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    Why try factoring

     

    When you engage in factoring or selling your accounts receivable, you're accepting less money for an asset than you might expect to get for it. But there are great reasons for factoring and here are 10 of them: 1. The ready cash you'll get by factoring will help your company to grow. If you have $2000 ready cash in the bank, but you've invoiced for $100,000 down the line this will lead to $75,000. Think about it: the ability to hire more necessary staff, buy needed equipment, and have stock on hand could make a real difference to your business. 2. Ready cash can help you pay your suppliers sooner, helping you negotiate discounts and have a larger credit line than you had before. 3. Factoring your current invoices gives you the capital to take on large, deadline-oriented contracts and orders that you'd otherwise have to pass up because of slow cash flow. 4. Those large accounts are worth money. Having cash on hand now allows you to offer longer payment terms to the new large accounts. 5. Out of marketing comes business. With ready cash you can get from factoring, you can buy billboards, newspaper and radio ads, and even have direct mail campaigns for those timely marketing campaigns. 6. If you've invoiced too much and now are finding yourself in a cash crunch, factoring will help you to meet your current expenses right away, reducing the chance of not being able to pay your bills. Nothing is worse for your company than not meeting payroll; you lose your best employees, and the ones who stay are probably going to be seeking other employment. 7. You can improve your balance sheet with working capital without incurring debt. 8. Pay off limited lines of credit, or lines of credit that are costing you too much in interest and fees. 9. Factoring out slow debts allows you to skip the unpleasantness of making payment collection calls; instead, the factoring company does this for you. 10. If you factor out part of your accounts receivable, the factoring company will give you a free analysis and comparison of what payment terms and credit amounts your customers really qualify for. This is invaluable information for conducting business in the future. In addition to these ten great reasons to try factoring your accounts, there are a few reasons never to factor your accounts. If you're concerned about late and slow payments without a good reason such as; you've given a thirty-day due date to someone and they take forty days to pay, then factoring is not a good idea. Instead, you should change your business practices to give a shorter due date. If you think your customer won't pay, factoring their invoice out is dishonest, and will win you no points with a factoring company. Do you really want to ensure you have a bad reputation with people who trust you with a large amount of their capital? If you're in a dispute with a customer and you decide factoring out your invoice is a way out, you're wrong. The customer could simply refuse to pay the factoring company and then sue you, or worse, tell everyone else what a horrible company you run. Face your disputes head on. If you are dissatisfied with the customer, don't do business with them again. Factoring to sustain a non-profitable business without some hope of profitability in the future is a sure way to drive your self into bankruptcy. Instead, you should let your business die a dignified death. Factoring so that you can remove cash from your business is a bad idea, akin to taking out a dozen credit cards so you'll have money now. When you engage in factoring, you're essentially agreeing to a profit loss; you should only do this if you stand to make more money in the long run.

         
    Why would anyone do that in my meeting

     

    Imagine that you open a meeting by saying, "We need to talk about the budget." And someone says, "I named my dog Budget because he's too big." After the laughter subsides, you wonder why anyone would make such a silly remark in your meeting. And this leads to a larger question: Why would anyone misbehave in a meeting? Everyone knows that misbehavior can ruin a meeting. It wastes everyone's time and squanders the opportunity to produce useful results. Here are some possibilities. 1) They're uninformed Many people do not know how to plan, conduct, or participate in a meeting. They think that gathering people in a conference room represents holding a meeting. They believe that planning is unnecessary because they expect everyone to arrive with a common agenda. They think that hosting a discussion actually leads to useful results. These well-meaning attempts at holding a meeting are so counterproductive that they can appear to be misbehavior. In addition, a bad meeting irritates others, causing them to retaliate with misbehavior. Better: Show people how to plan and conduct meetings. Teach them how to use process tools that help people make methodical progress toward results. Schedule a workshop that shows people how to plan and lead meetings. 2) They're bored Many meetings occur with a few people talking while the rest watch. When this happens, the quiet participants entertain themselves by daydreaming, starting side conversations, or working on other tasks (such as preparing lists of things to do once the meeting finally ends). People with extensive experience in bad meetings have learned how to feign credible interest while being mentally absent. Better: Plan activities that involve everyone. Avoid relying on discussion for your meeting because it allows the more vocal attendees to dominate. 3) They're mad People can be mad for many reasons, such as they feel trapped in an unplanned meeting or they disagree with the results being obtained. They could also feel mad if others are preventing them from participating. People know that a meeting without an agenda will waste their time, and they resent this. For example, a man once told me that he and his friends would "sandbag" any meeting that was called without an agenda. They made inappropriate comments, introduced distracting considerations, and asked pointless questions. Of course, they acted with such professional sincerity that it seemed that they were being productive instead of disruptive. Better: Always prepare an agenda. Always contact key participants before the meeting to explain their role and to check if they are prepared for the meeting. 4) They disagree Meetings are an excellent activity to resolve disagreements. However, if people disagree with the issue, the process, or the results AND are unable to exert influence, they will rebel. This rebellion will appear as misbehavior in the meeting or (worse) sabotage after the meeting. Better: Use process tools in the meeting that involve all of the participants. Always contact key participants before holding a meeting on a controversial issue. Use these conversations to listen to their views, explain the goals for the meeting, and promote your intent for a fair resolution. Make sure that you seek a "Both/And" result instead of an "Either/Or" result so that everyone gets what they need. 5) They misunderstand Sometimes people misunderstand expectations. For example, an executive was surprised by the negative comments, ridicule, and hostility that occurred during his first staff meeting with a new group. After some investigation, he learned that his predecessor openly criticized and ridiculed people. Thus, this was the behavior that the staff had learned to emulate. The executive fixed this by a) stating new expectations, b) coaching key offenders, and c) setting an example of respectful conduct. Better: Cultural management is a primary leadership responsibility. Demonstrate the type of behavior that you want for productive meetings and provide private corrective feedback to those who misbehave. An effective meeting is a team activity conducted by a fair process that involves everyone. People respect this approach and will make positive contributions because they know that such a meeting represents a good use of their time.

