Have You Been Hacked? How to Recover from a Data Breach

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It's every modern business's worst nightmare: You discover there's been a security breach, and your sensitive business and customer data has ended up in the hands of hackers.

While business owners may have some safeguards in place, the reality is that a data breach can happen to anyone at any time, especially small businesses. In fact, according tothe National Cyber Security Alliance (NCSA), 71 percent of security breaches target small businesses, and nearly half of all small businesses have been victims of cyberattacks. And unlike larger corporations, smaller companies don't always have the resources to recover: Experian reported that 60 percent of small businesses that suffer a breach go out of business after six months.

It's likely not possible to regain control of everything the hackers accessed, but you can still take action and salvage your trust and reputation with your customers and clients. Legal and technology experts shared their insights on how to best recover from a small business data breach.

Identifying a data breach

You can't start recovering from a breach unless you know it's occurred. That's why it's critical to learn how to identify when something has gone wrong. The problem, of course, is that in many cases, there aren't any telltale signs you've been hacked.

"Often, businesses discover that they have been breached for the first time months after it happened, when they are informed by law enforcement, business partners, banks or the media — who themselves discover the businesses' data being sold on the black market," said David Zetoony, a partner with the international law firm Bryan Cave LLP. "Other businesses may have been breached months, or even years, ago and still do not know."

There are, however, a few things that may tip you off to a security problem. Francoise Gilbert, founder of IT Law Group, said that slow or lagging computer response time, pop-up windows that you can't close, client reports of spammy emails from your account, or strange programs or websites asking for your credentials could all be signs of a data breach. If malware or a virus is discovered on your system, you'll also want to investigate to see if any data was compromised.

Justin Bingham, chief technology officer for digital business solutions firm Janeiro Digital, warned companies that any noticeable issues are signs of a low-quality breach.

"If you've been compromised by someone that knows what they're doing, those signs are going to be few and far between, unless you have a sophisticated team and tools," Bingham said. "The best way to determine if you've been comprised is not to look for the attack, but what is done after it, when the hacker establishes residency within the network." 

What to do when a breach occurs

Recovering compromised information from a hacker is impossible in most cases, Zetoony said. By the time you discover a breach, the hacker has already stolen or misused the information, and has often wiped his or her trail, he said. Therefore, your first priority after discovering a breach should be to piece together what happened, how bad the breach was and which customers might have been impacted, Zetoony said.

"Companies typically call their attorney and have him or her retain [a forensic] investigator who specializes in finding, preserving and analyzing electronic equipment and data," Zetoony told Business News Daily. "Lawyers that specialize in data security breaches typically advise companies concerning any legal obligation that they have to notify consumers, the public, insurance carriers or regulators."

In terms of equipment, Gilbert advised organizations to stop using the server, computer or device where the breach occurred. This will preserve evidence, so the forensic team can look into the cause of the problem.

"If the computer is not performing a vital function, disconnect it physically from its network and the Internet immediately," she said. "Copy and securely store the access and activity logs from the affected machine, [and then] attempt to identify the type, nature and categories of information that has been affected — company trade secrets, customer lists, payment and delivery information, etc."

Informing affected parties

Once you've assessed the initial damage and potential cause, your next order of business is to break the news to your business partners, vendors, customers or any other affected stakeholders. Nicholas Gaffney, a lawyer and founder of legal media relations firm Zumado, said it's important to have a response team in place that will work quickly to preserve and enhance the reputation of your organization after a data breach. This means having a team member assigned as the point person for official responses to inquiries about the breach, and being transparent and consistent in all communications about it.

If possible, your company — rather than an outside party, such as the media — should break the news of the breach. Gaffney said this will demonstrate the organization's concern for the affected parties.

"Create a statement about the breach, and communicate it through the appropriate channels," Gaffney said. "Commit to keeping all affected parties informed of developments related to the breach, following appropriate legal guidelines. Accept responsibility for the inconvenience caused, apologize, and make it clear that you will do all you can to help victims deal with the consequences of the breach."

"Provide information promptly, even if incomplete," Gilbert added. "You want the affected party to learn about the incident from you, and in your own words. Don't be vague, or if you have to be, explain why — because you are still investigating the incident and do not have all the details."

To that end, Zetoony said that any information you provide about the incident must be accurate and verified. As Gilbert noted, this may mean telling stakeholders that you don't have any information for them, and providing updates only when you are sure of the facts yourself.

"Although waiting can be difficult, providing them with speculation, or information that may turn out later to be false, only hurts trust and reputation further," Zetoony said.

Preventing future breaches

It's a long road to recovery after your company has suffered a data breach, but once you've gotten the situation under control, you can learn from it and work to prevent another incident from occurring. Bingham said there's a laundry list of best practices that should be employed, from perimeter network security to secure access mechanisms and route audits, but there is no "silver bullet" solution. 

"Establishing security for a given organization requires constant vigilance and attention by trained and dedicated people equipped with the right tools employing industry best practices," he said.

Gilbert agreed that a highly trained and vigilant staff is the key to minimizing the risk and damages of future breaches. Your employees should take extra care when using company equipment and learn to recognize clues that could indicate compromised information. Additionally, she recommended conducting a periodic "sweep" of all personnel's equipment to catch any malware and security holes.

Most importantly, Zetoony reminded businesses that, given enough time, a data security incident is as inevitable as any other type of crime — but learning from it will help you handle it better going forward.

"If you view each breach as a learning exercise, you won't be able to stop them necessarily," Zetoony said. "But you can learn how to respond to them more efficiently, quickly, and with less impact to your business and your customers."

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Starting Strong: How to Successfully Onboard a New Hire

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In recent years, "onboarding" has become a popular human resources term to describe the new hire initiation process. While it may sound like a corporate buzzword, onboarding is actually an extremely important step in ensuring that employees start their new jobs on the right foot, and remain engaged throughout their tenure.

"Companies that fail to have an official onboarding process increase their risk of having employees with low productivity and higher turnover rates," said Jeanne City, executive vice president of human resources at weight loss program Medifast Inc. "Therefore, it's critical to adopt proven techniques to engage new employees before and after their first day at work."

"The moment when an employee first accepts a job is ... when they are most thirsty for knowledge and receptive to coaching and molding," added Jack Hill, Director of Talent Acquisition Solutions at PeopleFluent, a human capital management (HCM) software company. "This is a prime opportunity organizations have to take advantage of an eager employee looking to succeed and also give a great first impression as well."

HR experts and business leaders shared their thoughts on creating a successful employee onboarding program.

Onboarding: Day one

Before a new employee's first day on the job, all relevant staff members — HR, the person's manager, direct teammates, etc. — should be prepared for his or her arrival.

"You worked diligently to recruit this new employee but the process is not yet over," said Erika Kauffman, partner and general manager of 5W Public Relations. "A [good] first impression on day one of the job is the most essential step in proper onboarding."

City advised publicizing the new hire through a companywide email, and perhaps even sending the employee a welcome package. Similarly, Deb LaMere, vice president of employee engagement at HCM software company Ceridian, suggested reaching out to new employees before their start date to express enthusiasm at their joining the team and outline the plan for their first few days on the job.

Logistically speaking, you'll want to have all the requisite HR paperwork and tech equipment set up and ready to go on an employee's first day. But you'll also want to make sure you block off the time to go through everything together and help him or her process the information.

David Almeda, chief people officer of workforce management software company Kronos, said that many managers greet employees when they start and then send them to their desk to pore through handbooks, org charts and manuals, but they should be facilitating integration into the company's culture and community.

"Make it personal," Almeda told Business News Daily. "Have the [new] employee's co-workers decorate his or her cube and leave personal welcome notes.Invite the new hire to a yoga class or play basketball at lunch. Host a meet-and-greet lunch. Folding new employees into your culture will increase their engagement and productivity, and lower your turnover."

