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    Good ways to procrastinate and when procrastination might be good

     

    Good ways to Procrastinate and when Procrastination might be good. I am writing this with the din of jackhammers in background. I am working on the weekend (surprising at that might be); feeling sorry for myself that I cannot get good quiet uninterrupted time in like I had planned. I thought I would write an article on Procrastination since that is what I am doing now. I have more important things to do (please don’t take offence). I am going into a heavy travel schedule so like to have a few posts written or at least roughed out so I can post quickly while I am on the road. So writing a post is not a terrible use of time. I started thinking about when procrastination might be good and came up with many types of good procrastination. The rules of Good Procrastination. 1 – Procrastinate or leave something if it is likely to resolve itself if you take no action. Of course in this case, it likely should not even be on your list and should not be a priority. 2 – Procrastinate if letting something “stew” will lead to a better solution. In this case, I tend to not do nothing on it, rather I spend a while to organize it, think about it, write a few ideas down etc. Ideas tend to incubate better if some thought has gone into it before they are left. 3 – If you must procrastinate, do something else on your list that might be lower priority but still needs doing. This is like asking your child, do you want to wear the red hat or the blue one. Not do you want to wear a hat. Choose from 2 or more tasks – all that need doing. 4 – Procrastinate if you need a break. Sometimes productivity is an order of magnitude better if you are properly in flow and have the right energy, creativity etc. 5 – Sometimes I procrastinate on the big part of the job by doing the smaller parts around it. For example, rather than do my taxes (which I hate), I might just collect and organize things or set up a meeting with my accountant. Choose a part of the job that is not as ugly. 6 – Procrastinate by doing the more important task. This seems counter intuitive since good time management says you always work on the highest priority task (and you should be). What I often find is I am working on tasks that are causing me stress (so I want to procrastinate) only to realize, there are likely other more important tasks to do that I enjoy doing. 7 – Procrastinate if someone else is likely to do it (or if you can get them to do it). Of course, I never said I was a marriage counselor. Leaving the dishes or cleaning for you spouse might not be such a good idea – now hiring – that’s another idea. Most of all, if you procrastinate, do not feel guilty. This only detracts from the “good” of it. Still, working on something that is not your highest priority too often is not a good habit to get into. One of my favourite time management authors, Alan Lakein, says to always ask “What is the best use of my time right now?”.. So back to work.

         
    Goodwill builds partnership a constructive dialogue

     

    : The value of business goodwill is in the throws of a major revival under the tent of mutual interest and partnership. Amid a global partnering boom, the future value of your business is at stake. Go-it-alone competitive practices are for the scrapbook. Partnering opportunities created by the communications and distribution revolution along with a global explosion in consumption and production are reshaping the ability of companies to reach larger audiences and acquire value creating resources. A growing number of countries are announcing international business alliances. Small to large enterprises are discovering partners across the global Internet. Nearly any business conference you attend this year is sure to feature passionate evangelists espousing the virtues of strategic alliances and economic goodwill. Shake here. Partner or Perish This fast-growing business climate is focused on collaboration and reciprocation. You can feel it building momentum. To survive in today’s worldwide growth and innovation game your company must seek alliances based on compatible differences. How do you get into the partnering game? Grow, shape and leverage your goodwill. Grow your goodwill by instituting best practices. Prepare your company for future alliances by using your goodwill to shape a receptive mindset within your organization. Leverage your goodwill to team up with allies and the allies of your allies. Are you involved in a constructive dialog with one or more potential partners? If not, what’s holding you back? The days of viewing your competitors with distant suspicion and enmity are over. Few enterprises can operate competitively working out of a cocoon. Today, it’s not unusual to find one division of a company signing on to an alliance with a direct competitor of another of its divisions. The first rule of this game is: “we work together, any chance we get, because working together is nearly always mutually advantageous.” Concerned about resistance from inside your organization? Some stakeholders will support your partnering aims and others will not depending on how they may be affected. Unsupportive stakeholders can kill an alliance before it comes together or slowly eat away at it over time. It no longer makes sense to let internal differences slow you down. If you're future is not in play, be warned. Sooner or later, it'll be partner or perish. Your goodwill can make a big difference in dealing with resistance and the prevention of sabotage. It's not just a paper asset. It is meant to be actionable. Look for silos in your organization. Appeal to those individuals using your goodwill Directly address their contribution to goodwill. Be determined to navigate such situations toward a positive outcome. Use the power of your goodwill as a change management tool to win over as many of your stakeholders as possible. Goodwill has profound impact on your equity value How does your business acquire goodwill? It cultivates it through best practices, such as good governance, customer service, efficiency, branding, pricing fairness, innovation, authenticity, consideration, cooperation, collaboration, thoughtfulness, decency, understanding, trust and community. The result is reflected in the valuation of your business reputation as measured by the loyalty of your customer base and the reliability, stability and good practices of your management and its employees. The dollar amount of your goodwill represents the excess price over fair market value that you’d expect to get at a takeover of your company. Alliance minded executives use their goodwill on a daily basis in communicating with stakeholders. Without the consistent expression of goodwill, they know, it is virtually impossible to sustain a partnering synergy that builds goodwill and benefits all stakeholders. The alternative course may in time result in stagnation and eventual decline. Fostering goodwill among your stakeholders prepares your organization for partnering. Your commitment to goodwill drives change and builds value. Apply goodwill on a daily basis. It may be your most powerful strategy in preparing for, processing and succeeding in the formation of alliances. Get them ready Here are three ways goodwill can be used to increase your organization’s alliance receptivity: First, use your business goodwill as a sign of strength. To achieve a successful transition in a merger, joint venture or other alliance types, quickly identify and address potential stakeholder resistance…and treat it with respect. Approaching others with respect is not a sign of compromise or weakness. It is a sign of strength. No matter how it may be characterized by opponents, your willingness to extend a hand of friendship can never be leveraged to your detriment, nor can it be used to silence your views. Express your goodwill to create an interpersonal zone where the exchange of common interests can be presented for the benefit of all concerned. Finding common ground on the basis of mutual respect allows partnerships to take shape. Second, use your goodwill to diffuse resistance. Your goodwill is the most common and effective way to diffuse negative perceptions. Reach out to those who are concerned about who will go or how their job will get done or done well: “I respect your views. We’ll face it and get through it together. We have the same goals.” Goodwill gives you permission to articulate the needs and goals of your alliance. Keep in mind that your business goodwill may be damaged if this step is not handled well. Avoid this step altogether and it may return to bite you later. Use your current goodwill assets to protect your future goodwill. Third, use your goodwill to invigorate your partnering strategy. Your next partnership will build its own goodwill. At the starting gate its goodwill is inherited from its partners. Good or bad, this asset has a limited shelf life. Your collaborative enterprise -– an innovation development strategy, sales and distribution alliance, or marketing partnership initiative -- will soon forge its own goodwill as it builds a bridge to its own identity. On the other side of the goodwill bridge is profit, innovation, synergy, productivity, mutual understanding and constructive relationships. Walk across it every day. Look for ways to express it. Aretha Franklin sang R-E-S-P-E-C-T in 1967 — an anthem for respect and recognition between men and women. At the time her call was a plea. Today, it’s a requirement. Individually and collectively the path of mutual respect promotes goodwill. Use it to embrace compatible differences and reduce incompatible ones. Develop a goodwill practice for building alliances, near and far, for today and tomorrow. Shake here.