         
    Why would anyone hold a bad meeting

     

    Pssst, want a stock tip that will make you rich? Okay, here it is: phone a public corporation and ask to speak with the CEO. If someone tells you that the CEO expects to be busy in meetings for the next six hundred years, call your broker and sell the stock short. Why? Any company unable to manage an activity that should last an hour is on its way down the financial tubes. Surveys show that companies waste an average of 20% of their payroll on bad meetings. And that’s just the beginning of the problem. Meetings keep people away from the tasks they were hired to perform -- tasks that make money for the company and keep the business ahead of the competition. In fact, if people waste time in meetings, you can conclude that they are doing the wrong thing while they are in a meeting. Although it’s true that senior executives spend much of their time in meetings, you can bet that a business is in trouble if their meetings are out of control. Top executives should use meetings to develop, review, and revise strategy. If they spend their time just talking about stuff, then they are goofing off on the job. Since bad meetings are so wasteful, you may wonder why anyone tolerates them. Unfortunately, many business leaders think that their meetings are just fine. They even believe that they’re experts at holding effective meetings. For example, when I phone companies to ask if they would be interested in improving their meetings, I sometimes encounter an assistant who assures me that the executives believe that they hold wonderful meetings. Then the assistant snickers, coughs softly, and regains enough composure to state that they don’t need my services. At this point the assistant sounds like someone on a sinking ship who is throwing a life jacket into the water. And that must make you wonder: why would any intelligent person hold a meeting that wastes everyone’s time and produces nothing. There are easy answers such as 1) they don’t know that their meetings could be effective, 2) they don’t know what an effective meeting is like, or 3) they don’t know how to hold an effective meeting. But what about the rest of them? That is, what about all of the executives who know how to plan and organize and run an effective business, but still hold bad meetings? Let’s dig deeper. These executives actually want to hold bad meetings because they prove to be useful. Here’s how. 1) They provide refuge. Bad meetings provide a sophisticated form of executive busyness. Some people find this useful because it keeps them from having to work on difficult tasks such as planning, coaching, learning, and communicatingpared to these difficult tasks, sitting in a conference room is easy. In fact, it is so easy that a six-year old could do it, assuming you could convince the child to stay inside for such a pointless activity. Better: An effective meeting is business activity where people work together. 2) They avoid responsibility. Bad meetings never end with decisions, which means that no one ends up being held responsible for doing anything. Some people find this useful because responsibility implies accountability and accountability requires results. Thus, without responsibility there is no failure and everyone appears to perform well. This masks poor performance so that everyone continues to receive raises and promotions, even when they accomplish nothing because (you guessed it) they spent all of their time sitting in meetings. Better: Effective meetings produce decisions that someone is responsible for implementing. 3) They provide excitement. Bad meetings feature all of the elements of a good drama, such as conflict, tension, and pain. For example, the participants deliver self-aggrandizing reports, denigrate their colleagues, and engage in politics. Some really terrible meetings play out like pathetic battlegrounds with verbal gladiators battling for favors while the boss watches. Better: Effective meetings occur in a safe environment of respect. 4) They serve food. Bad meetings become an enviable executive perk when they provide snacks, coffee, and (sometimes) meals. The attendees then use eating to offset the boredom of having to hear meaningless discussions. It also saves them the expense of having to buy food. Better: Meals should be a separate activity used to build relationships and (sometimes) rest. 5) They entertain. Bad meetings resemble a party. People tell stories, trade jokes, and argue over trivia. Some meetings feature comedy performances by the office fool. Others feature humorous belittlements by the office bully. And if neither of these occurs, the absolutely unbelievable discussions amaze and entertain everyone. Better: Effective meetings use process tools to make methodical progress toward results. All of this shows why the type of meetings held in a company should be of major concern when making investment decisions. If the executives need to learn how, that can be fixed by scheduling a workshop. Then you might consider investing in the company, after they complete the workshop. If, however, the executives hold bad meetings to avoid fundamental leadership responsibilities, you should seek other investments.

