Managing the Human Being Behind the Business
It's a common problem and we've all seen it - business owners that are just 'too busy' all of the time, and as a result, do not enjoy the success in business they had hoped for. Let's not kid ourselves, there is a lot to focus on: technology, employees, sales, marketing and so on. These functions are essential and need to be well organised and managed.
But there is a second aspect to business success that is often overlooked - the effectiveness of the person running the show. Businesses are a reflection of the people who run them. If those people are 'too busy', stressed, or poorly organised, then these characteristics are reflected back in the business. The underlying behaviour and values of the business owner drive how much control they need, how they will delegate and how they use their time.
Growth of the business and the business owner need to match up
If the business is to grow, then the owner has to take the necessary time to learn the new roles and skills that a growing business will demand. Imagine for one moment where you would like your business to be in 5 years time. Then ask yourself: "Is it possible that I can be exactly the same person in 5 years that I am today and fulfil that growth strategy for my business? The answer has to be no.
Business owners need to be prepared for new learning and taking on new, different, and bigger responsibilities - without fear or hesitation. The reality is that the owner is usually the limiting factor in growth - the business can only grow to the extent to which the owner grows.
When owners feel out of sorts, overworked, and like they are running on a treadmill, it is almost always because they have fallen victim to the reactive "let's go faster" management approach. They are forced to live from problem to problem, and may fail to see their own (lack of) self-management as part of the problem.
So why aren't we better at managing ourselves?
There's really four reasons:
Being comfortable - we all do what we are comfortable with - it's human nature. So we keep doing what we have always done
Not knowing what else is possible
Not knowing that there are other ways to do what they are doing
Actually getting energy (and maybe some identity) from being stressed and overworked
There are 5 steps to take on the road to better self-management:
1. Clarify personal goals for the future.
Many business owners lose sight of these as they get immersed in the day-to-day running of the business. Articulating your personal goals can reveal any issues about whether these support or conflict with their business goals. These goals need to cover both the immediate and future plans. What do you want to achieve personally in the next 1 to 2 years. And where do you want to be in ten years time?
2. Clarify the business goals.
Having spent some time expressing personal goals for the future, take a look at your business goals and rethink them. Are your personal and business goals working together, or are they working against each other? If they do seem to be mutually exclusive, what choices will you make next? Putting the business goals ahead of your personal ones will inevitably lead to stress and feelings of overwhelm. Determine instead whether the business goals can be re-oriented or modified to support what you would like to achieve personally.
3. Identify the owner's ideal role 3 years from now.
Think about who you want to be - what role you want to have in the business - in 3 years time. Will you still be doing the majority of work? Will you have others doing the work and your capacity is more advisory? Or perhaps you would like to remove yourself completely from the operational parts of the business and focus on product or business development?
Thinking about what you want as an owner in the future can give you great insights into what strategies you may need to put in place now.
4. Conduct a detailed personal time analysis for a one-week period.
This is where the rubber hits the road. If you really are true to yourself when you do this exercise you will learn a lot about where the potential lies for making changes. How are you really spending your time? Break your day down into at least half hour slots and write down exactly what you do in each 30 minutes.
5. Create a plan of action for the next 30 days.
Based on the data from steps 1-4, create an action plan to cover the next 30 days. Your plan should include:
steps to align personal and business goals
strategy for moving to the role the owner wants to play in the business in the future
analysis of the results of the one-week detailed monitoring exercise
deciding which activities add the most value and planning to spend time on those
identify how much time is spent on low value activity and planning to delegate or stop doing those things
There is never a better time than right now for planning to do things differently. Take charge of yourself and your business by choosing a direction that allows you to meet both your personal and business goals, and still retain your sanity!
Megan Tough, Director of Action Plus, is passionate about helping people enjoy their businesses. She works internationally with business owners to systematically remove the stress points from their business, giving them more time and space for - well -whatever they want! Visit her at http://www.megantough.com for more information on taking the stress out of your business.
Wednesday, October 21, 2009
Tuesday, October 13, 2009
Great Hires: Avoid Costly Mistakes
Picking people for a job is like going to the store to buy apples. Before you go, you ought to know whether the apples are to be eaten fresh, make into applesauce, baked into a pie or made into juice. Then, you can make the appropriate choices. This is also true for hiring winners.
The goal of selection interviews, buying apples, is to make the most appropriate choices...to hire the right people for the job. The goal is to match applicants with openings. More specifically to match applicant's qualifications with the job requirements. The interview is a subjective tool that attempts to forecast a candidate's performance.
No selection tool can predict future performance with absolute certainty. But, if you understand the job requirements, examine the applicant's past performance and use good interviewing techniques, you're more likely to avoid bad hires. These are people who turn out to be a round pegs in square holes; people who you train and then leave; and people who just aren't motivated to give their best.
So how can you avoid such costly hiring mistakes?
According to Roger Staubach, "In business or in football, it takes a lot of unspectacular preparation to produce spectacular results." Therefore, the first step to successful hiring is preparation. If you really want to know if that person you're interviewing has the requisite qualifications, you'll have to do more than a 30-second scan of the resume and "shoot from the hip" questions. A thorough, accurate, and focused job description is essential for effective interviewing. You may think it's a bureaucratic nuisance but it can be a valuable tool in deciding who is the best person for the position.
A job description is an outline of the primary responsibilities of the job. It should list the major task in order of importance. You need to have as complete a knowledge of the job as possible, not only the present "must have's" but the future needs of the position as well. Then you need to determine the skills required to perform the job. Job skills include technical skills and performance skills. Both are equally important.
Technical skills are typically learned through education, training, or on-the-job experience. For example, typing, computer programming, machine operation, financial analysis, and graphic design are all technical skills. You might think of technical skills as what a person "can do".
Performance skills are how a person will do the particular job. These are more like work habits and personal characteristics and are transferred from job to job. Flexibility, assertiveness, paying attention to details, ability to cope under pressure are all examples of performance skills. They are as important as technical skills.
Research has shown that many "bad hires" are due not for technical reasons but because of motivation, energy, values, or interpersonal skills. If you do not explore these skills, you may get a highly qualified person who is not able to work in a particular atmosphere or group of people.
Example:
In a recent conversation with a manager, who had just finished formulating a job description for the head of a growing information systems department, I was told: "Initially, I thought I needed someone who had technical mastery. But when I defined the job in terms of its objective, what I realized was that I needed someone who could develop the department and determine what the rest of the company required of it. I needed a communicator and negotiator, not an inspired computer wizard".
Three basic questions:
Remember, in any selection interview you need to know:
Can this person do the job that they are interviewing for? That's the technical fit - the basic skills to do the job.
Does she have the traits and desire to effectively do the job? That's the motivation fit - the basic personal attributes to do the job.
Does she fit into the culture? You know what works and what does not within your company, and this is a very important barometer of success.
Get The Edge: Start Hiring Winners!
Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management. Subscribe by going to http://leadershiphooks.com/ and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks resources for managers on the front line and the Power-by-the-Hour programs fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
The goal of selection interviews, buying apples, is to make the most appropriate choices...to hire the right people for the job. The goal is to match applicants with openings. More specifically to match applicant's qualifications with the job requirements. The interview is a subjective tool that attempts to forecast a candidate's performance.
No selection tool can predict future performance with absolute certainty. But, if you understand the job requirements, examine the applicant's past performance and use good interviewing techniques, you're more likely to avoid bad hires. These are people who turn out to be a round pegs in square holes; people who you train and then leave; and people who just aren't motivated to give their best.
So how can you avoid such costly hiring mistakes?
According to Roger Staubach, "In business or in football, it takes a lot of unspectacular preparation to produce spectacular results." Therefore, the first step to successful hiring is preparation. If you really want to know if that person you're interviewing has the requisite qualifications, you'll have to do more than a 30-second scan of the resume and "shoot from the hip" questions. A thorough, accurate, and focused job description is essential for effective interviewing. You may think it's a bureaucratic nuisance but it can be a valuable tool in deciding who is the best person for the position.
A job description is an outline of the primary responsibilities of the job. It should list the major task in order of importance. You need to have as complete a knowledge of the job as possible, not only the present "must have's" but the future needs of the position as well. Then you need to determine the skills required to perform the job. Job skills include technical skills and performance skills. Both are equally important.
Technical skills are typically learned through education, training, or on-the-job experience. For example, typing, computer programming, machine operation, financial analysis, and graphic design are all technical skills. You might think of technical skills as what a person "can do".
Performance skills are how a person will do the particular job. These are more like work habits and personal characteristics and are transferred from job to job. Flexibility, assertiveness, paying attention to details, ability to cope under pressure are all examples of performance skills. They are as important as technical skills.
Research has shown that many "bad hires" are due not for technical reasons but because of motivation, energy, values, or interpersonal skills. If you do not explore these skills, you may get a highly qualified person who is not able to work in a particular atmosphere or group of people.
Example:
In a recent conversation with a manager, who had just finished formulating a job description for the head of a growing information systems department, I was told: "Initially, I thought I needed someone who had technical mastery. But when I defined the job in terms of its objective, what I realized was that I needed someone who could develop the department and determine what the rest of the company required of it. I needed a communicator and negotiator, not an inspired computer wizard".
Three basic questions:
Remember, in any selection interview you need to know:
Can this person do the job that they are interviewing for? That's the technical fit - the basic skills to do the job.
Does she have the traits and desire to effectively do the job? That's the motivation fit - the basic personal attributes to do the job.
Does she fit into the culture? You know what works and what does not within your company, and this is a very important barometer of success.
Get The Edge: Start Hiring Winners!
Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management. Subscribe by going to http://leadershiphooks.com/ and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks resources for managers on the front line and the Power-by-the-Hour programs fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Saturday, October 10, 2009
Five Key Strategies for Making Your Nonprofit Business More Effective
I love tennis both as a spectator and a weekend player. I also believe that effective nonprofit organizations are an essential part of vibrant, engaged communities. As I was watching The Championships - Wimbledon this year, I realized there are lessons from Wimbledon (both from the players and the tournament itself) that can help your nonprofit achieve attention-getting results. What are these lessons?
Have a game plan
Successful players know their own strengths and weaknesses and the strengths and weaknesses of their opponents. They develop game plans designed to take advantage of their best weapons and to capitalize on opportunities provided by their opponents. Successful nonprofits know their external environment, know what they do well, stay flexible so they can capitalize on opportunities and use strategies based on their strengths.
Don't play a clay court game on grass
Wimbledon is the only Grand Slam event played on grass. Grass is a fast, slick surface and the ball bounces in strange ways. Players must be able to adapt their game to compete effectively. The nonprofit environment is constantly changing and effective organizations are able to anticipate and adapt to these changes.
Stand out from the crowd
Grass courts. All white tennis attire. The green backstops and stands. Turn on a televised tennis match and these images let you know immediately that you are watching The Championships-Wimbledon. From the distinctive crossed rackets of the Wimbledon logo to the familiar Wimbledon colors of green and purple, the Wimbledon brand is well-defined. Like it or not, nonprofits must develop an identity and consistently communicate their values and mission.
