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    Four ways to achieve great results ... continually

     

    PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: [email protected] Word count: 850 Four Ways To Achieve Great Results ... CONTINUALLY by Brent Filson Leaders live and die by results. For almost a quarter of a century, I've been teaching leaders of all ranks and functions worldwide to achieve not just average results but "more results faster continually." And "continually" is maybe the most important factor. A lot of leaders live by having people get more results. They live by having them get more results on a faster basis. But they die when trying to get "more, faster" CONTINUALLY. Here are four ways to make CONTINUALLY happen. 1. Deep Expectations. Clearly, expectations are a self-fulfilling prophecy. When you commit yourself to the expectations that achieving anything less than "more results faster continually" is unacceptable, you've created new contours for success. I call those expectations "deep expectations" because they involve the five results-drivers that go deeply into your organization. The results drivers are: the strategies that marshal functions around central, organizing concepts; the tactics to execute those strategies; the resources to support the tactics; the people skills to promote great execution; and the motivational leadership to have the people be ardently committed to the execution. The strategies, tactics, resources, people skills, and motivational leadership must be viewed within the context of and tested by "more results faster continually." 2. Deep relationships. To promote CONTINUALLY, you must champion deep, human, emotional relationships with the people you lead. This means going beyond the relatively shallow relationships involved in order-giving environments. The relationships cultivated in such environments don't go much deeper, in terms of their human bonding, than those involved with the giving, receiving, and carrying out of orders. When you order people to do a job, you may get more and faster results, but I submit that you won't get more/faster CONTINUALLY. The power of deep relationships has been demonstrated since the dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak from the heart. Profound, heartfelt relationships had to be established for great things to be accomplished. Today, many leaders miss out on deep relationships that can lead to great results. They may know such relationships are important, but they don't know how to consistently create them, maintain them and enrich them. Think of a time when you've experienced a deep, bonding with somebody -- not sexual as in a significant-other relationship -- but a bonding to achieve certain organizational accomplishments. It might have been with a boss, a friend, a colleague ... doesn't matter who, the important thing is the WHAT, the relationship. Now, picture yourself interacting with that person on one or more occasions. What was the physical setting? What was said? What was done? Recall what you felt. Recall the bonding that took place. What were the physical facts that gave you those emotions, that bonding? What were the actions you took as a result of that bonding? What were the results that came from those actions? You may conclude that those relationships led to better results – and provided necessary environment for CONTINUALLY. 3. Deep processes. How do we create and sustain those relationships? One answer is through processes. Processes, which are systematic series of mental or physical steps directed toward specific ends, cultivate clarity of purpose and repeatability of outcomes. A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people. 4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of results should CONTINUALLY encompass? You can begin to get great results CONTINUALLY by having them flow through the prism of the Leadership Imperative. The Leadership Imperative is: I WILL LEAD PEOPLE IN SUCH A WAY THAT WE TOGETHER NOT ONLY ACHIEVE THE RESULTS WE NEED BUT WE ALSO BECOME BETTER AS LEADERS AND AS PEOPLE. You are never more effective as a leader as when, in getting more results faster continually, you are helping others be better than they are -- even better than thought they could be. Guided by the Leadership Imperative, you'll find yourself realizing deep results. Furthermore, those deep results will advance CONTINUALLY. After all, if people know that in working with you, they will improve their job performance, boost their career, and enrich their lives, won't they want to work with you ... CONTINUALLY? Results, of course, come in many forms and are measured and evaluated in many ways. I've discovered that most leaders are getting the wrong results, or the right results in the wrong ways. When you aim to start achieving "more results faster continually" you are on the right road to achieving the right results. Be guided by the four ways to make CONTINUALLY happen -- deep expectations, deep relationships, deep processes, deep results -- and you'll insure you'll be getting them in the right ways.

         
    Free time management software

     

    Today, there is a wonderful opportunity to get your business or personal life in order using free time management software. Searching the Internet today yields several different varieties of free time management software. Using free time management software you can schedule important events, manage key projects, and alert yourself through reminder messages when deadlines are coming up for completing tasks. It is a good idea to use some type of tool or process for managing time, and using free time management software can be an easy and convenient way to balance your priorities. Free Time Management Software And Your Phone There may be free time management software available for your cellular phone. By downloading and making use of this, you can bring your daily tasks with you no matter where you go. You benefit from this be being reminded of your remaining tasks for the day and having the ability to add new tasks to your schedule as you move about – no more forgetting update your calendar when you get back to your office. Portable tools such a cell phones with free time management software will help you keep on task all day long and will result in higher productivity. Other benefits of free time management software are the ability to identify scheduling conflicts, and helping to organize and prioritize tasks when you see that there are too many items to be completed in a single day. Free time management software can also help to identify parts of your day where time may be wasted, showing time that could have been used for goal-centered activities, but was not. Future similar times can be filled with planned tasks that could not be accomplished before, perhaps freeing night-time up that was being used for playing catch-up so you can spend it as you see fit – slowing down to watch a sunset, or getting up to watch the sunrise can be done without feeling guilty for wasting time because everything else is taken care of. Things To Remember When Selecting Free Time Management Software Today, you can find almost anything available for free on the Internet. Free Time Management Software is available in the form of online-base tools. Many of these tools offer persuasive benefits, but you should be aware that web-based services could sometime become temporarily or permanently unavailable. This could result in partial or total loss of your valuable information. If you plan on using an online form of free time management software, you should take care to keep a backup of you information to protect yourself.

