way from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not re

In tough economic times, raise the bar, change the bait, and find new methods to move your team beyond where it is today. If you are not going forward, you will slide backward. To develop a market advantage when the economy starts to slide, here are a few survival tips to use as a foundation of your action plan.

Engage in Dialogues - Ask Questions and Listen, Listen, Listen

Sam Walton said: "Trust your customers. Go talk to them. They have all the answers, and all the money." When business slows down, go back to your existing customers, and talk to them. In the course of the conversation, you may uncover hidden needs, and suggestions for improvement. Act on those suggestions.

Next, talk with the rest of your important constituents: employees, suppliers, shareholders. Keep them in the loop--and they'll keep you informed as to what's happening in their world.

Eliminate Non-Core Activities - Invest in the Future.

Reexamine your priorities, and eliminate distractions, programs that seemed like a good idea at the time, but are not delivering results and are taking you away from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not rec

foundation of your action plan.

Engage in Dialogues - Ask Questions and Listen, Listen, Listen

Sam Walton said: "Trust your customers. Go talk to them. They have all the answers, and all the money." When business slows down, go back to your existing customers, and talk to them. In the course of the conversation, you may uncover hidden needs, and suggestions for improvement. Act on those suggestions.

Next, talk with the rest of your important constituents: employees, suppliers, shareholders. Keep them in the loop--and they'll keep you informed as to what's happening in their world.

Eliminate Non-Core Activities - Invest in the Future.

Reexamine your priorities, and eliminate distractions, programs that seemed like a good idea at the time, but are not delivering results and are taking you away from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not re

nd talk to them. In the course of the conversation, you may uncover hidden needs, and suggestions for improvement. Act on those suggestions.

Next, talk with the rest of your important constituents: employees, suppliers, shareholders. Keep them in the loop--and they'll keep you informed as to what's happening in their world.

Eliminate Non-Core Activities - Invest in the Future.

Reexamine your priorities, and eliminate distractions, programs that seemed like a good idea at the time, but are not delivering results and are taking you away from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not re

ou informed as to what's happening in their world.

Eliminate Non-Core Activities - Invest in the Future.

Reexamine your priorities, and eliminate distractions, programs that seemed like a good idea at the time, but are not delivering results and are taking you away from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not re

way from your core. Build expertise in the things which drive your business. Even in downturns, invest in R&D, so you are ready when things pick up.

Don't cut your culture. Company training, and team building will sustain you when things get tough. Your culture will not recover easily, if it is not maintained in tough times. If you have to reduce your staff, be sure to recognize the efforts of those that remain.

Visualize the Future - Then Create a Plan to Get There!

Ask yourself what you want your business to look like when the recovery comes. Drvie towards that outcome. And share the vision with others, so they can help you arrive at your destination.

Follow you instincts and do what you already know is right -- only this time, really do it. Don't just talk about change, do it. Make the tough calls and change things which do not work!

Believe in your own business. Remain positive and focus on what you do well. Your attitude will be contagious. If you believe things will turn around, your team and your customers will as well.