You can't play doubles alone
Although not as popular as singles, doubles is an integral part of tennis. Doubles teams are partnerships that take advantage of the strengths of each player. It is not uncommon to see competitors in singles form successful doubles teams. In the nonprofit world, effective partnerships can enhance the ability of each organization to meet community needs and often result in more effective use of each organization's resources.
Take advantage of rain delays
Wimbledon is famous for its rain delays. These delays often turn out to be opportunities. Time and again I've watched players raise the level of their game or successfully use new tactics after unplanned time in the locker room. All of us get caught up in day-to-day activities and feel we can't take time out. The reality is that taking time away often leads to new ideas and new strategies for advancing your mission.
Consistently applying these strategies will help you achieve attention-getting results. Give it a try and track your progress.
Judith Rothbaum helps talented nonprofit professionals and volunteers use information to build their business and think more boldly about who they are and the changes they create in their communities. Visit www.datafordecisionmaking.com for tips, information and helpful tools.
Have a game plan
Successful players know their own strengths and weaknesses and the strengths and weaknesses of their opponents. They develop game plans designed to take advantage of their best weapons and to capitalize on opportunities provided by their opponents. Successful nonprofits know their external environment, know what they do well, stay flexible so they can capitalize on opportunities and use strategies based on their strengths.
Don't play a clay court game on grass
Wimbledon is the only Grand Slam event played on grass. Grass is a fast, slick surface and the ball bounces in strange ways. Players must be able to adapt their game to compete effectively. The nonprofit environment is constantly changing and effective organizations are able to anticipate and adapt to these changes.
Stand out from the crowd
Grass courts. All white tennis attire. The green backstops and stands. Turn on a televised tennis match and these images let you know immediately that you are watching The Championships-Wimbledon. From the distinctive crossed rackets of the Wimbledon logo to the familiar Wimbledon colors of green and purple, the Wimbledon brand is well-defined. Like it or not, nonprofits must develop an identity and consistently communicate their values and mission.
You can't play doubles alone
Although not as popular as singles, doubles is an integral part of tennis. Doubles teams are partnerships that take advantage of the strengths of each player. It is not uncommon to see competitors in singles form successful doubles teams. In the nonprofit world, effective partnerships can enhance the ability of each organization to meet community needs and often result in more effective use of each organization's resources.
Take advantage of rain delays
Wimbledon is famous for its rain delays. These delays often turn out to be opportunities. Time and again I've watched players raise the level of their game or successfully use new tactics after unplanned time in the locker room. All of us get caught up in day-to-day activities and feel we can't take time out. The reality is that taking time away often leads to new ideas and new strategies for advancing your mission.
Consistently applying these strategies will help you achieve attention-getting results. Give it a try and track your progress.
Judith Rothbaum helps talented nonprofit professionals and volunteers use information to build their business and think more boldly about who they are and the changes they create in their communities. Visit www.datafordecisionmaking.com for tips, information and helpful tools.
Wednesday, October 7, 2009
Leaders Versus Cheerleaders
Everyone wants to describe themselves as a leader. Everyday, new books on leadership come out on the market. Leaders are seen everywhere - business, society, and, of course, politics. Yet, in our culture where greatness is often measured by noise rather than accomplishment, I thought it would be helpful to define the factors that differentiate the true leader from the notorious "cheerleader."
* Cheerleaders are thermometers, while true leaders are thermostats. Where thermometers measure the weather, thermostats change it. This is the perfect analogy in my opinion. While thermometers stick their fingers in the wind to see what direction the wind (or crowd) is going, the true leader determines his or her course and follows it. They do that which they believe is best for everyone involved. Often true leaders have to change opinion before they can be recognized as a leader. They are willing to do this in order to make a true difference.
* Cheerleaders are often victims, while true leaders are always owners. Cheerleaders will often blame anyone or thing other than themselves if something goes wrong under their leadership. With true leaders, in the words of Harry Truman, "the buck stops here." True leaders want responsibility for the decisions they make, apologize for their mistakes, and will look to share honor with others when things go well.
* Cheerleaders focus on themselves, while leaders focus on the cause. There is nothing more dangerous than getting between a cheerleader and a microphone, TV camera, or photo op. Such people are interested in themselves and very little else. True leaders are concerned about the cause or the project. "Who" gets the credit is not nearly as important as the project getting done! This is one of the biggest differences between cheerleaders and true leaders.
So how does one become a true leader? You become goal oriented, know what you are going to do before you set out to do it. You become a person of principal, so you are not tossed flippantly from project to project. You build those around as much you do yourself, creating a strong and integrated network of people working on the same cause and all on the same page. These are the steps one takes to become a true leader and to avoid the temptation of being a mere wannabe.
Kevin J. Price
Principal
HoustonBusiness.com
* Cheerleaders are thermometers, while true leaders are thermostats. Where thermometers measure the weather, thermostats change it. This is the perfect analogy in my opinion. While thermometers stick their fingers in the wind to see what direction the wind (or crowd) is going, the true leader determines his or her course and follows it. They do that which they believe is best for everyone involved. Often true leaders have to change opinion before they can be recognized as a leader. They are willing to do this in order to make a true difference.
* Cheerleaders are often victims, while true leaders are always owners. Cheerleaders will often blame anyone or thing other than themselves if something goes wrong under their leadership. With true leaders, in the words of Harry Truman, "the buck stops here." True leaders want responsibility for the decisions they make, apologize for their mistakes, and will look to share honor with others when things go well.
* Cheerleaders focus on themselves, while leaders focus on the cause. There is nothing more dangerous than getting between a cheerleader and a microphone, TV camera, or photo op. Such people are interested in themselves and very little else. True leaders are concerned about the cause or the project. "Who" gets the credit is not nearly as important as the project getting done! This is one of the biggest differences between cheerleaders and true leaders.
So how does one become a true leader? You become goal oriented, know what you are going to do before you set out to do it. You become a person of principal, so you are not tossed flippantly from project to project. You build those around as much you do yourself, creating a strong and integrated network of people working on the same cause and all on the same page. These are the steps one takes to become a true leader and to avoid the temptation of being a mere wannabe.
Kevin J. Price
Principal
HoustonBusiness.com
Monday, October 5, 2009
Nine Steps to Help You Develop Your Potential
Go into any bookstore and you will find a big selection of self-help and personal improvement products. Most everyone (and I'll bet everyone reading this) wants to improve. We know we need to get better, and we want to get better. We may want to improve our personal relationships, our business capabilities, our ability to be disciplined, our desire to juggle four chain saws, or any of hundreds of other things. In that book store you can find books to help you do any of those things!
In many cases though, those books start half way through the process. After writing the last chapter about identifying our potential I realized that identification of our potential, while critical, isn't the complete answer. It is only the first step.
If we want to reach our potential, we must start by identifying our greatest areas of potential. With that knowledge, we must take a step-by-step approach to making that potential reality in our lives.
It is no different than a business identifying its core strengths in order to best capitalize on the opportunities they see. When we start our personal improvement program with identified strengths or potential, we ignite our personal rocket - and begin our trip to greater heights and achievements.
Here then is a step-by-step process that you can use to convert your potential into results!
1. Identify it. I've already helped you do that. Whether you have followed those steps in the last chapter or are just aware of a skill you want to develop, this is a necessary first step.
2. Claim it. You must believe in your heart that you have untapped skill and ability in this area. Once you have claimed it, you must proclaim it by telling yourself (preferably out loud) that you ARE assertive, you ARE a swimmer, you ARE supportive of others. (Fill in your own skills and potentials!)
3. Scope it. Next you need to think about what part(s) of you life you want to apply this new skill or ability in. Take time to determine the areas of your life where you will use this enhanced skill.
4. Target it. Why do you want to develop this potential? How will you and/or those around you benefit from the development of this potential? What is your goal? Answering these questions will help you stay the course when you get discouraged. Write these reasons and your ultimate goal down and read them often.
5. Plan it. A plan will help us achieve most anything more rapidly. Wouldn't you like to reach your potential sooner than later? Then make a plan! Determine what you need to know and how you will learn it. Schedule time on your calendar. Think about the situations you want to practice in. Write your plan down and remember to include timelines. This is a real plan. While it may not be as elaborate as a business plan, it is every bit as important. This is your plan!
6. Start it. Get started already. You might actually start as early as step 2, but I include it here because the scoping, targeting and planning is important too. Whatever you are trying to develop will require time and effort. The toughest step though is often the first one, so get started!
7. Support it. You may need to find support from many people and in many places. One way is to have a mentor. If you know someone who excels at what you are trying to develop, ask them to mentor you. You can also get mentoring from people indirectly, by reading about their approaches, thought processes and ideas. (This is one great reason to read biographies and autobiographies.) Get support around you too. Find people close to you who will support your efforts and encourage, not discourage you. Identifying your support system early on helps you get started. Having the support will help you get past the toughest times during your process.
8. Practice it. You won't reach your potential in one try or in a week. I recently read a page on the web that was promoting a workshop called Building a Million Dollar Practice. The tagline is what was memorable. It read "Hint - it isn't about the Million Dollars." That tagline tells the story - it is about the practice! Practice builds our skills. Practice broadens our experience. Practice creates new habits. Practice makes permanent. Perhaps that greatest key of all to developing our potential, is disciplining ourselves to practice.
9. Be grateful for it. When you receive a gift from someone you likely send a thank you note. Being grateful for the gifts of our potential is just as important. By being grateful we begin to unlock even greater opportunities to use the potential we have nursed into skill, experience, and habit. It isn't too late to start. Reaching our potential has nothing to do with our age, situation or past. Using this process will help you to unleash the potential you identify to help you reach your professional and personal goals and objectives.
© 2004, All Rights Reserved, Kevin Eikenberry. Kevin publishes Unleash Your Potential, a free weekly ezine designed to provide ideas, tools, techniques and inspiration to enhance your professional skills. Go to http://www.kevineikenberry.com/uypw/current.asp to read the current issue and subscribe. Kevin is also President of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You may contact Kevin at toll free 888.LEARNER.
In many cases though, those books start half way through the process. After writing the last chapter about identifying our potential I realized that identification of our potential, while critical, isn't the complete answer. It is only the first step.
If we want to reach our potential, we must start by identifying our greatest areas of potential. With that knowledge, we must take a step-by-step approach to making that potential reality in our lives.
It is no different than a business identifying its core strengths in order to best capitalize on the opportunities they see. When we start our personal improvement program with identified strengths or potential, we ignite our personal rocket - and begin our trip to greater heights and achievements.
Here then is a step-by-step process that you can use to convert your potential into results!
1. Identify it. I've already helped you do that. Whether you have followed those steps in the last chapter or are just aware of a skill you want to develop, this is a necessary first step.