         
    Free time management software how can you benefit from it

     

    Today, there is a wonderful opportunity to get your business or personal life in order using free time management software. Searching the Internet today yields several different varieties of free time management software. Using free time management software you can schedule important events, manage key projects, and alert yourself through reminder messages when deadlines are coming up for completing tasks. It is a good idea to use some type of tool or process for managing time, and using free time management software can be an easy and convenient way to balance your priorities. Free Time Management Software And Your Phone There may be free time management software available for your cellular phone. By downloading and making use of this, you can bring your daily tasks with you no matter where you go. You benefit from this be being reminded of your remaining tasks for the day and having the ability to add new tasks to your schedule as you move about – no more forgetting update your calendar when you get back to your office. Portable tools such a cell phones with free time management software will help you keep on task all day long and will result in higher productivity. Other benefits of free time management software are the ability to identify scheduling conflicts, and helping to organize and prioritize tasks when you see that there are too many items to be completed in a single day. Free time management software can also help to identify parts of your day where time may be wasted, showing time that could have been used for goal-centered activities, but was not. Future similar times can be filled with planned tasks that could not be accomplished before, perhaps freeing night-time up that was being used for playing catch-up so you can spend it as you see fit – slowing down to watch a sunset, or getting up to watch the sunrise can be done without feeling guilty for wasting time because everything else is taken care of. Things To Remember When Selecting Free Time Management Software Today, you can find almost anything available for free on the Internet. Free Time Management Software is available in the form of online-base tools. Many of these tools offer persuasive benefits, but you should be aware that web-based services could sometime become temporarily or permanently unavailable. This could result in partial or total loss of your valuable information. If you plan on using an online form of free time management software, you should take care to keep a backup of you information to protect yourself.

         
    Frequently asked questions about articles of incorporation

     

    What are Articles of Incorporation? Articles of incorporation are needed when a business decides to incorporate. Articles of incorporation are a set of rules that determines how a corporation should be managed and they are filed with the government in your area. In order for a business to become a corporation, the Articles of Incorporation must be filed with the appropriate agency. It is important to know that in, they may not be called Articles of incorporation in your area. They may also be referred to as Certificate of Organization, Certificate of Formation or Certificate of Organization. Where do I file the Articles of Incorporation? Articles of Incorporation must be filed with the government in the area in which you intend to incorporate. Typically the forms are filed with the Secretary of State. However, if approved you may use another regulatory agency or company. There will be a fee associated with filing Articles of Incorporation and this will vary depending on where you live. The forms needed to file the Articles of Incorporation should be readily available to you from a variety of venues. You can obtain them by printing them on your computer from the web site of the Secretary of State. You can also obtain the forms needed by writing to or calling your Secretary of State and asking them to mail the form. What information is contained on the Articles of Incorporation? There is a variety of information that is required when you file the Articles of Incorporation. These are the basics in all areas. However, your local government may require additional information. It is important that you conduct full research on what your area may require. The first piece of information to be listed on the Articles of Incorporation includes the name of the corporation. This will be the legal business name under which the corporation will conduct business. This should include any designators at the end such as Inc. or Corp. You will also be required to determine the purpose of your corporation as stated by the government in your area. The name and address of the person responsible for accepting any legal notices in regards to the business named, such as an attorney. Another piece of information that is required on the Articles of Incorporation includes the number of shares the business is allowed to issue. The type of business the corporation is conducting will determine the amount of shares issued and how many people can hold them. The final requirement for the Articles of Incorporation are the signatures. This should be of the incorporator or any directors along with the addresses of all signatories. Other requirements that may be required in your specific area could include the duration of the corporation, if the corporation will have preemptive right or cumulative voting and if the business will offer various classes of their stock shares. It is important that you research all areas of the Articles of Incorporation and understand what is required and what additional items may be added to your filing.

