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Author Archives: Bhavin Gandhi

About Bhavin Gandhi

With MBA and Masters in Computer Science, Bhavin Gandhi has over 18+ years of business experience in various aspects of Leadership and Management roles in private and public organizations. Through his blog, Bhavin tries to help people to better manage, lead and organize their businesses and lives, in the 21st century.

How to effectively provide negative feedback to your employees? Part 2

08 Jun

ManagementStyleMost managers blame their employees for their poor performance instead of talking directly to them about these issues. Unfortunately, some of these managers try to take the easy way out, and turn a blind eye to their employee’s issues. After all, confronting someone about their behavioral issues is not the prettiest thing in the world. Thus, in this blog, I will continue my conversation from my last blog, and provide you with couple of other ideas that you can use while providing negative feedback to your employees.

Don’t give advice: Even though most managers recognize the importance of giving their feedback to their employees, they completely misunderstand the meaning of feedback itself. Instead of utilizing the feedback time for giving their feedback to their employees, these managers try to give their advice to their employees during these feedback meetings. It is not always appropriate to give advice to other people. If your advice does not work, you will be blamed later for it. Thus, you should rather try to share your opinions and ideas with your employees, and let them come up with an appropriate solution by themselves. Suppose an employee who is having trouble with some task comes to you and asks, “What am I doing wrong?” Instead of giving advice, share your personal experience with your employees. For example, you might describe a similar problem you had, and how you handled it. It is then up to them to decide what to do. This approach will not only make them independent, but it will also improve their knowledge base.

Don’t delay your feedback: If you want to provide an effective feedback to your employees, you need make sure that your feedback is always timely. Well timed feedback is more likely to provide you with the right results than delayed feedback because it allows the person to correct actions or behaviors while they are still fresh. For example, if your employee messes up the accounting system, you might want to discuss the problem with the responsible employee immediately, if possible, or at least within a day or two. Even though you want to provide your feedback to them immediately, try to consider the environmental factors first. For example, if you point out the employee’s mistakes in front of a group of coworkers, it is likely to be resented. Thus, try to provide the sensitive feedback in a private setting, probably in a one-on-one meeting or something.

Don’t be overpowering: No one wants to look bad in front of others, we all want to feel intelligent in front of others. This goes for your employees as well. During your negative feedback communication, your employees will often continue to argue for a plan even when it is obviously not working or in the best interest of the organization, because they want themselves to look good in front of you and others. Thus, during these meetings you should provide an avenue to your employees to save their face. Your employees are more likely to accept your negative feedback if you allow some degree of face saving for them. For example, instead of saying, “Your idea was rejected,” mention that the rejection was due in part to lack of funds or other factors, thereby allowing them to save their face.

With these pointers, I am ending my two-part series blog about – ‘providing negative feedback to your employees’. If you have any other ideas through which we can make this process easier, then please share your ideas with me through your comments here. Thanks – Bhavin Gandhi

 
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Posted by on June 8, 2015 in 21st Century, Leadership, Management

 

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How to effectively provide negative feedback to your employees? Part 1

26 May

FeedbackFirst of all, I would like to thank my readers for really liking my last blog series about ‘honest feedbacks’. I really appreciate your feedback, so please keep it coming. Secondly, many of you have asked me how to provide honest, but negative feedback, to your employees, and hence, I am writing this two-part series blog for answering some of your questions.

Refrain from personal attacks: While giving feedback to others, try to direct your feedback towards their behavior rather than towards that particular person. A common mistake lot of managers make is to criticize the person rather than their negative behavior. If you tell your assistant that she is a poor excuse for a secretary, then it is a personal attack rather than a constructive criticism. These kind of feedback can only make your employees more defensive towards you and your feedback. So, try to identify the problematic behavior and focus on what can be done to correct it in the future, instead of launching personal attacks towards your employees. For example: This is what you tell your secretary when she makes an accounting mistake … “Jackie, an accounting mistake like this one can cost way more than our weekly office budget. From now on, please check with me before finalizing any orders costing more than $100”.

Be descriptive: While providing feedback to your employees, don’t be evaluative or judgmental, instead be descriptive. Descriptive feedback is tactfully honest and objective, whereas evaluative feedback seems to be more judgmental and accusatory to the feedback receiver. Here is an example of an evaluative feedback: “Where is your sales report? You know it is due on my desk no later than 9:00 each morning. You’re obviously not reliable anymore.” Here is an example of a descriptive feedback for the same situation: “When you don’t turn your sales reports in on time, I’m unable to complete the departmental report on time. This makes both of us look bad. You’ve been late twice this month. Is there something I can do to help you get those reports in on time?” Like in this example, descriptive words are more likely to result in cooperation.

