Consultant Donald Cooper says there are a number of reasons why your staff may not be performing -- and most of them aren't their fault. "So much of the time when we're unhappy with them, it's actually because we haven't been effective leaders or managers," he declares in his corporation's newsletter.

Here are some of those reasons:

• They truly don't understand what you want done, the standard to which you want it done, or by when you want it done. Your first job is to create clarity on those matters.
• They lack the skills, information, tools, time or empowerment to do it. You have given your people a job to do without all the resources they need. Ask non-performers what they need to be extraordinary.
• They don't understand why it's important. "They work on one little piece of the puzzle and no one has shown them what the whole puzzle looks like," he says.
• The task you have in mind doesn't have to be done -- you just think it does. It's common for an employee to know that an instruction makes no sense, so he or she doesn't do it and hopes the boss doesn't notice.
• They have a better way to do it. If they know that you're not open to suggestions, they'll just do it the better way and again hope you don't notice. If you do notice and give them hell, you risk permanently de-motivating them.

As we head into a season with many social encounters, it's a convenient time to brush up on your business etiquette, courtesy of Lydia Ramsey. The etiquette advisor offered these statements in the Moving Ahead newsletter, asking you to indicate whether they are true or false:

• When shaking hands in business, a man should wait for a woman to extend her hand before offering his. (False: It is no longer necessary for a man to wait for a woman to extend her hand. In business, everybody shakes hands regardless of gender or age.)
• When introducing business people, say the name of the most important or senior person first. (True: Always say the name of the most important person first or the name of the person you wish to honour.)
• Women may remain seated to shake hands in business. (False: A woman who remains seated appears to lack confidence, sending a message that she is not as important as those standing.)
• Business casual means dressing down one notch from business professional. (True: Business casual did not start out as an excuse to wear your favourite old clothes to the office. It is still business, and you should always look professional.)
• The guest decides when to start talking business during the meal. (False: The host decides when to end the small talk. As a rule, business discussion begins after everyone has ordered so the conversation will not be interrupted.)
• If the information on your business card is incorrect, draw a line through it and write the correct information on the card. (False: Handing out outdated business cards sends a poor message so print new ones immediately.)

Professional services firms may have extremely competent people who know their area of expertise, such as law, accounting, engineering, or architecture. But that doesn't mean they are marketing professionals.

The number one mistake they make in marketing, however, is to act as if they are equals in the marketing decision-making process, consultant John Doerr writes on RainToday.com. Often the firm is a partnership and partners are supposed to share. "As a result, marketing committees are formed that either produce a camel when a horse is needed or, in too many cases, end up with absolutely nothing," he notes.

Recognize the shortcomings of the committee system and allow a senior person with an eye for marketing to make the decisions.

Business writer Bill Taylor thinks we can all learn a counterintuitive business lesson from the software programming firm 37 Signals: Do less than your competitors to beat them.

On Harvard Business Online, founder Jason Fried and his colleague David Heinemeier Hansson tell him, "Everyone tries to do too much: Solve too many problems, build products with too many features. Our goal is to do less, to build half a product rather than a half-assed product. So we say 'no' to almost everything. If you include every decent idea that comes along, you'll just wind up with a half-assed version of your product. What you really want to do is build half a product that kicks ass."

• Your sales force and customers may scream that you need to lower your price. But marketing guru Seth Godin says it's not true. You need to increase your value.
  (Source: Seth's Blog)
• If you have to work late or during the weekend, set time limits for yourself. Whether you work for two hours or four hours, stop working at the end of the planned interval and enjoy the rest of the evening or weekend.
  (Source: Dumb Little Man blog)
• Three interconnected facts from consultant Lewis Clark, drawn from a recent survey: Only 60 per cent of sales reps are making or exceeding quotas; only 37 per cent of firms have implemented a formal sales process; and 85 per cent of those that have a formal sales process report it has a positive impact on sales performance.
  (Source: Bizsolutionsplus blog)
• Eliminate redundancy. Analyze every process you use to determine what steps can be eliminated, such as multiple signatures for approval, extra steps designed to circumvent systems or correct problems that could be addressed more directly, and generating multiple copies that are no longer needed.
  (Source: Ian's Messy Desk blog)
• Ten ways to admit you're wrong: Understand it's for the best. Don't stress about it. See it as a stepping stone to success. Do it promptly. Be honest. Keep a level tone of voice. Hold eye contact. Don't grovel. Put it behind you. Don't repeat the mistake.
  (Source: Management Today)

a) What is the single thing you can do that will most help your organization in the coming year?

b) What is the single thing you can do that will most help your personal performance in the coming year?

Think about those, and note what comes to mind. Those initial instincts are probably the right answers, although you'll want to spend some more time mulling it over. But I wanted you to give them some thought before I ask about a third issue (which could have distorted your answers to those questions). Here it is:

c) What is the biggest challenge facing your organization, and what is the single thing you can do that will most help the organization in overcoming that challenge?

We often get so wrapped up in big challenges facing our organization that we miss other opportunities or lesser issues where we can gain significant ground. So attacking the questions in that order will offer you three different, valuable goals for next year.

Now for each goal, write down what you can accomplish by the end of March in making progress toward those goals. When that is completed, break it down further, listing the steps you will have to take by the end of January to achieve the progress sought by March 31.

Those first steps are vital. Perhaps you can get underway before the holidays, or during them, if you are able to take time off at this juncture of the year. Or maybe you can only start in January -- but now you know what you must focus on. Mark in your calendar when you need to start each of the steps you plan, so you don't forget.

A final step is to ensure you are accountable to yourself. If you conduct a weekly review, charting progress in the past seven days and looking ahead, that will come naturally. If not, mark in your calendar some times to review progress -- perhaps every two weeks, or three weeks, or monthly, as fits your style and the goals you have set.

That should help you get a solid start in 2009.

As the holiday season approaches and the year comes to a close, we reflect with great thankfulness on a banner year and the opportunity to work with so many wonderful leaders, managers, executive directors, CEOs, CAOs and entrepreneurs. The work ranged from facilitating strategic planning and public consultations to designing research projects and developing marketing communication plans.

We extend a special season's greeting to you and the Bath Community Revitalization Committee, Buy-A-Net Malaria Prevention Group, Canadian Council for the Advancement of Education, Cataraqui Archaeological Research Foundation, Cataraqui Region Conservation Authority, City of Kingston, County of Frontenac, ETS Canada, John Howard Society, K3C Community Counselling, Kingston Accommodation Partners (KAP), Tourism Kingston/Sport Tourism, Kingston Home Builders Association, Kawartha Lakes CFDC, K-ROCK/The Radio Group, Language Instruction for Newcomers to Canada (LINC), Township of Greater Madawaska, Northumberland County, Ongwanada, Pathways for Children and Youth, Providence Care, Queen's University (QUASR Project), Queen's Theological College, Rideaucrest, St. Lawrence College, St. Lawrence Parks Commission, Sunnyside Children's Foundation, Trenton Memorial Hospital Foundation, UBC-Okanagan, University Hospitals Kingston Foundation, and any number of individuals who sought our counsel in 2008.

All the best for a successful 2009.

"Difficulty is the one excuse that history never accepts."

   - Edward R. Murrow