2. Claim it. You must believe in your heart that you have untapped skill and ability in this area. Once you have claimed it, you must proclaim it by telling yourself (preferably out loud) that you ARE assertive, you ARE a swimmer, you ARE supportive of others. (Fill in your own skills and potentials!)
3. Scope it. Next you need to think about what part(s) of you life you want to apply this new skill or ability in. Take time to determine the areas of your life where you will use this enhanced skill.
4. Target it. Why do you want to develop this potential? How will you and/or those around you benefit from the development of this potential? What is your goal? Answering these questions will help you stay the course when you get discouraged. Write these reasons and your ultimate goal down and read them often.
5. Plan it. A plan will help us achieve most anything more rapidly. Wouldn't you like to reach your potential sooner than later? Then make a plan! Determine what you need to know and how you will learn it. Schedule time on your calendar. Think about the situations you want to practice in. Write your plan down and remember to include timelines. This is a real plan. While it may not be as elaborate as a business plan, it is every bit as important. This is your plan!
6. Start it. Get started already. You might actually start as early as step 2, but I include it here because the scoping, targeting and planning is important too. Whatever you are trying to develop will require time and effort. The toughest step though is often the first one, so get started!
7. Support it. You may need to find support from many people and in many places. One way is to have a mentor. If you know someone who excels at what you are trying to develop, ask them to mentor you. You can also get mentoring from people indirectly, by reading about their approaches, thought processes and ideas. (This is one great reason to read biographies and autobiographies.) Get support around you too. Find people close to you who will support your efforts and encourage, not discourage you. Identifying your support system early on helps you get started. Having the support will help you get past the toughest times during your process.
8. Practice it. You won't reach your potential in one try or in a week. I recently read a page on the web that was promoting a workshop called Building a Million Dollar Practice. The tagline is what was memorable. It read "Hint - it isn't about the Million Dollars." That tagline tells the story - it is about the practice! Practice builds our skills. Practice broadens our experience. Practice creates new habits. Practice makes permanent. Perhaps that greatest key of all to developing our potential, is disciplining ourselves to practice.
9. Be grateful for it. When you receive a gift from someone you likely send a thank you note. Being grateful for the gifts of our potential is just as important. By being grateful we begin to unlock even greater opportunities to use the potential we have nursed into skill, experience, and habit. It isn't too late to start. Reaching our potential has nothing to do with our age, situation or past. Using this process will help you to unleash the potential you identify to help you reach your professional and personal goals and objectives.
© 2004, All Rights Reserved, Kevin Eikenberry. Kevin publishes Unleash Your Potential, a free weekly ezine designed to provide ideas, tools, techniques and inspiration to enhance your professional skills. Go to http://www.kevineikenberry.com/uypw/current.asp to read the current issue and subscribe. Kevin is also President of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You may contact Kevin at toll free 888.LEARNER.
Friday, October 2, 2009
Identifying Potential in Ourselves and Others
If there is someone nearby as you read this look in their eyes. Look closely and you will see great potential inside this person regardless of how "successful" or accomplished they are. If you are alone, get up, find a mirror, and look in your own eyes. There is great potential there too!
If you don't believe this premise - that great potential is inside each of us - there is no reason to continue reading. Why? Because this article will give you concrete steps to help you recognize and find that potential in yourself and others.
If you don't believe it is there, it will be pretty hard to find it.
(Ok, I'm glad you are still reading!)
Identifying Our Own Potential
I know you may be reading this thinking about how you can coach, mentor and lead others - and you really are more interested in focusing on others. This is admirable and we'll get there in a few minutes, however in order to help others most effectively, we need to know how it works ourselves, and by working on ourselves we are in an even better position to help others.
1. Be introspective. Spend time alone with your thoughts. Consider these questions and use them as a starting point. You are trying to open your mind and find your strengths, passions and goals. By thinking about these things and making some notes in a journal you will be opening your mind to your own potential.
? What are the things you most enjoy doing and why?
? When do you feel most satisfied and productive?
? Think about your childhood dreams - what were they?
? What are your goals and dreams now - not those others have put on you - but yours?
? What have you always wanted to try?
2. Look for patterns. While you will find clues in the specifics you have thought about and written down, take a higher level look. What kinds of trends and patterns do you see? The goal is to find specific skills, aptitudes, and situations that you can develop and nurture. Write down your observations.
3. Ask others. Ask others for their input. Who you pick to help you can be critical to your success here. Ask people who will be supportive and care enough about you and your success to provide some insight and ideas to you. You might consider a family member, a peer, a mentor, your boss; it could be anyone. Just make sure they have enough experience and exposure to you to offer a balanced and informed opinion. Rather than sharing what you've come up with, ask them from a clean slate. Use the following questions as a way to start the conversation - the discussion will flow naturally from there. Make sure that you take notes on all of the insights they share.
? What do you see as my biggest strengths?
? What kinds of things do you think I could excel at, even if you haven't seen me do them?
? In what situations have you seen me shine?
? What do you see as my biggest area of potential?
4. Look again. Review all of your notes again - Now you can look at both your thoughts and the ideas and insights you received from others. Look for more trends. Perhaps some things pop out at you and there is agreement. Or, perhaps others have identified things you never thought of (which is one of the reasons you ask them in the first place!) Make more notes of your observations and ideas.
5. Potential identified! Congratulations! After going through this exercise you will likely have identified more things and ideas than you can take advantage of right away.
Identifying Potential in Others
The process for helping others is the same, except the order of the steps might change a little and your role is different. If you have completed the steps above and now want to help others, you have to start with sales.
Think about it. You completed the exercise because you looked in the mirror, and said, in effect, "I have potential, and I'm worth the effort to find it." Now you are looking at someone who may have never had that internal conversation with themselves.
At the start of this article I said, if you don't believe you will find something (in our case potential) you won't likely go searching for it. So, the first thing you have to do to help others identify their potential is help them believe it is there. Let's look at the steps now:
1. Help them see. First you need to motivate them to want find their potential. You might see it, but if they don't you have some work to do! People may be cynical or have a poor self image, so you might have to start slow. Encourage them and convince them to try the exercise with you. If you can get them just beyond skeptical, you can help them be successful.
2. Share your reasons. Perhaps you are a supervisor, manager, parent or in some other position of "power" over the people you are trying to help. If so it is especially important to let the person know that your intentions are pure. You just want to help them reach their potential. Help them see that this is all about them (not about the bottom line, or them getting A's so you can be proud, etc.). Making this clear may remove other barriers in the way of success with this process.
3. Share some of your thoughts. You've influenced them, and gotten them on board. Now you may need to "prime the pump". Share with them a couple of things that you see in them - things that you see as being areas of great potential. This isn't the time to give them everything, just enough to engage them and encourage them to follow the process.
4. Get them involved. Now share the process with them. Give them a list of the steps you used to identify your own potential (Go ahead - cut and paste the steps above and give it to them.) Encourage them to start with introspection and advise them to take notes.
5. Coach them through. Encourage them to stay with the process. They will likely ask you to be one of the people to share with them - after all you influenced and encouraged them to do this to start with! Whether they ask you or not, continue to encourage them and help them in any way you can.
6. Congratulate them! When they have identified some areas of potential, make sure you congratulate them. Let them know how excited you are for them, and let them know that you will do all you can to help them develop those potential skills and aptitudes.
The first step towards releasing potential is to identify, name and recognize that potential. There is more to be done, but you can't do any of that until the potential is identified. That leaves you plenty to do right now anyway, right?
©2004, All Rights Reserved, Kevin Eikenberry. Kevin publishes Unleash Your Potential, a free weekly ezine designed to provide ideas, tools, techniques and inspiration to enhance your professional skills. Go to http://www.kevineikenberry.com/uypw/current.asp to read the current issue and subscribe. Kevin is also President of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You may contact Kevin at toll free 888.LEARNER.
If you don't believe this premise - that great potential is inside each of us - there is no reason to continue reading. Why? Because this article will give you concrete steps to help you recognize and find that potential in yourself and others.
If you don't believe it is there, it will be pretty hard to find it.
(Ok, I'm glad you are still reading!)
Identifying Our Own Potential
I know you may be reading this thinking about how you can coach, mentor and lead others - and you really are more interested in focusing on others. This is admirable and we'll get there in a few minutes, however in order to help others most effectively, we need to know how it works ourselves, and by working on ourselves we are in an even better position to help others.
1. Be introspective. Spend time alone with your thoughts. Consider these questions and use them as a starting point. You are trying to open your mind and find your strengths, passions and goals. By thinking about these things and making some notes in a journal you will be opening your mind to your own potential.
? What are the things you most enjoy doing and why?
? When do you feel most satisfied and productive?
? Think about your childhood dreams - what were they?
? What are your goals and dreams now - not those others have put on you - but yours?
? What have you always wanted to try?
2. Look for patterns. While you will find clues in the specifics you have thought about and written down, take a higher level look. What kinds of trends and patterns do you see? The goal is to find specific skills, aptitudes, and situations that you can develop and nurture. Write down your observations.
3. Ask others. Ask others for their input. Who you pick to help you can be critical to your success here. Ask people who will be supportive and care enough about you and your success to provide some insight and ideas to you. You might consider a family member, a peer, a mentor, your boss; it could be anyone. Just make sure they have enough experience and exposure to you to offer a balanced and informed opinion. Rather than sharing what you've come up with, ask them from a clean slate. Use the following questions as a way to start the conversation - the discussion will flow naturally from there. Make sure that you take notes on all of the insights they share.
? What do you see as my biggest strengths?
? What kinds of things do you think I could excel at, even if you haven't seen me do them?
? In what situations have you seen me shine?
? What do you see as my biggest area of potential?
4. Look again. Review all of your notes again - Now you can look at both your thoughts and the ideas and insights you received from others. Look for more trends. Perhaps some things pop out at you and there is agreement. Or, perhaps others have identified things you never thought of (which is one of the reasons you ask them in the first place!) Make more notes of your observations and ideas.
5. Potential identified! Congratulations! After going through this exercise you will likely have identified more things and ideas than you can take advantage of right away.
Identifying Potential in Others
The process for helping others is the same, except the order of the steps might change a little and your role is different. If you have completed the steps above and now want to help others, you have to start with sales.
Think about it. You completed the exercise because you looked in the mirror, and said, in effect, "I have potential, and I'm worth the effort to find it." Now you are looking at someone who may have never had that internal conversation with themselves.
At the start of this article I said, if you don't believe you will find something (in our case potential) you won't likely go searching for it. So, the first thing you have to do to help others identify their potential is help them believe it is there. Let's look at the steps now:
1. Help them see. First you need to motivate them to want find their potential. You might see it, but if they don't you have some work to do! People may be cynical or have a poor self image, so you might have to start slow. Encourage them and convince them to try the exercise with you. If you can get them just beyond skeptical, you can help them be successful.
