Get on your soap box and preach. Putting your thoughts in writing as we suggested in Key Idea #2 and clearly defining your company's intellectual property is the first step to teaching. We give you permission to print this study guide and the transcript and use it in a training session you could do with your employees. Ask employees how you all might best approach teaching customers and suppliers about these ideas.

You can purchase a copy of the show on DVD for just $15 by sending an e-mail to Hattie@SmallBusinessSchool.org. You can purchase dozens of copies and give them away to employees to take home to share with their families and you can give them to customers and suppliers. Let's get the message out that ideas are the engine of this economy and as long as there are people who think stealing an idea is not wrong, we have to keep preaching because this criminal behavior will bring our growing economy to a halt.

Topic for Discussion: Why is education more powerful than litigation for most of us?

Answer: First, we can afford to do it. Second, there are more casual thieves than professional thieves and the casual ones need to be taught and reminded about these ideas. Since everything was free on the Internet at the inception, we all have a lot of work to do to reel in the renegade behavior. There is an entire generation, and some of them are working for your right now, who think that everything on the web should be free. They are wrong and we can be part of an army of truth that calls this bad behavior to account.

You think about it: Who can you pass this message to? When will you do it?

Every business owner in our library has learned that the people they must be taught and taught constantly. Peter Drucker, the 20th century's greatest business writer and philosopher, predicted at the end of World War II that the American worker would become a knowledge worker. Drucker also said that most people learn most of what they learn in life at work. What then are you teaching the people who work around you? Do people have to be taught right from wrong today? Is that one of your new tasks as a business owner? We say yes.

Topic for Discussion: How does a business owner go about teaching business ethics?

Answer: The same way we teach any skill or topic. Tom Gegax, who built a business from zero to $200 million in sale,s saw himself not as the founder or CEO but as the coach and teacher. Tom says that teaching should begin with setting expectations. Second, we need to give employees a reason to learn. Third, give them the information and fourth, provide them with positive feedback as they use the new information.

You think about it: How would you implement the four steps to teach ethics?

NOTE: Our editor, Marcia Kern, has been a teacher since 1974. She offers these teaching tips:

• Most people are visual learners; therefore, have instructions and procedures written down so they can refer to them often. Someone still needs to demonstrate and explain each new task.
• Teach the tasks a few at a time. Try not to overload the new employee. Give plenty of opportunity to practice each task or skill before moving on.
• Explain why procedures are what they are. Try to include the greater context in the teaching time so the employee will see the "big picture."
• If possible, eliminate distractions during training.
• Be prepared to repeat your instructions. People take more or less time depending upon the skill and experience of the individual.
• Remember, the average person takes 8 repetitions to acquire a new skill. Remember, some people are faster with some tasks and slower with others. Keep the teaching tone "light" and informal. People learn better with less stress.
• Instead of asking "do you have any questions?" or "do you understand?" ask "What questions do you have?" Encourage questions, especially when the "learning curve" is high.
• When pointing out errors, try to focus on one area at a time. If you tell the employee everything he/she is doing wrong at once, he/she may become anxious and not be able to listen as well.
• Praise often.
• Check in with the new employee often at first to make sure he/she is performing satisfactorily.
• Make sure the new employee has someone (or more) to whom he/she can ask for re- teaching or further explanations.
• Inform the employee on what basis he/she will be evaluated.
• Keep your patience and your sense of humor.