Most of us have experienced the wrath of a bad boss and fortunately many of us have also had the joy of working for a good boss.  The difference between the two is as wide as the Grand Canyon.  Throughout the years, I have identified several traits of the “best boss.” They are as follows:

1)      Exhibit integrity.

         Power comes from integrity; bosses have a long leash and can get away with anything, whether it’s stiffing an employee or a third party. Bosses must always exhibit integrity.

2)      Provide a vision.

        Vision is what sets good bosses apart. A good boss will share his vision to motivate his or her employees.

3)      Encourage feedback.

       Obtaining feedback from your employees is an essential component of meeting their needs. Good bosses must have a mechanism for allowing their employees to express themselves. A good boss does not wait for an employee to knock on their door; rather she initiates contact with employees to discuss their needs.

4)      Actively listen to your employees needs.

Obtaining feedback is only half of the battle, the good boss actively listens to the needs of his employee.

5)      Empower employees.

The good boss empowers his employees to do the job that they were hired to due, unencumbered my micro-managing. 

6)      Encourage employee’s advancement.

         A good boss lets their employees know that there are opportunities for advancement within their organization. They make sure their employees know there are long term career pathways and opportunities for promotion.

7)      Give the BOD.

      BOD stands for give the benefit of the doubt. You know the drill. You hear from an irate customer or an irate co-worker that one of your employees acted in some horrible way. Before you fly off at the handle and chastise your employee, give them the benefit of the doubt, ask them what happened, it will save a lot of eating crow and embarrassment later on.

      Praise in public.

        The employee has not been born that does not relish public praise. It is an important arrow in all bosses quiver to recognize their employees in front of their peers.

9)      Correct in private.

        As important as it is to praise in public, it is equally important to never correct or chastise employees in front of their peers. The sophisticated boss does this only behind closed doors to save the employee embarrassment.

10)  Get your hands dirty.

        Successful supervisors must be able to sit with their employees and assist them in their daily tasks.

11)    11) Have fun with your employees.

        Be of good cheer.  A good boss is a happy boss, and a happy boss motivates his or her troops by being happy. This does not mean being a clown and joking around with employees, it means choosing a perspective that is positive and constructive rather than critical and destructive.

12)  Be firm, fair, and consistent.

          Throughout my years of interviewing employees, I’ve asked this question 1,000 times, “who was your favorite boss and why did you like them?” The answer always comes back some version of  “my favorite  boss was always firm but fair.”

Each of us may manage utilizing a different style.  Whatever your style is, it can be accommodated by using each of these 12 components. Remember, being a  boss is a full time job and managers must work at their supervisory skills. Honing these skills is not something that is simply nice to do, honing these skills will help develop your business and your stature as a boss within your organization.

What kind of boss are you?

What your employees are saying to their loved ones once arrive home from work tells the true story. Are your employees talking about how arrogant, conceited and worthless you are or do they boast about how much they admire you and what you’ve been able to achieve?  Employers recognize the importance of employee retention, and the type of boss you are has a direct effect on retaining your best employees.

So if you are committed to being the best boss you can be, what are the best traits to have and who can you emulate? 

An early groundbreaking study conducted on the different types of bosses/leaders was conducted by German sociologist Max Weber (1894-1920). Weber became best known for his early theories on management. In an attempt to examine different types of leaders and why they obey orders, Weber described three types of leaders.

1)      Charismatic Manager: The charismatic leader exerts control over their employees by the sheer charisma of their personality. Examples of this type of leader would be Herb Kelleher, the recent CEO of Southwest Airlines. It is no doubt that managers such as Kelleher inspire loyalty and esprit de corps amongst their employees. Perhaps the sight of Kelleher running through an airport in an Elvis costume is proof positive of his management style. Put a line between these

2)      The Rational Manager: The rational manager makes an intellectual appeal to his employees self interest. For example, the rational manager might say something along the lines of, “Stick with me and I’ll take you places.” The leaders of Enron, Ken Lay & Jeffery Skilling, definitely employed this type of management style, appealing to their greed and dragging them down the slippery slope.

3)      The Traditional Manager: This type of manager exerts control through the force of their personality. These managers run their business with machine like efficiency and exert their authority and control over their employees. The military is one example of an organization of this stage.

The ideal manager does not solely possess the qualities of just one of these individuals; they are a combination of all three. I like to site the example of Donald Trump. Certainly no one could doubt his charisma with his blatant self-promotion and the branding of the Trump name and the Trump image. There is no doubt that the Rational Manager in him definitely takes charge when he carries his understudies and “apprentices” with him to the top. And surely no one doubts the Traditional approach when he points his finger at the hapless hordes of apprentice wannabees and coldly states “YOU’RE FIRED!” usually followed by a callous, “Ok leave…get out of here.”