         
    Why your projects are not being completed

     

    : Here are 5 common reasons why your projects are going over schedule, over budget, and generally under expectations of quality. 1. Overextending on your resources: Or simply doing more than what your resources whether it be in finances, human capital, strategic partnerships, time, etc. 2. Micromanaging: Instead of lookin` departmental communications. 3. Lack of strategic vision, feature-creep, too tactical (putting out fires, playing catch-up vs how to sustain long term competitive advantage) 4. Eating an elephant whole: no matter how well thought out the project is, the individual pieces may be perfectly executed on time and on budget but then it's impossible or extremely difficult to integrate the pieces. Instead it is probably a better idea to chunk out the projecs to produce measurable results such as described in the "rapid results initiative" where specific quantifiable milestones are set, and once reached can be either built upon or scrapped depending the the goal discovery process. 5. Poor communication between cross-functions: Bureaucracy is part of the game, get used to it, or better yet, learn to be a better communicator and have not just let the marketing or engineering head decide on the project requirements but set aside time to get insight from all constituents and stakeholders. The untold story, beyond financial losses Not only do failed projects cost time and money, sometimes amounting to several years, and millions of dollars. But it demoralizes all the stakeholders to the project, especially the frontline employees and managers that had direct reign and input into the project. As has been quoted in the media and surveys, the majority of projects fail to meet expectations or even sustainable results. Therefore an improvement in the knowledge of the field of project management is perhaps the bare minimum in advancing one's career, or business success in this high paced environment.

         
    Will you be a good manager test yourself

     

    Manager means to manage any work or an organization. To manage is not that easy. Imagine the size of some of the large organizations. Their turnover exceeds GDP of many countries. But the companies have to be managed effectively and efficiently and good managers are needed to do that. It applies to self-run businesses. If you don't know how to manage your business, it will suffer. How to test yourself and know if you are a good manager or whether you have the qualities to become a good manager? Let us find out. What are the qualities of a good manager? Let us summarize. To know the goal of the organization and to achieve those goals with minimum resources and maximum effectiveness is the first goal of any manager. If the primary goal of your company right now is to increase sales, irrespective of profits, you have to do that with given resources. If the goal is to increase profits, you have to do that by cutting costs, improving sales, raising prices, and improving employee effectiveness and raise profits. The quality that is most important for a good manager is skill and knowledge. Unless a manger has skill to perform a job, nothing will work. The second important quality is focus. A manager should be focused to the goal of the company and his/her every action should go in that direction. All such sub skills as Time management, Human resources management, Marketing, Production and purchases are part of the larger goal. Each of these has to be made more effective and efficient. One important factor that at times overrides all others is vision. What is the vision of the manager about the organization? How does the manager look at the future and what is larger game plan? These are very important to formulate policies, which will satisfy the goals of the organization. No organization is static. It is a dynamic mix of many forces that has to be managed to move in a single direction. The test of a manger lies in doing this. Test yourself against all these requirements and find out the strengths and weaknesses. Once you know your weaknesses, you can work upon them and improve your performance. Try some quizzes from the Internet on Business & Career and try answering them. The tests will help you greatly in finding out more about yourself.

         
    Without workforce planning your organization could become extinct

     

    : Workforce planning is a key workforce management step for long-term survival in a situation where workers are aging or leaving, and business environments are constantly changing. You need to replace over aged workers and workers who leave. You also need to adapt to new business environments by getting people with needed skills. Workforce Planning Goals Existing workload determines current workforce levels. So the first step of workforce planning is to assess this workload, its skills set composition and location requirements. To assess this requirement, you answer the following questions:

    • What kinds of skilled workers do you need to achieve your organizational purpose?
    • How many persons with each kind of skill are needed to achieve targeted performance levels?
    • Where would these persons be needed - geographically and departmentally?
    Answering the above questions is only the starting point of workforce planning. A complete plan would also identify the strategies needed to get the people required to man your workforce, and to keep the people with you. For the longer-term, you need to estimate:
    • The number of workers who would retire or leave and have to be replaced
    • Additional numbers of differently skilled persons who would have to be added to meet expansion needs
    • Likely developments affecting your business and the likely changes in the number and composition of your workforce under the new environments
    Workforce planning is a continuous process that needs to be updated as the requirements and forecasts change. Implementing the Workforce Planning Process The key requirement for successful workforce planning is to get your managers to understand the significance and key importance of workforce planning. Without their active involvement, you cannot expect to develop realistic plans that are affected by diverse factors. Create a workforce planning team consisting of employees from different departments, with required knowledge and interests. Define the team's role and responsibilities. Use modern software tools and planning systems to speed up the processes of data collection, analysis and generating preliminary plans. These can then be human-reviewed for fine-tuning. Start carefully with a smaller scope, review the processes, get feedback and improve the effectiveness of workforce planning exercise. In the case of large enterprises with geographically spread operations, the workforce planning exercise should be decentralized and the unit plans should be consolidated. Workforce Recruitment and Development Strategies Workforce planning is not just an exercise with numbers, though numbers are important. You have to look at the labor market and competitive conditions, and develop strategies to attract and retain the kind of workforce you need. Think through the policies and practices you need to attract and retain talented people. Build your brand as a good place to work in. Create working conditions and a managerial culture that would make your people want to remain with you. Spell these out and include them in your workforce plan. Conclusion For organizations to survive in the long term, they must be able to attract the right kind of talented persons and to keep them. Workforce planning helps you to assess your people needs, in both skill sets and numbers, and start developing and implementing strategies and policies to attract, develop and keep the kind of workforce you need.