Almeda says his company thinks of onboarding in terms of four broad "C's" that can guide your general strategy:

• Company: Giving employees information about the company's mission, strategy, goals, customers and operational structure, and how their job fits into that bigger picture.
• Career: Laying out employees' individual objectives and how those will be measured, as well as setting expectations for success and advancement.
• Culture: Ensuring that employees not only understand the company's culture and environment, but can thrive in it.
• Connection: Helping employees forge relationships with their new colleagues, both formally and informally.

In terms of specific actions to take, LaMere advised scheduling detailed training sessions in an employee's first week of work, and emphasizing — and demonstrating — the importance of open communication.

"During the first few days of the new hire's onboarding process, [frequently] check in with them via email, or better yet, in-person," LaMere said. "It could simply be a 'how's it going,' or even sending them company information or industry news until they are added to the distribution lists.  The more you can communicate and share with the new hire in the first few days, the better the experience is for him or her."

Kauffman said it's also important to thoroughly explain the day-to-day personalities of co-workers, clients and executives to give new hires an idea of the people they'll be interacting with.

"Nuances such as clients who prefer a phone call to a detailed email outlining action items or vice versa are key pieces of information, which new employees need to know in order to be successful when interacting with both internal and external decision-makers," she said.

Mistakes to avoid

It takes some time to develop a strong, consistent onboarding process, but there are a few crucial mistakes employers should be aware of and avoid at all costs, if they hope to make a new employee's initiation period successful.

Giving new employees too much, too soon. The first few weeks at a new job can be an overwhelming adjustment for an employee. While you may want to get your new hire involved right away, you don't want to overload him or her with too much work before he or she is ready, LaMere said.

Assuming new hires understand everything. By the same token, you can't expect an employee to pick up on all the nuances, buzzwords and procedures involved with his or her new job after one quick run-through. Hill reminded employers that even new hires with industry experience should be given the chance to digest and absorb all the information they're given — including co-workers' names, company policies and norms and their own work flow.

Failing to measure the onboarding process. As with any business process, measuring the results of your onboarding efforts is the key to improving it. City noted that managers tend to forget the "assessment" step of the process, which is crucial to helping you determine if you're achieving the intended results.

Maintaining employee engagement

As you might have guessed, onboarding doesn't end after the employee's first couple of weeks. It's an ongoing process that ensures engagement and involvement long after day one.

"Today's employees are looking for immersive and interactive communication channels, content libraries, and more that continue the experience post-hire," Hill said. "Onboarding [goes] beyond just learning tools and paperwork, [and is] really being seen as a part of career development."

To ensure continued engagement, Kaufmann recommended outlining a new employee's goals for 30, 60 and 90 days post-hire, and providing direct feedback at each of these markers so the employee can measure his or her progress.

LaMere noted that the new hire's colleagues should also be a part of ongoing engagement efforts, and advised employers to give new team members the opportunity to meet with and learn from other employees.

"This can happen through formal orientation sessions, mentorships, as needed check-in meetings, or even through the assignment of a buddy who can answer general questions," La Mere said.  "Rely on top performing employees who have been employed by the company for a significant amount of time and are well immersed in the organization's culture."

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Writing a Business Plan? 13 Challenges to Overcome

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Starting a business? Entrepreneurs know that dreaming up a business idea is the easy part — it's making your dreams come to fruition that’s the real challenge. And one of the first steps to taking on that challenge is creating a business plan, a task that can be pretty daunting no matter how great your idea is.

Your business plan is essentially your map to success — it's an outline of the goals, research and projections you have for your new company so that you can stay on the right track, and is an especially important document to have if you're seeking funding.

Business News Daily asked business owners, strategists and experts what the most difficult part of writing a business plan is. Here are 13 challenges you'll face writing your business plan.

Actually starting it

"The hardest part about writing a business plan is getting it started. Lock yourself in a room, turn off your phone and focus." – John Gavigan, executive director, 43North

Filling out your financials

"The most difficult part of writing a business plan is the financial section. It is difficult to project figures on a brand-new business with, possibly, a brand-new concept. There is not roadmap, no one to follow. The best you can do is find a similar company and try to gauge what they are making." – Rosemary O'Brien, owner, Pocket Parks Publishing

Knowing your demographics

"The hardest but most important piece is getting your target demographics dialed in properly. You need to know who you'll be selling to and how big the market is to estimate with some accuracy how many people you can reach and sell your product or service to." – David Batchelor, founder, DialMyCalls.com 

Planning for tech changes

"Predicting the unforeseen technology variables that the future holds [is a challenge]. When I started my business nearly 10 years ago, there was no marketing on Facebook, and Twitter and Instagram did not yet exist. Today, these social media platforms play a huge role in my business' marketing strategy and directly affect sales." – Monif Clarke, CEO and founder, Monif C.

Being concise

"[One of the top challenges is] keeping it short and sweet. The more concise and focused a plan is, the more likely business owners are to achieve the goals they have set out for themselves and their business." – Rick Faulk, chairman and CEO, Intronis

Making it interesting

"The hardest thing about writing a business plan is being able to tell your story in such a way that people buy into your idea. If you tell a lousy story, people won’t want to invest." – MJ Pedone, president and founder, Indra Public Relations

Establishing workable goals

"Establishing clear, concise and understandable goals — these goals must also be realistic. When people can't see the vision of the plan, they won't take action to pursue the plan. In addition, by having set goals that align with your plan, you have measureable targets to track your progress." – Mike Rodriguez, coach and business consultant

Staying grounded

"[You need] to be honest with yourself. Entrepreneurs are by nature dreamers and optimists and business plans require them to challenge their assumptions about  market opportunity, the competition, the value of their product and growth projections. That is where they get caught up in defining an aspirational, but somewhat realistic, business plan." – Vikram Aggarwal, CEO and founder,EnergySage

Being realistic about the outcome

"The biggest issue I see with most business plans is lack of perspective. Excited by their idea, business plan writers start from the point of view that it can't fail and never fully identify all of the risks associated with their plan." – Charlie Johnson, president, Magnolia Financial

Finding the right amount of flexibility

"The hardest thing about writing a business plan is making it flexible enough to allow for change without making it so flexible that it isn't really a plan. There is a happy medium between these worlds and this is where the most success can be found." – Idan Shpizear, owner and founder, 911 Restoration

Proving that your idea is worth it

"Proving monetization is undoubtedly the biggest challenge when it comes to developing business plans. Often, startups will have innovative ideas and a lot of ambition, but not necessarily a budget or the funding to bring their ideas to life. When companies come to us, we always ask [if there is] a need, because need drives business. If there is no need, you won't be able to succeed with your business plan." – Kim Connors, director of strategy, Blue Fountain Media

Being unable to predict everything accurately

"No matter how detailed you make [your business plan], you will always be wrong! Predicting revenues is like looking into a crystal ball. Costs are easier to predict as they are under the company's control and depend on overall strategy and focus, but even here, some costs may be contingent." – Neha Mittal, head of strategy and business development, Arrow Devices

Making your plan useful

"In my experience, the biggest challenges CEOs face is creating a business plan that can actually be successfully implemented. Many companies create plans, but too often, those plans sit on the shelf with actions not done, targets not met." – Renee Fellman, management expert, Renee Fellman & Associates

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How to Choose the Right Franchise

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Potential entrepreneurs who want the independence of running their own business without the hassle and risk of building their own original idea from the ground up often choose to become franchisees. A proven model and the support of a parent company give franchise businesses an edge over new startups, so it's not hard to see why this option is so appealing.

The hard part, of course, is choosing which franchise to invest in. Even if you have a general idea of the industry you want to work in — food service, health care or something else — there are countless options at different price points within each one, leaving you the task of sifting through dozens of websites and information packets to find the one that's right for you.