Keep it short: If you are providing constructive criticism to your employee, don’t have a marathon about it. Try to include only as much information as the person can handle at one time. Suppose during a performance appraisal, you give an employee a list of 20 items that need improvement. Even though you might feel better after fully expressing your feelings, your employee will only remember 2-3 major bullet items from that meeting and forget everything else. How can anyone improve on 20 things at the same time? Think about it, can you do that? What would have happened if your manager gave you similar feedback? Wouldn’t you require more time to analyze this much information at once? Thus, you should restrict yourself while giving negative feedback to your employees. Give only two or three suggestions that your employee can reasonably handle at a time.

These are some ideas through which you can effectively provide negative feedback to your employees. If you have any other ideas through which we can make this process easier, then please share your ideas with me through your comments here. Thanks – Bhavin Gandhi

 
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Posted by on May 26, 2015 in 21st Century, Leadership, Management

 

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How to make your feedback communications more comfortable for your employees?

01 Apr

GenerationXIn my last blog post, I have provided you with a couple of tips through which you can get an honest feedback from your peers without putting them on the spot. In this blog, I will provide you with some more tips on getting effective feedback, but this time I will concentrate on a few subtle methods, so your peers don’t feel uncomfortable while providing their honest feedback to you.

Listen first, talk later: Too many people ask for feedback, wait only 2 or 3 seconds, before they start talking again. It takes more time than that for most people to organize and verbalize their responses. And hence, once you ask for their feedback, you should be silent for more than 10 – 15 seconds, and give them time to think and organize their thoughts. Once they start speaking, don’t disrupt them in between, even if you don’t agree with some of their comments. If you do that, they might lose their train of thoughts, and you will end up diverting the conversation to something else completely. Thus, I would recommend you to use a pen and paper (or any note taking application) during these kind of conversations. In this way, you can present your counter argument later without interrupting your peers while they are providing you with their valuable feedback.

Paraphrase: Even when you feel sure you understand a person’s feedback, it is important to paraphrase. For example, if your boss says, “This rush job has top priority,” you could paraphrase by saying, “You are telling me that this rush job has higher priority than any other job I’m working on now. Is that right?” By paraphrasing, you are not only making sure that you understood him correctly, but you are also asking for his validation on the spot. Do not assume that you understand the meaning of the feedback that you receive from others. If you even have a slightest doubt in understanding their feedback, then don’t be afraid of asking for clarification. Worst come worst, you will get the same feedback again, but you will ensure that you understand their point of view crystal clear.

Be interactive: Don’t let the feedback be one-sided deal. Even though, you don’t want to disrupt in-between, you want to make sure that you use encouraging statements during this process, so that your peers feel comfortable while giving their feedback. People usually adjust their feedback by monitoring the listener’s verbal and nonverbal reactions. And hence, you want to make sure that you are interactive and positive during this process. If you want a person’s honest opinion, you must encourage it by purposely saying such things as “Really?”, “Interesting”, “So, you feel that. . . .”, etc.

Follow-up with a reward: If you are a manager, you can reward feedback by complimenting the person, preferably in front of colleagues. You can also implement a reward system within your team, where  “Best Idea of the Month” employee gets a public recognition through name calling or a personalized placard or a company pen with their name engraved on it. If you are an individual contributor (employee), you can sincerely thank people for their comments and perhaps write them a note of thanks. In this way, you will not only encourage them to provide their feedback again, but you will also encourage others to provide their feedback to you after looking at this person’s experience with you.

These are some ideas through which you can make the feedback communication slightly easier for your peers. If you have any other ideas through which we can improve our feedback communication, then please share it through your comments here. Thanks – Bhavin Gandhi

 
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Posted by on April 1, 2015 in 21st Century, Leadership, Management

 

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How to get honest feedback from your peers without putting them on the spot?

16 Mar

FeedbackManagers who encourage their employees to give honest feedback mostly find themselves improving the accuracy and productivity of their quality of work. I know I have. Feedbacks often increase employee satisfaction with their job by providing them with a voice and valuing their opinions.

