Worcester Business Journal

wbjournal.com | February 5, 2018 | Worcester Business Journal 21 S o you are considering opening a business in 2018? Let's talk! "It's 2018! I'm finally going to make the move! I'm going to take the jump, tell my boss to shove it and open my own business!" This is how many people think around this time of year. Before you make the jump, just keep a few (of the many) things in mind. Have a plan Don't just quit your job and say, "I'll think of something," or "It will come to me when I see it." A business mirrors the same characteristics as a marriage: The more you think it through, the more you will know if it is for you or not. Partnership vs. sole proprietor Do you want to take the world by storm solo, or do you want a team? I personally do not like partnering with others in my business endeavors; how- ever, there are times I wish I had someone who did take some of the pressure and responsibilities off my shoulders, especially when I'm on a vacation or need another brain to help figure out what the next big move should be. On the other hand partner- ships can turn sour quickly if both par- ties are not in sync. 10 T H I NG S I know about . . . Maintaining productivity as employees care for loved ones By Lori Poisson Lori Poisson is director of RightCare Solutions for Right at Home, a Westborough private- duty, in-home care and assistance company. Email her at rightcare@ rahewc.com or call 508-599-1122 x1132. K N O W H O W Understand what it takes to open a business I n 2016, Robert Half Management Resources surveyed 2,200 CFOs and asked their views on the most diffi- cult part of becoming a first-time man- ager. The most difficult part – with 32 percent of respondents expressing this view – was balancing their own individ- ual job responsibilities with time spent supervising others. You can't not dele- gate; but you can't delegate too much. What are some ways to make the new role in management a bit easier? Set up boundaries. This is especially difficult but important if you are now managing former peers or friends. The relationship is different now, said Victor Lipman at Forbes.com. Clear communication is best. "Explain what you will need … and what they can expect from you. The new relationship status is not easy for them either," Lipman writes. Addressing the new dynamic, head on, is best for all. Define your role to yourself. Considering yourself your subordi- nates' boss or supervisor is using out- dated, vague terminology, writes Wayne Madden at the American Management Association website. "Your role is to ensure that you and your team mem- bers work effectively as individuals and as a team to accomplish or exceed your individual and team goals with the least amount of resistance, the maximum use of effort, time and talent, and the appropriate amount of recognition, praise and compensation," Madden says. Terms like "chief collaborator," "obstacle-remover" or "team leader" are likely more helpful as you set goals. Be scared – it's OK! Anthony K. Tjan of Harvard Business Review says no manager is ever completely confident they are handling things the right way. "'Risk taking' is a handy MBA term and euphemism for a condition of self- imposed vulnerability," he writes. Being too comfortable and anxiety free could mean you are not taking actions to cre- ate positive change; risk goes along with that pursuit. BY SUSAN SHALHOUB Special to the Worcester Business Journal 10 1: N e g o t i a t i o n s 10) Establish onsite support groups to help employees manage the stress, guilt and frustration often accompanying caregiving. 9) Institute a flex-work policy to address time-off and work-from-home options so employees can meet their caregiving responsibilities as well as those of their job. 8) Encourage employees to take advantage of your workplace wellness program and/or EAP (employee assistance program) to ensure they can access tools to help them with the emotional and physical stress. 7) Offer a benefit for home care or other associated costs. Offsetting even a small portion of the costs can make a big difference to a stressed employee/caregiver. 6) Train HR personnel, managers and department heads in caregiving issues and arm them with resources to share accordingly. 5) Consult a geriatric care manager to provide guidance to working caregivers to identify appropriate housing, financial, health, legal and support resources. 4) Suggest employees hire direct care staff to assist with caregiving during the workday. 3) Launch a workplace seminar series featuring industry experts who offer insight into such topics as work-life balance; financial and legal issues; navigating the healthcare and insurance mazes; and options for care. 2) Utilize the local senior center. Senior centers offer a wide variety of programming for older adults, and many offer Meals on Wheels, transportation, supportive services and socialization opportunities. 1) Communicate. Let your employees know you will do what you can to accommodate their caregiving-related requests; they should feel comfortable addressing their needs to you, as an employer; and you empathize with them. BY ASMAR N. AKMAN Special to the Worcester Business Journal W W Hours of operation This may not seem like the most important decision you will make, but believe me, it is definitely important. When I opened my business, I wanted to be the most available to my customers in comparison to my competitors. So I stayed open one hour later than every- one else, which was far in the evening. I was single and had no family life, so it was great! However, I later married and had children. I was not spending ade- quate time with my family, and I started to lose connection with them. I tried to hire someone for the last couple of hours during the evening, but no one was at par on running the place. I then made the decision of reducing my hours by one hour in the evening. My custom- ers were confused when they would come by and see it closed. After a while, my clientele adjusted, and they would Asmar N. Akman is president and CEO of Akman Enterprises Inc. come in earlier. Become social! Be a part of the community! The absolute best business move I made was to join the local boards of dif- ferent associations/charities in Worcester County. I would sponsor local sporting events, political dinners, coat drives and anything else to give back to the community while at the same time giving my business exposure. Local chambers are a great way to start and then you grow from there. This requires a very big social game. You cannot be shy. A key component when you spon- sor events is to research who the big players attending will be, the topics of discussion, and then strike a conversa- tion and break that ice. Know your demographic Make sure you have customers who will purchase your goods and services in the area you open. Understand the local economy and see what is lacking. Try and forecast the future of your town or city by speaking to local officials and other business owners. Then you can make adjustments to your projected business plans. Most of all Do what you love and be the best at it! I personally strive to be the benchmark of anything I aspire. It has placed a very strong work ethic and creed in all my business practices. Never be complacent, never be comfortable, always try and break the mold! W

• Cover