Business News Daily spoke with franchise industry veterans, franchisees and business experts to aid you in the process of selecting a franchise to buy.

Questions to ask yourself

If you have no idea where to start, you'll want to begin by asking yourself a few broad questions that will place some parameters on your franchise search.

What are my personal goals? Everyone has different motivations for wanting to become an entrepreneur. Depending on your goals, different franchises can offer you different results, said Dan Martin, president and CEO of franchise consulting firm IFX.

"Is your goal to make money, spend more time at home or take an entrepreneurial step in your career?" Martin said. "By figuring out your actual goals, you will be able to determine what franchise is a good fit to help you meet those goals."

What role do I want to play in the business? There are two types of franchisees: Absentee owners, who hire staff to manage the business on a day-to-day basis, and owner/operators, who are directly involved in running the business. It's important to find a franchise model that fits the role you want to have, said Rhoda Olsen, CEO of Great Clips hair salon franchise.

"Many franchisors offer a hands-on opportunity, [while] others offer more of a management opportunity," Olsen said. "The key question [franchisees] need to ask themselves is what they see themselves doing on a day-to-day basis. Do they really want to do a specific job every day? Do they want to lead an organization?  Do they want to manage managers?"

What is my investment budget? Franchise costs vary greatly, depending on the industry and specific business model. While some upfront fees are less than $10,000, others can cost upward of $1 million. Terry Powell, founder and CEO of franchise business coaching company The Entrepreneur's Source, said prospective franchisees should weigh the initial investment against their expected return, along with their income, lifestyle, wealth and equity (ILWE) goals.

"Opening a food franchise will have a much higher investment than a home-based, business-to-business franchise, simply due to the amount of equipment and inventory necessary to start the business," Powell said. "It's up to the prospective franchisee to decide how much they would like to invest and what will help them achieve their goals, both short- and long-term."

Once you know your budget, you have to be sure that you're comfortable with the potential investment you'd be making. Most experts recommend having at least six months' worth of capital for living expenses and overhead costs, on top of the initial franchise fees, before starting up.

"If you have to stretch too much, it could easily lead to bad decision making down the road," said Ray Barton, chairman of Great Clips. "This isn't one of those lessons you want to learn the hard way. Avoid the stress [of] getting in too deep financially."

Do I have basic business skills? While some franchises do want their franchisees to have industry experience, what's more important to them is that a franchisee have the basic business know-how and entrepreneurial drive to succeed.

"We want franchisees who understand the art of marketing and the need for sales [rather than flooring industry experience]," said Tom Wood, president and chief executive officer of the Floor Coverings International franchise. We want franchisees who are focused on customer service and ways to increase transactions. Good-quality franchisees are hard to come by."

For this reason, Powell noted that potential franchisees should enter their search with an open mind — in other words, don't only search for franchisors in industries in which you have prior experience.

"The systems and processes put in place by the franchisor should set a franchisee up for success, regardless of their past experience in the field," he said.

What to look for

Once you've narrowed down the field and business model you're interested in, it's time to choose a specific franchise. To help you narrow down your list, our sources advised looking for the following attributes in a company.

They stay on top of trends in offerings and operations. "Franchises that invest in developing new technologies, such as loyalty apps, will not only increase ticket totals for their franchisees but also create smoother and more efficient operations." —Jitendra Gupta, founder, Punchh

They offer a strong support system for franchisees. "Since you are buying into an established brand that works best when the model is followed, there should be ample support through every stage of your franchise, since they should know how to guide you." —Jeff Salter, CEO, Caring Senior Service

They have a great corporate staff. "[Ask yourself], how is it to work for the franchise owners? What kind of people are they? It's important for franchisees to meet ... the corporate staff. That face-to-face interaction is huge. You have to have a connection." — Andrea McGinness, co-owner, WineStyles Tasting Station franchise

They're invested in your potential. "When interviewing with Hungry Howie's Pizza, I participated in a series of tests to determine if I was entrepreneurial-minded and if I had the ambition to grow with the company. It was their interest in not just their personal, monetary gain, but in my vision that incentivized me to work with Hungry Howie's." — Don Copus, franchisee, Hungry Howie's Pizza

They're selective about their franchise partners. "Candidates should look for companies that truly invest in their franchisees and carefully select who they allow to become franchise partners. Although a franchisor could accept everyone, franchises that are selective and vet quality franchisees to carry their brand vision are better-suited for long-term stability." — Barry Nelson, vice president of operations, Pancheros Mexican Grill

Reviewing the FDD

Before you make a commitment to any franchise, you'll be expected to review its franchise disclosure document (FDD), which provides information about the franchisor, current franchisees' activities and your obligations as a franchisee. Michael Daigle, a partner at franchise industry law firm Cheng Cohen, said that both you and a legal and/or financial adviser should read the entire FDD thoroughly, and pay close attention to the following sections:

Past or current litigation. Items 1 through 4 of the FDD will tell you all about the franchisor's experience and whether the franchisor or any of the people in charge are or have been involved in bankruptcies or litigation relevant to the brand or their experience as a franchisor. Existing and historical litigation between the franchisor and its franchisees might show a level of discord in or dissatisfaction with the system, Daigle said — or it might show that the franchisor is serious about upholding its system standards for the benefit of all franchisees.

Payments and revenue model. The FDD also explains what you'll be paying to the franchisor and its affiliates pre- and post-opening, as well as how much the franchisor relies on franchisees for revenue. Daigle said that items 19 (financial performance representations) and 21 (historical growth and revenue sources) give you a glimpse into how well the units are doing financially. Depending on your particular business, this information could be invaluable to the development of your own business plan, and in determining whether or not the franchisor's model is worth investing in.

Turnover and resource strain. Item 20 of the FDD provides a list of currently operating franchisees and a list of franchisees who have exited the system or stopped communicating with the franchisor. You should contact as many current and former franchisees as you can and ask questions about their experiences, struggles and profitability, Daigle said. High turnover rates could indicate issues with management or infrastructure.

"Look behind the curtain and the sales pitch," Daigle told Business News Daily. "Don't be afraid to ask the hard questions — in fact, ask the same question of different people to see if you get consistent answers. Talk to as many franchisees as physically possible, and don't stop until you've heard at least some of each of the good, the bad and the ugly."

What to ask the franchisor

Alan George, vice president of Franchise Marketing Systems, recommended taking some time to ask specific questions of the parent company that may or may not be covered in the FDD, such as what its sales approach is, whether there's enough available business in your marketplace and if you have enough money to wage successful campaigns. He also advised asking about their sales and advertising approaches, and whether they will work in your marketplace.

Bryan McGinness, co-owner of WineStyles Tasting Station, added that a potential franchisee should be very clear on what the franchisor expects of him or her, and vice versa.

"Make sure it's a good fit for both parties," McGinness said. "It's easy to sign franchisees and take their royalty money. What happens after is what matters. [Figure out] how to make this a long-term partnership and a win-win [situation]." 

More information

For more help deciding which franchise to invest in, visit the following resources:

• American Association of Franchisees & Dealers
• Franchising.com
• International Franchise Association
• "How to Select a Franchise" (The Wall Street Journal)

Additional reporting by Business News Daily contributor Kim Ann Zimmerman and social media specialist Dave Mielach.

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Time to Let Go? 15 Expert Tips for Firing Employees

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Letting go of a problem employee is definitely easier said than done.

Before you can fire someone, you need to make sure you have everything in order and are going about it in the right way. Firing someone too hastily or without taking the proper steps can lead to an uncomfortable situation, or even legal issues that could do major damage to your business.

Business News Daily asked human resources experts and professionals for their best advice on properly firing employees. These 15 tips should make the process a little bit easier.  

Give the employee the opportunity to improve (or leave) first.