In my last blog, I have identified many hurdles due to which people refrain from giving their honest feedback to you. And hence, in this blog, I will provide you with few tips and tricks through which you can get honest feedback from your peers, and eliminate any hurdles that you might encounter.

Ask for it: Tell people you want their feedback. When people feel that their opinions and observations may be used against them or that your feelings may be easily hurt, they withhold their feedback. Thus, let them know that you consider their personal opinions, questions, and disagreements, not only useful but also necessary. If you are hesitant to ask for their direct feedback, try  to use 360-degree feedback with the help of your HR Department. In that process, your peers, superiors, subordinates, customers, suppliers, and sales staff provide their feedbacks anonymously to you. So, you are more likely to get their honest feedback.

Be specific: When you ask for someone’s feedback, they are mostly confused, as they don’t know where to start. That doesn’t mean that they don’t want to provide their feedback, its just that they don’t know what you are looking for. Thus, before asking for the feedback, its your job to identify the areas in which you want the feedback. If you want personal feedback, you might say, “I am trying to improve my presentation’s delivery and am interested in knowing how confident I appeared in today’s meeting.” Similarly, if you want only feedback pertaining to the organization of your ideas, then specify that topic.

Make it regular: Let’s assume that you are working for a hands-off manager, who gives you work flexibility, and doesn’t meet with you that often. Now, imagine a situation where he suddenly stops by your office and asks for your honest feedback. What would you do in that situation? I don’t know about you, but I would be baffled, if my manager doesn’t have the habit of asking my feedback regularly. Instead of giving him my feedback, I might think that I am in some kind of a trouble. Won’t you? Your employees will have the same mindset. Thus, it is very important for us, as a manager, to set aside some time for regularly scheduled feedback sessions. These sessions will not only help you get your employee’s honest feedback, but it will also show your employees that you value their feedback and care for their opinions.

These are some of few ideas through which you can make it easier for your peers to provide their honest feedback to you. Wait for my next blog, where I will provide you with some more insight on effective feedback taking. In the meanwhile, if you have any other ideas through which we can improve the process of feedback taking, then please share it through your comments here. Thanks – Bhavin Gandhi

 
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Posted by on March 16, 2015 in 21st Century, Leadership, Management

 

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Why do we refrain from taking or giving feedbacks to our peers?

02 Mar

FeedbackAs a manager (or a leader), we should continually be looking for feedback from our peers and employees, and try to improve ourselves. After all, management is more about listening than doing, isn’t it? Even though you would like to improve yourself from these feedbacks, they are hard to come by. So, before we find out a better way to get feedback from our peers, we need to find out basic reasons due to which people feel uncomfortable taking (or giving) their honest feedback.

It emphasizes inferiorities: Honest feedback can sometime make people feel psychologically attacked. Even the most experienced manager or employee can become defensive when feedback seems negative. Take this for an example…Recently, I had to deal with a situation where one of my employee was struggling with time management, so I recommended him to take some time management training. Even though he is a top performer in my team, he was offended by hearing that I was disappointed with his performance. Instead of seeing this feedback as the opportunity to learn something new, he saw it as a personal attack instead.

Don’t know what to ask: Some people misunderstand feedback as the sign of poor communication. To those kind of people, feedback indicates that the message was not communicated very well, and hence, there is a necessity for feedback to get on the same page again. Often people are either so confused that they don’t know what to ask or so confident of their understanding that they ignore the need for any kind of verification. Thus, people refrain to ask for any kind of feedback, after all, no one wants to admit that they didn’t understand anything properly.

It is time consuming: No matter what kind of feedback you are seeking, verbal or written, it is always going to be time consuming task. Then it maybe at the meeting or through an e-mail, you need to make sure that you ask the right question, and get the honest response. Unfortunately, most of the managers won’t take the time to make sure that everyone is on the same page by asking for their feedback; instead, they will prefer to redo their tasks that should have been accomplished correctly the first time. Maybe they are used to this practice of dictatorship, or maybe they are afraid to put in the required time to ask the right question.

People are afraid: If you work in a developed Nation like US, UK, or Canada, you don’t want to admit that you are afraid of your Boss/Manager. But inherently we all respect the authorities of our Boss, and we are kind of afraid of their authorities as well. Even though we are taught to speak up our mind, we sometimes refrain from providing true feedback to our managers by being afraid of the consequences that it might have in the future. Is that not true? There is nothing wrong with this behavior. From our childhood we are taught to respect authority, then it maybe the authority of our parents or our teachers.

