A new company called Backupify has solved a piece of that risk puzzle by allowing companies to archive their social media activities. Backupify can backup Twitter, Facebook, Gmail, Google Docs, Flickr, Photobucket, Delicious, Basecamp, Hotmail, Blogger, Wordpress, and more. If your sales agents want to use Twitter to communicate with prospects or if your marketing team wants to add a Facebook page, you can archive all of that activity with Backupify. That allows you to return to your data later if you have a business or legal reason to do so.

Last we checked, Twitter only shows you your last 3200 tweets, and digging deep into your old Facebook status updates takes a lot of scrolling. If a comment made in the past on a social media site turns out to be problematic, at least it doesn’t deteriorate into a he-said she-said case if you can go back and view all archived communications.

Backupify has several different plans, including a free twitter backup option. So if your primary reason for avoiding social media for your business was concern for the risks involved, a backup and archiving system may be enough to calm some of those fears.

The Harvard Business Review has a valuable article on managing pessimists in your team. Among the tips:

1. Create awareness. This is best done by pulling the team member aside and explaining how his comments are received. The rule when giving this type of feedback, says Jon Katzenbach, author of Wisdom of Teams and founder of the Katzenbach Center at Booz & Co., is to “be at least as positive as you are negative.” Explain why the person is valued on the team and make clear the impact of his behavior. For example, you can say, “When you make negative comments, the team gets stuck and we aren’t able to move forward.” Kramer points out, “This kind of conversation can be useful from a diagnostic perspective.” Once you understand the underlying reason for the pessimism, you can provide additional support or information if it’s needed.

2. Reposition negative statements. Negativity can fester and eventually kill a team’s momentum and motivation. Don’t let negative comments linger. Ask for clarification or more information about what the speaker means. For example, if a team member says, “This project is never going to make it past Finance,” ask the speaker to explain why she thinks that. Better yet, you can ask for alternative solutions: “What can we do to make sure the project does make it past Finance?” You can also ask team members to use “but statements.” Ask them to follow skeptical or critical sentences with “but.” For example, your team member could say “This project is never going to make it past Finance, BUT it’s worth laying the groundwork now because next year, Finance is apt to approve more tech projects.” It’s helpful to model this type of behavior for the entire team. Offer your own constructive criticism while providing an alternative solution.

3. Involve the whole team. It can be damaging to single out a team member in front of the entire team. Peer pressure is a far more effective tactic. According to Kramer, “Sometimes social sanctions work better than leader sanctions.” Set team norms and ask everyone to observe them. Goldsmith suggests that individuals ask themselves before they speak, “Will this comment help our customers? Will this help our company? Will this help the person or team we’re talking about? Will this help the person we’re talking to?” As Goldsmith points out, “Honesty may be the best policy except when it’s destructive and unhelpful.” Once you’ve agreed on norms, ask the team to hold each other to them. This approach can be used when you’re not the team leader as well. If a fellow team member is regularly negative, you can appeal to what Kramer calls “the collective wisdom” of the team by modeling positive behavior and using peer pressure to show the pessimist a more productive way of contributing. Of course as a peer, your influence is limited and you may need to talk with the team leader if your attempts to redirect the pessimist don’t work.

Read more here.

Last week, a Bank of America branch in Gaffney, SC stirred up controversy by removing American flags from an adjacent sidewalk. The bank later returned the flags, which were intended for a funeral procession for a fallen Marine. But the city isn’t about to forgive the bank.

The Spartanburg Herald-Journal has more:

The controversy developed last Tuesday as plans were being made for the body of Marine Lance Cpl. Chris Fowlkes to be returned to Gaffney. Fowlkes died Sept. 10 in a hospital in Germany of injuries he received in Afghanistan the previous week when a roadside bomb exploded.

Earls said Tate told her the flags that were removed were inside the bank, and Earls should pick them up if she wanted them back. After a couple of hours, the bank’s corporate office issued a statement that removal of the flags had resulted from a breakdown in communications.

The bank returned the flags for an initial procession on Wednesday, then again for the actual funeral that Friday. It also issued a formal apology:

“We want to ensure the community knows how deeply proud we are of the men and women who have sacrificed so much in service to our country. The bank does fly the American Flag at our locations throughout the country and flags were displayed in front of our banking center in Gaffney the evening prior to our dedicated Marine returning home. We deeply apologize for any misunderstandings. “

But the controversy hasn’t died down. Today, the Cherokee County Council–Gaffney is located in Cherokee County–voted to close its Bank of America accounts.

It sounds like the B of A branch manager was operating under the same mentality as the Burger King manager who kicked out a baby earlier this year for not wearing shoes. That is, he let fear of corporate repercussions override common sense. He probably thought he would get in trouble if he didn’t strictly obey company guidelines.

