A business directory is a website or printed listing of information that lists businesses within a particular niche, location, or category. Business directories can be used to promote a business and its products or services, and can also be used as a research tool to find new suppliers, customers, or competitors. In this article, we will explore the many benefits of using a business directory for your business.
Increased Visibility and Exposure
First and foremost, a business directory can help increase visibility and exposure for your business. By listing your business in a directory, you can reach a larger audience than you would be able to through traditional marketing methods. This is particularly useful for small businesses that may not have the resources to invest in expensive advertising campaigns.
Improved Search Engine Rankings
In addition to increasing visibility, a business directory can also help to improve the search engine rankings of your website. Search engines, such as Google, use links to your website as a way to determine the relevance and authority of your site. By having your business listed in a directory, you can gain valuable backlinks to your website, which can help to improve your search engine rankings.
Research and Networking
A business directory can also be a useful tool for research and networking. By browsing through a directory, you can find new suppliers, customers, or competitors. This can be particularly useful for small businesses that are looking to expand their reach and grow their customer base. Additionally, by networking with other businesses in your industry, you can learn about new trends and best practices, which can help to improve your own business.
Building Trust and Credibility by Using a Directory
Another benefit of using a business directory is that it can help to build trust and credibility for your business. When customers see your business listed in a reputable directory, they are more likely to trust and do business with you. This is particularly important for small businesses that may not have the resources to invest in expensive branding campaigns.
In addition to building trust, a business directory can also help to generate leads for your business. By listing your business, you can make it easier for potential customers to find you. This can lead to an increase in sales and revenue for your business.
Finally, a business directory can also be a cost-effective way to market your business. Unlike traditional marketing methods, such as television or print advertising, listing your business in one or more online directories is relatively inexpensive. In fact, many directories offer free listings for businesses, which can help to save you money on marketing costs.
In conclusion, a business directory can be a valuable tool for any business looking to increase visibility, improve search engine rankings, network with other businesses, build trust and credibility, generate leads, and save money on marketing costs. Whether you are a small business looking to grow your customer base or a large corporation looking to expand your reach, a business directory can help you achieve your goals.
This article was previously published on Bizwin
By Lucasz Wedel – Introduction: Every now and then I am sharing my thoughts on the management, growth of the company or just a clear description of the role that I held in the past. In this one, I am addressing a problem that I believe is currently slowly getting more and more visible.
The problems I am answering are the questions I received during some discussions about how to manage a remote team.
How to manage remote teams?
I was working remotely for a few years – both as a developer as well as a manager. What I noticed is that a small change in your management style can boost the productivity of remote teams, drastically.
I – a person that can introduce change in a company – want to make sure that I have the best team working on my products, no matter the location.
In short, you want to introduce a remote work option.
Hiring a remote worker is the “simpler” part. Making sure that they are motivated, feels part of the team AND are doing all they can is something entirely different.
Let us simplify the previously stated problem into something we can focus on.
I do not want these remote workers to be mercenaries – I want them to be part of the team.
The majority of meetings are just time-wasters, saying that – let us focus on the part that is in the minority.
1. The team must feel part of the company – in my previous companies we did this with a bi-weekly/monthly catch-up. At this meeting, we are discussing the ongoing activities, goals, and plans we want to fulfill. We are sharing information that is limited only to the company so that we are showing our trust.
2. Project meetings – kick off, grooming, standups, retrospectives, demos – the team works as one and have the defined meeting. The team is working as a single organism, and with every iteration, it is getting better and closer.
3. 1on1s – a manager that oversights the team is crucial. They must have an excellent connection to the team, be the one they are approaching when there is an issue or problem.
There must also be a workaround – an escalation path that is known to everyone in the team. An unofficial mediator role – line manager, senior person or just a better communicator – should be approaching the team to chat with them and feel if some changes are needed.
4. Company events – seeing the whole company at a party is something worth practicing. Having a good laugh or just catching up and drinking a few beers creates stronger bonds and simplify the communication within the team.
5. Offtopic channel – where people can be sharing videos of cats or chat about a movie/game they recently finished. Something that allows them to blow off the steam and allow the brain to rest for a few minutes.
A remote management team is a self-healing organism, hence the 1on1 – where the single team member can show his opinion – and project meeting – where the team as a whole is providing feedback. A good manager based on these two inputs is capable of not only making sure the team feels part of the organization, but also motivate them and provide them with a place to grow.
Problem 2 & 3.
I do not know how to manage them, how can I know if they are working all the time they said they do?
How can I know if they are not working for my competitors?
You can’t, entirely.
The tracking software on the team devices shows a lack of trust.
VPNs are standard across multiple industries, but they are not allowing you full visibility.
What you have is a manager that sees how the team is working and people that are motivating themselves. Daily updates are providing the team with information, about who is working on what and how work is progressing. If there is an issue, delay or someone is just not doing what they should – the team knows, and the management team must act.
The manager is not the only input for information – demos, ticketing system, code repository, knowledge bases they are adding their parts are the places where you see the changes they are introducing and based on that you can make your opinion.
How can I find a person that can work remotely?
Finding people that know how to work remotely is a hard one. Let me simplify this for this article’s sake.
Fast introduction to the terminology and context I am using.
- A person with at least one (1) year of experience, not able to be a single developer on the project.
- A person that requires support and mentoring by Senior/Architect developer.
- A person that is dependant on seniors/architects to organize training and growth for him/her.
- A person that requires a maximum introduction period when joining a company – average three (3) months.
- A person with more than three (3) years of experience, capable of handling a project alone – but with some oversight from the Senior/Architect
- A person that is eager to participate in training and wants to grow technically.
- A person that requires an introduction period when joining a company – average a month.