2. Share your reasons. Perhaps you are a supervisor, manager, parent or in some other position of "power" over the people you are trying to help. If so it is especially important to let the person know that your intentions are pure. You just want to help them reach their potential. Help them see that this is all about them (not about the bottom line, or them getting A's so you can be proud, etc.). Making this clear may remove other barriers in the way of success with this process.
3. Share some of your thoughts. You've influenced them, and gotten them on board. Now you may need to "prime the pump". Share with them a couple of things that you see in them - things that you see as being areas of great potential. This isn't the time to give them everything, just enough to engage them and encourage them to follow the process.
4. Get them involved. Now share the process with them. Give them a list of the steps you used to identify your own potential (Go ahead - cut and paste the steps above and give it to them.) Encourage them to start with introspection and advise them to take notes.
5. Coach them through. Encourage them to stay with the process. They will likely ask you to be one of the people to share with them - after all you influenced and encouraged them to do this to start with! Whether they ask you or not, continue to encourage them and help them in any way you can.
6. Congratulate them! When they have identified some areas of potential, make sure you congratulate them. Let them know how excited you are for them, and let them know that you will do all you can to help them develop those potential skills and aptitudes.
The first step towards releasing potential is to identify, name and recognize that potential. There is more to be done, but you can't do any of that until the potential is identified. That leaves you plenty to do right now anyway, right?
©2004, All Rights Reserved, Kevin Eikenberry. Kevin publishes Unleash Your Potential, a free weekly ezine designed to provide ideas, tools, techniques and inspiration to enhance your professional skills. Go to http://www.kevineikenberry.com/uypw/current.asp to read the current issue and subscribe. Kevin is also President of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. You may contact Kevin at toll free 888.LEARNER.
Monday, September 28, 2009
Eight Skills of Highly Successful Consultants
With deference to Dr. Covey and his very popular Seven Habits of Highly Effective People (all habits that will make us better consultants!), here are eight skills that all of us as consultants can work on to improve. This article will start with three overarching skills, then describe five more specific skills to consider in your ongoing development.
One way to look at your total skill set as a consultant (internal or external), is to consider your relative strengths in the three major portions of our work: designing "it", delivering "it", and selling "it". These three skills represent the complete package for a consultant, regardless of what your expertise (your "it") is.
The Complete Package:
Designing "It"
This is our technical expertise. This is the "stuff" we learn in classes and through experience and practice. It is the front end of our work in most cases. While we cannot underestimate the importance of these skills (and the need to continue to upgrade them), we also can't be content if these skills are top-notch. They are not enough.
Delivering "It"
This is the other mega-skill that many of us are very comfortable with. Once we've designed our "product", we have to be able to deliver it. This is the skill set that is often most evident to our clients, or is what we tell people we do when they ask us our profession. Again, this skill set is critical, but alone it isn't enough.
Selling "It"
This skill, in my experience, is the one most often in need of improvement. While many books have been written about this skill set, there is one key, which by itself will improve your success in selling your work. If you will always focus on client/customer benefits, rather than product/process features, you will improve your success immediately. Features are components of your product or service. Examples include:
Size
Length
Speed
Number of modules
Your Experience
People don't buy features they buy benefits. All of us know this at some level, but seldom focus on turning the important features of our offerings into true benefits. To assume that your client/customer will figure out the benefit, is to lower your chance of selling your potential product or
idea.
Some Specific Skills to Consider:
Contracting
This is another skill that requires a book to discuss well and which requires planning and practice to improve. Getting clear agreements with clients up front about what the work is, what the desired outcomes are, and what your role is, is what contracting is all about.
Relationship Building
Building relationships are important in all three of the major skill areas. In designing, you need to build relationships in order to gain the organizational information you need to design effectively. In delivering you need to be able to have good relationships with those involved, to lead to a more successful outcome. In selling, it's important to remember that selling is a relationship process. People buy other people and believe in their ability to deliver.
Having a focus on relationships is more than building rapport, which can happen quite rapidly. Building relationships is long term focused and requires considerable commitment.
Warning
Building relationships with individuals is important, but recognize that if your focus is on only one person in an organization, when they are gone (get promoted, get a new job, are downsized out, or whatever) you have lost your leverage to help the organization. So, remember to build a network of relationships within your client organizations.
Separating Process from Content
It is so important to maintain perspective while in the client organization. Clients will focus on the content (of a meeting, the product, the outputs from your study, or whatever), but if the process matters aren't attended to, outcomes can be compromised.
Working on your ability to step back and recognize what is happening at the group dynamics and interpersonal level will improve your success. Clients don't always know that they need this, but they will almost always recognize that you "did something" to make things go better when you can point to, and improve the process, while sharing the content of your work. This skill is often the key to additional work or referrals.
Socratic Questioning
Socrates is immortalized at least in part for his teaching approach of asking a line of questions that leads the student to discover answers for themselves.
When you clients discover answers to their problems, rather than simply hear them from you, they will own the answers. Their ability to hold onto the concepts, apply them, and improve their situation will skyrocket. Improving your ability to help them discover (through the use of Socratic questioning), is a critical, though often overlooked skill.
Using more questions will cause you to lose the feeling of power that you are providing the "right" answer. But the client gains far more than you lose. While you may feel like you are losing emotionally, you win with the client, and probably strengthen your relationship with them too.
Saying "No!"
Most of us need to improve our ability to say this. Of course we can physically say it, (OK, just for practice, say it three times right now - out loud!) but we all know we don't always say it when we wish we had!
Improving your judgment on when to use this word will help you in three important ways, time management, happiness level, and client success.
Time Management
Many of your time management problems stem from trying to do too much. When people (clients, peers, anyone) ask you to do something that you don't feel you are best suited for, or don't really want to do, use your word!
Happiness Level
When we focus our energy on the things we really want to or need to be doing (rather than just the things people ask us to do or we feel we should do), we will be happier! Say it to help you preserve and honor your priorities.
Client Success
There are times that a client may ask you for something ("We just need this [you fill in the blank]") that you know, or strongly believe is the wrong thing. These are the times to step back and be genuine. Help them understand your perspective, and focus them on the outcome, not the suggested solution. In these cases, you might not be saying "no", exactly, but it is what you really mean!
If you feel a team is ready for such a discussion, pull out this list of attributes and have a team discussion on how well people feel their team is doing on each of these dimensions, the discussion can be enlightening and help the team move its performance to even higher levels.
©1999, All Rights Reserved, Kevin Eikenberry. Kevin is the President of The Kevin Eikenberry Group, a learning consulting company that helps their Clients reach their potential through a variety of training, consulting and speaking services. Go to http://www.kevineikenberry.com/training/training.asp to learn more about customized training and workshops on consulting services offered or contact Kevin at toll free 888.LEARNER.
One way to look at your total skill set as a consultant (internal or external), is to consider your relative strengths in the three major portions of our work: designing "it", delivering "it", and selling "it". These three skills represent the complete package for a consultant, regardless of what your expertise (your "it") is.
The Complete Package:
Designing "It"
This is our technical expertise. This is the "stuff" we learn in classes and through experience and practice. It is the front end of our work in most cases. While we cannot underestimate the importance of these skills (and the need to continue to upgrade them), we also can't be content if these skills are top-notch. They are not enough.
Delivering "It"
This is the other mega-skill that many of us are very comfortable with. Once we've designed our "product", we have to be able to deliver it. This is the skill set that is often most evident to our clients, or is what we tell people we do when they ask us our profession. Again, this skill set is critical, but alone it isn't enough.
Selling "It"
This skill, in my experience, is the one most often in need of improvement. While many books have been written about this skill set, there is one key, which by itself will improve your success in selling your work. If you will always focus on client/customer benefits, rather than product/process features, you will improve your success immediately. Features are components of your product or service. Examples include:
Size
Length
Speed
Number of modules
Your Experience
People don't buy features they buy benefits. All of us know this at some level, but seldom focus on turning the important features of our offerings into true benefits. To assume that your client/customer will figure out the benefit, is to lower your chance of selling your potential product or
idea.
Some Specific Skills to Consider:
Contracting
This is another skill that requires a book to discuss well and which requires planning and practice to improve. Getting clear agreements with clients up front about what the work is, what the desired outcomes are, and what your role is, is what contracting is all about.
Relationship Building
Building relationships are important in all three of the major skill areas. In designing, you need to build relationships in order to gain the organizational information you need to design effectively. In delivering you need to be able to have good relationships with those involved, to lead to a more successful outcome. In selling, it's important to remember that selling is a relationship process. People buy other people and believe in their ability to deliver.
Having a focus on relationships is more than building rapport, which can happen quite rapidly. Building relationships is long term focused and requires considerable commitment.
Warning
Building relationships with individuals is important, but recognize that if your focus is on only one person in an organization, when they are gone (get promoted, get a new job, are downsized out, or whatever) you have lost your leverage to help the organization. So, remember to build a network of relationships within your client organizations.
Separating Process from Content
It is so important to maintain perspective while in the client organization. Clients will focus on the content (of a meeting, the product, the outputs from your study, or whatever), but if the process matters aren't attended to, outcomes can be compromised.
Working on your ability to step back and recognize what is happening at the group dynamics and interpersonal level will improve your success. Clients don't always know that they need this, but they will almost always recognize that you "did something" to make things go better when you can point to, and improve the process, while sharing the content of your work. This skill is often the key to additional work or referrals.
Socratic Questioning
Socrates is immortalized at least in part for his teaching approach of asking a line of questions that leads the student to discover answers for themselves.
When you clients discover answers to their problems, rather than simply hear them from you, they will own the answers. Their ability to hold onto the concepts, apply them, and improve their situation will skyrocket. Improving your ability to help them discover (through the use of Socratic questioning), is a critical, though often overlooked skill.
Using more questions will cause you to lose the feeling of power that you are providing the "right" answer. But the client gains far more than you lose. While you may feel like you are losing emotionally, you win with the client, and probably strengthen your relationship with them too.
Saying "No!"
Most of us need to improve our ability to say this. Of course we can physically say it, (OK, just for practice, say it three times right now - out loud!) but we all know we don't always say it when we wish we had!
Improving your judgment on when to use this word will help you in three important ways, time management, happiness level, and client success.
Time Management
Many of your time management problems stem from trying to do too much. When people (clients, peers, anyone) ask you to do something that you don't feel you are best suited for, or don't really want to do, use your word!
Happiness Level
When we focus our energy on the things we really want to or need to be doing (rather than just the things people ask us to do or we feel we should do), we will be happier! Say it to help you preserve and honor your priorities.
Client Success
There are times that a client may ask you for something ("We just need this [you fill in the blank]") that you know, or strongly believe is the wrong thing. These are the times to step back and be genuine. Help them understand your perspective, and focus them on the outcome, not the suggested solution. In these cases, you might not be saying "no", exactly, but it is what you really mean!
If you feel a team is ready for such a discussion, pull out this list of attributes and have a team discussion on how well people feel their team is doing on each of these dimensions, the discussion can be enlightening and help the team move its performance to even higher levels.