The problem was his narrow-mindedness. If he had seen the situation from the town’s perspective, he would have realized that removing flags could potentially harm the bank more than his blind obedience of policies. Not knowing more about the branch manager’s situation–perhaps an event or situation induced him to act fearfully–I think that B of A would do well to put him through a course on seeing the bigger picture.

I don’t think this warrants him being fired, though. The town is already punishing him enough.

1. Buying too soon.

Brand new businesses can usually get by on bare-bones equipment and upgrade as needed. A good rule of thumb: if you’re not going to use it tomorrow, don’t buy it–you might not really need it in the future.

2. “Bargains” that aren’t.

Purchasing heavily discounted software programs and industry-specific hardware, such as POS equipment (touch screens, scanners, etc.) at a liquidation sale or auction can seem like a great deal…until you realize that your “bargain” purchase isn’t compatible with any of the equipment you already own. Some deals really are too good to be true.

3. Impulse buys.

Don’t get talked into a purchase by an overzealous salesperson, or go on a new office furniture spending spree because you’re frustrated with your same old surroundings. Smart business owners only make strategic purchases.

4. Not negotiating.

You can negotiate a deal on almost any business service, and most products, too. Most phone systems vendors, POS systems salespeople, payroll services reps, and other vendors will often throw in extras, especially if you buy at the end of the month, quarter, or year, where your purchase will make the difference in their final sales numbers.

5. Not asking for references/referrals.

Always ask for references before making any significant business purchase, especially if it’s for an ongoing service. Ask other businesses for recommendations, and request reference information from prospective vendors- get a local reference if possible.

6. Skimping on research.

You should know a few basics before you start to shop: your price range, your basic requirements, the names of a few vendors, and how long the purchasing process usually takes. Don’t waste your time contacting vendors that only offer services for big companies if you’re a small business.

7. Being a know-it-all.

While research is great, getting your heart set on a particular technology or product isn’t always a good idea- you might miss out on an offering that’s better suited for your business. Be open to suggestions, even if you have a fairly firm idea of what you want.

8. Buying based on price alone.

The cheapest product or service isn’t always the best- or even the cheapest! For example, many payroll services vendors charge a very low per-check fee, but then add charges on for changing employee information or performing mandatory payroll tax deposits. Evaluate all costs to make sure you’re really getting a deal.

9. Not considering long-run costs.

Many business necessities can be leased or hosted (software, voip phone systems equipment, etc.) instead of purchased. This might cut down on the initial outlay, but will be more expensive overall. For example, many credit card processing companies sell processing terminals for a few hundred dollars, or lease them for $20/month or more- buying is clearly the better bargain in such cases.

10. Overextending yourself.

Even if a specific purchase is absolutely necessary, it might be out of your current price range. Overextending yourself is never a good idea- try buying a cheaper version that can be upgraded or even traded in as your business grows.

The most successful business owners know that good judgment and common sense can go a long way- Only buy what you need, do your homework, and don’t spend to your limits. Remember, a “good deal” is a purchase you’re satisfied with, no matter how much the actual cost.

Merrin Muxlow is a writer, yoga teacher, and law student based in San Diego, California. Merrin writes extensively for Resource Nation, an online resource that provides expert advice on purchasing and outsourcing decisions for small business owners and entrepreneurs. She frequently contributes to several sites and programs that offer tools for business owners, including Dell, BizEquity, StartUpNation, and bMighty.

It may be the end of an era, but General Motors will live on. In a way, the history of a mammoth American corporation is like the history of America itself. Check out these titles to learn more about GM.

My Years with General Motors, by Alfred Sloan – Personal account of Alfred P. Sloan Jr., CEO of General Motors from 1923 to 1946. Originally published in 1964. Sloan is considered to be the father of modern systematic organization and management. It’s no modern memoir. This book is the account of Alfred P. Sloan Jr. the professional manager, not the man, but it’s a perenial bestseller and if you like to read business school lessons you’ll love it.

Billy, Alfred, and General Motors, by William Pelfry – This biography of the two founders of General Motors, Billy Durant and Alfred Sloan, takes the reader back to the good old days when what was good for General Motors was good for America. Pelfrey keeps the story modern by comparing the early days of the auto business to Silicon Valley where money flowed freely and fortunes were made. This is the story of two men – Durant, who died penilessin penury, supported by old GM partners while attempting to launch a bowling and fast food empire, and Sloan, who’s name graces a major business school. Publishers Weekly calls Pelfrey’s book “an engrossing account of the fledgling days of the American auto industry; a bumpy, surprising and entertaining ride.” 

