Here are four tips for how to do right:

1.Be proactive. Nip issues in bud and avoid messy interpersonal tangles that result from neglected communication. Meeting with employees on a monthly or quarterly basis instead of annually, for example, conveys, "Your success is important to me, so I want to be accessible to you."

2.Be specific. It’s never easy to provide negative feedback regarding someone’s work, but as a leader you can’t avoid it. Be as clear as possible when providing feedback (both positive and negative). Give specific examples that illustrate your points.

For example: Instead of saying, "Your attitude is bad" or "That didn’t work," you might say something like, "When you miss deadlines, then cross your arms and look away when I discuss it with you, it gives me impression that you don’t care about quality of your work. I’d like to believe this isn’t true. Can you help me explain this better?"

3.Develop a progress plan. Be clear about specific changes in behavior that you expect in a specific period of time, and follow up as scheduled.

4.Link employees’ performance to organizational goals. Reinforce value of your employees’ contributions by giving specific examples of how their work and positive behaviors serve organization and its customers.

If you are not doing these things, why would anyone else in your organization do them? Craft a performance appraisal process that encourages truth or consequences.

Judith Lindenberger MBA has a distinguished career in human resources consulting and is recognized for her innovation and excellence. The Lindenberger Group, LLC provides results-oriented human resources consulting, organization development, customized training workshops and personal career training to help individuals and organizations improve their productivity and performance. Contact them at 609.730.1049 or info@lindenbergergroup.com or www.lindenbergergroup.com

I also spent a lot of time creating processes to make my business run like a well-oiled machine. I have processes for making sales calls, following up, writing proposals and evaluating results of work I do.

In addition, two wonderful students contacted me this year, both of whom wanted to work with me as interns to learn my business and to help them with their careers. Having two interns adds supervisory and coaching time, but their ideas and enthusiasm has paid off. In fact, my business tag line, Know-how. Right now, came out of a meeting in which three of us reviewed my marketing plan.

At a networking meeting, a colleague suggested that I consider joining Women’s Business Development Center. After looking into it, I had my business certified as a women’s business enterprise. In addition to meeting other women business owners, I gained access to a member directory of businesses that are interested in doing business with women business owners.

For me, biggest risk of starting my own business was financial. I went from a steady paycheck to a roller coaster ride of payments. Before starting my business, I sat down with my family and asked for their support to ride out slow months. My husband and youngest child were supportive; my teenager who loves new clothes and CDs, etc, needed convincing. But since my teenager is just a few years away from college and making her own career decisions, I see my move as a way to show her how to live your dreams.

The rewards are significant. I am passionate about what I do. For all every business decision, I get to decide. My newfound freedom has unleashed my creative talents. And there is new meaning in what I do. My advice after my first year: If you are passionate about a business idea, knuckle down and go for it!

Judith Lindenberger, Principal, The Lindenberger Group, can be reached at 609.730.1049 or info@lindenbergergroup.com. Learn more about how The Lindenberger Group can help you or your business at www.lindenbergergroup.com