Love him or hate him, no one will doubt that Donald Trump is in fact a great business man and in my opinion a great manager.   Emulating Trump may not make you popular with your competitors but it may make you the sort of manager your employees brag about; not to mention likely helping your bottom line.

Our very own TMC Orthopedic CEO Joe Sansone is a finalist for the Ernst & Young Entrepreneur of the Year Award and the 1st annual Health Care Hero Award Community Outreach Division.

Joe’s entrepreneur skills were first exhibited when he profited from his college experience by selling used cars on a “we tote the note” lot, leasing pinball machines, and as a photographer. After graduation, a medical company brought Joe to Houston, and in 1992, Joe left the position to launch TMC Orthopedic. In his first years, Joe faced many challenges including lawsuits and new Medicare guidelines and regulations, but preserved and TMC Orthopedic is now the largest single city supplier of bracing and prosthetic limbs in the country.

In 2004, complaints could be heard about the level of service amputee patients were receiving from TMC Orthopedic. Joe could have continued with the standard level of service or do something about it. And so it begins…he listened to his patients, researched other models in the industry, was dissatisfied with what he found and created something entirely different- The Amputee and Prosthetic Center.

Why Should You Care?

Imagine having lost a limb and being shuffled from this doctor and that. You feel lost, wondering what life will be like as an amputee and if anyone truly cares.

Joe Sansone did and still does. He created a full service patient care program. The moment you walk into the door, you are greeted and introduced to your patient advocate who will assist you throughout the process. In addition, you also get a peer visitor who is a fellow amputee trained by the Amputee Coalition of America to help you through the hardest part- dealing with the loss and renewing your spirit. And to top it off, you also get a state of the art 8,000 square foot facility, the largest in the country, that offers you not just exceptional patient care but a gym, library and coffee bar.

It’s not Just about the Patients
Not only does Joe work round the clock to ensure that his patients are happy, he makes sure his employees are happy. TMC Orthopedic and The Amputee and Prosthetic Center have received the Best Place to Work award three years in a row now from the Houston Business Journal (HBJ), as well as #8 on the Best Places to Work in Texas.

He Gives Back

After years of seeing patients that could not afford a prosthesis go without, Joe decided it was time to give back to the community and formed the charity Limbs of Love. Joe doesn’t have the heart to say to someone who has just lost a limb that they can’t have one because their insurance won’t cover it or they simply can’t afford it. Limbs of Love has donated over a million dollars in prosthetic devices to those who would have gone without.

And the Story Continues

Because an amputee’s insurance would not cover certain prosthetic devices, Joe saught the help of the Texas Legislature. Joe, along with fellow amputees, marched to the State Capitol to tell their story. On May 13, 2009, Governor Rick Perry signed into law House Bill 806 so that insurance companies are required to provide minimum coverage for amputees equal to Medicare.

Joe’s entrepreneurial skills combined with a high regard for his patients and the amputee community make him the ideal candidate for these awards, and we wish him the best of luck!

Guest posted by Margaret.

Swine flu – or rather, H1N1 – is on everyone’s mind right now.  We’re all wondering if we’ll have an outbreak that forces a lot of our employees to stay home, risking productivity and possibly affecting the bottom line.  The important thing is to be proactive to prevent business disruption and to protect employees

All businesses should have a crisis response procedure in place, whether it’s for hurricanes or epidemics or whatever.  Let’s hope we don’t have to go through too many more of these types of crises! While you can’t prevent every illness from entering your workplace, an employer can take simple precautions to stem the onslaught before it hits. Every employer should be doing the simple things like providing hand sanitizers.

It’s important to remember that there are federal and state laws that require a business to protect its employees.  H1N1 may fall under the Family and Medical Leave Act, and as such, an employer may find it necessary to provide leave for an employee to care for sick family members. 

Communication is key.  First, make sure all employees know what your plans are and what is expected of them.  Provide information on the prevention and spread of the disease so they can take steps to mitigate its spread.  Staff also must be kept informed of possible exposure if one of their coworkers falls ill, though of course, you won’t identify that individual. 

Someone was telling me recently about an employee who was sick for 3 or 4 days before deciding to stay home.  A sick employee in the workplace puts everyone else at risk, and that person’s supervisor has a responsibility to send that person and advise him or her to go to a doctor if the person shows signs of illness. 