         
    Fun team building activities

     

    The number of fun team building activities you can utilize to improve productivity at work are limited only by the imagination. From more simple and traditional games and sport-related activities, to more elaborate adventures drawing inspiration from popular reality tv shows, there are many ways to have fun while learning to work together as a team. Creative and critical thinking, trust-building, problem solving, conflict resolution, and more are involved in many of these activities that give you and your team a chance to get to know and appreciate one another better as people outside of your typical environment, and help strengthen and revitalize work relationships. Some popular ideas include scavenger hunts, music and rhythm exercises, and other physical activities or games that require people to interact, work together, and have fun. Even a team cooking activity can provide a valuable team building experience. Many approaches to team building incorporate humor as an essential component to helping people lighten up, relax, and explore their potential as a group working together. Some of the essentials to building an effective team include: - helping each individual feel like a valuable member of the team with a unique purpose to fulfill that contributes to a common goal. - encouraging open, non-threatening communication - overcoming any barriers to group cohesiveness - providing safe ways to manage conflict - facilitating group interaction Whether you have a new group of people who need to quickly get to know one another in order to form effective working relationships; renew an atmosphere of enthusiasm in a work environment that has grown stale or unproductive; or tackle some difficult issues such as the need for restructuring, or work on interpersonal conflict, there are many fun and helpful activities that can help accomplish these goals. Depending on the size of your organization, the seriousness of the issues you need to address, and your current leadership capabilities, you may want to bring in a professional consultant, or order products you can implement on your own. Try browsing some of the latest ideas in fun team building activities online to get inspired and start considering the best approach for your team. Although the right solution will depend on the particulars of your situation, most team building activities are designed to suit a wide variety of groups, and can generally be adjusted to accommodate your needs. Enjoy getting your group together for some enjoyable time outside of the office, and bring new vitality and cohesiveness to your organization. This investment in your people will have innumerable rewards in improving job satisfaction, reducing employee turnover and the associated expenses, and creating a better work environment for everyone. Why not take advantage of some proven strategies to creating a more effective team, and have a little fun while you’re at it?

         
    Funding for new commercial developments

     

    There’s no slow-down in the number of commercial developments, both out-of-town and in city centres. Most commercial development consists of units that are refurbished or newly built and then sub-let to companies. It is this sub-letting that is often the key to obtaining good levels of development finance. Commercial developments include: • Office space • Production areas • Warehousing • Leisure facilities • Retail outlets Anything that houses a business of any type is categorised as a commercial development, and getting funding for these developments can be difficult. Choosing a specialist finance company can help, but they expect to see detailed plans that show how the development will progress and the type of returns the developer is expecting: • Use – the finance provider will want to know what uses you are planning for the development as this will have an impact on the chargeable rents. • Pre-let – it helps if some or all of your development is pre-let as this gives your lender some comfort as to returns and also helps to calculate what those returns will be. • Sales – if you are planning to sell the whole development to an institutional or long-term investor, you should make this clear to your finance provider. This type of guarantee can encourage providers to lend you a greater percentage of the total cost. • Project management – finance companies expect commercial developments of any scale to be properly and professionally managed. They will want to see evidence of past successes in this field, or something that suggests that the project team will be able to complete the development on time and on budget. • Funding levels – the lender will obviously need to know how much money you want to borrow and see evidence of your plan to repay the loan. For this reason it is vital that you have prepared a detailed budget and that you show a forecast return on yours and their investment. Buying and developing commercial property is not without its hazards, but with the right financial backing, a clear plan and experienced people on the project, a successful commercial development is achievable.

         
    Gary blum e learning effective employee training

     

    Training is essential to any employee and provides not only a benefit to them but also to the company in increased productivity and employee job satisfaction. The high costs of travel combined with increasing strained budgets have meant that training can sometimes be the first thing to be cut when focusing on the bottom linepanies are turning to a more cost-effective solution through online education and e-learning. Training an employee is essential for any business, whether it be a fast food establishment or a multi-million dollar software company. One of the most effective ways to train employees is to let them get education at their own pace through e-learning training programs. Not only does this eliminate costly travel expenses but it also allows the employee to take the training on their own schedule as they are available. If an employee cannot finish the online education is one sitting they can easily come back to where they left off next time. Furthermore, if there is a question or a concept the employee does not understand the e-learning system lets them review and go over materials as often as they desire. One of the foremost designers of e-learning software is Gary Blum Designs. They have developed online education systems for a number of major companies including Charles Schwab, Cygent and Sybase. If your company does not have an internal training department then hiring an outside contractor such as Gary Blum Designs can be the best solution for getting quality e-learning materials delivered right to your employees. Most online education includes quiz and performance evaluation software at the end of the course. This information can be stored for use by management to see training weak-spots in the company or judge individual performance. Many times employees can re-take missed quizzes or evaluations and never be asked the same question twice thanks to the technology behind the e-learning application.