On a Clear Day You Can See General Motors, by Patrick J. Wright – This book details John DeLorean’s rise through General Motors, and his ultimate exit. It’s a classic tale of corporate mismanagement, inefficiency, illegal tactics and blatant disregard for the public interest. Written in 1990, this book reveals the inner workings of General Motors and is applicable to many corporations. It delves into DeLorean’s thought processes, how he ran two divisions at GM, turning around errors and problems intelligence and common sense.

The Art and Color of General Motors, by Jonathan Stein – Very cool photographic history of the car maker with over forty GM cars photographed by Michael Furman. This book covers the history of GM’s Art and Colour Division, which was started in 1927 by Alfred Sloan with Harley Earl in charge of styling.

Image Credit: Amazon

I joined the board of a large non-profit this year and we recently spent several hours on planning for our year at the helm. Once we’d hammered out what we thought was a pretty near perfect vision and plan for the organization, a former board member dashed our enthusiasm with these words:

This is not a strategic plan. This is an annual plan.

And for the life of me and my cohorts, we could not get a straight answer out of this person as to what was missing from our so-called annual plan that would make it a strategic plan. I’m still grappling with the differences but here’s how I understand it so far.

Strategic plans address fundamental and directional issues. They are over-arching, visionary, and long term.

Annual plans (operational or management plans) target the day-to-day implementation of strategic decisions. These are the immediate (less than one year) objectives and imperatives.

Strategic plans take into account the unpredictability of the future, but plan for it anyway. They develop strategies based on the organization’s strength and weaknesses relative to the opportunities and threats in the external environment. Got it.

Annual plans take on future goals as something to accomplish now. They focus on short-term goals and go into greater detail about how specific tasks will be accomplished. Check.

Okay, so for example, in our organization one strategic goal was to raise our profile in the community. And one of the corresponding annual plan goals to accomplish this was to develop our website as an external (marketing) tool.  To me that’s strategy and operations. But the former board member still says – nope, that’s not strategic. According to her, strategic is more like, ‘Become a benchmark organization for online communication”.

• Is it just that we’re not thinking big enough?
• Just how detailed should long-term goals be?
• And must they always be measurable?

I’m still confused, and betting I’m not alone. Planning seems to get pushed to the back of the list in order to put out today’s fires and we all know that’s not the best practice. It’s exciting to be part of an organization with such a forward thinking planning model. Now if only I could wrap my mind around it!

Please, strategic thinkers out there – enlighten us! (Okay… me.)

Image Credit: Wolfgang Staudt, Flickr

Wednesday is National Administrative Professional’s Day, formerly known as Secretary’s Day. The holiday was established in 1952 to honor people working in secretarial or administrative careers. Today, the name has changed, but the spirit of Administrative Professional’s Day remains the same.

The International Association of Administrative Professionals claims that…

…today, there are more than 4.1 million secretaries and administrative assistants working in the United States, according to U.S. Department of Labor statistics, and 8.9 million people working in various administrative support roles.

Although flower shops would have you believe differently, a bouquet, according to the IAAP, isn’t the best way to appreciate your favorite admin. Instead, they suggest the following gifts and events:

1. Hold a special event for the admins in your company. Hire a speaker for the event, or have the CEO speak to the group.

2. Offer administrative staff the chance to register for a professional development seminar, such as the IAAP’s Professional Education conference.

3. Give staff an annual membership in a relevant professional or networking association.

4. Get them a new certification, such as the CAP (Certified Administrative Professional).

5. Offer admins a half day off.

If you need to keep your gifts small, the IAAP suggests presenting admins with gift certificates, desk accessories, computer upgrades, or a bonus.

Fortunately, incompetence has definable roots. Identifying these roots helps companies peg where they are breeding incompetence, then modify their shortcomings to benefit of both managers and employees.

If you’re concerned about incompetence in your company, check out the five tips below to see what might be causing it–and how to deal with it:

1. Using numbers as the only device to measure performance.

My first job out of college was as an inside sales rep. Our 5-person team’s measure of success was our number of sales. However, it took a relatively high number of calls to even begin to land a sale. So our managers gave us performance points for the number of conversations we had. If we had fewer than 14 conversations a day, we were put on probation.

Nobody wanted to go on probation, so a workaround surfaced. On slow days, team members would enter fake conversation notes into the database that managers checked at the end of each business day. These fake notes were usually inconsequential (”Said he wasn’t interested,” etc.), but the point is that people entered a load of crap into the company’s database in order to save their own hides. Those daily quotas encouraged cheating, and harmed the company, too.

Remedy: Measure conversations weekly, taking slow days into account. Rate performance not by number, but by quality of conversations. Train staff in better sales technique and measure performance from there.