         
    Great business standards do you have them

     

    If you are a business owner, you probably follow certain standards within your business. I'm talking about those "rules" you set up and follow - your business etiquette. For example, my standards include: • not working on Fridays, evenings or weekends • not answering my business phone after hours • working only with clients I'm compatible with For me, having my own business is a freedom and a privilege that I was unable to experience in the corporate world. As a business owner, I feel entitled to make my own decisions about how my business should be run. After all, I'm the boss! Your business should be run the way you see fit. If you have employees, you can of course (if you wish) take their needs into consideration as well. If, on the other hand, you are a sole proprietor like me, having strong standards can go a long way towards keeping you happy and satisfied in your career. What is important to you? If you haven't already done so, think hard about this. Make a list of the important things in your life, and base your business standards around them. If maintaining a good balance between your business and personal life is important, create a standard that allows you to stop working at a reasonable hour each day in order to spend time with your family. If going grocery shopping on Wednesday mornings is what you prefer to do, work that into your schedule. I think you get the gist of what I'm trying to say. Create a solid set of business standards today. Then stick to them. Remember, you're in control of your business and your life.

         
    Guide to business and professionals

     

    Business and professionals share an everlasting liaison. Just as a skilled potter produces a perfect pot, efficient professionals lead to a successful business. The qualities of professionals are different from those of ordinary men and women. For instance · Business professionals are idols of discipline. They work in a well-organized manner and adhere to business ethics. They do not compromise either on their principles or on their goals. · Business professionals do as well as demand hard and quality work. They are not a bunch of sluggish people who lack proficiency. They put their heart and soul in their job and seek excellent output. · The best part about professionals is that they run a business and do not let the business run them. This reflects their incredible controlling power and potency to curb situations in a desired manner. · These people are professionals not just in their deeds but also in their thoughts. They are mentally strong people who dare to take risks with an optimistic outlook. These business experts exhibit incredible self-confidence and courage to handle all the ups and downs in their work. They have the ability to take decisions and stand for their words against everyone and anyone. · Highly proficient professionals not just complete their task with perfection but they also make others work in the desired manner. They have the ability to bring out and exploit the unrecognized talent of people. The professional people are blessed with excellent leadership qualities. They know how to guide people and enjoy an amiable teamwork. · Along with these qualified entrepreneurs are quite prudent and understanding in nature. They never overlook the problems of their employees, or colleagues, instead endeavor to help them out in the best possible way. Also they are good teachers. In case their juniors do not perform well, rather than chewing them out they are ready to teach and modify the mistakes. · Business experts are quite responsible individuals. They understand their duties well and want everybody else also to do the same. Since the onus of running a business lies on shoulders of these expert people they never blame anyone else if things go wrong. For if they hold themselves responsible for success in business they are also liable for the failures. · Since a business grows with the aid of positive relationships and contacts, the qualified people believe in maintaining good relationships even with their opponents. · These people love to take challenges. But they never compete with their own company members. This proves their dedication towards the success of organization and their team spirit. · The last but not the least that can be said about business professionals is about their quality of being punctual and tolerate stress. These connoisseurs stick to all the deadlines, work under tremendous pressure but never get dissuaded by it.