         
    Work life balance and workforce management

     

    : Individuals face demands on their time from work and life requirements. If they cannot balance the requirements, it could mean an unhealthy life or unemployment. Work-life balance has become an important topic of study and discussion because of its impact on public health and business results. Public health is affected as high-pressure work demands can lead to stress-related illnesses. The situation is aggravated because work can affect the way one lives, and unhealthy life choices are all too common. Business results are affected because stressed employees are poor performers and unhealthy life choices lead to greater incidence of sickness absences. With both governments and businesses interested in the issue, work-life balance has indeed become a center of considerable attention. How Work Can Affect Life A healthy life requires attention to important life areas such as family, children, friends and hobbies. A high-pressure work situation and time spent on commuting can eat into the time available for workers to attend to these areas. As a result, these important areas tend to be neglected. Job security has also suffered with changing trends in industry. Information technology and competitive pressures have led to the practical disappearance of the earlier phenomenon of lifetime employment with one employer. Employees are generally looking for better opportunities while employers might be seeking ways to reduce costs by replacing employees. Both these lead to frequent job changes and even to re-locations, adding to the stress and pressures faced by employees. Add to these the stress of constant technological changes and the need to learn new things, and you get a future-shocked generation. Results of Unbalanced Work-Life Situations Rise in workplace violence, increase in levels of absenteeism and rising trend of workmen's compensation claims have made employers keenly aware of the need to attend more to the work-life balance of their employees. In the personal lives of employees, inadequate time for family life and parenting lead to marriage problems and a generation of children increasingly addicted to harmful substances and ways of life. Pressures created by the work situation are also affecting health and sexual lives. Achieving Better Work Life Balance Personal ambitions, a consumerist culture, an emphasis on "work-ethic" to the neglect of personal lives and the time squeeze caused by the demands of work, commuting and personal affairs are all contributing to the upset work life balance. Remedial measures need to focus on certain key areas, including in particular:

    • Personal training to focus employee attention on the important things for a healthy life of fulfilling relationships
    • Employers realizing the benefits of helping their employees find a work-life balance, through training programs, flexible working hours, and other measures
    Studies have indicated that by allowing some degree of control for employees to choose when, where and how they work, employers can realize significant business benefits. Conclusion When demands of work leaves little time for important areas of life like family, children, friends and hobbies, work-life balance gets upset. The result can be felt in employee health, levels of stress, marriage, problem children, low work performance, absenteeism and so on. Achieving better work life balance requires both employee training and employer orientation changes.

         
    Work efficiency are employees really overworked

     

    The Statlook system’s unique function is tracking the company’s computer usage mode. A wide range of cross-sectional reports illustrates the users’ activities in each period of time and in the context of used software. By means of the Statlook system you can practically control all employee activity, beginning from the registration of Internet site visits, through the usage of each application and documents opened statistics, control of software installed, as far as the ability to view the screenshot and counting the keystroke rate. Miscellaneous reports present very clearly which applications were used most often as well as which of them and for how long were in the foreground. On one hand, it allows you to assess the applicability of software installed, and on the other hand it may be the basis for assessment of employee commitment in completing his tasks. Statlook then combines two functions: it allows you to use your application licenses rationally and significantly enhances office labor efficiency. Normally, the first tangible results can be noticed right after the implementation of Statlook. The employees' awareness of the presence of the Statlook system on their computers is enough to obtain measurable effects within a very short period of time. Many non-productive activities will be reduced drastically as soon as Statlook is installed. Due to its reasonable price, universal appeal and operating ease, Statlook gains popularity in Europe and the United States. The number of the companies that apply this tool exceed 5000 at present. An internationally operating company A plus C Systems is now creating its authorized partner system. Negotiations are conducted with several leading IT companies, among which are software resellers, network integrators, and hardware providers. They are engaged in implementing safety procedures as well as Software Asset Management. By the end of the year, A plus C Systems intends to gain 50 partners all over the world, offering them very good business conditions as well as full technical and commercial support.

         
    Workforce management policies to keep skilled people

     

    : You might be able to attract people with high value skills through a well-presented ad. However, to keep them with you, your organization must have put in place workforce management policies that make these people want to continue with the organization. The policies must fit in with the organization and the place where it is located. If the policies are incompatible with the existing organization and place, they are likely to remain just book policies that will not be implemented in their true spirit. We look at some standard workforce management policies that can create an environment that make people want to remain with you. Organizational Culture: We mentioned how the organizational environment affects the policies that can be implemented in their true spirit in an organization. You could consider creating an environment that would facilitate the development of your workforce into a cohesive team of achievers. Basically, what you try to do is to create an organizational culture where people tend to help each other rather than blame or hinder each other. Induction Training: Help new employees to quickly become a productive member of your team through an effective induction process. Introduce them to other team members and help them absorb your organizational culture, and to become familiar with the ways of working in your organization. Clear Goals and Roles: Develop job descriptions that indicate clearly what team role each employee should seek to play, and what goals the person should seek to achieve.

