intervention that will
Small changes in developing an employee’s thinking
ultimately yield more productivity, better performance
patterns, relationship skills, healthy diet and exercise habits
and higher company morale. For example, you may
can make a huge difference in defeating workplace stress,
discover your employee cafeteria serves mostly high-fat,
conflict and apathy.
high-calorie foods which are counter-productive to quality
Investing in employee in-service training for stress brain function and overall energy and health. You can
management, offering incentives for participation in make a change there painlessly and the message to your
structured exercise programs and providing professional employees is – we care about you!
counseling through an Employee Assistance Program have
Offering free wellness classes to your employees is another
proven to be winning strategies for building a vibrant,
great way to build your bottom line. Most community
productive workforce.
health centers have exercise, yoga and stress management
Looking for tell-tale signs of discouraged and overwhelmed teachers who would be pleased to come to your place
employees can save your company a lot of money, grief, of business and lead a class for a nominal fee. Again,
time and turnover. Depressed and anxious employees the message is – you are not just an employee, you are a
typically show signs of… person to us.

• Sleep deprivation When your employees have better lives, they are better
• Sadness employees! Investing in their emotional, psychological and
• Loss of interest in life physical success pays dividends in every way – you won’t be
• Low energy disappointed!

About the Author
Dr. Marino has an extensive background in communications and mental healthcare, hosting a
nationally-syndicated call-in radio program for 5 years and directing an in-patient psychiatric
hospital. He has also served as Corporate VP at the world-renowned Amen Clinics and has
presided over a nationwide network of over 600 mental health clinicians. Information about his
Managing Workplace Stress and Conflict seminars can be found at www.TheADbootcamp.com.

15

BOOKREPORT
by Geni Whitehouse

H uman resources are one of the most valuable forms of business capital. But people require constant care and support. These
books address three important aspects of working with people – how to motivate, entertain, and inspire them to become the
kinds of creative thinkers who can excel in today’s businesses.

Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the
Soul | Stuart Brown, M.D.
Most business people associate game playing with non-work time. Stuart Brown is out to change that
mistaken impression. Brown illustrates the value of play in “sparking curiosity and alert observation.” He
talks about the developmental importance of child’s play and play’s positive impact on brain development
in children and adults. He shows how play gives people distance from a problem so they can identify a new
solution. Rather than advocating for a game of Angry Birds at every desktop, Brown suggests starting with
physical activities and then finding a way to tap into whatever activity gives you joy. He puts the impetus
on individual employees to find aspects of their job that allow them to play and explore while staying true
to themselves. Just don’t buy the book as justification for that new office pool table you’ve been wanting
to purchase.

Drive : The surprising truth about what motivates us | Daniel H. Pink
Most traditional businesses use one of two approaches to motivate their employees – reward or
punishment. In this book, Daniel Pink offers research to prove that neither of these methods are successful
in the long run. He examines a number of interesting scenarios from late pickup fees at Daycare, to the
candle problem as evidence of failed motivational schemes. Once Pink finishes tearing down the old
“Type X or Extrinsic” reward systems, he teaches us how to construct “Type I or Intrinsic” motivational
environments. In order to give people Intrinsic rewards, he says they must have autonomy over “their
task, time, technique, and team. “ By the end of the book, you will want to reconsider all aspects of your
compensation and reward systems.

Six Thinking Hats | Edward De Bono
Edward De Bono calls thinking “the ultimate human resource.” In his book, “Six thinking
Hats” he offers a methodology that helps individuals and teams think more clearly. He uses a
metaphor of different colored hats to separate different types of thinking. A white
hat represents a neutral perspective and is mainly concerned with facts
while the red hat represents an emotional perspective. De Bono says the
red hat allows a thinker to say “ This is how I feel about ...” By walking
individuals through a discussion of ideas or topics one brightly colored hat
at a time, De Bono frees people from their limited perspective and forces
them to consider an issue from six different angles. The book is step by step
guide to using his methods in every situation imaginable and will
forever change the way you approach brainstorming.

About Geni Whitehouse
A self-proclaimed nerd, former technology executive and CPA firm partner, Geni Whitehouse
has made it her mission to eliminate boring from the world of presentations. The author
of “How to Make a Boring Subject Interesting: 52 Ways Even a Nerd Can Be Heard,” Geni
believes her mission as a presenter is to understand a subject well enough to approach it
from an angle that will not only educate her audiences—but will resonate with them. Learn
more at www.evenanerd.com.