         
    Guide to project management

     

    A project is an assignment or task taken up to achieve a specific goal. The development and introduction of new services or of a management information system are instances of a project. A project is different from the continuous or day-to-day processes of a company. It is confined within cost, time, and quality constraints. As a consequence to it a special team of expertise is appointed to manage a project. Project management as the name suggests is all about nurturing or handling a project. This is done with the aid of requisite knowledge about the project, skills and techniques to complete the project within fixed tenure and resources. Project management involves step-by-step procedure along with a prudent approach towards the project. At first the concerned organization prepares an outline of the project. This includes knowing and writing down what the project is all about, the cost involved in the project, the amount of resources needed. A thought is also given to the tentatively earliest possible time within which the project can be completed. Once the budget and other nitty-gritty’s about the project are known the organization looks for sponsors and a project manager. If the individual sponsoring the project is skilled and efficient enough, he too can be its manager. The project manager then appoints a team of people to work under him. Together with the team the manager of the project prepares a project plan. This plan is not just about the cost and time factors but also regarding the manner in which the project is to be initiated and covered up later. This requires lot of discussions and settlements between the project manager and the team of employees. The implementation stage of a project is where the project is put to execution as decided. While executing a project its progress and managing changes need to be carefully monitored. At this point in order to harness the resources well the project manager might feel the need to expand his team. For instance marketing of the product may be suffering due to more heed being paid to its manufacturing or due to lack of good marketing executives. This may also involve contacting new companies and organizations. Thus a set of people needs to be readily appointed to take charge of this. However then it is always at the onus of the manager to equip the new members with a proper and complete knowledge of the project. In some cases training may also be imparted. After all these stages are over, the project comes at its stage of completion. This is known as the close down stage. Here the project manager safely handles the completed work in the hand of the client or the customer. Once a project is finished and handed over, a project review meeting should be held to study the work done, encourage if something good was discovered during the project and also learn from the mistakes made. These should also be documented and later published in warts and all. This acts as a great help in future assignments

         
    Handling statistical variation in six sigma

     

    Six-Sigma provides a methodical, disciplined, quantitative approach to continuous process improvement. Through applying statistical thinking, Six Sigma uncovers the nature of business variation and its affect on waste, operating cost, cycle time, profitability, and customer satisfaction. The term “six sigma” is defined as a statistical measure of quality, specifically, a level of 3.4 defects per million or 99.99966% high-quality. To put into practice the Six Sigma management philosophy and achieve this high level of quality, an organization implements the Six Sigma methodology. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. Projects are selected that support the company's overall quality improvement goals. A Six Sigma project begins with the proper metrics. Six Sigma produces a flood of data about your process. These measurements are critical to your success. If you don't measure it, you can't manage it. Through those measurements and all of that data, you begin to understand your process and develop methodologies to identify and implement the right solutions to improve your process. Six Sigma’s clear strength is a data-driven analysis and decision-making process—not someone's opinion or gut feeling. Metrics lie at the heart of Six Sigma. Critical measures that are necessary to evaluate the success of the project are identified and determined. The initial capability and stability of the project is determined in order to establish a statistical baseline. Valid and reliable metrics monitor the progress of the project. Six Sigma discipline begins by clarifying what measures are key to gauging business performance, then it applies data and analysis to build an understanding of key variables and optimize results. Fact driven decisions and solutions are driven by two essential questions: What data/information do I really need? How do we use that data/information to maximize benefit? Six Sigma metrics are more than a collection of statistics. The intent is to make targeted measurements of performance in an existing process, compare it with statistically valid ideals, and learn how to eliminate any variation. Improving and maintaining product quality requires an understanding of the relationships between critical variables. Better understanding of the underlying relationships in a process often leads to improved performance. To achieve a consistent understanding of the process, potential key characteristics are identified; the use of control charts may be incorporated to monitor these input variables. Statistical evaluation of the data identifies key areas to focus process improvement efforts on, which can have an adverse effect on product quality if not controlled. Advanced statistical software such as Minitab or Statgraphics, are very useful if not essential for gathering, categorizing, evaluating, and analyzing the data collected throughout a Six Sigma project. Special cause variation can also be documented and analyzed. When examining quality problems, it is useful to determine which of the many types of defects occur most frequently in order to concentrate one's efforts where potential for improvement is the greatest. A classic method for determining the "vital few" is through a Pareto chart. Many statistical procedures assume that the data being analyzed come from a bell-shaped normal distribution. When the data to be analyzed does not fit into a normal bell-shaped distribution, the results can be misleading and difficult to discern. When such data distribution is encountered, other statistical techniques can be used to assess whether an observed process can reasonably be modeled by a normal data distribution. In such cases, either a different type of distribution must be selected or the data must be transformed to a metric in which it is normally distributed. In many cases, the data sample can be transformed so that it is approximately normal. For example, square roots, logarithms, and reciprocals often take a positively skewed distribution and convert it to something close to a bell-shaped curve. This process will uncover significant statistical variation, separating the important data from meaningless data “noise.” Once the data is crunched and a problem’s root causes are determined, the project team works together to find creative new improvement solutions. The data is used and relied upon—it is the measurements of the realities you face! Yet it is smart measurement and smart analysis of the data—and above all the smart creation of new improvement solutions and their implementation—that create real change. The Six Sigma statistical tools are only the means to an end and should not be construed as the end itself. Using tools properly is critical to getting the desired result. Through a successful use of statistics in uncovering significant data, Six Sigma will drive an organization toward achieving higher levels of customer satisfaction and reducing operational costs.