©1999, All Rights Reserved, Kevin Eikenberry. Kevin is the President of The Kevin Eikenberry Group, a learning consulting company that helps their Clients reach their potential through a variety of training, consulting and speaking services. Go to http://www.kevineikenberry.com/training/training.asp to learn more about customized training and workshops on consulting services offered or contact Kevin at toll free 888.LEARNER.
Sunday, September 27, 2009
Executive ESP: A Pathway to Success!
We all have psychic abilities that we use daily, although most of us don't even realize that. The full study of this issue would take many books, and years of experience to grasp all the factors. Since we can't do that here, we can still focus on applying these skills to making informed business decisions. Those of us making constant business choices, effecting staff, ethics , health, and the botton line ,need all the data we can get our hands on. So these tidbits are designed to help you use your natural abitities, and to improve your business situation!
First of all, there are many, many management styles. It is in your best interest to honestly evaluate your personality and your personal approach to making choices and running your business. This gives you a baseline to start from when adding ESP into your operating formula.The ancient Greeks said " Know Thyself".
Some of us are very mental in perspective, some emotional, and others more physical. These basic personality factors often don't change much during our lifetime. We tend to keep processing life from the same angle. When we pick up psychic data from outside this base personality, we tend to ignore it. It's not comming from our comfort zone.
In the business world, what we ignore can create lost potentials or major problems. What we tune out doesn't really go away, it just stays out of our awareness. So our business is effected but we never get to know it, it stays in our blind spots.
When working in a group situation this blindness is compensated by others around us, often with different main personality types. They can pick up what we miss. This works fairly well, but......
Frankly, at the executive level you often must make choices by yourself. This leaves you open to your limitations. Sure you can get data, but still the final choice is usually yours. Remember that both your strong and weak functions tend to stay that way for life. So you will tend to always focus on some things while ignoring others.
Opening your natural ESP abilities can present a personal challange. As you pick up data from your comfort zone, well...no problem. But when you get psychic information from your weaker traits, again you will want to tune it out......you will tend to feel it as a stress.
So, if you want to include data from a broad range of psychic information..even beyond your comfort zone, there are many techniques you can use......
Realize that stress can be a sign that you are aware of something that you would rather ignore.Then use stress busters to help you handle that. Try to meditate each day, in a quiet place... and see what happens. If stress kicks up try to breathe through it, so you can stay focused on what you are processing.
It takes great courage to trust your whole self, and all your awareness. Don't push yourself beyond your limits, but try to broaden your scope, little by little.
The real test is to see if you are willing to apply your ESP gained data into your daily business planning.
Jerry publishes an online magazine dealing with shamanism and holism as they apply to life and business. http://www.jeremiahhuck.workzsites.com
First of all, there are many, many management styles. It is in your best interest to honestly evaluate your personality and your personal approach to making choices and running your business. This gives you a baseline to start from when adding ESP into your operating formula.The ancient Greeks said " Know Thyself".
Some of us are very mental in perspective, some emotional, and others more physical. These basic personality factors often don't change much during our lifetime. We tend to keep processing life from the same angle. When we pick up psychic data from outside this base personality, we tend to ignore it. It's not comming from our comfort zone.
In the business world, what we ignore can create lost potentials or major problems. What we tune out doesn't really go away, it just stays out of our awareness. So our business is effected but we never get to know it, it stays in our blind spots.
When working in a group situation this blindness is compensated by others around us, often with different main personality types. They can pick up what we miss. This works fairly well, but......
Frankly, at the executive level you often must make choices by yourself. This leaves you open to your limitations. Sure you can get data, but still the final choice is usually yours. Remember that both your strong and weak functions tend to stay that way for life. So you will tend to always focus on some things while ignoring others.
Opening your natural ESP abilities can present a personal challange. As you pick up data from your comfort zone, well...no problem. But when you get psychic information from your weaker traits, again you will want to tune it out......you will tend to feel it as a stress.
So, if you want to include data from a broad range of psychic information..even beyond your comfort zone, there are many techniques you can use......
Realize that stress can be a sign that you are aware of something that you would rather ignore.Then use stress busters to help you handle that. Try to meditate each day, in a quiet place... and see what happens. If stress kicks up try to breathe through it, so you can stay focused on what you are processing.
It takes great courage to trust your whole self, and all your awareness. Don't push yourself beyond your limits, but try to broaden your scope, little by little.
The real test is to see if you are willing to apply your ESP gained data into your daily business planning.
Jerry publishes an online magazine dealing with shamanism and holism as they apply to life and business. http://www.jeremiahhuck.workzsites.com
Wednesday, September 23, 2009
The Business Shaman: Exploring the Mystery of Success!
Note: This article was written for a internet business site. It is a promo for my work with the business world. I published it here for anyone who is interested in a shamanic perspective on creating success, in both business and life. If you read between the lines, it will offer you some help when dealing with any challange.
The sound of the drum is strong and steady. It's cold and damp in the large cave, except near the central fire. There are 40 naked, hairy, human-like creatures in deep celebration. Yet there is fear in the air. The clan is preparing for the next hunt.
The shaman enters and speaks to the group of his dreams, explaining all the dangers the tribe will face tomorrow. The hunters begin to prepare themselves mentally, physically, emotionally, and spiritually. The shaman leaves, going into his small,sacred cave to begin the magic ceremony. He must do this to help bring about a successful hunt, and to protect the tribe from what he knows lay ahead. He has seen it all in his visions, he's an intuitive.
That was a long time ago, or was it? You still need a place to live in, perhaps a cave, but more likely an apartment or house. You still need food to eat, but most likely from the grocery store. So, things have not really changed but just updated.
Today we don't trade shells for our supplies and services, but money [ and lot of it ]. So we need success in our economic and business life. But like the primal hunter, we need more then just survival, we need a mental, emotional, physical and spiritual approach to help us be fully successful. We also need a good source of intuitive information to guide us through the challanging times.
So things have come full circle as more and more people are living a holistic lifestyle. The health and mental health fields have been shifting towards holism, and for many years I was deeply involved with that. Today, the business world is also changing, you only have to read the newspaper to know that. I have spent the last ten years exploring and testing new, more holistic business approaches that can be applied to day to day operations or towards reaching long term goals. I've hosted television programs on these matters, and publish an online magazine dealing with shamanism and holism as it applies to life and business.
Oh yes, I am a real shaman. I bring to my work a strong male intuitive function and all the trimmings of the ancient shamans but with a modern perspective. I am known as the business shaman. I went on line to offer my services to the global business community. I work with all levels and aspects of business and deal with any issue through training, coaching, consulting and intuitive guidance. Generally I work in a partnership with you and your business to create, reorganize or transform.
Jerry publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. http://www.jeremiahhuck.workzsites.com
The sound of the drum is strong and steady. It's cold and damp in the large cave, except near the central fire. There are 40 naked, hairy, human-like creatures in deep celebration. Yet there is fear in the air. The clan is preparing for the next hunt.
The shaman enters and speaks to the group of his dreams, explaining all the dangers the tribe will face tomorrow. The hunters begin to prepare themselves mentally, physically, emotionally, and spiritually. The shaman leaves, going into his small,sacred cave to begin the magic ceremony. He must do this to help bring about a successful hunt, and to protect the tribe from what he knows lay ahead. He has seen it all in his visions, he's an intuitive.
That was a long time ago, or was it? You still need a place to live in, perhaps a cave, but more likely an apartment or house. You still need food to eat, but most likely from the grocery store. So, things have not really changed but just updated.
Today we don't trade shells for our supplies and services, but money [ and lot of it ]. So we need success in our economic and business life. But like the primal hunter, we need more then just survival, we need a mental, emotional, physical and spiritual approach to help us be fully successful. We also need a good source of intuitive information to guide us through the challanging times.
So things have come full circle as more and more people are living a holistic lifestyle. The health and mental health fields have been shifting towards holism, and for many years I was deeply involved with that. Today, the business world is also changing, you only have to read the newspaper to know that. I have spent the last ten years exploring and testing new, more holistic business approaches that can be applied to day to day operations or towards reaching long term goals. I've hosted television programs on these matters, and publish an online magazine dealing with shamanism and holism as it applies to life and business.
Oh yes, I am a real shaman. I bring to my work a strong male intuitive function and all the trimmings of the ancient shamans but with a modern perspective. I am known as the business shaman. I went on line to offer my services to the global business community. I work with all levels and aspects of business and deal with any issue through training, coaching, consulting and intuitive guidance. Generally I work in a partnership with you and your business to create, reorganize or transform.
Jerry publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. http://www.jeremiahhuck.workzsites.com
Monday, September 21, 2009
Success: A Wholistic Perspective
The world has always been mixed with the rich, the poor and the middle ground. Should we assume that if you make more and more money, that you are more and more successful? Perhaps not.....looking at ourselves and life that way just keeps us trapped in our animal/primate history. You see in the animal/primate world, the big male controls all the sex and resources, he's the successful one and those around him are less fortunate. This mentality has been the driving force in our political and financial life for all of human history. So, as we continue to evolve, this model seems a bit outdated, and not really a uniquely human definition. So, how can we define and create success from a more evolved position?
When I was growing up...way back in the 50s, a successful business person had an expensive car parked in their driveway, they had the house most could only dream of, and the beautiful wife as well. Things looked real good ... but that was rarely the whole story. They also had an ulcer, drank and smoked to handle all the stress, was often on medication and lived with endless stress symptoms. Yet by the old model, they were successful inspite of the fact that they were in big trouble on the inside. However, this was normal and accepted as the norm at that time.
Then came the 60s, and all hell broke loose! The older model was challanged by a very large population called the baby boomers.....and there were alot of us. We experimented with all kinds of new and radical ideas. We saw that the older path had flaws and were trying to evolve beyond that. Some of our efforts paid off in the growing holistic health and mental health movements. We became aware of an inner life that had been neglected by earlier generations.
However, where we found our inner selves in private, when we went to work in the corporate world, things had not made much shift there. So, we did what we could to change things, but really just got drowned out by the older model being so firmly in place. So it became normal to have a split life, one that was for our personal self and the other for the corporate world. It's like living with a split personality. [ This split model seems to be the current norm..we complain about it...but ]
Then came the clash of cultures that resulted in 911, and all the corporate scandals that rocked the business world. So here we are living beyond the year 2000, yet still trying to evolve. Well, at the rate we make changes, it's most likely that things will not resolve themselves in your whole lifetime. Are we all still trapped in the past or is there a way out? There is a path through the garbage but one that only some will travel. At this point in history that new path must be one taken by personal choice. I don't suggest you wait for everyone to change into a newer, healthier norm.....if you value a quality life.. don't wait for others..you will die before that happens.
The holistic movement is trying to expand into the business world. There are only a few of us at this time working on this...but that's life! Things have to start somewhere. Holism deals with the whole of things. I no longer consider a person or business successful if their inner life is a mess. To be really successful by a wholistic point of view you need to consider the impact of every action on every level of the business, including the health and mental health of you, the staff and your customer base. Taking that even one step further, you need to consider the impact on the global community.