The goal is for you to Geni Whitehouse
fall in love with your SPEAKER AUTHOR
business again. CONSULTANT NERD
Marketing Strategy She’s been called the “comedian CPA.”
Marketing Plan and Calendar A self-proclaimed nerd, experienced software
Campaign Development executive and former CPA firm partner,
Geni Whitehouse has made it her mission to
Marketing Metrics
eliminate boring from the world of presentations.
Content Development
Public Relations STRATEGY
Social Media EXECUTION
EVANGELISM
CONTENT DEVELOPMENT

Begin a process of fun work with
the purpose of awesome results.

www.dawnwesterberg.com www.evenanerd.com

(wanna advertise in Bellwether? drop us a line)

www.bellwethermagazine.com/ads

17

CUSTOMERRELATIONSHIPS

by Alicia Anderson

T he bottom line is this: you cannot understand how to move your
business forward until you understand your customers. Here are
some good ways your business can listen to customers more effectively,
while at the same time creating a feeling of community among customers.
Host a user group Create loyalty programs and rewards
If it’s appropriate for your business, consider getting Everybody wants to feel special. Your customers are
your customers together to talk about your product or special, so create exclusive programs and offers for your
service. Offer learning opportunities or helpful resources loyal customers. Maybe it’s a “frequent buyer” card
and encourage them to share ideas with each other. with a free gift or product after a certain buying limit is
Encourage them to connect with each other and expand reached, or new and unique content that no one else has
their own networks. Who knows, you might even get a access to. Segment your customers to find out who your
great new idea from your group! repeat buyers are, and reward them.

Start an advisory board Use social media
When it comes to buying behaviors for your company, your Too many times, the job of “customer service” is
customers are the experts. Invite your best customers to relegated to front-line staff – the call center team or
participate in an advisory board. Have regular meetings salespeople. Social media can help get everyone in your
(quarterly is fine) where you run new ideas by them or business – executives, HR staff, and managers – on the
get their feedback on previous concepts. Their input will “front line” with your customers, so that everyone can
usually surprise and revitalize you, and client rapport will understand more clearly what it takes to serve customers
be strengthened because you respected them enough well and meet their needs.
to ask for it.

These tools can also help you sell your business to prospective customers.
When they see how much time and energy you spend creating customer
communities, it reassures them that they will be well cared for when
they choose to do business with you.


INDUSTRYNEWS

by Nicole Laurier

G ood customer service has always been a key component to the success of any
business. In the past if you didn’t treat a customer well it didn’t necessarily
matter because new customers might not hear about the poor customer service until
they experienced a problem themselves.
With the advent of social media, you can no longer hope For example, one company’s customer service
to sweep the problems with customer service under a representatives were being swamped with a repetitive
‘virtual rug’. If a customer has a problem with a company manual process. Their customers were going to their
you can be sure that they will post about it on Twitter, website and registering to receive containers for recycling.
Facebook, Google+, anywhere to let others know about The registrations were arriving by email and the customer
their dissatisfaction. Larger companies with a strong social service representatives had to manually rekey the
media presence who are watching all relevant feeds can information into their CRM system.
jump in and handle the problem.
They used a BPM tool to set up a series of tasks to
However, small and medium-sized businesses can’t always automate the entire process. The emails now come in from
be monitoring social media - they don’t have the time or the website and automatically generate a customer service
the personnel, they need to run their business and ensure ticket in the system. A notification of the order is sent to the
they get sales. So what can they do to ensure they always appropriate customer service representative. If the email
give great customer service? is from an existing customer, the refill request is recorded
onto their account. If they are new customer, an account
Customers using Business Process Management
is automatically created and the order details recorded.
technologies report that by automating customer service
Additionally the task sends out confirmations and thank
requests, they are able to ensure that they can respond
you messages to the customers for their orders.
immediately and automatically to a problem and put tracking
procedures in place so that the problem is monitored and Since this automation process has been in
resolved in a timely fashion to the customer’s satisfaction. production, the customer service representatives
have been able to focus on real customer service
Business Process Management applications ‘loosely
issues and are much more efficient.
couple’ business applications enabling organizations to
automate virtually any employee-driven business process. The question is ‘what do
They usually include features like automated alerts, you want to automate?
automated web content publishing, document automation, What manual processes
workflow and routing requests, and data services and are burdening your staff,
integration. They use data within existing systems to make slowing down response
manual processes more automated and bring important time, and inhibiting great
information to light. customer service?

