Back to the Basics: How to use your (lack of) size to your advantage

Jason Fried, creator of some of the industry's most successful new Web applications, is the champion of an approach he calls "Getting Real." While developed with software companies in mind, Fried's principles can apply to any small business that strives to do more with less.

Underdo your competition: Businesses get caught up in a cycle of adding more features and services. Great opportunities exist for those who create the same products, but with more simplicity and ease of use.

Create services you would use: Few great product and service ideas come as a result of groupthink and committee meetings. Democracy is great, Fried says, but in the product-development arena, it rarely leads to great results. Great products are the result of solving problems for yourself—and then offering solutions to others.

Fund yourself: The more money you have, the more you'll waste, Fried says. He admits that outside funding is necessary for capital-intensive businesses, but for many service businesses—especially those utilizing technology or operating online—being able to turn your business concept into reality is getting less expensive by the day.

Take half: List all the features you'd like on your product and cut them in half, Fried advises. Then, cut that list in half. Being driven by time and budget rather than by your dream list of features will result in a much more solid, workable product that won't break the bank.

Call off the meetings: Fried is not a fan of endless meetings or documents filled with specifications and details that no one reads. He'd prefer to focus on the essentials—and those don't require a lot of meetings.

- By Rex Hammock, editor www.mybusinessmag.com

Full story @ http://www.mybusinessmag.com/fullstory.php3?sid=1413

Every company faces the problem of people leaving the company for better pay or profile.

Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.

He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office,and the very best technology,even a canteen that served superb food.

Twice Mark was sent abroad for training. 'My learning curve is the sharpest it's ever been,' he said soon after he joined.

Last week, less than eight months after he joined, Mark walked out of the job.

Why did this talented employee leave ?

Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called 'First Break All The Rules'. It came up with this surprising finding:

If you're losing good people, look to their immediate boss .Immediate boss is the reason people stay and thrive in an organization. And he 's the reason why people leave. When people leave they take knowledge,experienc e and contacts with them, straight to the competition.

'People leave managers not companies,' write the authors Marcus Buckingham and Curt Coffman.

Mostly manager drives people away?

HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave,but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more.. By omitting to give the boss crucial information. Dev says: 'If you work for a jerk, you basically want to get him into trouble. You don 't have your heart and soul in the job.'

Different managers can stress out employees in different ways - by being too controlling, too suspicious,too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.

Talented men leave. Dead wood doesn't.