         
    Have you lost your focus

     

    I believe that one of the key causes of failure of online businesses in their first year is the lack of focus by the owner. There are literally so many things to do in the day that it’s hard to decide which one of the mile-long list is the best task to tackle first. Moreover, there are so many demands on our time that we’re forced to work a little on one project, move to another project and work on that, only to move to another project and work on that. Nothing gets our full attention for a long period of time. The result is that our work suffers because we’re not giving it 100% effort. And, frankly, we don’t get nearly enough done because we’re switching from one task to another – and each task has its own paperwork, computer programs, thinking style, etc. How can we correct this problem? It’s easy. First, recognize that there are two kinds of focus approaches. Then, realize that they are both appropriate for certain types of work. The “shotgun” approach is the approach that most online business owners use right now for all of their work. Just like shot from a gun that scatters, you put out all kinds effort and expect some of it to be effective. There is nothing wrong with using this approach for non-essential tasks. But you can be even more effective at using the shotgun approach. Here’s how: Schedule time to use the “shotgun approach.” Some people write it right into their weekly planner to schedule it. Decide to only approach your less important work with this method. Save your other work for the other type of focus approach. Decide what work is less important (for example, administrative work or reviewing marketing samples, etc.). Before starting, make sure you have all the materials you need to tackle all of the projects. Spread all of your projects out on the floor or a large table and begin working on them. When you reach a point where you are slowing down on one project, move on to the next. To help you stay the most effective, only do it for 50 minutes of each hour before taking a break. The “laser focus” approach is needed for work that is more important. For example, if you sell digital products online, perhaps the programming or writing needs your attention, or maybe your sales literature needs to be reworked. This type of focus is where you center all of your attention, like a laser, on one project for a period of time. I recommend only 50 minutes of each hour so that you can take a break and become refreshed. Approach this work with tireless effort and give it your full concentration. It’s hard to do because of so many distractions! In order to succeed at it, you should schedule it into your weekly planner or software planning tool. When the scheduled time approaches, make sure you have everything you need to get the job done and then do it. Turn off your phone, close your door, and get down to business. When you use these approaches, you’ll notice a greater level of success in your online business.

         
    Health safety ignoring it will close your business

     

    Occupational health and safety and public health and safety are two areas that have become increasingly important, but also easier to manage, in recent years. There has been an increase in awareness of Health and Safety concerns in the general public and employees. The increasingly litigious cultural atmosphere has brought health and safety to the forefront of most public and business decisions. This has been paralleled, however, by a growth in the availability of health and safety professionals, and also in better and more detailed health and safety information on the Internet. More help is available at health-safety-now. info. Occupational health and safety measures can take many forms - from the management of physical risk in your place of work, to employee health and safety concerns about noise or stress levels. The important thing for businesses is to have a plan for every possible health and safety situation that could arise, or that all could be feasibly predicted anyway. Depending on your business area, there may be an organization that monitors the health and safety in your workplace - this particularly applies to dangerous locations such as railways, nuclear installations and mines, and to workplaces involved with vulnerable people, such as nursery schools, care homes and hospitals. The occupational health and safety of these businesses will probably be monitored and checked regularly by an independent organization. If such a group does not cover your place of work, it is recommended that you invest in a professional health and safety inspection. Alternatively you could appoint a permanent group of occupational health and safety experts, depending on the size and needs of your enterprise. Public health and safety may be monitored by a government agency, or independent health and safety professionals may be employed to judge the health and safety of a prospective project or place of work. Public health and safety should take into account both the health and safety of the public sector employees and of members of the general population whose health and safety may be affected by a project.

         
    Health matters

     

    I guess nobody likes thinking about what can go wrong with the recruitment process. We all like to think we are reasonable employers, offering a fair package in return for a professional job. Yet, we do operate in a market that is prone to certain complications. Think about it. We recruit mainly young teachers who travel a long way from their home and friends, perhaps to a country they don't know anything about. There you are: already you can see how emotionally vulnerable they are. And if all this causes them stress, they could more easily fall prey to physical illness, infection, be more accident prone. Look, I'm not trying to be the pessimist here but I think we have to face the fact that the health of teachers is an important issue. At least, I believe a responsible employer should have health-protection measures in place as part of the recruitment package. Ideally, we should offer full health insurance together with provision to repatriate a teacher who needs to be back home for treatment and support. Now I know that for some small schools this could prove expensive but that's no reason to duck the issue. If you genuinely can't offer this kind of protection as part of the deal, think of the alternatives. First make sure you explain to the teacher the kind of healthcare they will be entitled to from any national scheme that protects those working in your country. Secondly, advise them to look at insurances that are available in their own country. Maybe they can find inexpensive insurance to cover them while they are working abroad. But please don't ignore the issue. It is deeply unpleasant to find oneself sick or injured in a foreign country and if, on top of that, inadequate provisions exist for treatment and care. The whole situation can become a nightmare. We owe it to our teachers to ensure that they are fully aware of the risks they run and the protection that they can expect or should obtain.