About the Author

Nicole Laurier is VP of Sales and Marketing at Fisher Technology, the North
American distributor for TaskCentre authored by Orbis Software. Follow Nicole
on Twitter at @nicolelaurier.

19

INDUSTRYNEWS

“Begin with the End In Mind.” -Stephen Covey, speaker and author of
The Seven Habits of Highly Effective People.

by Jeff Johnson, CPA and Tom Siders, CPA

S erving customers and growing the business. For many people in your shoes, those are the two
tenets that drive most decisions. That’s great, but you also need to factor in where you’re headed,
right?

You will leave your business. It may not be today or tomorrow. It may not be by choice, but you will
leave your business. Do you have a plan for that? When you leave, what would that look like? If
something tragic happens and your exit is unexpected, what happens to the business? What effect
will it have on your family? A plan not only provides context and the basis for
adapting to unanticipated events, it also provides alternatives based on
assumptions about your goals, objectives and resources that may need
revision.

Unfortunately, even owners who have great business plans often
fly without Exit Plans. If an unanticipated event arises (such as a
deterioration in the economy), they shelve their exit plan thinking
(and thinking is all they have since they haven’t created a written
plan) because their only option is to wait for conditions to improve.
These successful owners would never consider a similar passive
response to be acceptable in a business plan.

If the importance of an exit plan isn’t obvious yet,
consider this:
First, according to a PricewaterhouseCoopers’ survey of 364
CEOs of privately held, fast-growing companies, 65% planned
to exit within a decade. Translation: there may be a glut of
companies on the market which may drive down the value of
your firm.

Second, if you’re a Baby Boomer, the generation following
you is smaller in size so expect far more sellers than buyers in
the marketplace.

Third, even during boom times less than half of the owners who
have tried to sell their business actually were able to accomplish it
(2005 Business Reference Guide, Tom West).


INDUSTRYNEWS
Fourth, if you choose to wait for a rising tide in the economy and the M&A market to exit, you’ll lose control of
the timing of your exit, how much and the terms of payment you’ll receive, and even the type of buyer.

Exit planning is what we mean by working on, not just in, your business, and it pays off long before you leave.
The process of creating a plan involves determining the firm’s current value, the factors that may have the
biggest impact on future value, your financial needs and taking time to consider what different exit options
might look like. These are all factors that can, and should, play a role in your day-to-day decision-making,
providing one more tenet to guide you.

When you begin with the end in mind, you’ll know what to do when you get there, despite the glut of sellers,
dearth of buyers, volatility of the market, and the myriad of known and unknown influences on your business.

One of the most successful entrepreneurs and planners in American history, John Pierpoint Morgan, said, “The
wise man bridges the gap by laying out the path by means of which he can get from where he is to where he
wants to go.”

About the Authors
Jeff Johnson and Tom Siders are CPAs and partners with L. Harris Partners. Jeff and Tom each have
over 30 years experience in successfully helping business owners plan for and transition out of their
business. You can reach them at LHarrisPartners.com or (952) 944-3303.

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21

INDUSTRYNEWS

by Brian Kelly

In these challenging times, here is a way to save money, with Work Opportunity Tax Credits.
“WOTC” is a federal program designed to promote the hiring of individuals who qualify as a
member of a target group with barriers to employment (see Qualifying Groups on next page).
Employers participating in the program can receive a Federal Tax Credit (typically $2,400.00) for
each qualified employee, which can be used to reduce your company’s federal income tax liability.
Who can take advantage of these tax credits? Just recently in August 2011, President Obama announced
an initiative for employers to hire 100,000 unemployed
For profit companies in the United States, i.e. C, S and
veterans by 2013, the “Returning Heroes Tax Credit”.
LLC’s can all apply these tax credits to their Federal Tax
This initiative will offer participating companies a $2,400
Liability. Because non-profits and municipalities don’t pay
tax credit for hiring short-term unemployed veterans. The
taxes, they would not qualify. In addition, some states
White House also put on the table for Congress to approve
have also started similar programs to provide incentives to
an additional tax credit incentive of $4,800 to companies
employers hiring.
hiring service members who have faced unemployment for

The WOTC tax credit is renewed by congress every few years. six months or longer.