"Realizing that you've made a bad hire, or that the candidate you had high hopes for is less-than-enthused with their current position, is tough — especially for small businesses. Even though it may seem easier to just cross your fingers and hope it gets better, the truth is that you need to take control of the situation. The best thing to do is have a conversation with this individual, and express your concerns. Give them the opportunity to realize on their own that perhaps this isn't the best fit. In some instances, after just that conversation the employee may quit on their own." – Rikka Brandon, recruiting and hiring consultant

Get everything in order beforehand.

"Practice what you plan to say to the employee and have all the required documentation in order so that you can make the process as smooth as possible. If you're afraid that your nerves will get in the way, jot down a few talking points. At a minimum, you'll need to explain the process to the employee about leaving the building, returning company-owned items, how long benefits will continue, etc." – Amanda Haddaway, human resources consultant and trainer

Choose a proper time and place.

"Plan the date, time and place — I prefer earlier in the week, [and] never on Friday. [Do it] during lunch or at another time when business impacts are minimized. Conference rooms are good places." – Greg Syzmanski, director of human resources, Geonerco Management

Don't rush into the meeting.

"Make sure that you have at least 15 minutes before the meeting to relax and get clear about your objective." – Jennifer Martin, business coach, Zest Business Consulting

Focus on the facts (and the law).

"When firing an employee you need to focus on specific facts and again not attack the employee as a person. You also need to follow laws specific for your region for notice and in some instances severance pay." – Chantal Bechervaise, author and publisher, Take It Personel-ly

Protect your business.

"Document, document, document. Without proper documentation of company rules, position requirements [and] expectations, infractions and disciplinary policies, you will lose most lawsuits." – Aaron Ziff, vice president, International Strategy and Consulting

Don't go it alone.

"Don't fire an employee alone. As we stated above, a firing is an emotional and sensitive situation, and so you never know how someone will react. It would be wise to have an HR representative present during the meeting. If you don't have dedicated HR staff, just make sure you have someone else you trust in the room with you when the firing takes place." – Lisa Brown Morton, CEO, Nonprofit HR

It shouldn't be a surprise.

"A termination should never come as a surprise to an employee. The employee should have been receiving constant and real-time feedback from management all along. When an employee is taken off-guard and doesn't know and expect that termination is imminent, is when lawsuits arise." –Joe Campagna, owner, My Virtual HR Director

Be consistent.

"Be sure your decision to fire is consistent with your past behavior and practices. Firing Bob today for being late to work three times while you did not fire Carol for the same behavior is a red flag." – David Lewis, president and CEO, OperationsInc

Keep it short.

"Firing someone is never pleasant, regardless of the reason. I always recommend to be resolute with your decision, clear with your reasons, and brief with your interaction." – Steve Smith, business coach and manager, Mentors Guild

Don't make up excuses.

"It's OK to fire someone who simply doesn't fit in with your organization, and who never should have been hired in the first place. Don't get sucked into trying to build a case on nonexistent performance issues. Be honest. This employment relationship isn't working for any of the parties involved, and it's best to end it sooner rather than later." – Richard Hadden, employee engagement consultant, Contented Cow Partners

Keep it private.

"If you do need to fire the employee, allow the person to leave with dignity. Don't make the employee empty out his or her desk in front of colleagues, for example. Arrange for after-hours or Saturday packing." – Leigh Steere, co-founder, Managing People Better

Have someone escort the employee out.

"Have someone with them while they pack their personal items, and then have that person collect keys, personnel ID card and escort them out of the building." –Kathi Elster, executive coach and co-owner, K Squared Enterprises

Make sure it's them, not you.

"Do a self-assessment. If you've gotten to the point of having to fire someone, it's a great time to evaluate your hiring, supporting and developing processes. Is this a pattern you're seeing? If so, you need to address the root causes of your talent management issues." – Rory Cohen, executive coach and training & development consultant, David Couper Consulting

When it comes to layoffs, give employees time.

"If you know that you will be having layoffs in three months, let your employees know after a month and give them the two months as severance. If you need key people to stay for a specific time, give them a bonus reward for continuing to produce until a set time." – Tracy Vistine, lead recruiter, Messina Group

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8 Reasons to Consider Franchising

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Paving the way for a new business isn't easy. But what if you could have all the benefits of being an entrepreneur with the resources of a bigger company? Opening a franchise might just be the right path for you.

Franchising allows bigger businesses to branch out and grow, while giving people the opportunity to run their own business with the help and support of a larger company that has a proven formula for success. Of course, that doesn't mean that opening a franchise is a piece of cake, either, but for many aspiring business owners, franchising is a much less risky, yet still rewarding, option.

These eight franchisors and franchisees told Business News Daily why franchising is a great choice.

It gives you independence with guidance.

"Franchising has allowed us to do what we love while running our very own business! It gave us the opportunity to work for ourselves and to serve a real purpose, instead of just working on the things we do well for a boss. Franchising is a great way to start a business when you want to work for yourself but have only a little idea on how to start it. Coming to America as war refugees, we knew hard work and a little leap of faith could get you far in life and franchising paved the path for us." – Huy and Van Phan, franchisees, Goddard Systems

You can work with friends and family.

"Our favorite thing about being a franchise owner is being able to work alongside our loved ones. As a husband and wife team, it really lets us play to our strengths and spend time with each other while simultaneously running a business together." – Sue and Sean Olson, franchisees, Capriotti's Sandwich Shop 

It has the benefits of a big company.

"A franchise helps you navigate bureaucracy and offers advice about how to handle certain situations that come up that other franchises may have faced before you. It also helps for getting group discounts on marketing materials and having a team to help build your brand locally as well as nationally. It is a good way for entrepreneurs to start their own businesses while still having the resources of a bigger company." – Gianna Kagel, owner, Assisting Hands

It's easier to get funding.

"The fact that the business plan and all financial projections are already done makes it much easier when applying for a loan. The history — if [it's] good — with a franchise is hugely credible with the bank." – Anthony Santini, franchise owner, The Salon Professional Academy

It's less risky than starting a business from scratch.

"When you run your own business you build it from the ground up, and there will be failures that will cost money, time, energy and frustration. With a franchise these pitfalls can be avoided because you have a tried and true system to fall back on." – Idan Shpizear, owner and founder, 911 Restoration

You can ask for help if you need it.

"In my prior stand-alone business, I had nowhere to turn to for advice when things got tough. The only other people I knew that had a business like mine, were competitors. They sure as heck weren't going to share their best practices with me. I literally was standing alone, with no one to get coaching from, unsure if the next move I was making would make or break me. It became a trial and error proposition. That's why I really enjoy owning a franchise. I know that there are a bunch of other partners with experience out there I can turn to for advice." – Jeff Huguet, franchise owner, Nurse Next Door

You have access to proper training.

"Most people can master one part of a business, but struggle with other areas, which may include accounting, marketing or managing. When you start your own business, you must learn all these things on your own, with 'rookie mistakes' part of the learning curve. Franchisors provide franchisees with training in all major areas of their new business. They also stay by their side with advanced training to help them stay on top of your business as it grows." – Felena Hanson, founder, Hera Hub

You have a built-in support system.

"The great thing is that the franchisees support each other. I know that I can pick up the phone and call, text or Facebook anyone and they will more than likely answer my question, and if they don't know the answer they will find out and get back to me." – Bridget Jones, franchisee, Just Between Friends

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How to Register a Business Name

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Picking the right name for your business is one of the first critical decisions you will make for your new venture. You want to select a name that illustrates your industry, field or expertise while being memorable and relevant to your customers or clientele.

You may think you've found the perfect name, but before you launch your business, you need to make sure someone else hasn't already claimed it. You'll need to verify that it is unique and does not violate trademark law by being too similar to the name of an existing business, in your state or any other, and whose operations are in close relation to your product or service. Conducting a thorough due diligence check before registering the business entity or buying the domain name will help you avoid future costs in marketing, rebranding and even a possible lawsuit.

