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It’s ok, it happens to all of us. Odds are, you’ve missed at least one meeting in your life. Whether it was a quick phone catch-up or an in-person heart-to-heart, life can get in the way –unless you’re Bill Gates, who has his time scheduling down to a science.

If you’re the person being ghosted, however, it isn’t always easy to be so empathetic. While you sit there waiting patiently, the minutes tick by as you come to the realization that the other person is a no-show. It is all too easy to allow your emotions to get the better of you.

Instead of losing your cool and damaging your relationships, here’s a good framework for how to proactively avoid being stood up –and handling it if you are.

1.Send meeting reminders.

It’s a poorly-kept secret that most entrepreneurs pack their schedule with so many things that they can’t possibly get them all done –and then forget all the things they actually need to do that aren’t on the schedule. This causes most entrepreneurs to be perpetually busy – and it becomes easy to miss things that aren’t top of mind.

To combat this, you need to make sure that you send a gentle reminder via their preferred communication method (SMS, Email, etc) at a time that is actionable for your meeting. If in-person, send one both the day before, and an hour before the meeting to allow for travel time. If a phone meeting, send one 10 minutes before with the relevant call-in information.

2.Employ the five-minute rule.

If the person has verbally accepted your meeting invitation, whether they actually clicked “yes” on the calendar request or not, you have a reasonable expectation they will appear. Therefore, if you get their voicemail, or they aren’t on Zoom, don’t waste your day.

Wait no more than five minutes for them to call back, or login –or ten minutes for them to show up in person. Any more than that and you’re actively choosing to waste your own time –and risking your emotions getting out of line.

3.Send a polite follow-up.

Now, the best thing to do is to send a quick message apologizing for you both missing each other and suggesting a follow-up. Never place any blame on the other person –it will make things easier to reschedule if they see you are sincerely willing to forgive their indiscretion.

A good template to use is:

Dear [Name],

I’m so sorry we weren’t able to connect. Please check my calendar to find a time that works better for you so we can talk soon!

Me

In many cases, you’ll get an immediate reply to find that the person was either simply running late, had technical difficulties, or honestly forgot your meeting. In any case, by handling it quickly you’ll often be able to get it rescheduled right away, and with minimal difficulty.

4.Know when to walk away.

Sometimes, the reason you’re being ghosted is because they’re really not that into you. If you’re a salesman trying to connect to potential clients, or an entrepreneur trying to talk to investors, you might be doing all the right things and they still never show up.

Look for a pattern –if the person always says they’ll meet with you and then never shows up, they likely never will. Maintain your polite and calm demeanor –remember, it takes 99 no’s to reach a yes. Don’t waste your time on the people who don’t see your value.

With these easy tips you’ll gain precious work hours back –and lower the drama in your work life at the same time!

Have you ever helped someone simply because someone asked you to? Think about any time you may have purchased cookies or candy from a co-worker, or volunteered somewhere that wasn ‘t your idea, or simply gave your time, money or effort in some way to another person.

I’m positive you won’t need to think very hard–we do it all the time. It’s easy to help other people when they are asking for it.

Now, think about the last time you actually asked someone for help. For some people, this will be much harder. We tend to have an aversion to asking other people for what we need–or want–for fear of rejection and the embarrassment that comes with it.

When starting out, Richard Branson realized that running a business required multiple hats. After discovering where he excelled and where he didn’t, he found other people to assist him.

While it seems trite, the fear is all too real. Being told “no” when you’re at your most vulnerable can be too much to bear. However, successful entrepreneurs know one thing above all others: how to properly ask for and accept help. Whether you need to ask for time, money, or resources, most businesses don’t get off the ground without the support of many people.

What can you do to become more comfortable with asking for help?

1. Ask for something that doesn’t matter.

When we think about asking for help, a lot of times we only conceive of things that would be a “huge imposition” to someone else–and then don’t ask because we assume we’ll be rejected. Instead, try to ask for something that someone would likely say yes to, and that if they do say no, it wouldn’t upset you overly much.

If you practice with a few of these, you’ll gain enough confidence to be able to ask for more important things.

2. Be comfortable with being uncomfortable.

I hate asking for things — It’s one of my least favorite things. However, one time when I needed a ride from the airport, I forced myself to ask my friends rather than rely on my usual Uber. What I found was that my friends were more than willing to pick me up–they saw it as a way to spend quality time together, and not a chore.

If you can get over your own squeamishness, you can accept the help others are trying to give you.

3. Be specific in your ask.

Once you have gained a bit of confidence and lost some of your embarrassment, then comes the time to start asking for more important things. In meetings, ask directly for a follow-up. Ask for feedback, next steps–even for information about any competition you might have.

A specific request is much easier to answer.

4. Assume nothing about the outcome.

The most common problem people have with asking is making assumptions about what other people can give them in return. When you’re concerned with a problem, you often have tunnel-vision about how to fix it.

By simply letting people know that you have a need, you may be presented with a solution that you may not have thought of.

If you don’t ask–you don’t get anything. After all, what’s the worst that can happen?