CMS, LLC’s Brian Kelly explains “The Work Opportunity Tax
Per Brian Kelly, the president of CMS, LLC, an organization
Credit is not going away. If anything, we see the program
that provides a full processing service for WOTC, the
expanding with the current high unemployment rate,
average tax credit is $2,400 per qualified new hire, $4,800
expansion to hire more veterans, expansion to Natural
for each new disabled veteran hire, and $9,000 for each
Disaster Zone(s) and possible US Territories.”
new long-term TANF recipient hired (over a 2 year period).
On average, 10-15% of the workforce may be qualified. If


you have 15 qualified new hires per year, that translates situations and shields them from a liability standpoint.
into potential savings of $36,000. “I don’t know anyone
Qualified Employees
who would turn that down in this economy,” said Kelly.
“Saving money is making money.” The WOTC qualified employee will be a member of a
qualifying group, and must work at least 120 hours for the
Why aren’t companies taking advantage of this
employer. If the employee works between 121 and 399
program?
hours, the employer could receive a partial credit of 25%
CMS finds most companies are not aware of this federal of their wages up to $6,000.
tax credit, or if they are familiar with the program, they
To obtain a maximum credit of $2,400 the WOTC-certified
don’t have the resources or don’t want to ask the sensitive
employee must work a minimum of 400 hours or 180 days
questions needed to acquire the tax credits. That’s exactly
of service for the employer. There is no limit to how many
the reason many companies outsource this function to
qualifying new hires your company can have.
CMS. CMS performs the screening process of each new
hire and thus protects the employer from any sensitive

About the Author
Brian Kelly is the President of Cost Management Services (CMS) and has over 25 years experience in the Employee
Management industry. CMS has been providing employment tax credit “WOTC” processing services for over 15
years for companies of all sizes, including several large CPA companies, across the United States. Follow Brian on
Twitter @cmsbrian or visit his website at www.cmshris.com

QUALIFYING GROUPS

• Long-term TANF recipient -- member of a family that received Temporary Assistance for Needy Families (TANF) for at least 18
consecutive months ending on the hiring date, or a member of a family that received TANF for any 18 months beginning after August
5, 1997, and the earliest 18-month period, beginning after August 5, 1997, ended during the past 2 years ending on the hiring date,
or whose family stopped being eligible for TANF because Federal or state law limited the maximum time those payments could be
made, and the individual is hired not more than 2 years after such eligibility ended.

• Other TANF recipient - member of a family that received TANF payments for any 9 months during the 18-month period ending on
the hiring date.

• Veteran – member of a family that received Supplemental Nutrition Assistance Program (SNAP) benefits (food stamps) for at least a
3-month period during the 15-month period ending on the hiring date, or a disabled veteran entitled to compensation for a service-
connected disability hired within one year of discharge or release from active duty or unemployed for a period or periods totaling at
least 6 months of the year ending on the hiring date.

• 18-39 year-old SNAP (food stamps) recipient -- member of a family that received SNAP benefits (food stamps) for either the 6-month
period ending on the hiring date, or for at least 3 of the 5 months ending on the hiring date in the case of a family member who
ceased to be eligible for such assistance under Section 6(o) of the Food Stamp Act of 1977.

• 18-39 year-old designated community resident -- individual who lives within an Empowerment Zone (EZ), or Rural Renewal County
(RRC). New: On December 17, 2010, P.L. 111-312 reauthorized each HUD-designated urban Empowerment Zone (EZ) and each
USDA-designated rural EZ from January 1, 2010 through December 31, 2011.

• 16-17 year-old summer youth -- individual who works for the employer between May 1 and September 15, and lives in an EZ.

• Vocational rehabilitation referral -- disabled person referred to the employer upon completion of (or while receiving) rehabilitation
services approved by the State, the Ticket-to-Work Program, or the Department of Veterans Affairs.

• Ex-felon -- individual who was convicted of a felony and who is hired within one year after the conviction or release from prison.

• SSI recipient -- individual who received Supplemental Security Income benefits for any month ending during the past 60-day period
ending on the hiring date.

23

CUSTOMERSTORY

Emphasis on Employees
by Alicia Anderson

C urrey & Company is an Atlanta-based company that
manufactures and sells high-end lighting, furniture and
accessories to the designer market. Currey designs are featured in
designer showrooms, elegant hotels and restaurants, and stylish
homes.
The company’s focus on its employees is what truly sets it apart. Robert Currey, the
founder, is a visionary whose philosophy is that people are the heart of a business,
and an individual’s capabilities are essential to developing a company to its highest
level and utmost potential.