Sounds like too much to handle, but there are tools and techniques that are evolving to help you if you want to operate from this approach. The business world needs to do some tough soul searching, and then help will come along. When you change you inner choices, things will start to happen!
Oh, by the way, going wholistic does not mean going broke. It's part of a package deal, when you clear up alot of business karma.....very often the business becomes more successful financially!!!
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
When I was growing up...way back in the 50s, a successful business person had an expensive car parked in their driveway, they had the house most could only dream of, and the beautiful wife as well. Things looked real good ... but that was rarely the whole story. They also had an ulcer, drank and smoked to handle all the stress, was often on medication and lived with endless stress symptoms. Yet by the old model, they were successful inspite of the fact that they were in big trouble on the inside. However, this was normal and accepted as the norm at that time.
Then came the 60s, and all hell broke loose! The older model was challanged by a very large population called the baby boomers.....and there were alot of us. We experimented with all kinds of new and radical ideas. We saw that the older path had flaws and were trying to evolve beyond that. Some of our efforts paid off in the growing holistic health and mental health movements. We became aware of an inner life that had been neglected by earlier generations.
However, where we found our inner selves in private, when we went to work in the corporate world, things had not made much shift there. So, we did what we could to change things, but really just got drowned out by the older model being so firmly in place. So it became normal to have a split life, one that was for our personal self and the other for the corporate world. It's like living with a split personality. [ This split model seems to be the current norm..we complain about it...but ]
Then came the clash of cultures that resulted in 911, and all the corporate scandals that rocked the business world. So here we are living beyond the year 2000, yet still trying to evolve. Well, at the rate we make changes, it's most likely that things will not resolve themselves in your whole lifetime. Are we all still trapped in the past or is there a way out? There is a path through the garbage but one that only some will travel. At this point in history that new path must be one taken by personal choice. I don't suggest you wait for everyone to change into a newer, healthier norm.....if you value a quality life.. don't wait for others..you will die before that happens.
The holistic movement is trying to expand into the business world. There are only a few of us at this time working on this...but that's life! Things have to start somewhere. Holism deals with the whole of things. I no longer consider a person or business successful if their inner life is a mess. To be really successful by a wholistic point of view you need to consider the impact of every action on every level of the business, including the health and mental health of you, the staff and your customer base. Taking that even one step further, you need to consider the impact on the global community.
Sounds like too much to handle, but there are tools and techniques that are evolving to help you if you want to operate from this approach. The business world needs to do some tough soul searching, and then help will come along. When you change you inner choices, things will start to happen!
Oh, by the way, going wholistic does not mean going broke. It's part of a package deal, when you clear up alot of business karma.....very often the business becomes more successful financially!!!
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
Thursday, September 17, 2009
Work Environment Tidbits
Color is a big factor effecting all indoor environments. Since most of us spend many hours each day at work, the coloring of the space has a big impact on us. Monotone color schemes can over charge certain personality and behavioral patterns. The color grey can cause depression and frequent change, leading to coping actions like drinking alcohol. Too much grey [ a common business/office main color ] can also lead to unclear thoughts and actions. Sometimes in life and business things need to be simply black and white, clear and simple! The best solution to this problem is to introduce many colors into the work space. Even small items of varied colors can do wonders, so add some to the work-business space and watch the changes.
When getting dressed for work/business each morning wear the colors that are not in the work place......that way your colors become a part of the environment, effecting both you and all those around you........you become a balancer for the colors missing at work....try it.
Stay grounded all day! That means that no matter what is going on around you [ you can't always control that stuff ] you are not so effected. This way you stay stable and help stabilize an often highly charged emotional situation. Staying grounded means to keep both feet on the floor ....no matter what happens! This can be real hard to do since many people around you will try to pull you off balance [ ungrounded ], just keep trying this and you will get better at it.
See your job/business and work place as both mundane and sacred at the same time. That means to do the job and work the space in practical ways while understanding that there is more going on then meets the surface of things. That life and work is all holy and sacred.....not just when you go to church, etc. This helps to bring a higher level of order and purpose to all you do...you tend to get better results in everything. Try it!
Keep the space clean and clear. This sounds too simple to be of real value but this is not true! Try it and watch the results........
Good luck!
The Business Shaman
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
When getting dressed for work/business each morning wear the colors that are not in the work place......that way your colors become a part of the environment, effecting both you and all those around you........you become a balancer for the colors missing at work....try it.
Stay grounded all day! That means that no matter what is going on around you [ you can't always control that stuff ] you are not so effected. This way you stay stable and help stabilize an often highly charged emotional situation. Staying grounded means to keep both feet on the floor ....no matter what happens! This can be real hard to do since many people around you will try to pull you off balance [ ungrounded ], just keep trying this and you will get better at it.
See your job/business and work place as both mundane and sacred at the same time. That means to do the job and work the space in practical ways while understanding that there is more going on then meets the surface of things. That life and work is all holy and sacred.....not just when you go to church, etc. This helps to bring a higher level of order and purpose to all you do...you tend to get better results in everything. Try it!
Keep the space clean and clear. This sounds too simple to be of real value but this is not true! Try it and watch the results........
Good luck!
The Business Shaman
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
Wednesday, September 16, 2009
Using Outlook to Count Responses
Here's a productivity tip that will save you a lot of time and trouble if you need to collate responses from staff for any reason, especially if you work for an organisation with a lot of staff.
Case Study: I worked for a financial institution with 3,000 plus employees and had to identify how many employees needed compulsory training in certain legislation so that we could plan and resource the training.
I emailed everyone within the centre with a request that if they had not completed the training within the last three months, they were to reply to my email without changing the subject line. They were to reply by a certain deadline ... any queries were to be sent via a new email addressed to me and I explained why.
I created a folder called 'Legislation Training' and used Rules Wizard to divert any email received with the subject line: 'Legislation Training Requirement' into the folder. Every time a new email arrived it automatically went into the folder and Outlook incremented and displayed the number of unopened emails in the folder in brackets at the end of the folder name. It looked like this: 'Legislation Training (125)'.
By the deadline all I had to do was look at the end of the Legislation Training folder to see how many people needed the training. No counting ... all done automatically by our productivity tool Outlook 2002.
As the fast talking salesman on the television said, 'And there's more!'
When I was asked for a list of the names of those who had responded, all I had to do was export the Legislation Training folder emails to MS Excel. Excel allows you to choose the fields you export. I chose the 'From' field and finished up with a list of names since all email addresses were in the format WILLIAMS Royston. Once in Excel it was a simple matter to sort them into alphabetical order.
Not only that, I could now email 20 people at a time and advise them when and where they had to attend this mandatory training.
This is an excellent way to deal with large numbers of people and, although Outlook does have options for creating forms with yes/no buttons and so on in them, it is more complex than this option.
I hope this short article has been of interest to you and that it helps you improve your work performance.
Robin Henry is a human resources specialist who provides support to small businesses keen to improve organisation and methods. He operates his home-based business from Central Australia and his site is found here http://www.dwave.com.au
Case Study: I worked for a financial institution with 3,000 plus employees and had to identify how many employees needed compulsory training in certain legislation so that we could plan and resource the training.
I emailed everyone within the centre with a request that if they had not completed the training within the last three months, they were to reply to my email without changing the subject line. They were to reply by a certain deadline ... any queries were to be sent via a new email addressed to me and I explained why.
I created a folder called 'Legislation Training' and used Rules Wizard to divert any email received with the subject line: 'Legislation Training Requirement' into the folder. Every time a new email arrived it automatically went into the folder and Outlook incremented and displayed the number of unopened emails in the folder in brackets at the end of the folder name. It looked like this: 'Legislation Training (125)'.
By the deadline all I had to do was look at the end of the Legislation Training folder to see how many people needed the training. No counting ... all done automatically by our productivity tool Outlook 2002.
As the fast talking salesman on the television said, 'And there's more!'
When I was asked for a list of the names of those who had responded, all I had to do was export the Legislation Training folder emails to MS Excel. Excel allows you to choose the fields you export. I chose the 'From' field and finished up with a list of names since all email addresses were in the format WILLIAMS Royston. Once in Excel it was a simple matter to sort them into alphabetical order.
Not only that, I could now email 20 people at a time and advise them when and where they had to attend this mandatory training.
This is an excellent way to deal with large numbers of people and, although Outlook does have options for creating forms with yes/no buttons and so on in them, it is more complex than this option.
I hope this short article has been of interest to you and that it helps you improve your work performance.
Robin Henry is a human resources specialist who provides support to small businesses keen to improve organisation and methods. He operates his home-based business from Central Australia and his site is found here http://www.dwave.com.au
Tuesday, September 15, 2009
Why Your Business Needs an E-Mail Policy
Why is it imperative to have a company E-Mail Policy? It is simply good business, that's why! In addition, having a clear and detailed e-mail policy in place, one that employees sign and date before they are allowed access through your businesss' computers, is critical to you being able to enforce or react to situations that may arise at a later date.
Even assuming you have the best folks working for you, or on your behalf, does not negate the need for this type of policy to be established. Hopefully, you will never need to refer to your policy statement in regard to an employee's actions or behavior while on company time. However, if you do find yourself in that situation down the road, you will be relieved these terms and conditions are in place for your protection.
With technology now in the workplace and e-mail accessible to more employees than ever, connectivity makes it easy for all employees to surf the Web on company time, circulate unnecessary and/or inappropriate messages and illegally copy content. These activities can lead to:
=> Claims of sexual harassment and discrimination. This occurs when e-mail or information is forwarded to an employee who may not have the same sense of humor as the sender. We all have had our e-mail boxes filled by well intending friends with the latest joke or chain letter, some of which could offend the recipient or are not appropriate in a professional environment.
=> Misaddressed messages that lead to intentional or inadvertent release of corporate trade secrets. One typo, dot, dash or space where it shouldn't be (and folks typo e-mail addresses all the time) and your company information can very easily end up being delivered to another e-mail address outside of the company.
=> Network and spam attacks. Those who do not understand the basics of Online Netiquette, many times put themselves in a situation of having e-mail bombs or repetitive e-mail being sent which can cripple your network due to their actions. Employees who do not market your business within established protocols can cause your server and ISP to cancel your accounts due to spam complaints to your hosting and e-mail providers.
=> Copyright infringement issues and the possible legalities that can ensue. Copyright is one of the most misunderstood issues online. Many believe that information, graphics, etc. are online for the taking. Right click and it is yours! To set the record straight, there is nothing further from the truth. All information and graphic images are protected by the person who created them. To take content or images without the creator's/author's written permission is copyright infringement. It is also copyright infringement to forward or quote another person's private e-mail in a public venue such as mailing lists and discussion groups without their written permission to do so.
