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attract customers online. The rise of the "knowledge econ- omy" and its need for deep specialists means that you don't have to be a partner in a large law or accounting firm; you can be a "super temp" and move from client to client on contract. For some, it's exhilarating to be free from corporate hierarchies. But being your own boss isn't freeing if you're not good at motivat- ing yourself, finding new business, using social media to market yourself, or man- aging cash flow. Lots of skilled workers hang out their own shingles and then go bust because their occu- pational skill isn't enough; they fail at business manage- ment. According to Census data, some leading nonemployer sectors include real estate services (sales, leasing and property management); ground passenger trans- portation (think taxi-style services); truck transporta- tion; and personal services (such as barbers, beauti- cians, laundry services, pet care). The bureau also men- tioned service niches including construction; equipment and machinery repair; technology consult- ing; advocacy (such as lob- bying or grant writing); photofinishing; parking; religious activities; and other personal care, includ- ing health care, elder care and death services. Many industry subsectors now have freelance support groups to help people net- work and run their inde- pendent businesses. Some have chapter meetings. Some provide education online. Some chambers of commerce, independent business associations and community colleges offer self-employment seminars and other business educa- tion courses. It's always possible that a market simply doesn't exist for what it is you'd like to do. But if your self employ- ment is well researched, you must have or develop the above-mentioned skills. You won't make a sufficient living if you don't know how to sell yourself, price your services competitively, and get paid. And, on the personal side, know whether you crave the collegial contact of co- workers or can be happy going it alone. 2 GREATERmilwaukeeJOBS • June 4, 2015 boss . . . from page 1 Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. What to do when team doesn't take to your leadership By Liz Reyer Tribune News Service (TNS) & A Q Q. I was hired to lead a team that had been a self-directed work group. The people are all experienced professionals, but there were issues with providing a consistent experience for our clients. They're not taking well to my leadership – what can I do to get them on board? A. Honor their experience and contributions, while also setting clear expectations. THE INNER GAME Set yourself up for success by setting a clear vision for the team. Can you articulate what you hoped to achieve when you took the position? How about what your boss wanted when you were hired? Get specific about the perform- ance of the self-directed team. It's important to understand the weaknesses, which motivated your firm to hire you. For each aspect that was an issue, consider solu- tions. Then give thought to rea- sons your team members may resist these solutions. Understand the team's strengths, too. If you can continue to give responsibility in areas that were previously successful, you may reduce resistance to other changes. Evaluate the approaches you've used as you ramp up in your new role. If you came in with a club, you probably didn't create any allies. Or, if you came in too con- ciliatory, you may be perceived as weak. Either way, members of the team who may have been open to change may be disappointed in the experience so far. Don't just rely on your self-perception; also talk to your boss or colleagues outside the team to get additional feed- back. Also consider finding a neu- tral person to interview all team members about the team - past, present and future - so you have objective information to build on. THE OUTER GAME Start with individual conversa- tions with your team. Encourage them to be candid about the new direction – your job is to be an open listener so be careful not to shut them down. Be clear and direct yourself, as well. If they are breaking new processes or resist- ing change in ways that damage the team, share your concerns. But put most of your focus on getting their ideas on the strengths they bring and the best solutions. Because the concerns are team level, bring the situation to the team, laying out your perceptions and challenging them to step up to create a dynamic, mutually sup- portive, and successful environ- ment. If you've done a team assessment, share the overall results, being careful to protect individual privacy.You might want to start with a relatively brief ses- sion to tee up a longer-term agenda for change, and for estab- lishing roles and responsibilities that each person or small groups can take on.Then move to a more extensive off-site meeting to settle on plans and approaches, and set up ongoing discussion to keep change on track. You may find that some folks are not willing or able to get on board with the new approaches. If build- ing on their strengths and provid- ing other support doesn't work, be firm on holding them account- able. The team they were hired into is gone, and they may wish to find a new opportunity that's a better fit. THE LAST WORD Combine accountability and cel- ebration as your team jells in a constructive new way. A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 38 June 4, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays DEAR CARRIE: I have worked part time at a printing company for about 20 years. I was a regular hourly worker until about eight years ago, when the owner announced that everyone would become an independent contractor. Despite that, I still have to punch in and out, and I continue to get paid time off, including two weeks of vacation and five sick days. Over the years, the company's sales have slowed, and sometimes I wouldn't get paid every week. A few years ago, the company was as many as six weeks behind on paying me. In Janu- ary the problem started again. After two weeks of getting no paychecks, I had enough and told the company I wouldn't work until I got paid. The owner finally paid me but said he wouldn't call me back to work until things picked up. It is ƒnow June, and I am still not working. Am I eli- gible for unemployment benefits, and, if so, did I wait too long to apply? Or am I ineligible because I am an independent contractor? – Benefits Status DEAR BENEFITS: The key ques- tion regarding your eligibility for benefits is whether you are an employee or the opposite - an inde- pendent contractor. "Qualification for unemployment benefits depends on whether there is a true employer-employee relation- ship," said Sheree Donath, a partner at the law firm Cory J. Rosenbaum see CONTRACTOR . . . page 6 'Contractor' not so independent; may be eligible for unemployment Help Wanted: By Carrie Mason-Draffen Newsday (TNS)

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