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Great salespeople earn trust by solving your problems, not by selling what you don’t need.
Ask any person how they would sell a comb to you as if you were a bald person, and most of them will emulate a Glengarry Glen Ross attitude, and start saying things as:
“This comb is fantastic Daniel. It has 100 teeth with a patented design that lets comb air without breaking a sweat.
This is a multipurpose comb — you can use to comb your dog, your cat, your carpet and even as a musical instrument by tickling each one of the teeth.”
Now, let’s pause for a second. I don’t condemn the goofy creative ideas they used to make me see usefulness in this comb (on the contrary), but there are two very strong points that show how much their (our) instinct is wrong about doing sales:

The Glengarry Glen Ross attitude

First, it’s the attitude. The tone they use to sell you something is this salesly one, much because of the influence we have from the movies and old school salesman we have ringing on our doors and phones.
It’ s almost funny, but when you put anyone selling something, that’s the attitude they emulate by default.
“I guarantee you ma’am, this is the best comb I’ve ever used!”
(Read with an Alabama accent from the 60s.)
This shows how much people misunderstand what doing sales is about nowadays — the paradigm has changed, and people are actually not that receptive to anyone who looks and acts like Glengarry Glen Ross.

Not understanding the problem

The first thing she should be doing is understanding if I need the comb in the first place:
“Daniel, do you have a cat or a dog? Do you have difficulty combing their hair? Why do you think that happens?”
“Daniel, I saw you do radio as a hobby. Do you also like to make music? What kind of music do you make?”
She should seek to understand my problems in the first place. Understand if and how her comb can help me.
If she then realises the comb doesn’t assist me in any way, she shouldn’t insist on selling me what I don’t need.
In sales you need people to trust you, especially if you want them to come back in the future. So you should earn that trust and never break it.

A good salesman identifies needs and opportunities.yes he would sell a comb to a hairless person because he identified the need of the hairless guy's wife and kids for the comb.and this successful salesman identified the needs beyond the hairless guy and listened,analysed,jumped and made the sale when he knew the the guy has a wife and kids that can use a comb.think creative and out of the box. you will sell.

Good salesman quality is not to sell without need justification as that salesman does not want to put her / his credit at stake.
Con sales person will be conning by fixing the right size of cap by selling a comb to bald person and thereafter will never show up again.
~ IRPHAN GHANI   Senior Management  

Yes a salesperson can sell anything even if the customer doesn't need it. But if the customer realized that he went through a fraud or that the salesperson tricked him he won't trust him nor the company he presents. Sometimes we also have customers who buy anything even if they don't need it Just to satisfy something deep inside him/her. 

~ Ajay Prakash (Ebsoft Solutions) CEO

"To succeed in these times of breakneck change, companies will often recruit a board of directors to help them make more effective decisions and lead them in the right direction during stormy times. By consulting men and women of wisdom these organizations reduce the number of mistakes they make, boost corporate effectiveness and increase their credibility in the marketplace.
One client of mine has a difficult approach to the concept of having a board of directors. A seasoned entrepreneur and a participant in one of the monthly life coaching programs I conduct across the country, this woman told me that during her periods of silent contemplation, she sits in a room with a pen and pad of paper and writes down a problem that she is facing. Sometimes it involves a difficulty in a relationship, sometimes it concerns a money issue or at other times a struggle that is more spiritual in nature. " - Taken from Who will cry when you die

One of the turning points in the life of an early stage software company is the creation of a board of directors. Typically, this happens when the company raises its first institutional round of financing. But I see no reason to wait for that event.

When you think about building your board, start with a clear realization of the need. Don't create a board if you don't need it. It is more likely that you do need it, but you don't realize it.  So let's start by discussing why you need a board.

A board of directors is a vehicle through which you can recruit super talented and experienced individuals who can add value by helping you make key decisions and ensure that you are implementing sound corporate governance.  Most founders/CEOs think that a board is something that creates a lot of unnecessary work for them, adds little value, and is manned by individuals who will get in the way of running the company.  That can be true if you recruit bad board members. But if you recruit great board members, you will get great value.

Recruiting a board starts by you realizing that you should recruit a board the way you would recruit employees. Start by defining your needs. One approach is to examine your skill sets as a founder/CEO (for more on that, read Mr. CEO, Would you Hire Yourself?) Then think about the skill sets you lack and where a mentor could help in the role of a board member (for example, if you're weak in finance, a former CFO would be a good prospect). Then think about your plans for growing the company and the role of a board member in opening strategic partnership doors, whether for funding or business development. 