    Goals Aligned to Higher Level Goals: Carefully align employee goals with the team goals, which are aligned with successively higher level goals culminating in overall company goals. That way, the employee would find it easy to contribute in a meaningful manner, and be rewarded accordingly. Work Environment: Arrange workstations, facilities and tools that help employees perform without undue stress. Uncomfortable workstations, high noise levels, having to find needed tools yourself, and so on are stressful and make employees look for better places to work in. Credible Performance Measurement and Reward Structure: One of the best motivating factors is being recognized and rewarded for good performance.

    The performance must be measured in a way that the employee can understand clearly. Good performance, which can also be measured in terms of contribution to team effectiveness, should be rewarded consistently and without discrimination. Skills and Career Development Options: Each employee should be able to develop his or her skill, and a career development path should be open for his or her progress in the organization.

    A certification program can add to the attractiveness. An Effective Mentoring Program: A mentoring program that helps each employee achieve personal and company objectives should supplement the above. The mentor would try to help the employee meet company expectations in a way that also meets personal expectations. Conclusion Carefully developed workforce management policies that would fit in with the organization and the place where it is located could pay high dividends. Your organization would then find it easier to attract the right kind of people, with the right skill set that you need. More importantly, you would find it possible to retain these skilled employees in your organization. We looked at standard workforce management policies that can help you develop a highly motivated workforce in your organization.

         
    Working time directive issued by the council of the europen union

     

    : The Council of the European Union issued the European Working Time Directive in 1993. The directive seeks to ensure a better level of protection of the safety and health of workers, at the same time avoiding administrative, financial and legal constraints that could hold back the creation and development of small and medium-sized undertakings. The directive regulates the minimum rest periods, shift working patterns and other miscellaneous things. The directive asks member states of the European Union to take measures to ensure compliance with the provisions. Minimum Periods of Rest The minimum periods of rest seek to protect the health of the employee.

    • DAILY: A minimum of 11 consecutive hours of rest in a 24 hour period should be ensured
    • BREAKS: Where the working day is longer than six hours, every worker should have specified periods of rest of specified lengths. The rest periods can be negotiated at organizational or industry level or legislated
    • WEEKLY: In addition to the 11-hour daily rest, each employee is entitled to a rest of 24 consecutive hours in a week
    • MAXIMUM WEEKLY WORKING TIME: Average working time for each seven-day period should not exceed 48 hours, and can be agreed upon through negotiations or legislated
    • A minimum of 4 weeks annual leave, that cannot be cashed out except on termination, should be granted to each employee
    Night Work and Shift Work
    • NIGHT WORK: Normal hours of night work should not exceed 8 hours in a 24 hour period. Where the work is hazardous, night workers should not have to work more than 8 hours in any 24 hour period
    • HEALTH ASSESSMENT: Night workers are entitled to a free health assessment before they are assigned to night work, and periodical assessments at regular intervals thereafter. If a night worker suffers health problems because of night work, the person shall be transferred whenever possible to suitable day work
    • GUARATEES FOR NIGHT-TIME WORKING: Where employees face safety or health risks linked to night-time working, certain kinds of guarantees should be provided
    • NOTIFICATIONS: Employers who use night-working regularly should notify competent authorities if they so request
    • PATTERN OF WORK: Where work is organized according to a certain pattern, work should be adapted to the worker, with a view to alleviating monotonous work and risks to health and safety
    Miscellaneous Provisions The miscellaneous provisions are of a general nature and include such stipulations as:
    • Where there are more specific community provisions concerning certain occupations or activities, the more general provisions of this directive will not apply
    • Organizations, industries or states can go in for provisions that are more favorable than those in this directive
    • Member states shall put in place necessary measures to comply with the provisions of this directive before 23 November 1996
    Conclusion The European Working Time Directive is a directive issued to member states of the European Union. The directive has made certain provisions regarding periods of rest, night work and work patterns with a view to safeguarding the health and safety of workers. Member states have to put in measures to comply with the provisions before 23 November 1996. They are free to provide more favorable provisions than those suggested in the directive.

         
    Workplace conflict faqs an interview with judy ringer

     