2. Spreading workers too thin.

Cost-cutting is an essential component of survival, but it’s also a quick and dirty way to overburden competent employees, thus breeding incompetence. How many times have you heard the story of such-and-such a manager who, when all her other employees were laid off, was forced to run a department all by herself? Companies need to realize that even the most competent employee can’t, by herself, replace an entire team.

Remedy: If staff must be cut, companies need to make a bigger effort to help remaining employees stay competent. Is there room in the budget for contractors? How about telecommuting, which would take some of the travel burden off the employee? New types of collaboration that would spread the job between multiple people?

3. Expecting too much, too soon.

This is an onus both of employers and employees. Both parties expect instant performance; when it doesn’t happen, managers grow disappointed and employees grow disillusioned. I’ve seen many bright-eyed employees enter new jobs with gusto, then fizzle and drag after months of not seeing the results they’d hoped for. Managers who expect employees to know everything from the outset grow impatient when they have to answer too many questions; those who sought miracles from their new employees become wary when progress is slow. It’s the beginning of communication breakdown, which often turns deadly.

Remedy: Unless it’s clear from the outset that the person has to hit the ground running, set scalable performance goals. Print out these goals and have the employee post them on his/her cube wall. Make expectations absolutely clear. Do the same with resources like training managers, helpful websites, etc. If you’re an employee, clearly communicate your limitations at the very beginning. You can do this without making yourself sound incompetent. Promise a company only what you can deliver. Make it clear that you want to grow with the company, not fester inside of it.

4. Putting a bigger premium on politics than performance.

It’s a fact of life that schmoozing often gets you further than quality performance. Unfortunately, some company cultures overemphasize the social aspect, resulting in employees who feel their advancement hinges more profoundly on department happy hours than innovation or quality of service. The result? The aggregate quality of the company suffers, and employees grow overly political or bored.

Remedy: Put a premium on what the employee is doing for the company, not for his/her social network. Don’t mistake personal affinity for organizational benefit. Making performance standards clear from the outset and having an employee report his results on a regular basis are two ways to emphasize accountability.

5. Rewarding mediocrity.

Imagine you’re a gung-ho new hire employee at Franklin Widgets, Inc. You come into the job ready to make an impact–until you notice that everyone spends most of their time staring slack-jawed at Facebook. After you realize you’re safe from managerial scrutiny, you join them. Why should you work hard if nobody else is?

Remedy: The onus is on managers to create a sense of urgency and accountability. Describing how to do this is beyond the scope of this post, but John P. Kotter’s work is an excellent place to start.

HR Web Café has an interesting post about so-called “Love Contracts,” which are set to replace traditional workplace dating bans:

Forty percent of U.S. workers have dated an office colleague, with 31 percent of those romances progressing on to marriage, according to a recent workplace dating survey survey by CareerBuilder.

• Dating employees are expected to follow certain guidelines, such as refraining from displays of affection at work or work- related events
• Either employee “can end the relationship without fear of work-related retaliation”
• Dating employees agree to waive their rights to pursue a claim of sexual harassment for any event prior to the signing of the contract

Does anyone actually follow these kinds of protocols? Let me illustrate the kinds of office debauchery I’ve witnessed in the past, when dating bans were still the norm:

- A makeout session on the ground, between cars in the parking lot, at 11am.
- A very active Jacuzzi at an office offsite
- Don’t get me started on offsite hotel rooms
- One couple kept late nights. Really late nights.

Perhaps the Internet and publishing industries, where I’ve worked in the past, employ more young people than others, making these cases exceptional. But I can’t imagine that adapting laws will do much more than serve a few litigious individuals and ensure compliance to state or local standards. People have incentive to fall back on these laws, but not to follow them.

The nice part about love contracts is that they admit the inevitability of office romances. Better to structure the verbiage around an existing phenomenon than try to ban it entirely, which only adds guilt to the equation.

The Harvard Business Review has a good article explaining how to be a better manager in 15 minutes per day. Here’s an excerpt:

1. Turn dead time into development time. Walking back to your office after a meeting? Use those two minutes to give your direct report feedback on the presentation, and on how he could do better next time. He didn’t have a speaking role? Ask him how he thought the meeting went and how he might have made certain points differently — and then offer feedback on that. Direct, in-the-moment feedback is your single best tool for developing people.

4. Make two calls per day. On your way home from work, call (or email) two people you met with that day, and offer “feedforward.” “I like what you’ve done with the Smithers account. Next time, let’s try to keep marketing costs down. Thanks for your hard work.” Always make “thank you” a part of the message. Employees who feel appreciated, and know that you’re trying to develop their skills, stay engaged over the long run.

I would add taking a couple minutes to reflect on your daily interactions with people: What went well, what didn’t, what needs improving. That way, you can start the next day with an interaction plan to help you fill those extra time slots. Does anyone have any other tips?