Next, put together a role description. Again, treat hiring a board member like you would treat hiring a senior executive. Putting the role description down on paper will help you hone in on exactly what you're looking for, and will ease the recruitment process. 

Set clear expectations of the role. When recruiting an employee, it's pretty obvious that it's a full-time role. But when recruiting a board member, setting your expectations on the time and energy commitment expected in the role is key. There are many people out there who get on boards, but have no time for it, or don't prioritize the role high enough. You also need to be realistic in your expectations. For expansion stage software companies, a board member should allocate a minimum of one day a month. Four of those days a year are for board meetings. The rest are to be spent with you diving into your operations, or helping you by opening doors and enabling business.

Get help in recruiting. You probably can't afford to hire a recruiter. But if you can, hire a recruiter. Again, this is a critical role. Recruiters can help you dramatically widen the scope of your search to find the best candidate. In lieu of a recruiter, see if you can find someone experienced to volunteer to help you. Even if it's your lawyer or accountant. Basically, you need another set of eyes to help you in the process.

Be highly selective. There is nothing more damaging than having a bad board member (same as hiring a bad employee.) A disengaged board member is a waste of your time and energy. A great board member can bring you great value. 

Put your board members to work. Board members should add value. But they will only do it when you ask them. Always be looking for the next project for each and every board member. When you run out of things for them to do, it's time to let them go.

Know when to let one of your board members go, and don't wait too long to do it.  Board members should bring value to you and your company. If they don't, fire them, and replace them with those who do.  You typically don't have that option with investor board members (although you may at your next round of financing).  But you certainly do when it comes to management board members (a co-founder that has outlived his/her tenure on the board); or independent board members.

Don't create anything for the board that doesn't add value to your business. Many founders/CEOs lament board meetings because they think the meetings suck up their time and bring no value. Well, that is a symptom of a bad board. Fix the board first. One you have a good board, make sure that whatever you create for the board (presentations, dashboard, etc.) are things you already are using for your business. 

Expose your board to the guts of the business. Board members can only be helpful if they understand your market, your business and your operations. If you feel the urge to hide things from them, you have a bad board. If you don't think they would understand your business, you have a bad board. Fire them and then hire the right board. And then open up the guts of your business to them. Have your senior managers walk the board through each function. Expose the issues that you struggle with. Then ask them to help you resolve them. If they can't, fire them, and find members that can. 

In the world of finance, an asset is something that puts money in your pocket. In the world of business, an employee is hired to do the same thing for a company. An employee uses their knowledge and skills to earn money for themselves and their employer.

1. Be punctual. If you start work at 10am, it is better to get into work at 9:45am. This way you have time to make yourself a quick drink and then be ready to start work on time. Your punctuality will help other to be punctual. Time is money and an employee who turns up late on a regular basis may lose the company money.

2. Be dressed appropriately.  Maintain yourself with a proper dress. You should be dressed according to your companies' policy.   A company will always state the dress code, although there may be occasions where you are unsure on what to wear. For example, you may be attending a conference and are unsure whether to dress in a suit or go for a more casual look. In these cases, it is always best to ask a more senior member of staff.

3. Be personable. It's important to be friendly with people at work. Your colleagues may need help at times and they may find it difficult to ask you for help if you are aggressive or unpleasant. Being personable helps to promote a good working environment.

4. Do your best for your company. At the company you work for, you will have a specific job role and this is how you make the company money. If you can't do your job well, you will lose customers and you may become a liability, meaning that you lose the company money. To ensure you do your job well, you must learn how to do it to the companies' standards. Learn from other employees, get a mentor, enrol on training courses and be eager to learn as much as you can. The results you get at work are ultimately what you will be judged on.
  • Note: This is the most important part. The whole reason the company employs you is to perform in this job role. Do it correctly and do it well.
5. Do extra. Some people do a good job and leave it there, whereas others will offer to do extra. For example, some employees will offer to mentor, train new employees and suggest more efficient working procedures. Consider organising charity and social events that bring company employees together and contribute to the community.

6. Make yourself more valuable to the company. The reason a chief executive officer gets paid more than the receptionist is because their skills and knowledge are more valuable. Therefore, it is best to assess your own skills and knowledge and look at ways to improve. If you want to get paid more, you must become more valuable. Explore ways of getting new and more valuable skills.

7. Leave your mark. Be innovative and bring something new to the company. Come up with new ideas that could possibly be implemented right across the business.