Abuse of e-mail may also lead to:
=> Waste of computer resources. Large gratuitous downloads can negatively impact your bandwidth allowances and incur additional charges from your provider not to mention lower employee productivity.
=> Drain on limited storage capabilities. Limits in disk storage space can easily be maxed out incurring additional charges.
=> Slower response times for legitimate business activities. Focus is lost on priorities and customer service. Company e-mail activities should be considered one of the highest priorities that many times will fall by the wayside in lieu of employees becoming sidetracked by these other activities.
=> Increased network traffic. Unnecessary network traffic can cause your entire network to come to a grinding halt if acceptable computer and online usage is not clearly defined.
=> E-mail forgery. I could send an e-mail today appearing to be Bill Gates. Only those with an above average technical knowledge would be able to determine it was a hoax and trace it back to me.
All company e-mails should use your dot com/net/org to identify all employees. E-mail settings should not be tampered with or changed for any reason.
=> Create a negative perception of your business image, legitimacy and level of credibility. One cannot underestimate the power of perception as it relates to your businesss' e-mail activities. Each e-mail should be taken as seriously as though it were written on company letterhead. How it is written, the words used, whether proper Netiquette it practiced or lack there of can have a negative impact on those communicating with your company.
Any e-mail policy should start with the following basics. You will want to review each carefully and then jot down and add the specifics unique to your business environment and culture.
1) Specify that the computer and e-mail system belongs to the business for authorized purposes only. While on company time any use of the Company's equipment (computer) is to be used solely for business activities related to the performance of an employee's job responsibilities.
2) Set clear expectations of employee privacy. What will be private and what won't - if anything. Trends indicate that the majority of e-mail policies currently in place state clearly that while on company time, employees should not expect to have any privacy in regard to their use of company owned equipment and resources.
3) Establish monitoring as a "right" of the employer. It should be expected and acknowledged.
4) Make sure employees understand attention should be taken when addressing e-mail and when drafting them to avoid including copyrighted material. Each e-mail an employee sends utilizing an e-mail address with your dot com/org/net reflects on your business and makes you inevitably liable if another author's information is misused without their permission. Not only are there legal ramifications, but again, do not underestimate how your enterprise will be perceived by virtue of the use of a company e-mail address in communications.
5) Outline specific types of content that should be avoided in e-mail messages. The more detail the better here!
6) Have employees sign and date the e-mail policy. Put a copy in their personnel file and give them a copy to have on hand for reference purposes.
It would also be recommended that each employee be sent to my OnlineNetiquette.com site or given a copy of my soon to be released book: "Because Netiquette Matters! Your comprehensive reference guide on e-mail etiquette and proper technology use." This will ensure they are aware of all the issues and practices they need to integrate when e-mailing on behalf of and using your company's resources to communicate online.
For a sample E-mail Policy that you can use and modify, visit my main consulting site @: http://www.theistudio.com/example_epolicy.html
About the Author:
Judith Kallos is an authoritative and good-humored Technology Muse who has been playing @ http://www.TheIStudio.com for over a decade. Check out her popular Technology Cheat Sheets @ http://www.LearnAndThrive.com
Even assuming you have the best folks working for you, or on your behalf, does not negate the need for this type of policy to be established. Hopefully, you will never need to refer to your policy statement in regard to an employee's actions or behavior while on company time. However, if you do find yourself in that situation down the road, you will be relieved these terms and conditions are in place for your protection.
With technology now in the workplace and e-mail accessible to more employees than ever, connectivity makes it easy for all employees to surf the Web on company time, circulate unnecessary and/or inappropriate messages and illegally copy content. These activities can lead to:
=> Claims of sexual harassment and discrimination. This occurs when e-mail or information is forwarded to an employee who may not have the same sense of humor as the sender. We all have had our e-mail boxes filled by well intending friends with the latest joke or chain letter, some of which could offend the recipient or are not appropriate in a professional environment.
=> Misaddressed messages that lead to intentional or inadvertent release of corporate trade secrets. One typo, dot, dash or space where it shouldn't be (and folks typo e-mail addresses all the time) and your company information can very easily end up being delivered to another e-mail address outside of the company.
=> Network and spam attacks. Those who do not understand the basics of Online Netiquette, many times put themselves in a situation of having e-mail bombs or repetitive e-mail being sent which can cripple your network due to their actions. Employees who do not market your business within established protocols can cause your server and ISP to cancel your accounts due to spam complaints to your hosting and e-mail providers.
=> Copyright infringement issues and the possible legalities that can ensue. Copyright is one of the most misunderstood issues online. Many believe that information, graphics, etc. are online for the taking. Right click and it is yours! To set the record straight, there is nothing further from the truth. All information and graphic images are protected by the person who created them. To take content or images without the creator's/author's written permission is copyright infringement. It is also copyright infringement to forward or quote another person's private e-mail in a public venue such as mailing lists and discussion groups without their written permission to do so.
Abuse of e-mail may also lead to:
=> Waste of computer resources. Large gratuitous downloads can negatively impact your bandwidth allowances and incur additional charges from your provider not to mention lower employee productivity.
=> Drain on limited storage capabilities. Limits in disk storage space can easily be maxed out incurring additional charges.
=> Slower response times for legitimate business activities. Focus is lost on priorities and customer service. Company e-mail activities should be considered one of the highest priorities that many times will fall by the wayside in lieu of employees becoming sidetracked by these other activities.
=> Increased network traffic. Unnecessary network traffic can cause your entire network to come to a grinding halt if acceptable computer and online usage is not clearly defined.
=> E-mail forgery. I could send an e-mail today appearing to be Bill Gates. Only those with an above average technical knowledge would be able to determine it was a hoax and trace it back to me.
All company e-mails should use your dot com/net/org to identify all employees. E-mail settings should not be tampered with or changed for any reason.
=> Create a negative perception of your business image, legitimacy and level of credibility. One cannot underestimate the power of perception as it relates to your businesss' e-mail activities. Each e-mail should be taken as seriously as though it were written on company letterhead. How it is written, the words used, whether proper Netiquette it practiced or lack there of can have a negative impact on those communicating with your company.
Any e-mail policy should start with the following basics. You will want to review each carefully and then jot down and add the specifics unique to your business environment and culture.
1) Specify that the computer and e-mail system belongs to the business for authorized purposes only. While on company time any use of the Company's equipment (computer) is to be used solely for business activities related to the performance of an employee's job responsibilities.
2) Set clear expectations of employee privacy. What will be private and what won't - if anything. Trends indicate that the majority of e-mail policies currently in place state clearly that while on company time, employees should not expect to have any privacy in regard to their use of company owned equipment and resources.
3) Establish monitoring as a "right" of the employer. It should be expected and acknowledged.
4) Make sure employees understand attention should be taken when addressing e-mail and when drafting them to avoid including copyrighted material. Each e-mail an employee sends utilizing an e-mail address with your dot com/org/net reflects on your business and makes you inevitably liable if another author's information is misused without their permission. Not only are there legal ramifications, but again, do not underestimate how your enterprise will be perceived by virtue of the use of a company e-mail address in communications.
5) Outline specific types of content that should be avoided in e-mail messages. The more detail the better here!
6) Have employees sign and date the e-mail policy. Put a copy in their personnel file and give them a copy to have on hand for reference purposes.
It would also be recommended that each employee be sent to my OnlineNetiquette.com site or given a copy of my soon to be released book: "Because Netiquette Matters! Your comprehensive reference guide on e-mail etiquette and proper technology use." This will ensure they are aware of all the issues and practices they need to integrate when e-mailing on behalf of and using your company's resources to communicate online.
For a sample E-mail Policy that you can use and modify, visit my main consulting site @: http://www.theistudio.com/example_epolicy.html
About the Author:
Judith Kallos is an authoritative and good-humored Technology Muse who has been playing @ http://www.TheIStudio.com for over a decade. Check out her popular Technology Cheat Sheets @ http://www.LearnAndThrive.com
Monday, September 14, 2009
Seeking Help
Where does the time go? Billable time. As a consultant, your practice may be doing reasonably well; you're charging $100-150 an hour. As an independent consultant, you're probably also doing everything from grinding the coffee to editing the umpteenth draft of your brochure.
To understand where you spend your time, list and categorize all your activities into clerical, professional and other suitable groups. Calculate how many hours you're spending on each-daily, weekly, monthly, annually. Some you enjoy, some you're really good at, some are a pain in the neck The point is, no one is paying you to do them. The more time you spend on client work, the more you bill. The more you bill, the more money you have available to pay someone else to take care of the stuff you'd rather not do or should not be doing yourself.
The time you spend on unbillable tasks makes you a very expensive clerical worker. Keeping the cash to yourself sounds good, until you really think about it. You wouldn't pay a secretary $150 an hour, but that's precisely what you're paying yourself. Your time is valuable and should be spent earning money or on activities that grow your business like marketing or product development. The rest is just overhead-costly overhead. Can you afford not to hire someone?
And, it's not just the on-going clerical and administrative stuff you can be helped with. Many of our own clients come only after having spent hundreds of hours trying to create their own marketing materials.
Entrepreneurs strongly resist giving up any responsibility. You know the refrain, "If it's going to be done right, I've got to do it myself." They struggle endlessly with business plans, and similar activities unrelated to their field of expertise.
You may indeed ask, who better? The answer is, your professional colleagues. They may charge the same hourly fee, but the job is done in much less time and they bring objectivity and fresh ideas.
This is not only less expensive in the long run, but these things will also be done better. The repercussions of doing a inadequate job on your business plan, marketing materials, accounting, etc. can be severe.
Certainly, keep an eye on things; but don't spend more time than you must. Leave the grunt work to others. Hiring clerical and professional help is practical, and necessary-if you want to squeeze the most out of your practice.
Keith Thirgood, Creative Director, Editor Thrive-on-Line http://www.capstonecomm.com Capstone Communications Group Helping businesses get more business through innovative marketing Markham, Ontario, Canada 905-472-2330 Subscribe to Thrive-on-line http://list.capstonecomm.com/mail.cgi?f=list&l=thrive_on_line
To understand where you spend your time, list and categorize all your activities into clerical, professional and other suitable groups. Calculate how many hours you're spending on each-daily, weekly, monthly, annually. Some you enjoy, some you're really good at, some are a pain in the neck The point is, no one is paying you to do them. The more time you spend on client work, the more you bill. The more you bill, the more money you have available to pay someone else to take care of the stuff you'd rather not do or should not be doing yourself.
The time you spend on unbillable tasks makes you a very expensive clerical worker. Keeping the cash to yourself sounds good, until you really think about it. You wouldn't pay a secretary $150 an hour, but that's precisely what you're paying yourself. Your time is valuable and should be spent earning money or on activities that grow your business like marketing or product development. The rest is just overhead-costly overhead. Can you afford not to hire someone?
And, it's not just the on-going clerical and administrative stuff you can be helped with. Many of our own clients come only after having spent hundreds of hours trying to create their own marketing materials.