Can you find any other reasons due to which people refrain from giving their honest feedback to others? If so, please share it here, I would love to hear your take on this. Thanks – Bhavin Gandhi

 
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Posted by on March 2, 2015 in 21st Century, Leadership, Management

 

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How to deal with the frustration of your employees?

16 Feb

EmployeeFrustrationWe are all humans, and we all have moments of disappointment when things don’t go our way. And I am sure, as a manager, you must have encountered these situations often, when your employees are feeling down for not accomplishing something that they have set their target on. Although most employees can easily navigate through these small bumps, sometimes you need to jump in when you see these opportunities. Having a quick one-on-one chat with your employees during these tough times would soften the blow, and lead them to a quicker recovery. So, what should you talk about during these times? Following are some of my advice…..

Appreciate their work: When you sit down with your employee to analyze the issue, you must not forget to appreciate their hard work first. Tell your employees that their work is highly valuable and their efforts are highly appreciated. This kind of conversation starter will put your employees at ease before discussing their issues. If I were their manager, I would say something like this – “These kind of issues keep on happening, and despite our best efforts, sometimes things don’t work out our way. But look at what you have accomplished, you tried something new, and got new experience, that’s what is important. After all, you can’t be perfect at everything, right?” This approach will not only let your employees know that you care, but it will also ease their mood before before having the actual conversation.

Walk through the issue: Once you have soothed the attitude of your employee, you can then get back to the business. Now, try to talk to your employee about the issue at hand and walk through it with them. By walking through the entire scenario again, you will get some good insight on the issue, and might be able to provide your valuable feedback to your employee. If he/she was expecting one outcome while other team members were expecting something else, then try to find out where did this disconnect come from? Were there some missing communications or interactions? Don’t interrupt your employee in between or recommend any solutions, just yet. Try to listen to his/her side of the story and take your notes on what might have gone wrong, that’s all.

Help them learn: Once you have completely listened to your employee and her side of the story, now it’s your time to help her think through the ‘do-over’.  Even though you are trying to help her, restrict yourself from coming up with any solution, just yet. Let her come up with her own solution to this problem. Ask her – “How can you handle it differently the next time?” Of course, the setback may have occurred even though she did everything right. So, try to ask her – “What were the factors outside of her control?” Try to help her gain a new perspective on these uncontrollable factors, so that she can handle them well in the future.

If you follow this three-part conversation while dealing with your employee’s frustrations, then you will encourage your employees to take better steps next time, rather than acting on their natural desire to avoid such situations in the future.

Was this blog helpful? Do you have any other ideas that you can share with me here?

Thanks – Bhavin Gandhi

 
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Posted by on February 16, 2015 in 21st Century, Leadership, Management

 

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Improve your hiring techniques by learning from fundamentals of arrange marriages (Part 2)

02 Feb

ArrangeMarriage2In my last blog, I have provided you with a couple of similarities between the hiring process and Indian arrange marriages. Let me continue this conversation by providing you with a few similarities and a few learning lessons.

Take a communal decision: Unlike other types of marriages, arrange marriages are between two families, instead of two people (bride and groom). Unlike a normal first date, most of the first arrange marriage meetings are held at someone’s place, where there is hardly any privacy for “soon to be” bride and groom. At that point, bride and groom are not only vetted by each other, but they are also vetted by their parents and other relatives. So, if there were any compatibility issues to occur in the future, these relatives can chip-in and help them through these tough times. As an employer, we should implement a similar technique while hiring someone. We should try to involve most of the stakeholders during our interviews, so if there were any issues to occur in the future, these stakeholders can help that candidate collectively, instead of saying – “My manager hired him, let him deal with it”.

Have realistic expectations: Most Indian people don’t like to admit it, but it is true. In an arrange marriage, people are settling for love instead of finding an ideal suitor for themselves that matches all of their criteria (or check boxes). Don’t get me wrong, I am not saying that love doesn’t exist between the bride and groom after their marriage. It actually develops over time, at least that is what I have seen through my personal experiences. But the idea that they HAVE TO compromise in the future tends to make their relationships successful. Similarly, if you are thinking of hiring someone, and you are set on hiring the ideal candidate for that particular opportunity, who meets all of your requirements 100% of the time, then you won’t be able to hire anyone. Thus, you need to be realistic when you are hiring someone. Just compare the quality of candidates who have applied for that job, and adjust your expectations accordingly. I am not saying that you should settle for an unqualified candidate, but make sure to hire the right person instead of being set on that ideal candidate who might not exist, or who might exist but doesn’t want to work for you. Focus on hiring an intelligent individual with an attitude to learn, and you will be pleasantly surprised to see their quality of work over time.