         
    Get replies to your voice mail

     

    If you are like most business people, voice mail has both simplified and complicated your life. On the good side, it helps you exchange information. On the other side, leaving messages can seem like putting notes in bottles that drift off to sea. Here's how to make sure that your messages get results. 1) Prepare for the call. Realize that you are more likely to end up in a voice mail system than to talk with someone. Thus, write a list of your key points and questions before you dial. Then use that list as an outline when you leave a message. Of course, such preparation also helps you communicate effectively when you actually talk to someone. 2) If you suffer a sudden mental block when the beep tells you to leave a message, hang up. Then organize your thoughts and call back. This is far better than leaving a rambling, incoherent message. 3) When you leave a message, speak clearly. Begin by greeting the person and identifying yourself. For example, I might say "Hi Pat. This is Steve Kaye at 714-528-1300." This standard communication protocol tells the other person whom you wanted to call and identifies who you are. 4) When leaving numbers, write the numbers while you state them. This slows down your speaking pace to match the listener's writing speed. Then as an added courtesy, repeat all numbers. If this is your first contact or if your name is unusual, spell your name, also writing each letter as you speak it. The extra time that you spend leaving a clear message makes it easier for the other person to return your call. 5) State the purpose of you call. Be candid and concise. Provide enough information so that the other person can meet your request by leaving a message on your voice mail system. 6) Never leave personal information on a message. This could embarrass you or the other person. It is possible that an assistant or coworker will pick up your message, the message will be played back on a speaker phone with other people in the office, or your message will be forwarded to someone else. 7) Never leave a message when you are upset. Anger always clouds clear thinking. Instead, hang up and call back after you calm down. 8) Close your message with directions on how to respond. Suggest times when you will be available for a return call. For example, you might say "I'd welcome a return call at three this afternoon." Then add positive encouragement, such as "I look forward to hearing from you."

         
    Get your performance appraisal discussions off to a good start

     

    In a previous article I shared a couple of tips that will reduce the feelings of discomfort that often come when a performance appraisal is discussed — gather your materials in advance, make a list of the key points you need to cover, and pick an appropriate place for the discussion. Here are four more suggestions that will make the performance appraisal discussion more relaxed. Choose a Convenient Time When is the best time to hold a performance appraisal discussion? There isn’t any one particular time that is ideal — mornings or afternoons, early or late in the week, it doesn’t matter. What does matter is having enough time. Wise managers set a specific time for a performance review — perhaps 60 minutes — and announce at the beginning of the meeting just how long they have budgeted for the discussion. But they also make sure that the next activity scheduled for after the appraisal discussion is one that is either a low-priority (so that it can be re-scheduled) or highly flexible (like working on a long-range plan). It may turn out that more time is needed to discuss some sensitive items that arise during the discussion. It may also be that the performance appraisal discussion turns into a highly creative brain-storming session that needs to continue beyond the one-hour schedule. Make sure there’s enough time for unexpected events to play out. Determine the Agenda How are you going to kick off the performance appraisal discussion? What are the first words you plan to say? Will you review the performance appraisal sheet section by section, or do you want to start with the final rating and move backwards from there? When are you going to go over the employee’s self-appraisal? Too often these questions are answered simply as “it just happened that way” — the manager gave no thought to the sequence of events that he wanted to follow. A better approach is to have an agenda for the meeting. The agenda need not be written down (although that’s not a bad idea) but the manager needs to decide in advance how he wants to structure the discussion. Arrange for Work Coverage If you don’t have someone to answer your phone and you can’t switch the phone to send all calls directly into voicemail, then make a firm decision to simply ignore any phone calls that come in during the meeting. Steal a “Do Not Disturb” sign from the next hotel room you stay in and put it on the door handle of the room where you’re meeting. Tell your staff and colleagues to follow the “thousand-mile rule” — don’t disturb you with anything unless it’s of the same urgency that they would track you down and interrupt you if you were a thousand miles away. Give the Individual a Copy of the Performance Appraisal to Read in Advance of the Meeting Before I became a consultant, I spent fifteen years working for three large corporations: General Electric, United Airlines, and PepsiCo. Each one of those companies had a rigorous performance appraisal system; every one of my bosses took the process seriously. But each one followed the same clumsy procedure when the day came for my performance appraisal discussion. At the time we had set for the meeting I would walk into his office and he would hand me the appraisal. I would try to read through the multi-page document just as fast as I could while my boss sat behind his desk trying to gauge from my reactions how I was taking it. What a bumbling way to start the meeting! How can an employee take everything in from 2 minutes of speed reading? Here’s a far better way to get the meeting off to an efficient, business-like start. An hour or two before the appraisal meeting is scheduled, give the employee the performance appraisal. Say, “Sam, at 3:00 this afternoon we’re going to get together for your performance review. I’d like you to read through the performance appraisal ahead of time so that you’re prepared for our meeting. Feel free to write any questions you have directly on the form, or highlight anything that you want to be sure we talk about. See you then." Sam now has some time to read carefully what you have written, at his own pace. He can reflect on the things you’ve said without having to immediately defend or explain himself. He can jot down notes and think of questions he’d like to ask. If you ask people to complete a self-appraisal, ask for it at the same time that you give them a copy of their appraisal (if you haven’t asked them to send it to you earlier so you can use it as an information-source in completing the official performance appraisal.) You too will be more relaxed and better prepared by being able to read, in an unpressured way, what the individual has written about herself. One caution, however. If the person you’re reviewing is a marginal performer with a bad rating, wait until the beginning of the meeting to hand over the performance appraisal. This increases your control of the situation. Must performance appraisal discussions be uncomfortable exchanges? No. Following these small suggestions will help produce appraisal discussions that turn out to be productive learning events and true team-building experiences.