    Does conflict disrupt your workplace environment? Read on! Judy Ringer answers some commonly asked questions on the subjects of workplace conflict, difficult people, and how to manage them more effectively. Q. What are some typical breakdowns in the workplace? JR: I wouldn’t call them breakdowns, but conflicts. A typical conflict is what is sometimes called triangulation. One person is upset with their coworker, and instead of speaking with the co-worker about their concern, they talk to someone else about it or many others about it. Office gossip starts this way. Different work styles, misunderstanding of roles, jumping to conclusions -- these are all ways that conflicts get started. Q. Why do people keep falling into the same traps in the workplace? JR: Our training is insufficient. We’ve been trained to deal with conflict in ways that are not useful. A typical myth about conflict is that it is negative. And so we see people around us either avoiding it or acting out their feelings. The triangulation example demonstrates this myth. I’m afraid to speak directly to you about a conflict, but I will talk to others about it. And so the problem doesn’t go away. In fact it often gets worse. We keep falling into these traps because we see others doing it that way. In spite of the fact that it doesn’t work, it’s what we know so we keep doing it, hoping for a different result. Of course that doesn’t work, and we keep having the same conflicts. Q. Please give some examples of disrespectful behavior. JR: This is an important question. It helps to understand that behavior that appears disrespectful to me may not appear the same to you. Did she mean to be disrespectful? Or is she just tired this morning? Or shy? Or preoccupied? (The list goes on.) On the other hand, ignoring a new supervisor’s request to perform a task differently can show disrespect, especially if you don’t communicate about it. Eye rolling, sighing, clicking your tongue, giggling conspiratorially with another coworker -- these often show a willing disrespect. Sometimes we don’t know we’re being disrespectful. It’s important that new employees understand the work culture and what does and does not constitute disrespect. Social skills are learned. One of the supervisor’s jobs is to help employees understand when their actions are perceived as disrespectful and to give them alternatives. A good supervisor is a good teacher. Q. How do I know if my boss is a tormentor or a teacher? JR: Ha! That’s up to you. You decide. You have that power. Our most difficult situations, coworkers, and bosses can turn out to be teachers if we choose to learn something about why we react to them. What would it take to change my attitude from making a judgment about them to being curious about them, or being curious about my reaction to their behavior? And I don’t mean to say that the boss is necessarily right or that his behavior is beyond reproach. What I mean is that I have to make some choices about how to handle what’s coming at me from this person. I could talk to him about the impact his behavior is having on me, the team, and our ability to get the job done. Or I could complain to others. Do I have the awareness and skill to notice my resistance, check out which of my buttons are being pushed, and make a wise decision about how to proceed? Maybe I find that if I change slightly I can regain some confidence and equanimity and be able to handle the situation more effectively. This is how a tormentor becomes a teacher. As I learn about myself I begin to have new options. Q. How can an employee create a win-win situation with a tormentor? JR: You begin by being curious. What would make a reasonable, rational person behave this way? The answer is usually something you can identify with. For example, an authoritarian boss usually has values around perfection, looking good, being in control, and getting the job done correctly. I certainly can identify with these intentions. The way the boss acts out the intention may be rough. But now you have the basis for a conversation. You’re entering in a more positive way, and you can talk about commonalities. Another way to create win-win solutions is by asking useful questions of the other person. What is important to them in this conflict? What would they like the outcome to be? One of the best questions I ever raised in a conflict was to ask the other person what caused them to be so upset with me, and what I might have done differently. She was happy to tell me. I learned a lot. Q. What are some tips to handle strong emotions in the workplace? JR: Begin by acknowledging the emotions. Take a minute and take stock of your own emotions. Name them. Are you angry, sad, happy, surprised, disappointed? Usually there are many emotions happening simultaneously. Acknowledge as many as you can. Next, identify the underlying causes. Often there’s a story connected to the emotion that’s causing you to react but has nothing to do with the current event. If you can identify the story (usually an old, familiar one), you can bring some awareness to the situation. The awareness tells you how much of the emotion has to do with the current event and how much of it is from the past event. Once you know, you can choose how to utilize the energy. For example, with a huge emotion, you might be tempted to hide it or to act it out on the other person. When you get a sense about why the event is so charged, you’ll regain some balance and be able to make a wiser decision about how to (or even if you want to) have a conversation with the person instead. Acknowledge the other person’s feelings as well. Consider what story they might be telling themselves, and inquire about it. For example: “You sound upset (acknowledgment). Are you? Have I said something that caused you to react this way (inquiry)?” It just takes practice, like anything else. Q. Can you give five tips to managing a difficult conversation? JR: Most books on this topic, though they may speak differently about them, identify the same basic skills for handling difficult conversations: 1. Start with yourself. Acknowledge your feelings and gain control of them. Breathe. Identify your desired outcome for the conversation and try to guess at theirs. What do they want? What do you want? 2. Be curious. Inquire. Find out how they see the situation. Ask useful questions and listen. Don’t judge or make assumptions. Don’t take it personally. This is their story and they can tell it whatever way they want. Support them. 3. Acknowledge their story and their feelings. Validate their concerns. This doesn’t mean you agree. It means that you hear them. It’s a tremendous gift and moves the conversation in a useful direction. You get a gift, too. You learn a lot about what’s important to this person, which will be helpful when you begin to look for solutions. 4. Advocate for yourself. What is your story? What are they not seeing? Explain how the situation looks from your perspective. Go slowly and don’t assume. 5. Build solutions based on new understanding. As you begin to listen and talk, information comes out that will help you co-create effective solutions with your partner.