When Angelina Lawton ran communications for the Tampa Bay Lightning, she could never understand how a company with such an exciting product–professional hockey, for goodness sake–managed to be so dull when it came time to pitch potential sponsors.

“We were doing these huge pitches for naming rights with these boring PowerPoint presentations. It felt very stale,” says Lawton. “I kept thinking, we can do better.”

Her frustration spurred her to start a boutique agency, Sportsdigita, whichspecializesin making flashy presentations for pro sports sales departments–“a movie-trailer for franchises” is how she describes them. Nine years later, executives at more than450 teams, stadiums, and arenas haveused her multimedia slideshows, called Digidecks, to sell everything from merchandise licenses to luxury suites, she says.

But now the pandemic haspostponed professionalsports seasons, and widespread protestshaveLawton’s bread-and-butter clients–the sales groups–lying low. To keep revenue growing and her company afloat,Lawton ispivoting to target customers in new fields from financial services to health care.

Work-at-home sales teams at all kinds of businesses must now figure out how to close deals from afar–and they can use all the help they can get.

“Covid-19 has opened up people’s eyes to remote selling and collaborating,” says Lawton. “Our product is perfect for that.”

When Lawton first started marketing souped-up sales decks to sports and events companies, the multimedia opportunitieswere obvious.Looking to sell advertising rights to the billboards in the outfield? Show a star centerfielder leaping for a catch in front of them. Marketing the luxury suites for your arena? Play clips of the games, concerts, and monster truck rallies that clients will be able to see up-close from the box.

In 2016, she decided to focus on the hard part, the software–andbegan selling it as a service sosalespeople could produce the digidecks in-house. The move put her into direct competition with legacy competitors like Microsoft PowerPoint, as well as subscription-based online software, such asPrezi. Even so, since pivoting to this software-as-a-service model, Sportsdigita revenue has grown over 200 percent, to $4 million in 2018, which putthe company at No. 1,993 on last year’sInc. 5000 ranking of fastest-growing private U.S. businesses. It ranked at No. 146 on this year’s Inc. 5000 series Midwest list. Today, 80 percent of the company’s revenue comes from software subscriptions, and the rest fromservices. Clients include the Los Angeles Lakers, the Philadelphia Eagles, and U.S. Bank Stadium in Minneapolis.

Now, with sporting events on hold and tensions high from weeks of protests, high-profile sports teams don’t want to be seen as tone-deaf amid the unrest. Like entrepreneurs across the world, Lawton was forced to rethinkbasic assumptions about her company and customers.

Her company has already made some early scores: insurerMutual of America, Cargill, the giant food conglomerate, and Jostens, the seller of high school yearbooks and class rings, have signed on as clients. They haveexisting libraries of media–salespeople can populate the decks with pre-loaded photo and video options from their ownexisting ads, and then present them in tandem with Zoom calls or other videoconferencing software.

Next, Sportsdigita is planning to add videoconferencing to Digideckas well, requiring new kinds of software expertise and putting the company up against the likes of Zoom.

For Sportsdigita, the new revenue has offset the slump in sports, andLawton says the company is once again on track with its pre-Covid growth targets.And her new clients? Their presentations may lack the same jaw-dropping action of their pro sports counterparts–but their infographics and bullet points are leaping off the screen like all-stars.

As a startup adviser, I am often asked by entrepreneurs about what books will help them start and run their business. No matter what type of business, or what stage you’re at, I suggest you give the following a once-over.

Facts and Fallacies of Software Engineering, by Robert Glass

If your business involves technology, you will interact with engineers as they build your product. In this compendium of case studies, Glass covers the most important things you need to know about building an application–and all the things you should forget–so that your business will start off on the best foot.

Surely You’re Joking, Mr. Feynman!, by Richard Feynman

In the autobiography of Nobel Prize-winning physicist Richard Feynman, you’ll find a surprisingly poignant examination of how the best ideas can come from the most mundane things–and how to find joy even at your darkest moments.

Software Estimation: Demystifying the Black Art, by Steve McConnell

Have you ever tried to estimate a scope of work for a client and been completely wrong, costing you out of pocket? You’re not alone. In this essential work, McConnell lays out practical advice for doing just that–which will help you keep your money in the bank.

Practices of an Agile Developer, by Venkat Subramaniam

When forming a team, first evaluate what you already do well, and then evaluate what you can do better. Here, you’ll learn to think through that process, and how to build your team to adjust to any strengths and weaknesses you might encounter.

Domain-Driven Design, by Eric Evans

If you have a roadmap to build for your company–not just a single project–then you might wonder how to accomplish it without getting caught in the weeds. While a bit technical, Evans thoughtfully explains where you need to maintain focus on all points in the process to ensure you execute on budget and on time.

The Inmates Are Running the Asylum: Why High Tech Products Drive Us Crazy and How to Restore the Sanity, by Alan Cooper

Many entrepreneurs build businesses around things other people build for them, and barely know how their own product works. In this book, you’ll see some of the obvious–and not so obvious–pitfalls to that practice, and how to avoid it.