         
    Get your performance appraisal discussions off to a good start part 1

     

    Too often, participants in performance appraisal meetings seem awkward and uncomfortable. To some extent, that’s unavoidable — it’s always a bit awkward for one person to deliver a formal assessment of the quality of work performed by another. But following some simple suggestions can eliminate a lot of the awkwardness in performance appraisal meetings. Here are a couple of tips that will help put both players at ease. (In Part 2 of this article, I’ll provide some additional suggestions.) Gather Your Appraisal Information and Materials in Advance The most important item you need to have is a copy of the individual’s performance appraisal. That’s obvious. But that’s not all. At the beginning of the year you and the individual probably had a performance planning meeting. Ideally, the individual would have taken notes on a blank copy of the appraisal form and made a copy for you. That document should have all of the key items that you discussed during the meeting. Be sure you have a copy of that planning document in case a question about the original goals comes up. You’ll also need information about the individual’s performance, particularly if there are some areas where the performance varied significantly from your expectations. Whether the variation was in a positive or negative direction, you’ll need to be able to demonstrate why you assigned the rating that you did. If the assessment is that the individual’s performance was less than you desired, then it’s critically important that you have all of the evidence you used in order to come to that “Unsatisfactory” or “Need Improvement” performance appraisal rating. There’s a magic phrase to use here. That phrase is, “For example . . .” Make sure you’ve got plenty of examples that support a less-than-satisfactory evaluation. You may want to have a copy of the individual’s development plan. You may want to have copies of weekly reports that the individual submitted that described progress against the goals that were set. You can’t make a mistake by having too much support material. It will prevent the embarrassment of being unable to find anything of substance to justify the rating you gave. Make a List What are the key points that you want to cover during the discussion? In addition to having a copy of the performance appraisal, write down a list of the most important items you want to discuss. It’s easy to refer to them during the meeting to make sure that everything that needs to be discussed gets covered. Pick an Appropriate Place Probably most performance appraisal discussions take place in the manager’s office, with the manager behind the desk and the appraisee sitting directly in front of it. Is that the best place to hold the discussion? It may well be, particularly if the performance appraisal is not very good and the manager wants to trot out all of the power and authority available to make the subordinate understand that immediate change is necessary. But too often the authoritarian, boss-behind-the-desk arrangement serves to emphasize the power relationship at a time when a more collegial approach might be more effective. More important than the actual location where the discussion ends up taking place is the decision-making process the manager engages in to determine that location. Too often, managers conduct the performance appraisal discussion behind their desks by default — they haven’t given any thought to the matter and just let it happen in the place where they are most comfortable. There are several other alternatives possible. The manager’s office might not offer complete privacy, particularly if walls are thin or it’s a cubicle arrangement. In this case a conference room or the temporarily vacant office of an out-of town senior manager might be pressed into service. If the performance appraisal contains good news and the two participants in the appraisal drama are old colleagues, it might best be conducted over a cup of coffee in the cafeteria. And if it is conducted in the manager’s office, just a little furniture rearrangement might reduce the hierarchical nature of the discussion. If the performance appraisal does indeed contain bad news, and particularly if the manager believes that it will take a dramatic gesture to bring home the message of “Change or else!”, the appraiser’s boss’s office might be a good location. Having your boss give you your performance appraisal in her boss’s office — with her boss sitting in as an observer / reinforcer — certainly communicates the seriousness of the message being delivered. But beware the unusual location. The district sales manager who gives one of her sales reps his annual performance appraisal while the two of them are in the car, driving down the highway on route to a new prospect’s office, is exercising bad judgment. So too is any manager who selects a location significantly away from a business setting, unless the necessity for conducting the performance review at that time, in that location, is obvious to both players. These are some small suggestions that will help to reduce the awkwardness that always seems to surround the performance appraisal discussion. In Part 2, I’ll provide a couple more tips that will help put both players at ease.