Online store

You don't have to be a big-box retailer to start an online store. Whether you sell directly to consumers or use a drop-shipping service, all you need is a website and the right e-commerce software to get started. You can sell your own products or items from niche suppliers. Alternatively, if you're crafty, you can also sell your own handcrafted creations on ebay , flipkart or similar online marketplaces.

Event planner

Do you love throwing parties and organizing meetings? Start an event-planning business and turn your passion into a profitable small business. Everyone needs event planners, from individuals to organizations and corporations — and with the U.S. Bureau of Labour Statistics predicting 44 percent growth in the meeting, convention and event-planning industry between 2010 and 2020, there will certainly be no shortage in demand for your services. As an event planner, you will need to be resourceful and have a keen eye for detail. You will also need the patience to deal with clients' demands and the Zen to stay calm during stressful situations and unforeseen disasters.

Home-based food services

If baking or cooking is in your DNA, consider launching a home-based bakery, personal chef or catering business. You can whip up your concoctions for individuals, events, and local businesses and organizations. Not only is it a rewarding opportunity to make money doing what you love, but it's also a great way to test your culinary chops before investing in a full-fledged brick-and-mortar establishment. Keep in mind that home-based food businesses are heavily regulated, so start by figuring out the rules and regulations in your area.

Virtual assistant

Virtual assistants are all the rage. All you need to get started is a laptop and a good website. A social media presence doesn't hurt, either. If you've got a background in administrative work but want to work for yourself, this might be a perfect opportunity for you. Virtual assistants work remotely and do all the things a business owner or manager doesn't have time to do, such as open and answer emails, follow up with customers, invoice customers or pay bills. All of these tasks and more can all be done from your own home via the cloud. 

Social media consultant

If you're one of those Gen Y types to whom using social media comes as naturally as breathing, you may have a career as a social media consultant . There's no doubt that social media presents an unprecedented marketing opportunity for businesses, but only if they know how to use it. If you can help existing businesses integrate social media into their other marketing campaigns, you should have no trouble making a go of it. 

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This demonstrates a huge potential for social media marketing to increase sales, but a lack of understanding on how to achieve those results. Here's a look at just some of the ways social media marketing can improve your business:

Does the thought of Social Media put you into a spin. What is Social Media Speak. Let me help you to enter this world of wonder and social marketing

1. Get your domain today.
  • Once you have a domain, you'll need to buy hosting services and then begin to build your site. If you don't know how to design a site, you can either hire a designer or use a site builder that offers pre-made templates through your host. No matter which method you choose, your site should include the following:
      1. Information about your company, product and opportunity
      2. A system for ordering your product or registering to operate a business
      3. Information about training and your support team
      4. A list of the advantages of joining your company and team
      5. The offer of a free e-book, document or newsletter if users give you their name and a valid e-mail
      6. An autoresponder that sends follow-up e-mails to everyone who provides their contact information. Make sure it can also send out newsletters.

2. Use blog/weblogs to your advantage.
  • You don't have to be a penned wordsmith to be a good blogger. Blogging comes in many formats and the key is that blogging is conversational.
    • You can try traditionally penned blogs.
    • You can record audio tracks which is known as podcasting.
    • A third method is microblogging and a popular platform for this is twitter. In 140 characters or less microblogging allows you to engage prospects and carry out easy conversations.
  • Blogging is a critical component of social media marketing because it allows businesses to provide information through the use of fresh, relevant content.
  • Incorporating blogging as part of a company's internet marketing strategy provides the company with a good opportunity to be found in the search engines for the company's desired markets.
3. Create a network for your business online.
  • One of the most popular and highly addictive web 2.0 mediums for online consumers are the social networks.
  • Social networks allow consumers and business professionals to network among friends, strangers, acquaintances, and professionals all in one place.
  • If small businesses keep an open mind and keep their networks open they have the potential to grow their networks exponentially by allowing other consumers into their fold.
  • Social networks also allow businesses to update the public on new improvement in product lines, what an average day is like at xyz company. Social networks are varied in purpose and the amount of social networks can be mind numbing, but the most popular platforms determined by marketing research about consumer online behavior are currently LinkedIn, Twitter, and Facebook.
  • It brings you closer to the people who require your website, products, and line of business the most and gives you information about experience and feedback's of your target market. 
4. Syndicate your content from your business to your online site.
  • Social networks and blog platforms are relatively low on cost investment, but they are far from maintenance free marketing endeavors.
    • To blog and create viable weekly online content the time commitment involved is a minimum of 5-10 hours a week.
    • How can you effectively communicate online through providing fresh and relevant information AND then market that information to all of your contacts across all of the social networks? The answer is syndication.
  • Syndicating content allows your message and your information to be reached across the worldwide web. You can syndicate your content by using an online social service that will broadcast your updates across the social networks. You can also syndicate your marketing collateral by using a service that will syndicate your flyers across social networks.