What do you do if an employee refuses to come to work because one of his or her coworkers is sick?  Can you compel that person to come to work?  Well, maybe not.  Employers who threaten an employee with termination may find themselves with a legal problem, if it is determined that the employee had a legitimate fear of serious illness in the workplace.  Check with your legal counsel before making those decisions.

To summarize, these are employers’ responsibilities:

1. Protect employees
2. Provide education on the risks
3. Provide prevention tactics
4. Send workers home who are obviously ill and advise them to seek medical care
5. Mitigate damages and avoid liability

[cont.]

Crises like these are opportunities for an employer to show employees that they are valued.  It’s your job to keep them safe; make sure they know that you are doing all you can to do just that. 

Here are some websites for further information on the H1N1 virus:

www.PandemicFlu.gov

www.cdc.gov

www.who.int

Most of us are nervous about today’s economy, but what do you do if you are stuck in dead end job?  Employees are petrified about looking for a job in these times, thinking, hey, at least I have a job, even if it’s not ideal.  But sometimes, life has a way of forcing you out of your comfort zone.  Being mired down in a deadend job that you just can’t stand can be analogous to being laid off.  In both situations your first inclination is to panic, the old deer in the headlight situation. But all too often the complacency sinks in and we just sit back and tolerate the hand we’ve been dealt.  

            Making a move can be risky, no doubt, especially given the length of time it takes to find a job.  Our HR Manager cites an average of about 4-6 months of unemployment for our applicants.  But for some unfortunate souls it’s more like 7 or 8 months of unemployment.  . 

But making a move can be the best thing that ever happens to you, even if you think it’s the end of the world. In my case right out of college I landed my dream job working in chemical sales; my Microbiology degree had paid off!  But after two months I was canned and touted as my boss so eloquently put it, “the worst salesman we have ever had.”  Can you imagine?  I was right out of college and living my dream, and just like that, BOOM it was over.  You have two options in that case.  You can give up, or you can move forward.

            I chose to move forward.  It wasn’t easy, but I used my experience as a motivational force to prove that supervisor wrong.  I learned sales.  I moved up, and eventually, I was able to start my own business.  If you read about people who have started successful businesses, you’ll find similar stories.  It sometimes takes that push to get you out of your comfort zone.  I often wonder where I’d be if I hadn’t gotten fired.  Would I still be the CEO of two medical companies, or a mediocre chemical sales representative? 

            What is your situation?   DO you find your job fulfilling as you rush home to be with your family after another wonderfully productive and invigorating workday?  Or do you stare at the clock from 4:00 PM on waiting for 5:00 so you can rush off and find other ways of finding that long lost sense of accomplishment.  If you’re not happy in your job, then that may be a signal that it’s time to start looking around.

            The economy is in a peculiar place right now.  In a recent Business Week article, Peter Coy points out that 13 million folks are unemployed, but there are 3 million jobs that employers can’t fill.  The difference is obviously not because there aren’t enough people searching for jobs; it’s because our workforce is not trained for the jobs that are available. 

Our economy is the midst of a structural shift akin to the shift that took place during the Industrial Revolution, when folks left the farm in droves to work the factories in urban centers.  We see the same thing happening now.  Manufacturing jobs that used to support our economy are now going overseas, or are become automated, making workers obsolete.  We’re moving into a world where information and service will be the key to economic growth. 

Not everyone wants to be an entrepreneur; I can tell you, it’s not for everyone.  But if you find yourself in a position where you are without a job, or where the job you have is so bad that you are constantly tired, stressed and miserable, then it’s time to assess your strengths and weaknesses.  If there are 3 million jobs going unfilled in fields like education, technology and health care, then decide whether you have the skills or training to make the move.  If not, then now is the time to prepare for change. 

A lot of the old jobs are not coming back.  That’s a fact.  So if you’re thinking you may soon be in a position where transition is necessary, prepare now.  You know what happens to the deer that freezes in the headlights.

While many business owners have developed skills in interviewing job applicants, when it comes to hiring a sales representative they feel inadequately prepared to deal with an interviewee’s “sales pitch” and discern the true skills of a sales rep. After all, these job seekers are professional sales representatives and it’s now their job to sell the interviewer on their abilities. Interviewing for a marketing position necessitates a deviation in the typical interviewing process. But with a little probing, a savvy interviewer will quickly be able to differentiate the frauds and phonies from the consummate sales professionals.

Start by screening the applicants resume. If an applicant has had more than three jobs in the last six years, they are out. I know this may seem harsh, but the best predictor of the future is the past. If an applicant has been a job hopper the chances are they will continue that practice. This is especially true for the sales representatives who tend to be a little more transient than other workers. Don’t spend valuable time and money training someone who probably won’t stick around. Employee retention is important.