Begin with a short list of possible names and conduct a basic search online. Any similarities to your chosen moniker will likely show up here. You should investigate further to see if that business offers a product or service comparable to yours. If there are no readily apparent matches, it does not necessarily mean you are in the clear. Continue your investigation by entering your business name in more specific and targeted databases such as:  

• U.S. Securities and Exchange Commission           
• ThomasNet                                                         
• Network Solutions
• Trademarkia.com                                            
• U.S. Patent and Trademark                         

All of the above databases offer a variety of ways to locate a matching or similar business name before you commit to it. To be sure that you are in no danger of encroaching on a business name or trademark, also search for variations in spelling or wording of your selected business name.

When you are nearly certain you can use your business name, go to the Small Business Administration's website and find the contact information for each state's secretary of state's online business registry database. Search your selection as well as variations in each one. If there are no matches, then move to checking with your county clerk's list of Doing Business As (DBA) names.

Should you discover that your preferred name is being used already, do not lose hope. You may still be able to use it if you are offering a clearly different product or service or are in different states. You can contact your state's secretary of state's corporations division and work with them to determine that you meet the legal requirements to still use the name.

Once you have confirmed that you can use your preferred business name, it's wise to register it right away, even if you are not ready to conduct business operations. That name may not be available six weeks or six months from now, and the small cost of ensuring it is yours to use early in your preparation will be worth it. You can register it through your county clerk office or state government. Procedures will vary depending on your chosen type of legal entity (sole proprietor, corporation, etc.). Most states require you to at least register as a DBA if you are conducting business under any name other than your given legal name.

Starting a new business is exciting, and you may have your heart set on a particular name. But don't get so caught up in the excitement that you don't conduct a thorough search and legal verification of your right to use that name. The name will be the cornerstone of your marketing and branding efforts. By protecting it from the beginning, you ensure it will stand strong against any challenge.  

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Should You Be a Franchisee? 5 Questions to Ask

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No matter what type of business you want to start, the journey of entrepreneurship is fraught with risks and challenges. Striking out on your own to face those challenges can be intimidating, but if you become a franchisee, you'll have a built-in partner — the franchise parent company — to help you along the way.

"The support systems put in place by the franchisor make starting and running the business much simpler," said Terry Powell, founder and CEO of franchise-business coaching company The Entrepreneur's Source. "Everything is tested and proven to work, as opposed to an independent business, where the owner must navigate all available options without the resources that are available to a franchisee."

"Teamwork, branding, economies of scale and marketing mechanisms provide franchisees with a reduced risk of failure when starting a new business," added Chris Conner, president of Franchise Marketing Systems. "Franchise systems offer training, support and infrastructure that wouldn't be available to a new entrepreneur and should provide a shorter learning curve to becoming a business owner and building the business to profitability."

Whether it's a chain restaurant, a maid service or a fitness instruction program, franchising is an appealing option for many entrepreneurs. But is it the best choice for you? Powell and Conner advised asking yourself the following questions to determine if franchise ownership is the right path.

Do I want to grow a business, rather than build one from scratch? Some entrepreneurs want to bring their own unique ideas to life from the ground up. Others would rather take someone else's idea and grow it from its existing point. If you fall into the latter camp, franchising might be a good option for you.

"As a franchisee, you are in the business of growing a business," Powell told Business News Daily. "It may not be necessary to have past knowledge of the industry you're entering into, but it is necessary to follow the systems put in place and drive toward constant growth."

Am I willing to follow rules? Founders of brand new startups thrive on disrupting the status quo and breaking "the rules" of the industry to create something new. Franchisees, on the other hand, succeed when they adhere to the guidelines set in place by their parent companies. Conner noted that the ideal franchise candidate has the skill set to be an entrepreneur, but the makeup of a solid employee — someone who's willing to run a business according to the established system.

"Franchisees typically have good credit scores, pay their bills on time and were usually good students," Conner said. "They are comfortable with structure and rules."

Do I have specific goals in mind? Powell said that good franchisees have a set of goals, needs and expectations, and know how they can leverage the business as a vehicle to meet those aspirations. Without these concrete objectives, you're searching for a business model based on hope and emotions, which is not a sound way to judge a venture's feasibility, he said.

"It is not about having a love affair with the product or service. It is about what the business can do for you," Powell said.

Can I afford to take on some risk and initial financial loss? While established franchises certainly do minimize the many risks inherent to entrepreneurship, there's no such thing as a 100 percent guarantee. Conner said new franchisees often make the mistake of believing that all the risk has been "franchised" out of the business and they won't fail.

"Franchises provide security, optimal opportunity, mentorship and many benefits to franchisees. But in the end, it is still a business, which always comes with ... the potential for failure," he said. "Always take the worst-case examples into account."

Conner also noted that a new franchise will always lose money in its first several months, so it's important that you are financially stable enough to see yourself through the "lean" beginning period. He recommended having six months' worth of working capital (living expenses plus fixed-business-overhead costs) available to you, on top of the franchise fees, prior to becoming a franchisee.

Do I have a business mentor I can turn to? As a franchisee, you'll benefit from the training and support of your parent company. But any entrepreneur, no matter what industry or type of business he or she is in, should have a trusted mentor or coach to rely on for help and advice.

"A coach can be a great sounding board and help you see beyond your blind spots to challenge you to look at things from a different perspective," Powell said. "Whether consulting a fellow business owner or an alternative-career coach, do not be afraid to ask for help. Advice from those who have already gone through the process of opening a business ... is invaluable to those pursuing entrepreneurship through franchising."

Conner agreed, advising potential franchisees to research the market and speak with as many people as they can when making a decision to invest in a franchise. 

"The business world is full of bad decisions and poorly planned business ideas," Conner said. "Franchising allows you to navigate this path more effectively and know what you are getting into."

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How to Fire an Employee ... The Right Way

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As a small business owner, you might not even be able to imagine the possibility of firing one of your staff members. Each of your employees provides value to the company and helps keep things running smoothly. You could never let any of them go, could you?

The unpleasant reality of running a business is that sometimes, people must be fired. Whether it's for reasons beyond anyone's control — an economic downturn, a shifting marketplace, etc. — or because the employee has exhibited poor behavior or work ethic, there may come a day when you need to make a decision about someone's future with your company.

Terminating an employee is never easy, and going about it the wrong way will result in an angry former staff member at best, and a hefty lawsuit at worst. Here's how to go about this difficult process properly, from both a legal and a professional standpoint.

Before the meeting

Donald Trump may make it look easy, but firing an employee is never as simple as saying, "You're fired." Proper termination is not a rash, spur-of-the-moment decision, but a well-documented process that must prove that you, as the employer, are justified in your actions. Otherwise, you're inviting the potential for a wrongful termination lawsuit.

In an article on Entrepreneur.com, author John Boitnott said that employers should do their research on federal and state laws that could protect an employee, such as the Family and Medical Leave Act (FMLA) and Title VII of the Civil Rights Act of 1964, which prevents discriminatory firing on the basis of age, sex, race, religion, disability, etc. He also noted that, if the firing is performance-related, any and all documentation of employee issues should be brought to the meeting, including formal warnings and performance reviews stating the need for improvement.

"These can serve as proof that the employer offered the worker the chance to turn things around," Boinott wrote.

The situation can be a little trickier if an employee is being let go as part of a downsizing initiative. Kathie Caminiti, a partner at labor and employment law firm Fisher & Phillips LLP, said that documentation is necessary to justify not only the reduction in staff, but how you determined which employees got cut. 