 Marketing tactics you may want to try out include:
  • Free classifieds
  • Pay-per-click advertising
  • Paid banner advertising
  • Writing articles that include links to your website
  • Starting a blog
  • Participating in forums and newsgroups
  • Starting an e-mail newsletter

Growing any business is a challenge. Growing a new business--which usually also means limited resources to invest--is many times more difficult.

Here are seven tips and tricks to help grow your new venture with no money.

Build relationships. Relationships matter and good ones may be the most important things to your new business. So go get some. Go to meetings, meetups, panel discussions at colleges and universities, drop by your chamber of commerce or industry association. These events and opportunities are almost always free and the people there are usually as eager to meet you as you are to meet them.
"Every new person you meet is a potential relationship that can last a life long. Think about how this person can be of value to other in your network and watch you network grow. The more deposits you make the greater the return."  

Be valuable. Exchanging business cards isn't enough. Don't think about how someone you meet can help you--think first about how you can help them. Who do you already know that your new contact should meet? Do you know another event that could interest them? Giving value is valuable. Everyone wants to help people who help them and being valuable is the best, fastest and most genuine way to get value in return.
"To be truly considered valuable, it's important to be known as a relationship broker and thought leader. This happens through actions not promises. If you are consistently connecting people to relevant contacts and information on a weekly basis to help them achieve their goals, especially when they don't ask for help, then you will receive similar value from the right individuals in your network in due time."  

Think out loud. Thought leadership (sharing your ideas about your business, market, trends or most anything) helps spread your name and makes it easier for the public to understand you and what you do.  You can post in comment sections on industry publications, for example. If you read an interesting news or opinion article, draft a response and send it in--many publications will share your well-reasoned and well-written views. And you can always start your own blog or get a free blogging site on places such as Blogger.

Make something free. People love free stuff. If you have a blog, offer free publicity. If you're a consultant, offer a free initial review. Give away a free trial on your business software site. Meeting people, regardless of how or why they come to you, is an opportunity to build relationships. And giving away free things can, if done right, spark a good marketing and press opportunity.
"Customers tend to gravitate towards companies that are generous with information and support up front,"
"Pre-customer service can be a valuable asset to any business."

Keep stats. As your business grows, if you count it, record it. You never know what information in your hands today will be important to your decision-making tomorrow. If you're scoring website hits when you post to an industry blog, that's good to know.

"Identify the numbers actually matter and becoming intimate with what drives those metrics north or south." 

Be patient. Rome, as they used to say, wasn't built in a day. If you decide to invest your time in a tactic--thought leadership for example--don't change course immediately if you don't see results. These things take time and build on one another. Once you've made a decision, make sure you give it more than enough time to work before you go in another direction.

Search, copy, paste. Find out what other leaders and businesses have done to be successful. Then copy and paste. You don't need to be a detective--often times, you can simply ask. As long as they are not a competitor, people are usually happy to share successes and advice. And when you find a trick or tactic that seems to have worked, try it.

Don't be too proud to adapt a good idea to your businesses.

That's seven. What else do you suggest? Follow tip number three and leave your ideas in the comments section.

Below, gain five tips from five industry leading experts on how to make 2015 your best year yet.
1. Treat customers like guests in your home. 
While there will always be customers who have decreased attention, are in a hurry, or appear to be frazzled, you want to still aim to deliver strong customer care despite customer scenarios. One way to do this is to treat customers as if they are guests in your home.”
Kirt Manecke, customer service expert and author of the book “Smile: Sell More with Amazing Customer Service” 
2. Belong to at least three professional organizations. 
I always suggest to business owners that they belong to at least three professional assocations. First, you should belong to your local Chamber of Commerce or downtown business association. That is where you business is and where your employees often live. Moreover, you should belong to your specific industry trade association. And last, you should belong to a statewide association because most legislation happens at state level, and you need eyes and ears looking out for you business. In most cases, a retail association will fill that role.”
Curtis Picard, Executive Director of the Retail Association of Maine
3. Participate in e-commerce. 
The future of e-commerce belongs to small businesses. This is the biggest opportunity for retailers since farmer’s markets began hundreds of years ago.People often believe setting up an online store is expensive and difficult, but this is not the case.”
Harley Finkelstein, Chief Platform Officer at
4. Introduce commerce and charity. 
Research shows that 83 percent of customers want to buy products that benefit a cause. Combining your business with a charity of your choice is a great way to gain consumer attention while increasing sales.”
Dan McCabe, Director of
5. Embrace the cloud. 
The cloud is here to stay and Windows is dead. Over the next three to five years, the cloud will really come of age for small businesses, and Windows-based POS (point of sale) and other opersations will disappear. Retailers and small businesses must think about upgrading their technology – with cloud being the obvious choice.”