In that spirit, the company offers unique educational programs to its employees.
All staffers are eligible, regardless of position or tenure. Almost 70% of Currey
employees participate in some program. Currey’s education program consists of
several offerings:

• English as a Second Language classes. About 60% of its roughly 100 Atlanta
based employees are non-native English speakers – many employees come from
Atlanta’s Hispanic and Vietnamese communities.
• GED classes so employees can get their high school diplomas.
• Citizenship classes for those seeking to become American citizens.
• Computer classes, in Excel and other commonly-used applications.
• Work-specific instruction to help employees cross-train or acquire needed skills.
• Tuition reimbursement - the company pays 100% of college tuition for its
employees.

You can learn more about Currey & Company at:
www.curreyco.com


In the shipping department, Alma Solano clearly
summarized the benefits of the education
program – she is working towards getting her
GED on a “fast track,” hoping to finish within
six months. “To me, it’s been great. Without
this program, I would have to drive to a school
and spend three or four hours a night attending
school,” said Alma. “Here, I can spend an hour
and a half, not have to commute, and have
more energy and time for my job – it’s really
Employees being trained at the Currey & Company facility in Georgia motivated me!”

The company’s emphasis on employees doesn’t Currey’s internal newsletter is an elegant,
stop with the education programs. Controller printed piece which highlights employee

“
Mike Moran says, “During the height of the stories. A recent version includes a story from a
recession, we opted to sales representative, who
furlough workers instead
I love the heart and says “I love the heart and
of instituting layoffs.” soul of this company soul of this company and
The company also offers feel very honored and
standard benefits (health, and feel very honored blessed to be a part of
dental, 401(k), disability), it.” Currey & Company
as well as the ability to
and blessed to be a truly understands that
purchase product samples part of it.” investing in employees
at significant discounts. pays off in loyalty and
productivity, and the result is an environment of
Lauren Gold is Currey’s Education Coordinator. high achievement and cooperation among all
Gold started at Currey as a part-time ESL levels of the company.
teacher, and now teaches many of the courses
herself in the company’s dedicated training
room. Since the program’s launch in 2002, yearly
employee turnover has decreased to almost
zero. Employee loyalty means that company
managers spend relatively little time and money
on staffing or recruiting.

Team member Juan Miguel Mir was recently
awarded his GED, opting to take the exam in
his second language, English. Mir said “I feel
so little, so now I need to grow.” Mariana Leal
took citizenship classes at work, and became an
American citizen in April, 2011.

25

What Is Preventing Your
People from Achieving
Optimal Performance?
by Dawn Westerberg

A
sk any employee and they’ll tell you that they’ve taken on a lot more
responsibilities over the months and years – most of it maybe not what
they wanted or expected. A lucky employer has people on the team
who eagerly look for new challenges, a better way to build the mousetrap,
ways to use tools to streamline tasks so that they can dig in to metrics and
results that might suggest a more effective approach to attaining goals.
But often, these employees can be few performance. I can still remember Julie
and far between. More frequently there is Andrews’ lovely voice singing “In every job
a mood of resignation, doing what needs that must be done, there is an element of
to be done and hoping that things will get fun – you find the fun and snap – the job’s
better or another job opportunity will come a game.” While this is an admittedly corny
along. While there may be some hopeless reference – there is undeniable truth in the
cases, as leaders, part of the burden is on message. Look around. Has the workplace
us to make the workplace and the company become dreary and devoid of fun? Is it an
objectives dynamic and inspirational to our environment of optimal performance?
team.
Leading researcher, psychologist and
Mary Poppins (magical motivator and author Mihaly Csikszetmihalyi uses the term
practically perfect in every way) used fun to “Flow” to define when we achieve optimal
inspire her young charges to seek optimal performance in an activity. You’ve probably


experienced flow – it’s when you become so challenge – that’s the perfect environment
absorbed in an activity that you lose all track for flow and optimal performance.
of time, thoughts settle down and you’re in
As leaders, we can help our team find that
a mode of complete focus, and you seem
zone where flow is most likely to happen.
to be operating at maximum effectiveness.
Do we throw tools or technology at our team
There is an enormous sense of satisfaction
and wait to see if they sink or swim? Could
that follows achieving the flow state.
an investment in training help to better