"With a downsizing or reduction ... what is the business justification and what is the selection criteria for the person to be terminated?" Caminiti said. "If you're letting go of three people, the next question is, why those three people as opposed to [other employees]? That's where companies get into trouble."

To make sure you've covered your bases, Caminiti advised asking yourself these five important questions when preparing for a termination meeting:

1. What is the reason for the discharge and what documentation exists to support that decision?
2. What is the employee's background and history with the company? (Consider age, gender, protected class under EEOC laws, union versus non-union, whether employee has made complaints against company, etc.)
3. Am I treating all other employees the same? (i.e., if the employee is being fired for violation of policy, would any other employee also be fired for the same violation?)
4. Is this termination achieving business objectives?
5. Am I following my own employer policies and procedures for discipline?

Breaking the news

As difficult as it may be to prepare for an employee's termination, the actual firing part will always be the hardest step in the process. Caminiti reminded employers that, while letting someone go does affect your remaining staff and their morale, the decision has an immediate financial and emotional impact on that person and his or her family. Therefore, the situation must be handled with the appropriate sensitivity and tact.

The employee you're terminating is likely going to be upset and have some questions for you once you deliver the news. Caminiti said you should anticipate this, and be ready to answer any questions posed in a respectful and succinct manner — don't drag it out, or you might say something that could land you in hot water.

"How a person is terminated often influences whether they file a lawsuit," Caminiti said. "If people feel treated with dignity and respect, they're less likely to file a lawsuit.

In a Nolo.com article, attorney Amy DelPo recommended preparing answers to common questions about the employee's current projects, clients and appointments, as well as when the employee should collect his or her belongings and leave.

"Before the meeting, you should come up with a plan for work that is in progress," DelPo wrote. "Will these projects be handed off to a co-worker? Do you need the employee to complete anything? Does the employee need to assist in the transition?"

Above all, Boitnott reminded employers to be careful of what you say, as it can be used against you should the employee file a lawsuit. State that you're dismissing the employee "for cause," but don't get too far into specifics, he said.

"The discussion should be brief, stating only the facts," Boitnott wrote. "If an employee gets emotional, the manager should continue to stay on track, keeping as professional as possible."

Next steps

Once the employee has learned of his or her termination, your job as the employer is to make sure that person is able to make a clean transition out of your company. This includes collecting any company-issued property like phones, laptops or keys, revoking any software permissions and passwords, and having all the necessary paperwork ready to go after the meeting.

Caminiti noted it's very important to make sure an employee's final notices — COBRA information, final pay, benefits administration, nondisclosure agreements, etc. — are completed, filed and issued correctly, so as to have a proper paper trail should any problems arise after his or her last day.

If you're offering the employee a severance package, Boitnott advised having a human resources representative or office manager sit in on the meeting to handle the paperwork right then and there. This will help the employee shift his or her focus to logistics rather than the firing. Severance pay can also help to minimize potential backlash from the terminated employee, Boitnott said.

Before the employee leaves the office for the last time, be sure to provide him or her with the proper company contact to assist with any follow-up questions regarding pay and benefits. From there, DelPo recommended trying to end the meeting on the most positive note possible.

"Wish the employee good luck and shake his or her hand," DelPo wrote. "If you can honestly say something positive about the employee's tenure at the company, by all means do so. And assure the employee that the contact person you've provided will be available to answer any questions that come up and assist the employee with the termination process."

More information

While you should consult with an employment law and/or human resources professional before moving forward with an employee termination, here are a few resources to help you prepare for the process:

• "Employment Ending Checklist" (About.com)
• "Fire Well: How To Avoid Wrongful Termination And Employment Discrimination Lawsuits" (Forbes)
• "The Best Way to Fire an Employee" (Inc) 

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8 Tips for Hiring the Right Person for the Job

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No matter what kind of business you run, it's important that you have quality employees to help your company run and grow. But finding the right employees can be taxing and more difficult than you think.

To hire the right person for the job, you need to look past candidates' resumes and cover letters and learn more about them as people. Employees need to have the skills and experience required to do the job, but they also need to fit in with the company culture and be willing to take direction and handle challenges as they come.

So how do you go about making the right decision? These eight hiring strategies will help you weed out the wannabes and zero in on the shining stars.

Focus on the candidate's potential.

Nothing is more important in a new hire than personality. While having the right skill set may seem essential, the fact is, skills can be acquired, but personalities cannot.

"Social intelligence — being able to navigate social situations and work well with others — is very important," said Maynard Brusman, a San Francisco-based psychologist and owner of consulting firm Working Resources.

Brusman advised judging interviewees' social skills during the interview. For example, if they can't make eye contact or don't elaborate while answering questions, they may not be the best fit.

"Don't become pigeonholed into thinking the person with the exact necessary experience is the right person for the role," said Tom Gimbel, CEO and founder of staffing and recruiting firm LaSalle Network. "Consider soft skills — like interpersonal skills, communication skills, thought processes and emotional intelligence — because they matter."

Check social media profiles.

Like most employers, you probably already make it a point to do a background check (including at least a quick Google search on the candidate's name) to see what comes up about that person online. But if you're not looking through the candidate's social media profiles, you could be missing a key way to find out more about the individual as a person and an employee.

Susie Wang, founder of business social networking company incville, said you should always search an interviewee's social media sites, including Instagram, Facebook and Twitter. Why? Because how that person behaves on social media is a good indication of what kind of person the individual is and how your prospect might fit into your company's culture.

Fit the personality to the job.

A candidate's personality is another really important factor to consider. You may not want a narcissistic employee tending to elderly patients in your nursing home, but it might not be a bad idea to hire one to model your new clothing line, for example.

"What kind of person you hire depends on [the] culture of organization and the kind of job," Brusman said. "A great person with all kinds of skills may be [a] good fit for one and [a] poor fit for another, simply based on their personality type."

And just because a person seems like the right fit for your company, doesn't mean that person is the right candidate for the job(s) you have open. You have to make sure that the employee you hire is up to the task.

Ask the right kinds of questions.

You can't come right out and ask someone if they're a jerk. But, you can ask questions that will help you figure it out on your own.

"If you ask someone why they left their last job and they blame someone else, it's important to follow up with another question," said Paul Harvey, a professor of management at the University of New Hampshire. "If they continue to blame external forces for their problems, you may want to look for another employee."

Some other great questions to ask? John Schwarz, CEO and founder of workforce analytics company Visier, suggested the following:

• Who are you going to be 10 years from today?
• Why do you work?
• What makes you get up in the morning and do what you do?

These questions can tell you a lot about a candidate's drive and ambition, which is important in helping you understand how the person works, and whether or not your prospective employee will grow with your business.

Let candidates interview you, too.

Don't be the only one to ask questions. To help determine if your prospective candidate has the right personality for your particular job, it's important to help that person understand the company's work environment.

"It's important to be open and honest about what it's going to be like to work for your company. You want to give a realistic preview of the work environment," Brusman said.

Allowing prospective employees to interview you for a change will give you a chance to see what's important to them. Plus, it will give candidates a chance to determine that they want to keep pursuing a job at your company, or to decide that it's not the right fit for them — and that's just as important. 

Think of your other employees.

You have a legal obligation to provide your other employees with a safe and healthy work environment. If a potential employee gives any indication that he or she could be aggressive or has an anger problem, you should find someone else.

Employees who have feelings of entitlement — which translates into unreasonable expectations in terms of advancement, rewards and compensation — are often the ones who take their disappointment out on others in anger. Keep an eye out for those personality types, Harvey warned.

Another tip is to get your employees involved in the hiring process.

"To ensure the candidate is the right fit for the company and the company is the right fit for them, each candidate should meet with four or five different staff members individually," Gimbel said. "If a few employees have concerns, it's likely they aren't the right fit for the organization.

Don't judge a book by its cover. 