         
    Get your performance appraisal discussions off to a good start part 1

     

    Too often, participants in performance appraisal meetings seem awkward and uncomfortable. To some extent, that’s unavoidable — it’s always a bit awkward for one person to deliver a formal assessment of the quality of work performed by another. But following some simple suggestions can eliminate a lot of the awkwardness in performance appraisal meetings. Here are a couple of tips that will help put both players at ease. (In Part 2 of this article, I’ll provide some additional suggestions.) Gather Your Appraisal Information and Materials in Advance The most important item you need to have is a copy of the individual’s performance appraisal. That’s obvious. But that’s not all. At the beginning of the year you and the individual probably had a performance planning meeting. Ideally, the individual would have taken notes on a blank copy of the appraisal form and made a copy for you. That document should have all of the key items that you discussed during the meeting. Be sure you have a copy of that planning document in case a question about the original goals comes up. You’ll also need information about the individual’s performance, particularly if there are some areas where the performance varied significantly from your expectations. Whether the variation was in a positive or negative direction, you’ll need to be able to demonstrate why you assigned the rating that you did. If the assessment is that the individual’s performance was less than you desired, then it’s critically important that you have all of the evidence you used in order to come to that “Unsatisfactory” or “Need Improvement” performance appraisal rating. There’s a magic phrase to use here. That phrase is, “For example . . .” Make sure you’ve got plenty of examples that support a less-than-satisfactory evaluation. You may want to have a copy of the individual’s development plan. You may want to have copies of weekly reports that the individual submitted that described progress against the goals that were set. You can’t make a mistake by having too much support material. It will prevent the embarrassment of being unable to find anything of substance to justify the rating you gave. Make a List What are the key points that you want to cover during the discussion? In addition to having a copy of the performance appraisal, write down a list of the most important items you want to discuss. It’s easy to refer to them during the meeting to make sure that everything that needs to be discussed gets covered. Pick an Appropriate Place Probably most performance appraisal discussions take place in the manager’s office, with the manager behind the desk and the appraisee sitting directly in front of it. Is that the best place to hold the discussion? It may well be, particularly if the performance appraisal is not very good and the manager wants to trot out all of the power and authority available to make the subordinate understand that immediate change is necessary. But too often the authoritarian, boss-behind-the-desk arrangement serves to emphasize the power relationship at a time when a more collegial approach might be more effective. More important than the actual location where the discussion ends up taking place is the decision-making process the manager engages in to determine that location. Too often, managers conduct the performance appraisal discussion behind their desks by default — they haven’t given any thought to the matter and just let it happen in the place where they are most comfortable. There are several other alternatives possible. The manager’s office might not offer complete privacy, particularly if walls are thin or it’s a cubicle arrangement. In this case a conference room or the temporarily vacant office of an out-of town senior manager might be pressed into service. If the performance appraisal contains good news and the two participants in the appraisal drama are old colleagues, it might best be conducted over a cup of coffee in the cafeteria. And if it is conducted in the manager’s office, just a little furniture rearrangement might reduce the hierarchical nature of the discussion. If the performance appraisal does indeed contain bad news, and particularly if the manager believes that it will take a dramatic gesture to bring home the message of “Change or else!”, the appraiser’s boss’s office might be a good location. Having your boss give you your performance appraisal in her boss’s office — with her boss sitting in as an observer / reinforcer — certainly communicates the seriousness of the message being delivered. But beware the unusual location. The district sales manager who gives one of her sales reps his annual performance appraisal while the two of them are in the car, driving down the highway on route to a new prospect’s office, is exercising bad judgment. So too is any manager who selects a location significantly away from a business setting, unless the necessity for conducting the performance review at that time, in that location, is obvious to both players. These are some small suggestions that will help to reduce the awkwardness that always seems to surround the performance appraisal discussion. In Part 2, I’ll provide a couple more tips that will help put both players at ease.

         
    Getting along with critical people

     