I then classify the remaining applicants into categories. At this stage in the process, I am not looking for a reason to hire an applicant; I’m looking for a reason not to hire an applicant. These categories range from the weak sales rep that is just not aggressive enough, to the obnoxious guy who is too aggressive and you couldn’t bear to have your logo on his polo shirt.

Now that you are left with a smaller group of candidates, its time to cull the herd and select the keepers from amongst the throwbacks. Is your applicant arrogant and overbearing or just confident in their abilities? Since it is the sales applicant’s job to sell you, unlike in most interviewing situations, they are in the driver’s seat. Let them take control and see how they handle the pressure. Sit back and ask them why you should choose them over the other candidates. Is their “sales pitch” to you organized and interesting or are they waiting on you to take the lead? Remember if the sales applicant does not give a pristine sales presentation about themselves and their abilities it is likely they will give the same haphazard sales pitch about your company.

If you are not a seasoned HR professional, you may want to enlist the help of your employees in the recruitment and interviewing process. Oftentimes an applicant will let down their guard with other company personnel and their true colors will show. Have an employee take them to lunch—the applicant may disclose information that contradicts what they told you during their interview. Or, have the applicant join an employee in the field.

Spending time in the field with a sales applicant is a fantastic way to uncover the skills of your potential true employee. A true star will go out of his way to introduce himself to those that he meets, while a phony will keep his hands in his pockets and shyly follow along with their guide for the day. Which of these two do you want working for you? It’s much better to find this information out in the interviewing process than during their training, so take the time to make the right decision. Your revenue numbers may hang in the balance.

Interview questions for sales professionals.

1. What differentiates you from your fellow sales representatives?

2. Describe your sales style.

3. Are you more of an aggressive or a passive sales rep?

4. How do you organize your day?

5. Give me an example of how you have worked hard to overcome an obstacle and win over a customer.

6. Tell me about the product you are selling now and how you market it to your customers.

7. How do you feel about cold calling?

Joe Sansone is the CEO of the Amputee & Prosthetic Center, www.myamputee.com

They just aren’t enforceable, right?

I hear quite often that non-compete agreements just aren’t enforceable. Is this true? Absolutely not! I have personally been on the prevailing side of several non-compete agreements and have consulted with several companies in assisting them with drafting and enforcing covenants not to compete.

I can recall as if it were yesterday. One of the most vivid memories in my business career is when I had just begun my business and for the first time in my life I was faced with a lawsuit. I was being sued for, amongst other things, violation of a covenant not to compete. Little did I know of the countless sleepless nights that were in store for me not to mention over a $100,000 in legal fees my first year in business.

Another vivid memory years later as an employer was receiving the news that one of my employees that I had just terminated with cause, had immediately gone to a competitor and that same day was making sales calls on my customers.

The very fact that these sorts of activities go on is proof positive that there is a need for non-compete agreements. Employers feel the need to protect their interests from unscrupulous employees while employees often view this as a restriction on their ability to earn a living. Where can the two sides meet?

First of all, it is important to note that state law takes precedence regarding the enforceability of covenants not to compete. For example, California has a statute that literally outlaws non-compete agreements.

Let’s take a look at Texas. In the past, non-compete agreements were very difficult to enforce in Texas. However, a properly drafted non-compete agreement in the state of Texas and in most states, it is absolutely enforceable.

The problem I see with many non-compete agreements that I review is that they are drafted to be all-encompassing and they simply aren’t enforceable in most states.

What makes a non-compete agreement enforceable? First and foremost, the purpose of a non-compete agreement is to protect the business’ interests. Therefore, the employer must have a protected business interest. The non-compete agreement should not be: 1) Overly restrictive in its scope of coverage, i.e. what the employees are prohibited from; 2) It cannot be overly restrictive in its duration. In other words a six-month non-compete is much more enforceable than a 2-year non-compete; and 3) It cannot be overly restrictive in its geographical limitations, in other words, limitations for a 10-mile radius as opposed to the entire state of Texas.

Next week I will discuss the parameters in drafting and equitable non-compete agreement that is not only enforceable, but also fair for both parties.

When all else is equal, employee retention is perhaps the single most important factor that can catapult your business ahead of your competitors. In fact, in challenging markets such as we’re facing today, employee retention can be the difference between success or failure of a business. Savvy business owners have come to appreciate the advantages of retaining their best employees so their time can be better spent growing their business.