“
It seems almost like serendipity when we position our teams to feel equipped to
enter a flow state. Most meet the challenge in front
of us would love to be of them? Could a thoughtful
able to enter the flow In every job conversation help
state on demand. So to illuminate a
what prevents us?
that must be boring process
done, there
C s i k s z e t m i l h a l y i ’s
as being vital to the
company and give the
research is an element
indicates
person responsible
that there are two
impediments to flow of fun - you a different mindset
to bring to the task?
state:
frustration.
boredom and
find the fun
If we’re
Can we as leaders
enable a little bit more
unchallenged by an and snap fun in the workplace
activity, it becomes
boring. If we are too - the (getting back to Mary
Poppins)?
challenged by an activity, job’s a
it becomes frustrating. I think we can. And
We enter flow state game.” the degree to which we
when we are in the assist our team in finding
zone between boredom
Mary optimal performance
and frustration. We Poppins directly affects the degree
feel challenged but at to which we will enjoy a
the same time we feel transformed workplace.
equipped to meet the

About Dawn Westerberg
Dawn Westerberg is the President of Dawn Westerberg Consulting LLC where she
specializes in helping business owners fall in love with their business again through
installing marketing systems that optimize fun work and awesome results. She is an
Authorized Duct Tape Marketing Coach and has held senior management marketing
positions at Sage, Lawson, and Open Systems. You can learn more about Dawn at
www.dawnwesterberg.com.

27

HUMANRESOURCES
Much Ado by Apryl Hanson

about Culture
B uilding culture in an organization sounds like a daunting task, and if you think of it that
way it will be. Culture isn’t a set of initiatives or tasks that you assign to someone on
your team to execute in hopes that at the end of the performed tasks there will be culture.
It is so much more. The everyday interactions inside your organization and the people you
choose to work with as a part of your team determine the collective group culture.

Let’s take an example of a CEO who has built a small company from the bottom up. This CEO cares
deeply for his people. Often times during the day he can be found wandering from desk to desk
asking people not only about their day but also about their families. When times are tough, he focuses
his teams on how to get things done instead of blaming people for what hasn’t been done. He doesn’t yell but remains calm,
and when people bring things to his attention he listens. If an employee has a family issue, he takes the time to understand
the situation and work with the employee on what is needed. What type of culture is this building in the organization?

Take a look at another CEO - one that puts strict guidelines on his people about how many family photos can be left on their
desk. He monitors the times they clock in and out of the office and puts limitations and consequences in place if people are
late. He installs cameras to watch his employees when he is not in the office because he is worried that they aren’t being as
productive as they could be if he isn’t there driving their behavior. What type of culture is this building in this organization?

What type of leader are you?

Every leader and every employee in a business builds culture. That seems to put a lot of responsibility on the Human Resources
team in a company along with managers to find, hire and develop excellent people that build upon the culture. It only takes
one bad manager, who takes his or her own approach, to misalign and derail a team and subsequently and entire company.
As leaders, it is our role to keep managers and employees aligned to mission and vision and therefore culture.

Who do you have in your organization that is risking your company’s culture?

Think about how your developing culture is impacting the productivity of your business.
Many of us tend to avoid conflict and often sweep what we consider small issues under the
table. Small issues and challenges that we see as potential derailing qualities need to be
addressed as they appear so that your teams know that certain behaviors and attitudes
aren’t permitted. This is the way that culture begins to develop. Likewise if behaviors
are excused, ignored, or even tolerated, the culture learns collectively that this is what
is accepted, and this is how the company develops.

As a leader think about:

1. What are you ignoring that you shouldn’t be?
2. Who on your team is at risk for derailing the culture you want to have?
3. What type of leader are you, and what culture is that building in your
organization?
For more stories on cultures that have been developed, check out our blog
series under the “Leadership” section of think.blytheco.com.


from Blytheco’s 2011
Social Business Benchmarking Survey
Just a few interesting stats from Blytheco’s 2011 Social Business Benchmarking
Survey (SBBS). How does your company stack up?

For additional results of the survey, visit our website at www.blytheco.com/survey.

The top three business issues that IT leaders are looking to solve in the
next 24 months are:
Greater automation of tasks
Integration between systems
Reduction of paper generated

95% of marketers report using a website for brand awareness. Other top
tools used for brand awareness are:
Events/tradeshows – 76%
Print advertising – 62%
Word of mouth – 62%
Twitter – 62%
Facebook – 62%
Executives are optimistic. 80% project growth for their companies in the
next year.
Most (80%) HR leaders use LinkedIn personally, but only 44% say they
use it for recruiting new employees.

By far, the largest source of qualified leads for salespeople is referrals
from customers or partners, with 82% saying they rely on this source for
leads. Websites are the second largest source, with 61%.

29

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