    : We all have to deal with critical people at times. You know the type - the person who can spot a flaw from across the room, gives unsolicited advice, frequently complains and passes judgment, is negative and seems impossible to please. We can all be critical. Every day, we literally critique everything that goes on around us consciously and unconsciously. Unfortunately, some people tend to verbalize the thoughts many of us have learned to keep to ourselves. When things don't go our way or we're in a bad mood it is easy to become critical. It's true, miserable people prefer miserable company. Critical people actually feel better around others who share the same negative attitudes. Before we spend time learning how to cope with other people's critical traits let's make sure we have our own well under control. It can be quite challenging to get along with a critic, especially when we live, work or attend church with them. Here are 10 tips to help you get along better with critical people. 1. Understand what motivates people to be critical Hurting people hurt people. Most critics were criticized themselves as children and did not develop the sense of security and healthy identity that can come from positive nurturing. They tend to have a low opinion of themselves and consequently feel best (although often frustrated) when attempting to achieve the unrealistic standards they set for themselves and others. Critics are often motivated by the need to feel better about themselves by putting other people down. Understanding their motivation can help us to develop empathy and compassion - two qualities that will help you get along with critical people. 2. Don't throw the baby out with the bath water Although critical people often lack diplomacy and tact, they also tend to be able to size up people and situations accurately. You may be tempted to discount what you hear, but listen carefully to what they say because there is often valuable information underneath the sharp edges of the message. 3. Be willing to confront your critic It is not easy to confront interpersonal problems, but it is typically the best approach. Be willing to tell the critic in your life how you feel about the way they interact with you. This won't guarantee change, however, by expressing your thoughts and feelings you are in a better position to manage your own emotions and behaviors. Emotional expression will decrease your chances of growing embittered, and consequently, doing or saying something you'll regret. 4. Focus on the truth not on the criticism If someone puts you down, fight the temptation to dwell on the criticism. If there is something you can learn from the message, do so, but then move on. Instead of dwelling on the negative comment focus on the gifts, talents and strengths that you possess. 5. Be careful about what you share with the critical person It's not always wise to share personal or important information with a critic about yourself or anyone else. Providing such information is asking for trouble because critical people often take things out of context, misinterpret or exaggerate information and place a negative spin on ideas or opinions. Learn how to discern what you should and should not reveal. When in doubt, don’t share. 6. Don't join in on criticizing others It can be easy to fall into the trap of criticizing others when you're around a critical person. Joining in on the criticism only serves to legitimize the behavior in the mind of the critic, and the transition into gossip is close behind. Today the criticism is about someone else - tomorrow it could be directed toward you. 7. Limit the amount of time you spend with critical people It may be very appropriate to limit the amount of time you spend with a critic. This, of course, can be difficult if they happen to be your spouse, parent or boss. However, it may be in your best interest to let the person know that your level of interaction with them will be based, in part, on their willingness to communicate with you in a constructive and appropriate manner. If the critic is your spouse you may benefit from consulting with a professional marriage counselor. 8. Control your response to critical people Pay close attention to how you respond to criticism. If you tend to react with anger, hurt or intimidation, you will encourage the critical behavior. Critical people are often motivated to behave the way they do because of the response they trigger in others. When you learn to not overreact, the critic will likely move on to someone who will. 9. Try to understand the needs of the critical person The emotional "gas tank" of a critical person is often very low. Criticism is sometimes an outward expression of an inward need - usually the need to feel worthwhile and significant. It is surprising how a sincere compliment, congratulations or demonstration of care and concern can improve your relationship. People with full emotional tanks are the least likely to mistreat others. 10. Maintain realistic expectations Critical people don't change overnight. Even if they are making positive progress, they are likely to revert back to their old ways from time to time, especially under stress. Realistic expectations will help guide your interactions and will likely result in a healthier relationship.

         
    Going paperless your route to the efficient office

     

    Paper archives have a number of serious shortcomings, which at best cost time and money, and at worst threaten the viability of an organization. There is first of all the issue of space which is typically at a premium in most organizations. Filing archives take up an ever increasing, and non-productive, share of the workspace. Archives generally deteriorate in poor storage conditions, and become disorganized and untidy – out of sight, out of mind usually applies. Another important issue is the time wasted in operating and retrieving from a paper-based archive, which is very often hidden in general office activity but nevertheless can represent a real cost to the organization. Locating a document or file, even in a modest filing system, can take a long time, particularly if misfiled by the previous user. Finally there is the very real concern of security. It is theoretically possible to plan for disaster recovery in a paper-based archive, either by using fireproof cabinets, or by storing photocopies of all important documentation in some remote location. The cost implications of either of these options are obviously enormous. Fires frequently cause the destruction of key files, resulting in crippling consequential losses for the organizations concerned. Storing documents as electronic files overcomes all the shortcomings of paper archive in one hit. Filing space is more or less eliminated, document retrieval time is as long as it takes to key in a document or file reference on a PC keyboard, and files can be backed up either as part of existing IT procedures or on portable media such as the CD-ROM, stored in fireproof cabinets or in some remote location at very little additional expense. Starting your electronic document storage project need not be as complicated as you would think. Any piece of hard copy can be converted to an electronic file of one type or another, enabling it to be stored in and viewed by a PC or PC-based network, either individually, or as part of a larger electronic archive. Each document is then assigned a look-up key, for example Invoice Number and Supplier Code or Name, plus any other key which could usefully identify the document in question. At its least sophisticated, this would require a keyboard operation - a potentially costly element in the process if a large amount of data is to be entered against each invoice. However, there are a number of ways in which data entry costs can be reduced, including a bar code scan from the document or the import of data through a text file. So far, we have assumed that the database files would reside on a server, making the archive available across a PC-based network. A number of systems are fully portable, and can use CD's (or DVD-ROMs) as an alternative to a server. CD's can also provide low cost back up to a server-based archival system, for disaster recovery considerations. Some organizations prefer a web server to hold their data and this offers the advantages of extendible storage facilities and fixed pre-agreed costs with the web hosting firm.