         
    Help my boss conducts bad meetings

     

    What to do? Your boss conducts terrible meetings. You can put up with it. Or, you could try: 1) Start with praise, such as: "I know you work hard. And I have an idea that would help you get more done." 2) Offer to help with some small part of a meeting that would make the process more effective. 3) Leave a book on effective meetings on your desk. 4) Give your boss a book on effective meetings as a gift. 5) Conversationally (such as during lunch) mention that you read an article about meetings that told about a "really great" technique for . . . . (something such as preparing an agenda, or making decisions, or etc.) 6) Confront your boss directly with an idea, such as, "I think our meetings would take less time if we had an agenda." 7) Offer to prepare the agenda for a meeting. As part of this task, ask your boss questions such as, "What is your goal for the meeting?" or "What result do you want to have at the end?" Then ask other questions such as, "What do you think is the best way to accomplish that result?". 8) Ask your boss to use a facilitator for a meeting. 9) Ask your boss to send everyone to a workshop on holding effective meetings (because everyone else needs it). And of course, your boss should attend, just to find out what everyone else will be learning. 10) Wait until your boss complains about bad meetings. Then ask gentle guiding questions such as, "What makes you upset with that?" Perhaps, such questions can lead your boss to accepting a new idea. 11) Complain about someone else's meeting. For example, you could say, "Wow, what a waste to time. No agenda and no one know what to do. We just sat around and talked about everything except anything that mattered." - - Caution. This can backfire if the boss reacts by defending the other person. If none of these ideas work, then you might consider: 12) Wait until your boss retires, moves on, or quits. 13) Ask for a transfer to a different department (to enrich your career, for example). Bonus: Have a question about meetings? Send it from my web site.

         
    Help desk outsourcing

     

    A help desk may mean a lot of different things. Basically, it is a source of technical support for hardware or software which is generally staffed by people who can either directly solve the problem or direct the problem to the appropriate department for action. In some instances, a help desk is a call center that is tasked to handle questions about products and services. A single point of entry is what often characterizes a help desk. A voice automated help desk telephone system is usually used to allow users to navigate themselves to reach the correct department. Most help desks are external but some large companies are able to maintain their own internal help desk functions. An outsource agency is best considered for a company when it experiences sharp peaks in call volumes throughout the day or there is no existing suitable staff to handle the current call volumes. Another reason to do so is when certain support activities require expertise or knowledge in an area not frequently used by the company. Experiences of periods of high activity such as during the introduction of a new product or a product maintenance release may be an appropriate time to make use of an outsource agency. Other reasons to try outsourcing are difficulty in supporting remote offices, when your company is supporting a large number of software packages and during a company’s internal transition such as upgrading of network or computer system hardware or software. Outsourcing the help desk provides one major benefit which is the availability of support agencies that have the latest technology. While these technology improvements may be very costly for a company, outsourcing facilitates the same advantage by giving the work to entities that are better equipped to handle the transactions and can spread out the cost among several clients over a period of time. Today’s global economy has made help desk access 24 hours a day, 7 days a week a requirement to come out ahead from competition. An outsource agency provides valuable support especially during off business hours. The scope of a help desk service can be as varied as the products being serviced. Most businesses have chosen to obtain specific service level agreements that specify the range of services to be provided as well as those not provided by the technical help desk support staff. It forms part of the core part of the service function as it brings together multiple resources to address an issue. The many features of a company’s help desk environment are automated through the use of this powerful management software. Some of the more typical functions include call management, call tracking, knowledge management, problem resolution and self-help capabilities. This software is provided for the use of all members of the support area from the first point of contact up to the staff that eventually receives the job request for resolution. Outsourcing is fast becoming the choice option of many companies that seek to lower costs and improve service quality while taking the business capabilities to an entirely new level. The main point is to be able to outsource non-essential tasks to make it possible for the company to focus on core tasks that will give it the competitive advantage against its opponents. Soon outsourcing will be crucial to any business success and competitiveness.

         
    High performance mastery top 7 principles for transforming your business from mediocre to great

     