Look at sample of work: Have you ever been a part of the first meeting between the bride and groom, in an arrange marriage? I have, and that too, many times. And let me tell you, it is not a pleasant scene. I still remember the day, when I went with my cousin to see his “to be” bride with his family. And the first question that bride’s Dad asked to my cousin was – “So, how much do you make at XYZ company?” It was a complete cultural shock for me, being in the US for years, where people don’t dare to ask anyone’s personal income, even if they are going to marry their daughter to that guy. To my surprise, my uncle even started asking weird questions to the bride to be – “So, what do you normally cook? What clothes do you like to wear at home?” And I was like, what? Really? Is this really happening? Even though these questions were kind of personal, they uncovered very intricate details about both the parties. And later on I realized the importance of these intrusive questions. Similarly, if you are thinking of hiring someone, then you should not be shy of asking them for their work samples. For example, don’t be shy of asking for coding samples of his/her past work, when you are thinking of hiring a software engineer. These samples can give you very helpful information, such as, if the candidate has the habit of following coding standards, how does he/she organize her code, is he/she organized and disciplined in his/her work, etc.

Do you agree? Do you find any commonalities between arrange marriages and the hiring process? If so, please share it with me here. Thanks – Bhavin Gandhi

 
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Posted by on February 2, 2015 in 21st Century, Leadership, Management

 

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Improve your hiring techniques by learning from fundamentals of arrange marriages (Part 1)

19 Jan

IndianMarriageMost of my American friends cannot comprehend the idea of arrange marriages. So, when they see any of my Indian friends getting arranged for their weddings, they always say – How can you do that? How can you marry someone who you hardly know? How can you go through that experience? To those questions, I would say, you have also been through that kind of an experience when you got your first job. Isn’t it? Think about it. How is arrange marriage any different from a job interview?

When you are looking for a job as an employee, or when you are looking for a candidate to fill in for a job as an employer, both of you don’t know each other personally. Even then, the expectation is to meet the candidate (or the company) for 2-3 times, and decide your future on the basis of few conversations that you have had over the phone or in-person. Agreed, some people don’t consider a job as important of a decision as their marriage, even though by hiring someone, you are making them to commit half of their awake life to your company.

Since, we have now identified few similarities between arrange marriages and finding your next ideal candidate, let’s see if we can learn something from these arrange marriages that can help us hire and retain the best talent out there. Following are some of my advice.

Background checks: Even in the information age like today, lot of employers refrain from verifying the credentials of their candidates, and they end up hiring fake people with their dishonest profiles like – Yahoo CEO, Scott Thompson. Instead of hiring these dishonest people, we should spend some time and resources in checking the background of potential candidates, before we even invite him/her for an in-person interview. In arrange marriages, parents/elders always check the background of the bride/groom’s family, before even scheduling a meeting to meet in-person. They often check the references of the family through the grapevine and through the people who know them. We should also do the same, while hiring someone. As their future employer, we should not only check the references that they provide, but we should also verify their credentials through the common connections that we might have through LinkedIn or other sources.

Find a cultural fit: Parents, who tend to chose life partner for their kids, always check for similar backgrounds in bride/groom’s family. In most arrange marriages, people come from similar backgrounds and they share similar values. Often, they share the same religion and similar economic background. Obviously, while hiring someone, we cannot always guarantee that the person that we are going to hire will share the same values as us, but we can do our due diligence through interviews and some social engineering to make sure that their cultural background is similar to our company’s culture.

Do you agree? Do you find any commonalities between arrange marriages and the hiring process? If so, please share it with me here. Wait for my next blog to find out more…..Thanks – Bhavin Gandhi

 
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Posted by on January 19, 2015 in 21st Century, Leadership, Management

 

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What would you ask your employees, if you were given a chance to be an Undercover Boss?