         
    Workplace discrimination and harassment

     

    Australian Federal and State legislation states unlawful discrimination occurs when a group of people, individuals are treated less favourably than any other person or group of people because of their ethnicity, race, colour, sex, marital status, age or disability, religion and sexual reference, whether your a member of a trade union and any other characteristic specified under anti-discrimination or human rights legislation. Workplace discrimination and harassment can occur in: · Employment and selection of staff. · Training and type of training being offered. · Being considered for a transfer, promotion or sacking. · Work place conditions. What is defined as unlawful harassment? Under Australian state and federal legislation unlawful harassment can occur when a person humiliated because of their race, or intimidated and insulted because of there colour, ethnicity, or any other specified characteristic under anti-discrimination or human rights legislation. Workplace harassment can include behaviour such as: · Mailing or submitting sexually explicit or suggestive letters, notes or emails. · The making of derogatory taunts or comments about a persons religion or race. telling insulting The making of jokes about particular racial groups. · Nude or pornographic posters displayed. · The asking of questions about a persons sex life or personal life. The nature of harassment and or discrimination. No matter the seriousness of an incident, whether it be a one-off or prolonged and long termed, it will still be judged as harassment or discrimination. If left unchecked the continued harassment will erode the drive and ability of the individual or group to eventually effect the overall performance of their work performance. However the absence of any formal or verbal complaints is not necessarily any indication that harassment or discrimination is not occurring. In a lot of cases the person or group being harassed or discriminated against will not complain or report the incident in the belief that they will be deemed as wingers or the incident is too trivial. In most cases the victim of the workplace harassment or discrimination is lacking confidence in their own ability and has fear of retribution or even worse, being dismissed. Hostile working environment As an employer you will also need to be aware of your responsibilities in making the work environment a safe place from a culture of sexual or racial harassment. Both are deemed as HOSTILE. An example of a potential hostile working environment would include the display of nude or pornographic material, swearing and crude conversations, racially or sex specific jokes. What can not be classed as harassment or discrimination. However it must be remembered that comments and advice given by supervisors, work colleagues and managers on the work performance or work related behaviour of an individual or group should not be confused with workplace harassment or discrimination. Feedback during normal performance appraisals and work performance meetings will always be deemed as stressful and will in some cases effect the well being of the person or group being appraised. However, managers and supervisors should always keep these concerns in mind and perform any necessary appraisal with sensitivity without avoiding the need to provide full and frank feedback to their staff. What is workplace bullying? Sourced the from ACTUQ/QCCI/Qld Govt Dept of Workplace Health and Safety , they claim that workplace bullying is "the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker". Bullies will use their status or power of position in a company or business to target both men and women with their bullying practices. Bullying behaviour can range from obvious verbal or physical assault to very subtle psychological abuse. This behaviour would include: · Psychological harassment. (mind games) · Excluding or isolating targeted employees. · Assigning impossible tasks or jobs to targeted employees. · Physical or verbal abuse. · Inconvenience selected employees by deliberately changed work rosters and shifts. · Yell and scream offensive language. · Intimidation · Undermine work performance deliberately by withholding vital job information.

         
    Write a winning business plan the neatest trick in the book

     

    “Writing a business plan” sounds really tough, and it can be. But there are a number of things the smart entrepreneur can do to make it easier. For instance, justwhatkindofstuffyouthinkgetsreadlikethis? Imagine pages full of that, with virtually no margins, no paragraph breaks, no breathing room. Lenders, investors and angel investors are confronted with piles of business plans like that every day. Take a breath. Then lure your reader into the plan with snappy headlines and easy to read formatting. Do you know why the Wall Street Journal and USA Today use headlines? Because it’s the only way anyone will read a story. More to the point, it’s the only way anyone will buy their paper. (Mmmm, sounds like you may have something in common with newspapers.) Take a look at your favorite newspaper. Those headlines tell a story. Sometimes they ooze with conspiracy, and once in a while they stand majestic. Note: Martha Jailed The War is Over The Watergate Starts to Smell Your business plan needs to do no less. The headlines and section heads need to draw the reader in, not with an announcement, but with an invitationpare these: The Executive Team The Audio Industry The Advisory Board with these: Strong Executive Team is Led by Industry Insider Audio – the Industry that Reinvents Itself 7 Top Scientists Lead the Advisory Board So which set are you going to read? Lenders of all ilk get far too many business plans – certainly more than they can possibly fund. Simply getting your business plan read is a big step in the right direction. Try this trick. Imagine that you are indeed writing a newspaper, one that competes with another strong paper in your town. What headline would you put on that paper to encourage readers to buy yours, and not the other? Honesty, of course, is essential. But within that honesty there are a thousand ways to make the same statement. How many ways are there to say that it is spring time? · It is spring · It is April 22 · Lilacs are in bloom · Snow is melting in the mountains · Baseball camps are in full force And how many ways are there to say that your business idea is a good one? · This is a good idea · An innovative approach · A sure-fire winner · A strong contender for funding · A strong team in an equally strong market · Lots of community support · This fills a need in the marketplace · The company draws on the experience of each of its members · Two years of strong growth · Impressive projections Now jot down some headlines for your company. You may or may not be able to use them. Try first just to jot down every idea, a brain storming session. Now use the best of those headlines to help structure your business plan. If “Nobel Prize Winner Heads Advisory Board” is your strongest headline, then lead with that story. If “A Prime Location in a Prime Shopping Center” is your strongest headline, then that is your lead. Let the strength of the headlines pull your business plan up a notch or two. The power of your business may surprise even you! Before you actually begin writing, take the time to really look at a good publication, something like the Wall Street Journal. Look at the styling and the use of headlines and sub-heads. Note how the ideas keep a steady flow, with an invitation to read. Your business plan likely won’t look like the venerable WSJ, or any other major publication, but odds are that it will look a whole lot better than most, and it will therefore be read much more readily. And that, after all, is what you are after.