    In the words of motivational speaker, Les Brown -- "You don't have to be great to get started, but you do have o get started to be great.” Where do you start to transform your business from mediocre to great? Below are your top 7 essential ingredients for cultivating greatness within your own business: 1. KNOW WHAT YOUR BUSINESS STANDS FOR AND LIVE THOSE VALUES. More than ever, today, customers don’t just ask “what products do you offer?” They also ask “what values do you stand for?” What values does your business stand for? What practices have you developed to live those values daily? 2. KNOW YOUR COMPELLING "WHY." Viktor Frankl, the great Austrian psychiatrist, said it best: “Success, like happiness, cannot be pursued; it must ensue ... as the unintended side effect of one’s personal dedication to a cause greater than oneself.” For what “transcendent” purpose does your business exist? How does your business make a difference in your customers’ lives? 3. ALWAYS SEEK THE EDGE. In 1954, Roger Bannister did the seemingly “impossible” and ran the first 4 minute mile. When asked how he did it, he said “It's the ability to take more out of yourself than you've got.'" How can you “take more out of yourself than you’ve got” to achieve the seemingly impossible in your business? 4. DARE TO BE DIFFERENT. Contrarians are the change agents in the business world. These wealth-building businesses are not simply “executing better” -- they’re radically changing the rules of the success game in their field or industry. Where in your business can you break the rules? How can you set yourself apart from the crowd in your industry? 5. FIND MODELS OF GREATNESS. Within every industry, every geography, every career path, there are examples of greatness everywhere. Find those people, those businesses that inspire you the most. What is it about them you would like to emulate? What changes can you make today to be like them? 6. KNOW THE END IN MIND. Great businesses **decide** their future. They are not dictated by it. They know exactly where they want to be, by when, how, and then persist in getting there. What decisions have you made about your business future? What do you need to decide differently in order to have a great outcome? 7MIT TO PERSONAL GREATNESS. Your business is a direct reflection of where you are at. It only grows as quickly as you do. To build a great business, you must commit to your own personal greatness. How do you define personal greatness for yourself? What changes can you make to unleash your own greatness?

         
    High tech management leadership

     

    Copyright 2006 PJM Consulting What makes a great manager or leader in a High Tech company? Is it great technical knowledge or skill? Or is it the ability to be affable and convince people to do what you want by the strength of likeability and personal relationships? Getting people to perform by fear of and grudging respect that comes from being in a position of power? People might answer this question in almost as many ways as there are people to ask. I’ve had many influences in my career that have shaped my attitude toward management and leadership. I started my career in old-line, traditional, top-down industrial companies in the Midwest. Not knowing any better at the time, I thought that taking orders and doing what you’re told was the normal course of business. This doesn’t lead to much initiative or critical thinking, but I guess there wasn’t much asked for or expected of an entry-level employee in old-line companies. Speak when spoken to—do what you’re told, was the leadership style of the day. It wasn’t until I moved into High Tech and went to work for Hewlett Packard that a whole new world was opened up to me. You actually care what I think? You want me to take the lead on that issue—and actually make a decision that will very likely be approved—if it’s deemed important enough to even be reviewed? What a revelation that was—the idea of treating employees like valued adults, with spare brainpower that might actually contribute to the company’s success. The HP way opened up my mind to the power of enabling people, and pushing decisions down as far as practical in the organization—where best knowledge about the particular situation often resides. To this day I’m in awe of the effect of a few basic principles at HP—respect for the individual, hire the best you can find in a methodical and comprehensive manner with cultural fit being a major factor, fire slowly, push decisions down in the organization, keep organizations small, and senior executives are “just people too”—no pedestals. People felt like they were working in a small company in which they were important owners because of these policies—and had incredibly loyalty as a result. Even though HP was already an $8B multi-national corporation. Like any company, the HP culture and leadership wasn't perfect, and some of the warts have likely contributed to the recent malaise the company has found itself in in recent years. But the simple policies above elevated HP to incredible success over some 60 years—it’s too bad this great company has strayed and lost its way a bit lately. Another area that I believe is incredibly important in the management and leadership of software and high tech companies is work ethic. Our business moves too fast to sit still for very long. The top people in the company set the tone here. In my experience, if the top people aren’t obviously sweating to contribute, it is really apparent to the troops. When the CEO is taking home several hundred thousand dollars (or millions) and seems to be doing it by just enjoying the good life, it sends a very chilling message down the ladder—what is valued, what it takes to get ahead, and "get some for yourself" while you can. Not the best way to build a team-oriented, winning culture. I was struck by a ride that I had from the airport in a taxi this week. The cabbie was an immigrant from Eritrea in east central Africa. His country has been war-torn and plagued by military coups and corruption. He came to the US with little more than the clothes on his back, with a wife and two small children. Spoke no English. He originally worked in a car wash, one of the lowest jobs in the US food chain. Learned English and Spanish at the same time, because he had too. Now he owns his own Cab, and has 4 kids. Still works hard—he picked me up at 11PM and had been working since 7AM that morning. But he doesn’t complain at all. He is appreciative that he was able to come here, and loves this country. His two daughters just got accepted to UCLA. It’s a classic American tale similar to many of our families that immigrated to this country over time. And you know what? To me, that taxi driver is a real leader. I’m sure that his children look up to him, and are appreciative that his hard work has paved the way to a better life for them. I’m certain that they are very loyal and will do whatever they can to gain his approval and fulfill his expectations for them. He has set a tremendous example for the people he is responsible for—one of selflessness, a gritty work ethic and never-say-die attitude. A strong Tech company CEO or senior executive can set a great example with much the same attitudes and qualities. So to sum it up, what makes great leadership in High Tech? I think it’s someone with great intellectual capacity, but also great empathy for people as well. It’s someone with his ego in check enough to hire good people and let them create—with the ability to push the envelope and fail without getting fired. Someone who sets an example of hard work, intellectual honesty and tireless work ethic. A manager who realizes the power of giving credit to subordinates, rather that taking it for him or herself. One who realizes the short term profits are very important, but that people should not be treated as a simple expense like an office chair—if you want to have long term profits as well. Great leadership builds great companies for the long term. It’s very rare. If you know of one, I’d love to hear about him or her. Let me know what you think.