Hackers: Heroes of the Computer Revolution, by Steven Levy

This is the story of the pioneers of the software industry, and the ingenuity, resourcefulness, and just plain luck that gave us a connected world. It highlights the people who have made sites like the one you’re reading now possible, and commonplace.

My Job Went to India, by Chad Fowler

In this sobering, yet practical, read, Fowler delves into the reasons that companies will use to furlough employees in skilled positions and send them to outsourced providers. Additionally, he gives you 52 ways to adapt and keep your position, or find a better one.

Here Comes Everybody: The Power of Organizing Without Organizations, by Clay Shirky

Have you ever heard “The customer is always right”? Well, with today’s technology, customers have even more power than before. Here, Shirky explains the psychology behind how and why people create grassroots movements online, and how you can harness that power for your own success.

The Art of Deception, by Kevin Mitnick

As of 2019, 43 percent of cyberattacks in the U.S. were aimed at small businesses and only 14 percent had prepared for them. Former hacker Mitnick takes you through a series of case studies of successful hacks and teaches what you need to protect yourself and your business.

Elements of Style, by William Strunk Jr.

If your business involves any type of written communication–be it emails, blog posts, or even social media posts–then you need to have this on hand. It is the ultimate reference book for proper grammar and phrasing of the English language. Even with Grammarly installed, this book is an essential for any library.

How to Speak and Write Correctly, by Joseph Devlin

Many books have been written to give you the tools to talk someone into buying your products–but they’re all derived from this one. In it, Devlin explains how to speak on any topic with intelligence, strength, and conviction.

Things that Make Us Smart, by Donald Norman

It’s all too easy when creating a new product to design something that “does the job” but requires us to change our way of thinking to use properly. Instead, Norman gives a framework to design products that work without needing a new mindset–and shows the greater success that comes with it.

Zen and the Art of Motorcycle Maintenance, by Robert Pirsig

Whether your business is new or it’s been running for years, we all can lose touch with what is essential. In this classic, Pirsig takes us on a journey across America and shows us how to identify and return to what really matters.

Ask any business owner what’s one of the hardest things they deal with and you’ll most likely hear “the customers.” Providing a good product is only a small part of the process — filling and supporting your customer’s needs can take more time and effort than you may be prepared for.

One of my earliest jobs was as a flight attendant. I personally experienced that when customers complain on an aircraft, you need to take immediate action on how to correct the situation, with whatever resources you have at hand.

Once, after a mechanical issue caused an initial three-hour delay, I had a perfect storm for unhappy passengers. I made the decision to offer everyone free snacks and drinks throughout the flight, which initially helped keep everyone calm. However, once we landed at our destination, we had to wait an additional two hours for a gate — in 95-degree heat without air conditioning, and without the ability to stand up, and before the era of smartphones.

My solution? I started a sing-a-long with the passengers. My quick-thinking turned an unpleasant and potentially dangerous situation into a fun anecdote — and resulted in a customer service victory.

Here are some tips on how you can handle potential customer service nightmares with startup resources.

1. Don’t panic.

The best and most helpful advice for handling any situation I’ve ever received was given to me by Douglas Adams in my favorite book, The Hitchhiker’s Guide to the Galaxy.

Whenever you’re faced with any difficulties at all, these two words — “Don’t panic!” — should be your starting point. The less emotional you are, the more rational you will become, and the better you’ll be able to handle what comes next.

2. Evaluate the situation.

Now that you’re calm, you can look around and see what the actual problem is. Mine was having 150 passengers who were in various degrees of discomfort, both emotional and physical. What’s worse, after hours of drinking and eating in the terminal and on the plane, some had to use the restroom and were not allowed by FAA regulations to leave their seat.

At this phase, take in all the information. Acting rashly without a full picture can cause the situation can get worse instead of better.

3. Identify your resources.

As a separate task, you’ll need to list every resource you have available, no matter whether you think it is relevant or not. You are not trying to solve your problems directly at this step — rather, you’re only determining what you have at hand.

On the plane, we had only two bags of ice and had run almost completely out of soda and water because of the free-drinks service. We also had two professional singers on board. After conferring with my crewmates, I also found that they were all willing to risk FAA fines and corporate reprimands to allow passengers to at least stand while the plane was on an active taxiway.

4. Take action.

The first thing I did was explain the situation to the passengers. While we couldn’t let people stand up, we would escort those who asked to use the restroom, and likewise, we would provide drinks or ice. Then, with no other entertainment system on-board, I started singing Beatles songs to lighten the mood. People joined in — reluctantly at first. By the time we got to the gate, they were clapping and laughing and had all but forgotten the heat.

Exceptional customer service begins by taking action and solving the most pressing, immediate issue. You may not be able to provide an answer to the overall problem, but there’s almost always something you can diffuse with the resources you have available to you.

By mastering these steps, you’ll be the kind of company that customers come back to time and again.

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So Your Meeting Attendees Stood You Up Heres Exactly What You Should Do Next.Html

So Your Meeting Attendees Stood You Up. Here’s Exactly What You Should Do Next

If your meeting attendee doesn’t show up, don’t stress. Follow up with these steps.