It's easy to write off candidates based on their appearance, but it's more important that you consider how well they can do the job and if they're a good fit in other ways.

"I have had the experience of hiring kids from school who were disheveled, unpresentable [and] inarticulate, [but who] had a very strong visceral commitment to what they were doing and passion for what they wanted to be," Schwarz said.

That's why, when you're making hiring decisions, it's important to think outside the box. You never know — candidates who fall outside the lines of your requirements may still be the perfect fit for your business, Schwarz noted.

Know that not all hires work out.

You're only human, so even after following all these tips, it's entirely possible that you might still make a bad hire. If you have tried to solve whatever issues have arisen as a result of a new hire, and your attempts have failed, it's okay to let the person go. After all, you want an employee who is going to add to your company culture, not make it worse.

If you do make a bad hire, Wang advised employers to cut bait and end the employment as soon as possible before investing too much time trying to fix the problems. As a small business owner, she noted, you have enough on your plate, and you don't want to add a challenging employee to your already full list of tasks.

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4 Common Communication Failures (And How to Fix Them)

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Good communication is vital to any business. Sales, hiring, marketing and other important business functions rely on the ability of a company's leaders and employees to exchange information, collaborate and make decisions.

But as many businesses have experienced firsthand, that flow of information isn't always smooth and seamless. When communication breaks down, the results can range from poor morale and strained relationships to missed opportunities and lost profits. Business leaders and experts shared a few of the most common points of failure in workplace communication:

Email overload. Employers and employees can get in touch via phone calls, text messages, chat services and social networks nowadays. And yet, across the board, most companies still use email as their primary method of communication. Phil Simon, business consultant and author of "Message Not Received" (Wiley, 2015), said that the average person receives 120 to 150 emails per day. While message delivery is typically reliable, he said, it's very likely that a person will misplace, delete or not even see a specific email, and therefore could miss a crucial piece of information.

Simon also noted that employees can quickly become overwhelmed by the amount of information they're required to process through their inboxes, especially when it's full of confusing industry jargon.

"You'd be shocked at how often people send out jargon [in emails] and expect people to understand," Simon told Business News Daily. "If they don't understand, they make decisions based on that faulty understanding."

Loss of control over external situations. If there's a market or economy-related circumstance that's affecting your business, you owe it to your employees to explain the situation to them before they hear it from sources outside the company. Jennifer Connelly, founder and CEO of public relations firm JCPR, said that some businesses make the mistake of letting external sources control the message their workers and stakeholders receive, instead of becoming a source of news for them.

"When it comes to internal communication, I often see businesses taking a laissez-faire, wait-and-see approach," Connelly said. "This is a huge mistake, one that opens the door to misinformation, rumor and innuendo — all of which pose significant harm to a brand. It is critical for companies to communicate openly and freely, anticipating and answering questions before they are asked."

Communicative silos. Silos occur when people in different roles of a business — whether it's a single department or a whole executive team — focus only on their own objectives, and don't collaborate with others who could provide them with a fresh perspective on the "big picture." While this tends to happen in larger companies, Enon Landenberg, founder and CEO of business technology and consulting company sFBI, said it can happen at smaller businesses, too.

"It's very possible for departments to focus too much on their own work and miss out on the big ideas that only come from collaboration," Landenberg said. "Egos [can prevent] honest discussions about the quality of work, necessary improvements and fresh ideas."

"No matter how large or small the organization, a company won't move forward effectively if the people working there have different priorities," added Marni Mandell, sFBI's head of business development and investor relations.

Overall lack of communication. According to a 2014 About.com survey, the top three reasons employees are dissatisfied with their jobs are all communication-related: lack of direction from management (38 percent), poor communication overall (14 percent) and constant change that's not well communicated (12 percent). This points to a serious issue in the way leaders are circulating information around their company.

"Messages are sent and received whether or not companies choose to communicate," said Tim Eisenhauer, co-founder and president of enterprise social network platform Axero. "Lack of communication can send a strong message, too."

It should come as no surprise, then, that employee engagement can take a serious hit if you're not regularly checking in with your staff.

"Oftentimes, small businesses operate under the assumption that employees know what's going on or, if not, they will figure it out on their own," said Jeff Corbin, founder and CEO of APPrise Mobile, creator of theEMPLOYEEapp. "However, in most instances, this is not the case. [Additionally], most small and medium-sized businesses don't have ... a separate human resources department. As a result, issues involving employee communications and engagement tend to fall to the bottom of the priority list."

Repairing broken communication processes

If these situations sound familiar, you might need to start fixing the way your team shares and discusses information. Our sources recommended taking the following steps to get your business communications back on track.

Limit internal emails. While email may be the easiest way to send a message to your staff, try to keep the number of internal inbox clutter to a minimum. Corbin said emails often go ignored when there's too many of them, so your message is far less likely to come across.

Similarly, Simon noted that "urgent" internal emails, as well as those that go on for several messages, should be avoided at all costs for this reason.

"If it's really urgent, pick up the phone," he said. "[I follow] the three-email rule: After three messages, we talk."

Embrace alternate communication methods. Your company likely uses other forms of communication besides phone and email, but it's important to integrate them into your daily routine and truly embrace them as information-sharing tools. Eisenhauer and Simon agreed that corporate social intranet platforms with features such as built-in chat functions, company updates, notifications and posting capabilities can help improve internal communication, as employees are used to using similarly structured social networks like Facebook and LinkedIn.

Corbin advised including mobile apps and video conferencing to communicate with employees. This not only allows you to adapt to shifting work styles, but also keeps everyone in the loop, whether they're in the office, on the road or working from home.

Encourage frequent communication (in both directions). When you want to improve your internal communications, technology will only get you so far. It's important to lead by example and encourage employees to open up, both to you and to one another.

"Executives need to maintain an open dialogue with their teams, sharing as much information as possible and encouraging employees to voice concerns or questions," Connelly said. "Maintaining clear lines of communication is one of the best ways to build a trusted, engaged and dedicated workforce."

"Make yourself available for conversations ... and encourage questions," Landenberg added. "That kind of behavior sets the tone for the whole business, one where employees feel comfortable reaching out to each other."

Eisenhauer reminded employers to show that they value the staff's input by truly listening to them. 

"Consider ... the kind of culture you want your business to have," he said. "It's vitally important to give employees a way to voice their opinions. Business leaders should never assume that they know what their employees think — instead, they should provide a way for employees to tell them."

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8 Simple Business Plan Templates for Entrepreneurs

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Writing a business plan is an important step in the startup process. It helps you and your partners decide if you will work well together, teaches you about the marketplace, and lets you brainstorm business and product goals. But because of all the effort and detail involved, many entrepreneurs dread the thought of sitting down and creating this critical but time-consuming document.

While business plans can be frustrating if you're writing one from scratch, there are plenty of online templates available to take some of the pain out of the process. Small business owners can benefit from simple, easy-to-follow business-plan tools so they can spend less time writing and more time launching.

Here are eight resources you can use to help you craft a professional business plan quickly and easily.

$100 Startup

You've heard about those entrepreneurs who started off by jotting down their ideas on a napkin at a bar, café or restaurant. $100 Startup's One-Page Business Plan is a little like that, but more organized. Designed for entrepreneurs who are itching to get started, this simple business-plan template asks a handful of questions that you can easily answer in one or two sentences. It covers everything from what you sell and who will buy it to how you will get paid, "hustle" to find customers, foresee challenges and overcome the obstacles — all in a single page.

Copyblogger

Not all small businesses are concerned with credit lines, partnerships and office space — at least not in the beginning. So why should their initial business plans include these things? Copyblogger's Remarkably Simple Business Plan doesn't. Instead, it offers a business-plan template fit for the real would-be entrepreneur's world. Whereas most business-plan templates assume all businesses are uniform, Copyblogger's Remarkably Simple Business Plan was created to get to what entrepreneurs really need to know to start a business: the ins and outs of the product or service, how customers will find the business and how the business will make money. Simply copy and paste the template of the Remarkably Simple Business Plan, created by Sonia Simone, co-founder and chief content officer of Copyblogger Media, and you're good to go.