         
    Hiring adjustments for generations x and y

     

    Work-life balance. Flexible work hours. Corporate mission. What is the point of focusing on these non-traditional hiring topics? Two letters – X and Y. Generation X (born between 1963 and 1980) and Generation Y (born after 1980) are establishing a more prominent position within the employment landscape as the Baby Boomers prepare to exit the workforce. The shift to these younger generations is prompting a new focus in hiring tactics. The Baby Boomer generation was cut from the cloth of work first and foremost, climb the corporate ladder and retire with a healthy pension plan. Those days are all but gone. Today, younger workers are creating a paradigm shift in employee hiring based on their priorities. We have observed this accelerating transition firsthand over the past 2 years. We work with companies in many market spaces, industries and geographic locations. The hiring landscape has already changed and companies that do not frequently hire may be unaware of the new focus. Certain patterns exist today that are universally consistent when hiring Gen X and Gen Y employees. --WORK-LIFE BALANCE-- Perhaps there is no more profound shift in values than this topic. Gen X, and even more so Gen Y, is focused on a position’s time requirements. This isn’t to say the younger generations are not hard workers. On the contrary, they put tremendous effort into their work, but they also place a high value on their personal time away from the office. This balanced approach has been mistakenly interpreted by the Baby Boomers as a “slacker mentality.” The younger generations search for opportunities where they can grow their skill set without having to sacrifice every other area of their life. As an employer, it is imperative to understand this desired balance. Positions that lack the needed support, tools or technology often will be a red flag to the Gen X or Y candidate. The reward for accepting such a position clearly has to outweigh the perceived imbalance it may cause in their life. --SKILLS PATH-- Most people are familiar with the term “career path.” The Baby Boomer generation experienced a marketplace where preordained opportunities existed to climb the corporate ladder within the same company. Today’s younger generations generally do not have such consistent opportunities before them. More importantly, many of the younger generation do not subscribe to the same loyalty as the Baby Boomers. Gen X and Y candidates are looking for a “skills path.” They desire to understand what skills are needed to be successful in the position today. The long-term incentive is to understand what skills they will personally develop or acquire within the company. They prefer a horizontal management structure and respond to personal skill development. Titles are out. Responsibilities are in. It is imperative to share with the candidates the responsibilities they will inherit as their skills become more advanced over their tenure with the company. --SHERPA MANAGERS-- As mentioned, the younger generations have a fairly horizontal view of the org chart – whether accurate or not. We have seen this approach wreak havoc in an office dominated by Baby Boomers. The Baby Boomers expect an almost military-style chain of command while the younger generations have a more fluid approach to positions of authority. Gen X and Y highly value the manager-employee relationship. They view their manager as a guide – an experienced Sherpa to make sure they are on the right path. In debriefing Gen X and Y employees after they are hired, the vast majority consistently mention the impression of their manager as having the most influence on their decision to join the company. The hiring manager needs to connect with the Gen X and Y candidate on a personal level during the interview process. Clearly the manager-employee relationship is a two-way street so this approach affords the hiring manager a beneficial insight into the candidate also. --WORK SMARTER NOT HARDER-- These generations are plugged-in to technology from Bluetooth to Blackberries. They have spent much of their working careers, even entire lives for some, having Internet information available to them at a moment’s notice. This fact can work against employers in that these younger candidates are savvy about Internet job boards and have a tendency to always have an eye out for new opportunities. However, the upside of this technological ability is far greater. A subtle item we have observed among Gen X and Y candidates is their strategic thinking. Their youthful age belies the fact that they have sharp minds for understanding macro markets. We have seen these younger candidates ask amazingly insightful questions that make the hiring managers pause during the interview. We have also seen strong candidates pass on opportunities because they were skeptical of the hiring company’s shallow business plans. The Gen X workforce will be ascending into prominent management positions at a brisk pace over the next 5 years. The next wave of change will occur in the management ranks as they shift the hiring process away from the Baby Boomer approach. The aforementioned topics will move to the forefront of the hiring process as the newly crowned Gen X managers hire the Gen Y employees. Until that happens, progressive companies will perceive these current shifts and adjust their hiring tactics in advance.

         
    Hiring the best interviewing strategies that work

     