You need to read these steps for good health of partnership. Because, A business partnership can be every bit as complicated as a marriage. And, like matrimony, some partnerships end unhappily.
Wouldn’t it be helpful if you could spot the warning signs of
an implosion before it occurred — or, better yet, before you even entered the partnership? That way, you could escape the situation before it turned ugly, got expensive, or wrecked what you’d built through long, hard work.
Actually, you can. Here are five signs that your shared business may be in trouble, so that perhaps you can rethink the partnership before it’s too late.
1. Unfair or Unbalanced Roles
Like a good marriage, a good business partnership brings together two people whose personalities, skill sets, intelligence, know-how, and other attributes complement each other. When properly balanced, the partnership produces a union that’s more powerful than either person acting alone.
But a successful partnership can’t happen or endure when there’s a fundamental imbalance. Trouble generally arises when one partner feels he or she has too much or too little:
  • authority,
  • responsibility,
  • time commitments, or
  • investment in a desired outcome.
The ideal situation is one in which each partner feels good about his or her contributions and the other partner’s efforts.
Of course, the requirements of a business are constantly shifting. So, a successful partnership needs not only an initial balance, but also a mechanism for re-balancing the partners’ individual workloads as often as necessary.
2. Financial Disagreements
Business is closely tied to money, and it involves making myriad decisions about spending, investing, receiving, and controlling funds. Some of these decisions inevitably are based on value judgements, such as whether you spend more in order to buy domestically-made goods or operate in a “green” way.

Spending much money without asking to your partners, hidden transactions, hiding clients payments etc. These are major issue in financial disagreement. 
cash flow is central to your business, significant disagreements about spending signal a fundamental partnership problem. As time goes on, there’s a good chance you will become dissatisfied with your partner’s preferences regarding money — and tire of your constant tussling over it.
3. Unresolved Issues
This is not important to see the world in same way as other partners do. May be there some likes and dislikes, agreed or not. Problem is to resolve them by talking much more about the issue.

Disagreements are not necessarily a problem, but difficulties in resolving disagreements are. Psychologically, the inability to resolve conflicts often signals basic incompatibilities in a partnership, personal dislike, or divergent worldviews and values. But even if all that stays in the subconscious background, difficulty resolving disagreements generally reflects important differences in communication styles, priorities, and personal flexibility, any of which can put extra pressure on a relationship.
From a business perspective, disagreements that continue for long periods produce resentment, waste time, and impede effective management of the business. So, make every effort to settle disagreements respectfully, in a way that recognizes the worthwhile aspects of each partner’s point of view. Ongoing friction is usually a sign the partnership will end badly.
4. Different Ways of Working
Differences in work styles can produce conflicts and resentments that steadily build up until the partnership falls apart. For example, one partner may:
  • rarely or never take time off, while the other partner cherishes regular “off hours”;
  • obsess over certain issues, while the other partner thinks them through to a suitable policy and moves on; or,
  • insist on volunteering their services for certain causes or decline certain business opportunities in order to reinforce personal values that the other partner deems irrelevant to the business.
The partners may begin with a good deal of tolerance for each other’s “quirks.” But fundamental differences are likely to chip away at even the strongest bonds.
5. Different Exit Strategies
How you plan to exit the business in the future can have a profound impact on day-to-day decisions and operating strategies. If partners are interested in divergent outcomes, they’re frequently going to feel driven toward different choices, such as:
  • taking cash out of the business early versus delaying immediate income in favor of investment toward long-term growth; or
  • running everything personally based on “gut feelings” vs. establishing policies and developing staff so that the business can run without the partners’ close oversight.
Individually, none of these differences create an immediate or inevitably fatal flaw in a partnership, of course. But they do send up a red flag in terms of the potential for long-term mutual satisfaction and success in the partnership, and the greater number of these problems that describes your partnership, the bigger the risk tends to be.

