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September 26, 2016

Jerry Osteryoung

Small Business Columnist • Jerry Osteryoung

Jerry Osteryoung
Dr. Jerry Osteryoung

Jerry Osteryoung is a consultant to businesses - he has directly assisted over 3,000 firms. He is the Jim Moran Professor of Entrepreneurship (Emeritus) and Professor of Finance (Emeritus) at Florida State University. His newest book co-authored with Tim O'Brien, "If You Have Employees, You Really Need This Book," is an Amazon.com bestseller. Osteryoung's business advice columns appears every Monday on Florida Trend's Afternoon Pulse email and also on FloridaSmallBusiness.com.

Articles by Osteryoung:

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Strategic planning must be done on a continual basis, not just once a year. This is especially true now that technology is changing at an ever-increasing pace.
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Budgets enable you to manage your organization. Though in some cases it can be hard to estimate revenues and costs, just going through the budgeting process is so valuable as it spotlights the factors that tend to cause revenues and costs to change over time.
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The important thing to remember about emergency plans is that, like all plans, they are living and breathing documents that need to be reviewed every year and revised as conditions warrant.
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Sometimes we get stuck in a rut. We keep doing the same things over and over, and we just cannot see our way out no matter how hard we try.
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I am sure, that many people are going to think that spending time thinking is a waste of time and counter-productive. However, this is not the case at all as we all need adequate time to think through our priorities and objectives.
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When you argue with a customer, you never “win.” Doing so only drives a wedge between the customer and the business.
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In order to have a successful strategic plan, you need these three elements: a strategic plan, an implementation plan and a way to measure progress of the implementation plan.
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So how do you treat your customers with respect? The answer is quite simple: ask yourself how you would feel if something happened to you.
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Make sure you have provided your staff a way to comment on your effectiveness honestly and without fear. Their input will help you see yourself realistically so you can work on being the best manager you can be.
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For at least a couple weeks, try scheduling your tasks on a calendar -- instead of jotting them onto a list -- to help manage your time.
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