    In today’s competitive environment, hiring has increasingly become a key link in establishing and maintaining your company’s edge. By attracting and hiring the best people, your company can move quickly and grow steadily. On the flip side, however, poor hires cost you precious time, money, and opportunity. Poor hiring could cost you your company. Unfortunately, hiring candidates who can do what they say they can do is getting tougher. A whole industry has sprung up in the past ten years helping job seekers land a job — sometimes at all costs. You can’t afford to hire someone who can’t do the job, do it with minimal direction, or do it quickly. Fortunately, there are techniques that you can use to ensure that the candidate you select can do the job. We will examine four techniques here — demonstrations, simulations, problem solving, and testing — and introduce a powerful interviewing technique — High Performance Interviewing — that we will cover in more detail in the next issue of Performance News. Demonstrations Ideally, the best way to see if a candidate is able to do the job is to have them actually do the job. To have them, in other words, demonstrate their ability to do the work. Sales representatives can sell something; software engineers can code something; machine operators can operate a machine; secretaries can answer phones or type a memo; etc. Simulation Sometimes demonstrations are not possible or appropriate. The next best thing to a demonstration is a simulation. A simulation is like a demonstration except that the situation is not real. In sales or customer service, for example, you can role play an angry customer and have the candidate respond to your anger. Another example of a simulation is having a telesales representative call you (the “customer”) to sell you something. Or, if you’re interviewing for a training position, you could have the candidate teach you something. Problem Solving Sometimes demonstrations and simulations are not feasible. Then problem solving might provide you with confidence in the person’s ability. Problem solving is a technique many interviewers use to see how adept the candidate is in addressing real or hypothetical problems and challenges. It is one step removed from simulation because in problem solving the candidate describes what s/he would do rather than simulating what s/he would do. A cautionary note: problem solving by itself may only indicate what a person SAYS s/he will do in a given situation, not how they actually will or did behave. Still, problem solving is a good way to check a critical skill. Test Tests are also sometimes helpful as part of the hiring process. Psychological tests provide a way for some companies to identify key characteristics in an individual. Other ways of testing include asking specific knowledge questions such as “What commands might you use to initiate a subroutine?” or “What are the advantages and disadvantages of common network protocols?” Interview However, sometimes demonstrations, simulations, problem solving, or testing might not be feasible; at the very least they -- by themselves -- are inadequate. Interviewing is required. Effective interviewing requires that you have sharp probing and listening skills to get the candidate to describe or explain relevant experiences from which you can draw highly predictive information. We call this type of interviewing High Performance Interviewing. Can we maximize the traditional method of hiring candidates — the interview — to hire more effectively? The answer is, “YES!” Many interviews result in a mutual exchange of meaningless information and a “gut feeling.” The process we call High Performance Interviewing (HPI) helps you gather meaningful, predictive information and substantiates your “gut feeling.” HPI is based on the premise that past behavior is the best predictor of future behavior. HPI is designed to extract highly predictive, accurate target data from candidates. Target data is: • Behavioral: The data must be about what the candidate did, said, thought, or felt. We do not consider what the person “was responsible for” as target data since it doesn’t tell what the person actually did. The data must be about the candidate. We do not consider “we” data target data since we don’t know what the candidate did. • Volunteered by the candidate: Target data comes from the candidate’s memory, not the interviewer’s suggestions or prompting. • About a specific past situation: Focused on what actually happened, not on what might have happened, or what generally happens. Having the candidate state what they would do in specific scenarios may point out problem solving and quick thinking but may not predict what the person actually has done in similar situations. Only data based on past situations is considered target data. Step 1: General Opening Statement or Question Begin gathering target data with general opening questions or statements. The purpose of this step is to get the candidate to talk about what we want them to talk about. Here are examples of general openings. (The phrases in parentheses are examples of specific skills I might be looking for in a candidate.): • “I’m looking for (examples of when you managed multiple priorities).” • “I’d like to hear more about (your experiences in delegating).” • “I’d like to find out how (you respond to autonomy and little direction).” • “Can you think of a time when (you had a difficult deadline to meet)?” • “Do you recall an instance where (you were aware that another member of the team was not pulling his or her own weight)?” • “Is there an example of (a challenge you faced in coding a new module)?” Step 2: Get Deeper The next step in gathering target data is to get deeper in those areas important to the job. Questions that help you get deeper include: • “How did it start?” • “What were the key points in the situation?” • “What were the results?” • “What happened first/then/next?” • “What did you do/say/feel/think?” • “How did you prepare/follow-up?” • “What do you believe was the most important event/decision/activity during that time?” Here are several guidelines for getting deeper: • Ask what the candidate did, said, felt, thought. • Separate the candidate’s actions from others’ actions. • Ask “who”, “what”, “when”, “where”, and “how”. What is your role throughout this questioning? Take notes to help you guide the conversation. Listen. Ask for clarity when necessary. Remember, we cannot assess a candidate’s qualifications if WE do all the talking! What You Don’t Do It is important that you as interviewer don’t: • Ask leading questions: Leading questions give you exactly what you want to hear. And they typically result in inaccurate data. • Accept generalizations: Generalizations don’t tell you what the candidate did. Target data must be specific. • Accept collectivisms: Collectivisms are the use of we, the group, my team, etc. They don’t tell us what this individual -- the candidate -- did. Again, target data must be specific. • Assess the candidate before hearing all: Prejudging a candidate before the data is heard is a serious mistake. The brain can easily “find” data to support its prejudgment. Therefore, stick to the script; write down what you hear as the interviewer. The time for assessment comes later. How To Get Back On Track Because HPI is a dialogue, it is sometimes easy for the candidate to digress. It is your responsibility as interviewer to pull the candidate’s discussion into more relevant and appropriate direction. Here are some pithy phrases that will rein in or focus the digresser: • “If I was there, what would I see?” • “You said there were meetings. Could you tell me about one?” • “Can you give me the details?” • “Let’s backtrack a bit.” • “Who do you mean by ‘we’?” When you’ve gathered an appropriate amount of data for a particular skill, repeat the HPI technique until you are satisfied with the results. Then close the interview. Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or [email protected] Check out Entelechy's website at unlockit.

         
     
         
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