- A person with more than four (4) years of experience in at least three (3) companies, capable of handling a project alone – without oversight
- A person that organizes the training and growth within the company for himself/herself.
- A person that requires minimal to none introduction period when joining the company to be able to handle the technical aspects of the problems.
For remote work do not hire Juniors.
I know few that can perform as well as a remote worker. However, the majority of them do not know how to behave, how to work without face to face support.
For remote hire Regulars that had experience with remote working before.
For remote hire Seniors.
For the introduction period invite them to the offices that you have, let them see the company and feel the atmosphere. They should learn:
- Who is the person that I should speak if they want to discuss business/technical/hr?
- Where can I find any information about business/technical/hr?
- What is the architecture that we have?
- Who is on my team and how we communicate?
- What tools are we using daily?
How should I share the knowledge and decisions?
I left the hard part for the end.
I had this problem with every company I worked for. You see, people from single office tend to share their ideas while having a coffee, a smoke, or solving some issue that was raised by the support. Documenting their decision is hard – as the fix usually takes just a few minutes to implement.
The problem starts later – a remote part of the team is not aware of the changes. They do not know the reasoning behind the decision, when it happened and what is the impact on their work.
The parallel problem tends to be the architectural vision that is not being shared and communicated. Due to similar communication paths as in the previous description, the remote team is not aware of the common goal that the company is chasing.
So what is the solution?
Think remote first, document, document, document.
A rule I am trying to enforce every time I can – no ticket, no work (I am a big JIRA fanboy). Tickets with details are always a good solution for figuring out why a change happened.
Sharing the company vision is equally essential, but this, unfortunately, is not doable with the tickets. Vision sharing requires diagrams, presentations and a discussion with all involved teams. You can not cut corners in matters like that. A vision must be understood and chased by the whole company.
I mentioned a bi-weekly or monthly meeting while discussing problem nr. 1. I believe that this management meeting is the primary source of information for the entire company.
- A person decided to quit – one of the topics.
- Someone is joining – one of the topics.
- We are trying the remote work approach – one of the topics.
- We released a new product – one of the topics.
- You should see now where I am going with this.
The most crucial part of it is always to thrive to be better.
The original article by Lukasz Wedel was originally published on LinkedIn
From the Author:
Lukasz Wedel is Program Manager at Cisco
In this article, I am focusing on the management of remote teams. I am listing issues I have seen in multiple companies, as well as on some tricks I am using to make sure that the team and company are working together towards a common goal. #startups, #corporations, #it, #management, #projectmanagement, #remote #remotemanagement
Featured Image Credits: Pixabay
People often mistake leadership and management as the same thing but in essence, they are very different. The main difference between the two is that leaders have people that follow them, while managers have people who simply work for them. Particularly in small businesses, for a small business owner to be successful they need to be both a strong leader and manager to get their team on board with working towards their vision of success. Leadership is about getting people to comprehend and believe in the vision you set for the company and to work with you on achieving your goals, while management is more about administering and making sure the day-to-day activities are happening as they should.
Leadership and management must go hand in hand. They are not the same thing, but they are necessarily linked and complementary to one another. Any effort to separate the two within an organisation is likely to cause more problems than it solves. For any company to be successful, it needs management that can plan, organise and coordinate its staff, while also inspiring and motivating them to perform to the best of their ability.
LEADERSHIP IS ABOUT INSPIRING AND MANAGEMENT IS ABOUT PLANNING
Leaders have a tendency to praise success and drive people, whereas managers work to find faults. They paint a picture of what they see as possible for the company and work to inspire and engage their people in turning that vision into reality. Rather than seeing individuals as just a particular set of skills, they think beyond what they do and activate them to be part of something much bigger. They’re well aware of how high-functioning teams can accomplish a lot more when working together than individuals working autonomously are ever able to achieve.
For both sides to understand what they have to do, and to achieve excellence in doing it, they need to comprehend the essence of the difference between them. This is a matter of definition – understanding how the roles are different and how they might overlap. Managers, on the other hand, will focus on setting, measuring and achieving goals by controlling situations to reach or exceed their objectives.
|Managers Give Directions
||Leaders ask questions
|Managers have subordinates
||Leaders have followers
|Managers use an authoritarian style
||Leaders have a motivational style
|Managers tell what to do
||Leaders show what to do
|Managers have good ideas
||Leaders implement good ideas
|Managers react to change
||Leaders create change
|Managers try to be heroes
||Leaders make heroes of everyone around them
|Managers exercise power over people
||Leaders develop power with people
You must think of one without the other to truly see the differences that exist between them. Management without leadership controls resources to maintain.
There are many different types of leadership and management styles where different situations, groups, or cultures, may require the use of different styles in order to set a direction or ensure that it is followed.
One way to decipher which of the two you may be is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.
John Kotter, Professor of Leadership at Harvard University fears that too often, employers use the terms synonymously. If an organisation is run effectively, leadership and management will exist in tandem.
Mentoring and formal training can help employees utilise and use their leadership skills. According to research by the Chartered Management Institute, 90% of members who have completed a management and leadership qualification found the experience improved their performance at work. There was also a “ripple effect”, with 81% of those surveyed passing on their knowledge to colleagues.
Celebrating individual leaders can also cause some to forget that it is never just one person running the show.
Not everyone who is in charge of a team is both a leader and a manager, in order to have a successful organisation, there needs to be a mixture of both.
Many people are both, having managed people but realised that you cannot buy people to follow you down a difficult path, and so act as leaders too. The challenge lies in making sure you are both leading your team as well as managing your day to day operation. Those who are able to do both, will create a competitive advantage.
Mindset can also have a powerful effect on the success of a leader, Understanding Emotional Contagion can be a tool to success.
This article was originally published on nextgeneration.ie
Featured Image Credits: Pixabay