I remember years ago, looking at the employee turnover rate of my business— it was dismal. We had a habit of hiring people, and if they couldn’t “cut the mustard” in five or six months We’d simply terminate them and start looking for a replacement all over again. As a result we thought about installing a revolving door in our HR department—something had to give. Decreased employee moral, and an overall negative attitude prevailed as employees felt doomed as they constantly look over their shoulder to see when the ax was going to fall.

Since then, with the help of HR professionals and the PEO Gevity, my company has developed the eight steps for increasing employee retention.

1. Hiring.
2. Provide adequate training.
3. Provide guidelines.
4. Compassionate HR support.
5. Offering a fun workplace?
6. Perks in addition to raises.
7. Supportive supervision.
8. Opportunity for growth and advancement.

To further stress the importance of employee retention think about what typically transpires when your business loses an employee. Assuming it’s not part of a routine layoff, whether the employee quits or is terminated; with or without cause.

The first thing that happens is morale in the department takes a nosedive. Next, the manager in the department must ensure that the employees workload is take care of. Typically this does not mean that the manager for that department, rolls up his sleeves, sits at the employee’s desk and begins performing the missing employees tasks. Unfortunately this normally means that the forsaken employee’s workload is now divided up amongst their ex-peers. or even worse, dumped in the lap of just one co-worker.

Now those doing the employee’s work become embittered. They have taken on additional responsibilities for no extra pay, their own work suffers, and the additional duties they have been given suffers as well. Oftentimes it takes weeks if not months to hire a replacement, causing this overwhelmed employee to become even more embittered and productivity and quality suffer.

Finally the day arrives when a replacement has been hired. But what happens next; does management ensure that this employee receives the necessary weeks of training? Or is the new hire thrown to the wolves, forced to sit with the worker or workers that have been taking on the extra work load for a day or so, and then they’re left on their own to try to figure things out?

What does this turnover do for your business? If the turnover occurred in any sort of billing function, bills don’t go out, invoices do not get paid. If this is a customer service function or any department where an employee is speaking with your customers, phone calls aren’t handled properly or courteously and you lose business. If this is manufacturing or the service industry, the workmanship suffers and you’re at risk for losing business.

Business owners must give consideration to how employee turnover affects their overall bottom line. Hindsight being 20/20, it’s best to try to salvage your best employees before you lose them. Doing so is not just the right thing to do, it is also good business. And good for your bottom line.

For more information on Joe Sansone, visit www.myamputee.com or contact him at jsansone@tmcortho.com

TMC Orthopedic Named #8 on the Best Places to Work in Texas

Last week I had the privilege of hearing Governor Rick Perry speak at a ceremony where one of my companies, TMC Orthopedic, was named #8 on the list of the 100 Best Companies to Work for in Texas. (For more information, see the recent article in Texas Monthly). This distinction comes on the heels of one of our divisions, The Amputee and Prosthetic Center, being named number one on the Best Places to Work by the Houston Business Journal.

Hundreds of companies that chose to participate completed a two part survey that included an overview of the company’s policies and procedures in addition to an in-depth employee questionnaire. The Best Companies Group then conducted an analysis and announced the winners at a luncheon on January, 28^th.

If I had to name the most prevalent reason why my company has been so successful I could sum it up in two words: our employees.

My goal when I started this business on a shoe string with two employees 18 years ago was to find the best workers available and give them the infrastructure, training and support to do what they do best. The net result was an organization that continually outperforms year after year and has rewarded our employees with all the privileges associated of working for the eight best company in the state.

Houston Unemployment Rate Rises from a Low of 3.8% to 5.5%

Several years ago a survey by Sibson and Co. surveyed employees and asked one simple yet pointed question, “What percentage of employees are planning on quitting their job?” The answer was an alarming 55%. Further, employment pundits predicted that for the year 2010 their will be 167 million job openings, with just 157 million workers, leaving a shortage of 10 million workers. To further exacerbate this shortage, in the next 10 years the 77 million baby boomers would be retiring, leaving our work force even more depleted. But this is old news.

What happens now that the unemployment rate is skyrocketing, not only across the country but also in recession proof Houston? I’ve given many lectures over the past few years on the upcoming shortage of workers and why employers need to act quickly so they can grab their share of the available workers out there. Now that unemployment is rising, is this the time to take it easy and no longer work to retain our best employees? After all, they are lucky to have a job, right?

Wrong. The obvious answer is just the opposite. Employers must recognize that in this new economy, the unemployment rate is merely the result of continuing financial stresses on businesses. And just as before, when times were good, it is of the utmost importance that companies do whatever they can to retain the best personnel. Because retaining the best personnel may be the difference between the surviving, profitable businesses and those who couldn’t handle a tight economy.

Do the right thing, take care of your employees and they will take care of you.