05 Jan

UndercoverBossRecently, when I was watching this show – Undercover Boss, I got to think,  what would I have done, if I had an opportunity to be an Undercover Boss  on the show. For those folks, who are not familiar with this show, please  look at this link here. In a nutshell, this show is about how company’s CEOs  and executives work undercover in their organization, and how they find  opportunities of improvements through their experiences while working as  a normal employee. If I were given an opportunity like this, then I would  focus my questions on the following areas…

The whole picture: When you are in the field or working as a line  employee, you want to find out two most important things about your  employees and work culture, if you want to improve any kind of efficiency  in your business. First, try to understand the depth of the knowledge  people have about your organization as a whole. Second, try understand  what kind of major misnomers are floating around the company regarding  company’s perception and internal processes. By asking questions related  to these area, you will get a rough idea on how educated is your workforce  regarding your company’s functions, and what are some of the wrong  assumptions that are made in their day-to-day work life.

The money flow: Not all employees need to understand all the details in  the 10K (annual report) of your company. I don’t expect an IT Engineer to  understand each and every financial detail about the company, but at the  same time they should have some rough idea on how the business  functions at its core. At least in the IT field, most people have never been  taught how their business works, and hence, they fail to see importance of  some critical decisions that we need to take to keep the business running.  Thus, it is very crucial to ask your employees about company’s financials,  and gauge their understanding on company’s core businesses, and how the  company makes money.

Value of their work: As an executive/CEO, you should always make sure  that your employees understand the value of their work. Then it maybe the  IT Engineer, Janitor, or the field engineer; they should understand that they  play a crucial part in your organization’s success. Thus, asking questions  like.. “How is this job related to company’s overall success?” or “How is  your job making a difference in this organization?” would be very helpful in  understanding employees behavior towards their job, and how they  perceive their work in the bigger picture.

What would you do here? I mean…. what would you ask, if you were given this opportunity? I would love to hear your perspective on this. So, keep on posting. Thanks – Bhavin Gandhi.

 
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Posted by on January 5, 2015 in 21st Century, Leadership, Management

 

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How to make a perfect business plan that appeals to Venture Capitalists (VCs)?

27 Nov

RaiseCapitalForYourBusinessAlthough every small business (or startup) should always have a live business plan, which they can show it to their future investors at any time; most of the businesses don’t have a targeted business plan, which can work for them while acquiring some funding. All of the investors will be looking for a slightly different information about your business. While you can’t make all of them happy with a single business plan, there are some common things that all the VCs firms are looking for. Thus, in this blog I will share with you some basic information that can help you acquire some funding from a VC firm.

Advertise your executive team: In addition to your understanding of the market, your customers, and the problem you solve, most of the VC firms are looking for the leadership team and their capabilities to do the business. They are mostly looking for your leadership team and why are they qualified to execute your idea? Thus, it would be a good idea to provide some visibility into the work history, networks, skills, and any previous successes of your executive team members on the first/second page of your business plan.

Explain your finances: Most of the venture capitalists (VCs) are from some financial background. They are more interested in making their money grow. And hence, your business plan should focus on basic financial questions. If possible, your business summary should answer few questions, such as – How does your business make money? Who pays for the expenses? How much do they pay? And, when do they pay? What are your expected revenues and expenses? How long do you anticipate this round of funding to last? Etc.

Explain your future plans: Most of the VCs would like to know where their investments are going. Thus, you should be ready with the answers to the questions, such as – How much capital are you trying to raise, what are you going to do with it? Are you looking for money to develop your team, for overhead, or to expand? What is your vision for the future? Have you established milestones for the next two or three years? Etc. If possible, outlay your milestones in your business plan itself, most VC firms would like to keep track of those milestones and hold you accountable for meeting them, if they choose to invest in your company.

Have something to demo: Most of the VCs are visual people. And they are most likely looking for a demonstration that can display how your product works. They want to make sure that they understand how your product works as compared to similar products in the market (if any). At the very least they’ll want to see a mockup. Thus, have some kind of a write-up ready, where you can clearly differentiate how your product differs from your competitors. Having some competitor’s products handy can be a good idea as well. In this way, you can clearly differentiate your product features from your competition. It makes it easier for them to visualize the clear picture.

Having a good idea isn’t enough to make your startup up-and-running. I hope, my tips will help you to create the best business plan for your venture, so that you can make your dreams come true. Please share your comments here, if you agree/disagree with my blog.

Thanks – Bhavin Gandhi

 
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Posted by on November 27, 2014 in 21st Century, Leadership, Management

 

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