It’s no secret that when a new employee comes on board, the employer who hired them is effectively beginning a new relationship.
It is the same relationship that he or she shares with every single one of their employees, and it is this relationship that will determine the success and impact of that employee’s time at the company.
An employer’s relationship with their employees has to be nurtured and taken care of in order to be beneficial for both individuals; their co-workers, and the company as a whole. It has long been noted that strong employer-employee relationships often lead to greater employee happiness and significantly improved productivity.
Many typical employer-employee relationships will vary on the scale of closeness and familiarity, but it is essential that all employer-employee relationships involve at least these five major characteristics.

1. Mutual respect

It’s perfectly fine to instigate a closer relationship with your employees to the point of socializing with them outside of work. (This is particularly common in smaller businesses and start-ups).
But even in a relaxed workplace, it is crucial to retain the traditional hierarchal structure and encourage awareness of this in your employees. As a leader, you need to be ready to give your team honest and frank feedback, whether this is  about projects, employee appraisals, or constructive criticism.
Romantic relationships in the workplace are always a bad idea, but you should also bear in mind that these relationships can have an effect on the workplace even before they are public or common knowledge — possibly without either party knowing it.  

2. Mutual reliance

There should be a balanced amount of reliance on both employer and employee. The employer relies on the employee to do his or her job well for the benefit of the business; the employee relies on the employer to treat them fairly and pay them equitably.
When this mutual reliance becomes imbalanced or one-way, problems will inevitably occur.
The employer may start to feel that the employee’s efforts are no longer instrumental to the company and view them as disposable, while the employee may no longer value their job and start to become disengaged. When either of these things happens, it’s time for the employer to reevaluate the employee’s role at the company – whether a new agreement can be reached, or whether it’s time to part ways.

3. Openness & communication

Any healthy working environment involves openness and transparency.
Employers can help create a forum of openness and honesty by asking employees candidly about their lives, families, and interests. Employees can, in return, contribute to this setting by being forthcoming about their lives outside of work.
Openness and communication is even more important for situations sensitive to the company, or that require an otherwise serious approach.
For employees, this might mean informing their boss of a family emergency that could affect their performance, or a desire to find a new job. When it comes to the latter, employers shouldn’t deter their employees from leaving, but should be understanding and supportive of their natural want to progress.
Meanwhile, employers should keep their employees in the loop about business matters and seek their input in important company decisions. Not allowing your employees to have an active role in the growth of the company not only wastes valuable insight and energy, but may also encourage them to become disengaged.

4. Support (and nurturing)

Employers should want their employees to reach their full potential and recognize when their capabilities exceed their current role. Leaving natural abilities to stagnate will cause boredom and frustration to grow in the employee, and as mentioned earlier, waste valuable energy that could better help the team.
Draw up your ideal business structure, or your current business structure as it is now, and outline every role and position that is necessary for it to work effectively. Not only will this enable you to identify gaps in your current team, it will also encourage you to take stock of who is performing well and who might be better off in a role with more authority.
Supporting employees even extends as far as helping them spread their wings and fly away to a new job when the time comes. Employers ought to be invested in their employees’ success as a whole and understand that they may not be at the company forever.
Employers have the option to help employees or to stifle them — but only the former will lead to trust, higher skill levels, more productivity and more motivation.
On the other hand, employees should be willing to show support for the company’s welfare and progress, which may mean making sacrifices from time to time. Whether it’s working late to fix an unexpected problem, or covering somebody else’s duties as well as their own, employees need to be ready to show that they are invested in the success of the company.

5. Gratitude

Gratitude should exist on both sides of the relationship, but it is probably a larger responsibility of the employer to recognize and appreciate exceptional effort from their employees.
When employees consistently deliver and receive little or no appreciation, it can become very easy for them to become disheartened, frustrated, and apathetic about their job, which destroys productivity.
A simple thank you is often enough (and this works both ways), but employers may wish to actively reward their employees for truly great work. They should use their intuition and knowledge of the person to decide what this might be.
In some cases a discreet gift might be enough, while others might relish recognition in the office. Some companies even host annual awards ceremonies where outstanding employees are given public recognition for their achievements.
Overall, gratitude and recognition help to ensure that employees know they are valued and that good actions and efforts are repeated.

Final note

It is simply not enough to draw up an office code of conduct, or a set of rules or policies detailing the ideal dynamics of the employer-employee relationship.
Natural habits are formed only in practice, and it is often through leading by example that employers can hope to encourage these practices.