         
    Good experiences come back 10 fold

     

    How many times have you needed to call for a service such as carpet cleaning? Mechanic service? How about a more serious issue such as a flood service? Did you find that looking through the phone book just doesn’t give enough info and searching online pops up to many unreliable, irrelevant leads? Either way, I personally find it hard at times to find quality, fast reliable service. For instance, I thought word of mouth was the best way to get what I am looking for. So I talked to a friend when my car broke down. “Sure” she said, I know just the place. After agreeing to pay a ridiculous price for a fast turn around, I thought money talks, right? Not in this case, 2 weeks later my car is still in the shop and the price has doubled. Well after explaining that I found the part myself for half the price they were charging, I would just have it towed to my location to fix it myself. I am quite handy and knew how to fix the problem, but I was going to pay so that I would not be under the hood when I needed to be out working. Trouble is I work from that vehicle and after 2 weeks you can get pretty hungry with no income. After the manager found out that I was taking my vehicle, they cut the price in half and I agreed to let them try again. We will see how that turns out. The point that I would like to make is that I see it all to often. I see companies take on more work than they can handle or put the same person on the back burner over and over again. I am a victim of that and it feels terrible. Do you think I will send them any biz? When I started my company Moore Services in 1997, I knew that word of mouth is the most respected advertisement and I wanted just that, a respected name that my customers could count on. From the first day of business, and even now my goal is to build a solid customer base of repeat satisfied customers. Now I have pride knowing that I still have many of my first customers all because of situations that had a negative impact on me. What I mean by that is, I knew I didn’t like to be ripped off or taken advantage of and I sure don’t want a single one of my customers to feel that way either. Sometimes you just need a fast response and hope for the best after making one phone call. I spend each day making sure that all of my customers feel that calling me is in fact that one call they can trust time and again with out a doubt if they need me. If you or a friend run a company, remind yourself of the frustrations you deal with and turn the situation around to make positive impressions and experiences for your customers. They will thank you 10 fold I promise. Try to confront every frustration as a new learning experience share a smile knowing that you would never do that to a friend or a customer. For every bad day you have, make someone else’s day a good day by giving them a no hassle experience. Remember, it comes back 10 fold maybe even 20 if they have that many friends and relatives. From 1 to 10 to 100 to 1000. Now that is a lot of happy customers from just 1 happy customer. Just imagine if you gave them a negative experience.

         
    Good supervision is a good defense

     

    Jerry Pounds, writing on the Management-Issues web site recently put out an interesting piece called: "Litigation awaits for insensitive employers." Here's a key passage. "Judges and juries are linking musculoskeletal disorders, cardiovascular disease, psychological disorders, suicide, cancer, ulcers, impaired immune function and workplace injuries to a wide spectrum of emotional workplace stressors." Ultimately, in our litigious society, there's no way to assure that you won't get sued or that you'll win if you do. The good news, though, is that there are some basic things you can do to improve your odds. The best defense against a claim that you were an unfair boss is to be a fair one. Sounds simple, huh? But lots of companies spend lots of time worrying about legal strategies when they should be paying attention to the quality of supervision in their company. Bottom line: it's the immediate boss that matters. If you doubt that, try this test. Find someone who works outside the home and who has kids. Ask the kids if they know their parent's boss's name. They almost certainly will. Ask them if their parent's boss ever makes a difference in their mom or dad's mood. They'll almost certainly say, "Yes." Or, don't try that experiment. Just read this quote from GE's CEO, Jeff Immelt. Immelt's father worked on the line at GE for more than twenty years. "I always tell our leaders that they're GE to the people in this company. When I would sit around the kitchen table with my dad, I never knew who the CEO of GE was. I knew my dad's boss. … when he had a good boss, he was pumped. The frontline folks are critical to how the company does." The immediate boss, not the one at the top of the organizational chart is the one that makes the most difference. When a work team is productive and morale is high, it's usually tied to the behavior of the boss. When a worker claims to have been abused, or ridiculed, or treated unfairly, those charges are usually tied to the behavior of their immediate supervisor, too. So, the problem for your company is to improve the quality of supervision at every level. The solution has three parts. First, promote folks who will do a good job of supervision. Not every good worker will make a good supervisor. Not everyone who wants to be a supervisor will be good at it. When in doubt, try a person in short-term leadership assignments to see what happens. Next, help newly promoted supervisors make the transition. That starts with basic training. Next, provide training and support in key areas that new supervisors will have to know. That includes company policies and procedures as well as basic supervision and communications skills. Help them identify role models and mentors. Most new managers learn the ropes more from watching and talking to others and not from classroom work. Provide just-in-time help. That can be job aids, reference materials or a more experienced manager that the new manager can go to for advice. Give them a way to talk to other supervisors about supervisory work. In my book Performance Talk, I tell the story of Karen, a newly promoted manager. She learns about the real world of supervision by participating in a roundtable. You can organize these locally. Make sure that training becomes a lifetime proposition. The thing about leading others is that you will never learn all there is to know. Finally, hold leaders at all levels accountable for their leadership. The leader, whatever the level, has two key objectives: accomplish the mission and care for the people. Make sure your performance evaluations for bosses measure their performance as bosses. Reward good performance. Correct poor performance. That’s not easy, and in most companies it won't be quick. But doing a good job in the first place is a whole lot better than defending a bad job later. And there's a bonus. In addition to not getting sued, you'll probably be more profitable.

         
     
         
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