Advertising: Who, What, Where

From Tom Winkelmann of Central Library:

The St. Louis Public Library has a new database which is available on the Library’s in-house Reference Computers at every branch. 

This Database is the former print SRDS.  SRDS is the acronym – Standard Rate & Data Service.

Many times new or old business owners need to forecasts an advertising budget.   SRDS is the “go to” source for newspaper, radio, television and cable rates.  For example if you want to advertise on radio in DMA (Designated Market Area) in St. Louis Metro Area – this database list the metro radio stations in alpha order.  Within the radio station listing, SRDS is a great tool to see station formats (oldies, jazz, all talk, etc.)  Also, it gives demographics – the “who’ is the audience market the station is targeting – young adults, seniors, or all age groups.  Once you find a station that parallels your new customer strategy – users of SRDS can locate rates for different times of the day and station contacts.

For newspapers, SRDS can give ad rates for the St. Louis Post Dispatch, River Front Times, or even smaller publications such as the Kirkwood – Webster Times.

Finally, SRDS gives updated circulation figures.

So, stop in one of the St. Louis Public Libraries and put SRDS to work for your advertising plans.

Book Review: Mash-up!

Mash-up! How to Use Your Multiple Skills to Give You an Edge, Make Money, and Be Happier by Ian Sanders and David Sloly, 246 pages

In this book, Sanders and Sloly argue that the way businesses run today, people need to have versatile skills, allowing them to switch gears and become experts in fields that vary widely. For example, one of the authors is a business consultant and a hypnotherapist, as well as an author and lecturer. Throughout this quick read, the authors present different ways to branch out into new fields without dropping current jobs or projects, as well as ways to market yourself as someone who specializes in multiple fields. Along the way, they introduce the reader to several "mashers" who are juggling multiple jobs at once.

This is certainly intriguing, and they're definitely right that versatile skills are important in today's business world. And maybe I'm just looking at this from the perspective of someone who is lucky enough to have a job where I learn something new every day and get to work on a variety of projects throughout the day, week, and year, but I think they're a bit narrow-minded to say that the best way to "mash" is to have different jobs and job titles at the same time. There's definitely a bit of a sneer when it comes to the idea of someone staying in the same job, or same type of job, for years and years; instead, I would assume that new projects and skills are somewhat of a requirement if you want to stay in a field for any length of time. Sanders and Sloly's ideas of "mashing" seem a bit more suited to those who simply can't settle down, or just haven't found a job they love.

That said, this book will definitely appeal to and be useful to entrepreneurs, freelancers, and others who like the idea of a hyphenate life. It also has some pretty cool ideas that can be applied to those of us who are good with just the one job title, especially their system of ranking the various qualities of a project/job (On a scale of 1-10, how much do you love it? How annoying are the people you work for and with? Are you getting enough out of it financially? etc.) Like I said before, it's a quick read, and as long as you can get past their Britishisms (Whilst? Seriously?), it's worth a skim.

Third Party Contracts & Commercial Leases @ SLATE

Our Downtown Neighbors Are Hosting Legal Clinics!

Gus's World Famous Fried Chicken, coming to St. Louis

As reported last week in the St. Louis Post-Dispatch, Memphis-based Gus's World Famous Fried Chicken will be opening a St. Louis Location in late Spring. In Sorkin's Directory of Business & Government (a terrific database available at you public library and on our website) it's confirmed on their business leads for February 9-23rd, 2015, with a location of 8343 Manchester Ave., just east of downtown Maplewood. Hooray for this business development!

Motivation is Key to Operating a Successful Business

Motivation is key to running a profitable business. By bringing out the best in your people, an organization can be more productive. There are many ways to establish a rapport with your employees that will profit your business. The way you speak to your employees, the way your message gets across to them, means a lot. It's not only what you say, buy also how you say it.

• Do be aware of how you speak and write - it does make a difference to employee motivation.
• Do use active listening in all conversations with your employees.
• Do treat your employees fairly, even if you prefer some over others. 
• Do give all your employees equal attention. 
• Do try to forestall the us-versus-them workplace mentally.
• Do speak clearly and at a comfortable, relaxed pace when addressing staff.
• Do use "you" and the person's name to warm your praise.
• Do remember to praise your employees. No one wants to hear nothing or only negative thoughts.
• Do say "I" when criticizing an employee to diminish the potential for argument.
• Don't forget to use body language to project sincerity, concern, and honesty.
• Don't hesitate to provide compliments and ask about how there day is going.
• Don't forget that your employees have a life too, ask about the seminar they had to attended for work to show your are interested in their work.

Motivation is personal.  As a manager, it is your responsibility to keep your staff motivated. Another list of do's and don't includes:

• Do get input from employees about what they want before setting up a motivational program.
• Don't assume that every employee reacts the same way to a given motivational driver.
• Don't take a "my way or the highway" attitude toward managing employees.
• Do let employees take ownership responsibility for their jobs.
• Don't fail to address lack of motivation as soon as you see it.
• Do offer opportunities for learning and advancement.
• Do take every opportunity to broaden employees' jobs.
• Don't keep all the decision0making authority to yourself.
• Do make employees part of a team and foster cooperation.
• Do build employees' self-esteem by using praise instead of critcism.
• Do look for ways to have fun.
• Don't structure a rewards system that is inequitable. If you take a few chosen employees out for lunch, do so with others as well. 

There is always a communication challenge when you are trying to motivate your employees. Younger workers care little for tradition. They view success differently. Instead, younger workers will place a higher value on individuality, personal freedom, and professional flexibility and creativity.

It is always a challenge to motivate your employees. Remember, before you were a manager, you too acted in the same way. The carrot that brought you to your current job are still there for your employees. Think of how you wanted to be treated. Did it work to keep you motivated? Ask yourself why? Ask yourself, would you like to work for someone like yourself? If your answer is no, think again about your management style. Maybe it's time to be retrospective and change. 

Book Review: How Excellent Companies Avoid Dumb Things

How Excellent Companies Avoid Dumb Things: Breaking the 8 Hidden Barriers that Plague Even the Best Businesses by Neil Smith, 226 pages

In this book, Smith describes several problems businesses face that block good ideas from being implemented, and offers ways to break through them. The barriers range from avoiding controversy, to poor management of time, to organizational silos, and a lot of them seem pretty obvious once Smith points them out. However, he does offer some great personal anecdotes to illustrate these issues and the potential solutions to them. Toward the end of the book, Smith also offers the principles he and his company (which is a consulting firm that helps companies institute change) abide by, and he details his 100-day process for creating the plans for these changes. Again, the principles are logical and seem like common sense once you read them, but Smith's description of his process is pretty boring.

Smith did a good job holding my attention through most of the book, but once he got to that process and started throwing in acronyms left and right, he lost me. Another problem I had with this book is that it's aimed almost solely at the CEOs and other higher-ups at large companies (and by large I mean 15,000+ employees). While some of the elements may be applicable to smaller businesses or non-management employees, a lot of it won't be.

One last quibble: I don't think this book is accurately named. Yes, the title makes you giggle a bit, but there's nothing about avoiding dumb things; it's all about creating opportunities or righting dumb processes that are already there.