         
    Writing a business plan what makes a good one

     

    Writing a business plan can be a lot of hard work or it can be great fun. An effective plan can help your company to greatness. A poor one can lead you out of business. No plan is like asking to fail before you even start. Not every business needs a 200 page bound business plan. However every business needs to have some idea of where they want to go and how they are going to get there. This article covers some key insights into writing a business plan that get your business to where you want to be. The first stage of any plan is ANALYSIS. You need to take a very objective look at a number of factors that may impact your business. There are many factors to consider but the two major ones are competition and your operating environment. Let’s look first at competition. Every business has competition, even if you think your product or service is unique. How is this? Well it’s quite simple really, people have choices to make. The most fundamental choice they make in most cases is whether to buy what you offer or but something else. For example I could buy a game console or I could buy groceries instead. Customers only have so much money available so you first task is to ask yourself what is my competition like and can I beat them? The more you understand your competition the more you can develop your business strategy of being different and outperforming them. Now let’s look at operating environment. This is understanding what factors around your area of operation are likely to affect your business performance. For some companies this includes looking around the World in other cases it’s just your local neighbourhood. You need to ask questions such as: How is the economy going? What is consumer confidence like? Where is technology heading in my industry? After answering all the questions you need to decide how these might negatively or positively influence your performance. Now you know more about your competition and operating environment it’s time to set some OBJECTIVES. This is what you want to achieve in the period your business plan covers. It is said that good objectives are SMART. That is specific, measurable, achievable, realistic and targeted. Here’s an example of a SMART objective for a hypothetical business. “By the end of this year we will have increased sales of product X by 7.5% over the previous year.” You can see how clear this objective is. It is much easier to achieve high performance with clear objectives. Now you need to outline your STRATEGY. How are you going to reach you objective(s)? This is where your marketing plan often comes in as it helps describe the programs you will run to achieve your desired objective(s). To continue the example above our strategy may be to gain distribution for our product in one new major retail chain. To make your strategy work you must then allocate appropriate RESOURCES. Certain things will need to be provided to reach your goal. This could be dollars, people, equipment, etc. Your plan must have included the resources you are allocating and why you believe this is adequate to get the result. Every business plans also has some PROJECTIONS. This is your basic financials that you plan will deliver. Are you expecting a profit or loss? How much? Lastly you need to allow for CONTINGENCIES. Things change all the time and your plan needs to consider these possibilities in advance. A good way to do this is to ask What if? What if a new competitor enters our market? What if a distributor delists our product? What if interest rates rise? Your analysis should give you some idea of likely contingencies. It saves a lot of stress if you have some documented ideas for dealing with them before they become a big problem. Writing a business plan is never perfect, the plan is on paper and you’re operating in the real world. However a good plan can really guide you in the right direction. Take time to put real thought into preparing your plan an above all make sure you USE YOUR PLAN!

         
    Writing an request for proposal rfp

     

    : A while back, a potential client provided me with some general details of the writing work he wanted me to do for his company. Then he asked me to send him a proposal. Proposal?! I panicked as I tried to confirm with him what he meant by that since I had never done one before, at least not as a freelancer. I must've not really wanted to pursue this opportunity since I didn't bother to do research or follow up with the company after submitting a contract instead of a proposal. A little time passed, I came across an article on writing RFPs (Request for Proposal). Ding! The light bulb went on. This guy verbally gave me his RFP and wanted a written response. When a company needs a project to be completed by a contractor or outside source, they write a RFP. This is a formal document describing the project, how the contract companies should respond, how the proposals will be reviewed, and contact information. Often, the company documents the submission guidelines to make it easier for them to compare responses. There are no specific standards or guidelines for creating the RFP, but government agencies usually strict standards they follow when conducting the proposal process. Outside companies read the RFP and write a proposal (a bid) explaining how they can best provide and meet those needs. When writing the proposal, the company should closely follow the guidelines established in the RFP to avoid being removed from consideration for the potential project. A typical proposal contains:

    • Executive summary - summary of the entire proposal
    • Statement of need - why project is necessary
    • Project description - How project will be implemented and evaluated
    • Organization information
    • Project schedule
    • Budget
    • Conclusion
    My situation was an informal version of all this. The client gave me a high level overview of what I might do for him. If I knew then what I know now, I would've written up a description of the client's needs and how I would complete the work in meeting those needs. Small businesses would likely do a proposal in between the one I got and the complex government required ones. Most small businesses will be prompted to write a proposal when approaching a client. The client may ask you to submit a proposal outlining what you can do for them. In this case, write a proposal including the elements of a typical proposal and keep it short and to the point especially if the client is not a large company. There are examples of RFPs and responses peppered throughout the Web, but which one you can learn from depends on the type of work involved. A proposal can be two pages or as big as a book. Rely on your favorite search engine and do the research to create an unbeatable proposal.

         
     
         
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