Enloop

Founded in 2011, Enloop is regarded as an innovative player in the business-plan-creation industry. Like many others, the service uses an online interface to help automate your business plan's creation. To get started, users enter basic information about their businesses, including product details. Then, Enloop's software uses metrics to help predict the financial performance of the company in comparison with others in the sector. According to CEO Cynthia McCahon, the goal of the company is to help entrepreneurs make better-informed decisions. Users can get started on Enloop for free; more advanced paid options are also available.

LivePlan

LivePlan is a relatively new entrant to the online business-tools market that helps you every step of the way, from the planning stages through your launch. Like other services, LivePlan allows business owners to craft perfectly formatted plans. From there, users can create the presentation necessary to pitch their business ideas to would-be investors. Once off the ground, businesses can track revenue and expenses against forecasts, and multiple users within a company can work through the LivePlan interface. Pricing starts at less than $12 a month.

The One Page Business Plan Company

Created by The One Page Business Plan Company, this simple business template covers only the key areas entrepreneurs need to address to start a business: their vision for the company, mission for why the business exists, objectives for setting out goals, strategies to make the business successful and action plans indicating what work needs to be done. Unlike complicated business plans, boring blocks of text are not required — bullet points will do.

Platform Planner

Are you the visual type? Look no further than Angela Bowman's One-Page Visual Business Plan. Based on the principles of the Business Generation Model Strategyzer app, Bowman's One-Page Visual Business Plan uses sticky notes to help you creatively craft an out-of-the-box business plan. To create a One-Page Visual Business Plan, start by separating a single page into different sections or columns, such as company information and customer segments. Write down your ideas or responses on a sticky note, and then stick it on the corresponding section. You can also color-code the sticky notes for better organization. Then, if your plans change, you can easily remove a note, move it around or add new ones to better fit the direction in which your business is headed.

SBA Build Your Business Plan Tool

The fact that the U.S. Small Business Administration (SBA) has an online tool to help users craft business plans will come as no surprise to anyone who has investigated the SBA's offerings before. The agency has a wealth of free planning, financing and consulting tools and resources, both online and through available consultants. The SBA's online tool for business-plan creation allows a user to enter information on a Web interface that is tied to that user's account. The administration says this is intended to be a "live" plan that can be referred to and changed as the company's plans progress. The SBA encourages entrepreneurs to use their generated plans to discuss their company's prospects with SBA advisers like those available through SCORE and the Small Business Development Center. The SBA's tool is available online at no cost.

Wise Bread

Greg Go, co-founder of online finance community Wise Bread, is a big believer that entrepreneurs who are just starting out don't need lengthy business plans. What they actually need, he said, is an "internal working plan" to get started. The internal working plan consists of four simple questions that make up the simple business plan: What is your product or service? Who are your customers? When will things get done? When are bills due, and when do you get paid? To guide entrepreneurs in completing their four-question business plan, Go provides a simplified way of answering each question in his blog post on the subject.

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12 Tips for a Winning Elevator Pitch

. Credit: Elevator Image via Shutterstock

If you've been to a business networking event, you've no doubt been bombarded by elevator pitches. At the end of the night, though, only a few will stand out in your mind — and fewer still will result in sought-after contacts. What sets those pitches apart, and how can you ensure that yours generates interest and conversation?

Whether you're looking for investors or just trying to get people interested in your business, your success depends on your ability to explain what makes your business unique and to hook your listener in less than a minute. Entrepreneurs and business professionals share their best tips for writing and delivering a great elevator pitch.

Start off strong. "Eighty percent of your success will depend on your opening line. It must snag your listener's interest and make them want to know more. Do this right, and your prospects will follow you, wanting more." – Bert Martinez, founder and president of Bert Martinez Communications 

Tell what you do, not what you are. "'I'm an accountant.' 'I'm a chiropractor.' 'I'm a virtual assistant.' This kind of answer only gives a tiny glimpse into what you really do. There's nothing about this kind of answer that is going to set you apart from the hundreds or thousands of other people doing the same thing. Plus, it can be boring! And no one wants to be boring." – Jennifer Martin, founder of Zest Business Consulting

Repeat key information. "Oftentimes, people mention their business name only once, or not at all. It is much more useful to say, 'My name is Steve Schwartz. I'm a website designer with PD-go! Web Solutions.' Then, at the end of the pitch, say it again: 'I'm Steve Schwartz with PD-go! Web Solutions.' Repetition is important. That's why you hear the website address or phone number several times in a radio ad — it helps it sink in!" – Steve Schwartz, owner of PD-go! Web Solutions

Be interesting, but authentic. "While creating interest and value is key, remember to be authentic and realistic. Making outlandish claims about your company will eventually be discovered, and your integrity will be diminished." – Ed Cederquist, CEO and co-founder of bistroMD

Prioritize your pitch. "Be specific, but use plain language when describing the problem your product or service solves. If it solves several problems, prioritize and stick with the most important one. Stick with what problem you are solving, who will benefit the most from your solution and why people should believe that you can do it." – Andrey Mihailenko, vice president of marketing and sales at Targetprocess

Know your audience. "When crafting your elevator pitch, you first need to think about who you'll be in the elevator with. A good pitch will shift depending on the audience you're trying to reach. Lead with the information that the recipient will care most about, and the rest will follow." – Andrew Cross, senior account director at Walker Sands Communications

Focus on what matters. "Avoid telling your listener that you have a 'revolutionary idea.' Whatever you're pitching is not revolutionary. Words like that can automatically put investors off. Instead, explain why you are the person to do this and why you're solving this problem [based on] your experiences." – Ebong Eka, CPA and author of "Start Me Up!: The No-Business Plan Business Plan" (Career Press, 2014)

Keep it conversational. "You want to stand out and generate excitement. Don't regurgitate a memorized pitch that sounds like a pharmaceutical ad. When I hear a pitch, I don't necessarily want to feel like I am being pitched. I would rather have it be more conversational. Start with the problem you are trying to solve, the way the current alternatives are lacking. Then, briefly describe your solution."  – John Torrens, assistant professor of entrepreneurial practice at Syracuse University's Whitman School of Management

Think about your end goal. "You should build your exit strategy along with your business plan. Investors [hearing your pitch] want to know that you've evaluated the risk and have thought your plan through from soup to nuts." – Summer Kramer, founder of SummerSkin

Make a connection. "An elevator speech is an important networking tool. It should serve as a verbal business card that provides a brief, compelling introduction to one's company and intrigues new acquaintances to seek more information. At your earliest opportunity [after giving your pitch], express an interest in your new acquaintance and learn as much as you can about him or her. The information you gain will provide insight as you proceed with efforts to build a genuine, mutually beneficial relationship." – Juana Hart, founder of J-Hart Communications

"Finish your pitch by asking the other person what they do. It starts an actual conversation and allows you to actually connect, even after the elevator ride is over." – Stacey Hawley, founder of Credo

Tell, don't sell. "A big part of your job is to motivate people to act, whether you're trying to close funding, attract talent or acquire new customers. [To do this], you have to be prepared to tell a compelling and unforgettable story that draws your audience in. When it comes to pitching your startup, my advice is to tell, not sell your story." – Sue McGill, co-founder and executive director of JOLT

Open the door to continue the conversation. "Your elevator pitch is simply an introduction to your company, not a sale you have to close. End by summarizing your top talking points and offering a way for the prospect to get in touch with you. Be sure to have your business card on hand." — Alex Membrillo, founder and CEO of Cardinal Web Solutions

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