Entrepreneurs strongly resist giving up any responsibility. You know the refrain, "If it's going to be done right, I've got to do it myself." They struggle endlessly with business plans, and similar activities unrelated to their field of expertise.
You may indeed ask, who better? The answer is, your professional colleagues. They may charge the same hourly fee, but the job is done in much less time and they bring objectivity and fresh ideas.
This is not only less expensive in the long run, but these things will also be done better. The repercussions of doing a inadequate job on your business plan, marketing materials, accounting, etc. can be severe.
Certainly, keep an eye on things; but don't spend more time than you must. Leave the grunt work to others. Hiring clerical and professional help is practical, and necessary-if you want to squeeze the most out of your practice.
Keith Thirgood, Creative Director, Editor Thrive-on-Line http://www.capstonecomm.com Capstone Communications Group Helping businesses get more business through innovative marketing Markham, Ontario, Canada 905-472-2330 Subscribe to Thrive-on-line http://list.capstonecomm.com/mail.cgi?f=list&l=thrive_on_line
Sunday, September 13, 2009
Spirits in the Corporate Boardroom.......Oh, sure......
There is a growing movement in the spiritual and holistic fields to bring a more metaphysical and human potential approach to the business community. Holism has been intergrating into both the health and mental health professions for many years now. The men's , women's and environmental movements are a part of that holistic shift in awareness. However, business seems locked into an older/ outdated model of operation. I have been exploring, training and researching methods to help business take that 'leap of faith', and try new perspectives and approaches....but it's tough to break into their locked mind set. Even when things are not working out......they can't seem to shift gears. In the last fifteen years or so there have been many large corporate failures.
However, then came the 9/11disasters which shook up the United States and impacted on the whole world. While the world must now face the real issue of terrorism, perhaps something positive can come out of the trauma. I hear, between the lines, that it's not 'business as usual' anymore. There was corporate karma hiding behind 'success stories'. This started to come to light with scandals and more failures. The economy faltered as we all know.
So, before we rebuild the US and World economy perhaps we need to decide just how to rebuild it. Do we simply go back to the old 'business as usual' as soon as possible, or move in a new direction?
Well, for me there is no choice since my spirit guides demanded that I bring them into corporate boardrooms where they will try to help solve many long term problems. So, they have been training me for a decade now..just for this task. I told them, good luck...just leave me out of it ...... that's a place I don't want to go!
Perhaps they knew all along what was going to happen. Perhaps now, with all the shifting going on the Planet we might be more open to [ spirit at work ]. We will have to wait and see.............
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
However, then came the 9/11disasters which shook up the United States and impacted on the whole world. While the world must now face the real issue of terrorism, perhaps something positive can come out of the trauma. I hear, between the lines, that it's not 'business as usual' anymore. There was corporate karma hiding behind 'success stories'. This started to come to light with scandals and more failures. The economy faltered as we all know.
So, before we rebuild the US and World economy perhaps we need to decide just how to rebuild it. Do we simply go back to the old 'business as usual' as soon as possible, or move in a new direction?
Well, for me there is no choice since my spirit guides demanded that I bring them into corporate boardrooms where they will try to help solve many long term problems. So, they have been training me for a decade now..just for this task. I told them, good luck...just leave me out of it ...... that's a place I don't want to go!
Perhaps they knew all along what was going to happen. Perhaps now, with all the shifting going on the Planet we might be more open to [ spirit at work ]. We will have to wait and see.............
Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com
Saturday, September 12, 2009
MANAGING CRISIS; when you're too good at it
When you are acclaimed for excellence during times of crisis you may not feel so good in a non-crisis environment.
You may not shine so bright, perform so well, be quite so acclaimed.
If crisis is how you satisfy your personal need to be needed, to feel accomplished, to be respected, to be heard,
to be noticed, blah blah blah, then you will naturally seek out, create, attract,
be drawn into situations that will allow you to meet this need.
Your environments and relationships will be filled to the brim with one crisis after another.
Perhaps there's a better way to get your need met. Perhaps there's a way to feel needed and still exist in peaceful,
cooperative, and synergistic environments. It's amazing to watch the content and features of a person's life break
apart and rebuild with almost the same irreverent qualities.
People change mates but the essence of the relationship is the same.
People change jobs and the same complaints emerge as before.
People get out of debt, lose weight, move to different cities, and nothing really changes. It's a scary thing.
I've seen the inside view and it's very scary. This dйjа vu type phenomenon has left me baffled and disheartened.
Here's the deal; when we treat the symptoms, the root cause remains unaffected and it emerges again and again.
Our outer lives tell the same story over and over like a broken record until we finally get it. The outer reflects the inner.
The outer is a symptom; the inner is the root cause. The outer is the image in the mirror; the inner is the real object.
You would not stand in the mirror with the intention of washing your face and wash the reflection of your face in the mirror, would you??
I didn't think so. Well that is exactly what we are doing when we focus on treating our symptoms.
A fundamental place to begin transformation is by being responsible for understanding your personal needs and
ensuring that they are met in an appropriate context.
Get your needs met appropriately and permanently and your life will be transformed for sure.
Robin Harris is a DesignerLife Coach whose focus is to empower self-motivated entrepreneurs and individuals to
achieve their greatest potential while discovering and honoring their core values. Contact Robin through her web site
http://www.designerlifecoaching.com or by email at robin@designerlifecoaching.com
You may not shine so bright, perform so well, be quite so acclaimed.
If crisis is how you satisfy your personal need to be needed, to feel accomplished, to be respected, to be heard,
to be noticed, blah blah blah, then you will naturally seek out, create, attract,
be drawn into situations that will allow you to meet this need.
Your environments and relationships will be filled to the brim with one crisis after another.
Perhaps there's a better way to get your need met. Perhaps there's a way to feel needed and still exist in peaceful,
cooperative, and synergistic environments. It's amazing to watch the content and features of a person's life break
apart and rebuild with almost the same irreverent qualities.
People change mates but the essence of the relationship is the same.
People change jobs and the same complaints emerge as before.
People get out of debt, lose weight, move to different cities, and nothing really changes. It's a scary thing.
I've seen the inside view and it's very scary. This dйjа vu type phenomenon has left me baffled and disheartened.
Here's the deal; when we treat the symptoms, the root cause remains unaffected and it emerges again and again.
Our outer lives tell the same story over and over like a broken record until we finally get it. The outer reflects the inner.
The outer is a symptom; the inner is the root cause. The outer is the image in the mirror; the inner is the real object.
You would not stand in the mirror with the intention of washing your face and wash the reflection of your face in the mirror, would you??
I didn't think so. Well that is exactly what we are doing when we focus on treating our symptoms.
A fundamental place to begin transformation is by being responsible for understanding your personal needs and
ensuring that they are met in an appropriate context.
Get your needs met appropriately and permanently and your life will be transformed for sure.
Robin Harris is a DesignerLife Coach whose focus is to empower self-motivated entrepreneurs and individuals to
achieve their greatest potential while discovering and honoring their core values. Contact Robin through her web site
http://www.designerlifecoaching.com or by email at robin@designerlifecoaching.com
Friday, September 11, 2009
14 Ways to De-Stress Employee Vacations.
Employees truly deserve paid vacations. They
struggle through stressful jobs most of the year,
and productivity goes down if they don't get a
break. From a corporate perspective, investment in
good vacation programs reduces workplace stress
absenteeism, health care costs, and accidents.
Many employees, however, come back from vacation
with the half-joking remark about having to return
to work to rest up. Far too many people find
vacations just as stressful as the jobs they do
every day.
Following are fourteen ways company managers can
de-stress vacations, increase productivity, improve
quality, boost profits, and get the most from the
corporate investment.
1. Develop vacation savings plans so employees
will be financially prepared for this big expense
2. Provide continuous counseling for personal
finances, budgeting, and credit issues
3. Double check for payroll errors to make sure
employees are not affected by discrepancies while
they are on vacation
4. Distribute job responsibilities to prevent
employees' returning to overflowing in-boxes
5. Announce job changes after vacations, not
before
6. Provide in-house workshops on vacation
planning
7. Negotiate corporate discounts with travel
agencies
8. Show employees how to research travel plans
on internet
9. On the last day before vacation, give
employees an extra half-day off for last minute
preparations. This strategy brings value to the
company through motivation, esprit, and quality
control.
10. Coach employees to get major projects out of
the way two weeks before vacations to prevent
stressful, sometimes inadequate, last-minute
efforts
12. Ask for destination contact information for
purpose of emergency notification and then use the
info to send a special note or small gift that
will be waiting for them upon arrival.
11. Demonstrate your interest by scheduling time
to visit with employees about their great
adventure - before and after vacation
13. Get employee input on vacation schedules to
make sure dates work out with spouse's schedule
14. Encourage a more restful week-long vacation
instead of a less rewarding one or two day absence
There you have it - fourteen ways to de-stress
vacations. Your company gets its money's worth
out of these vacations when employees are rested
and ready to get back to work.
For more info on controlling workplace stress send
an email to: 3sessionstress@sendfree.com
Dale Collie - professional speaker, former US Army Ranger, CEO, and a Fast Company top 50 innovative leader. Author of "Winning Under Fire." (McGraw-Hill) collie@couragebuilders.com
struggle through stressful jobs most of the year,
and productivity goes down if they don't get a
break. From a corporate perspective, investment in
good vacation programs reduces workplace stress
absenteeism, health care costs, and accidents.
Many employees, however, come back from vacation
with the half-joking remark about having to return
to work to rest up. Far too many people find
vacations just as stressful as the jobs they do
every day.
Following are fourteen ways company managers can
de-stress vacations, increase productivity, improve
quality, boost profits, and get the most from the
corporate investment.
1. Develop vacation savings plans so employees
will be financially prepared for this big expense
2. Provide continuous counseling for personal
finances, budgeting, and credit issues
3. Double check for payroll errors to make sure
employees are not affected by discrepancies while
they are on vacation
4. Distribute job responsibilities to prevent
employees' returning to overflowing in-boxes
5. Announce job changes after vacations, not
before
6. Provide in-house workshops on vacation
planning
7. Negotiate corporate discounts with travel
agencies
8. Show employees how to research travel plans
on internet
9. On the last day before vacation, give
employees an extra half-day off for last minute
preparations. This strategy brings value to the
company through motivation, esprit, and quality
control.
10. Coach employees to get major projects out of
the way two weeks before vacations to prevent
stressful, sometimes inadequate, last-minute
efforts
12. Ask for destination contact information for
purpose of emergency notification and then use the
info to send a special note or small gift that
will be waiting for them upon arrival.
11. Demonstrate your interest by scheduling time
to visit with employees about their great
adventure - before and after vacation
13. Get employee input on vacation schedules to
make sure dates work out with spouse's schedule
14. Encourage a more restful week-long vacation
instead of a less rewarding one or two day absence
There you have it - fourteen ways to de-stress
vacations. Your company gets its money's worth
out of these vacations when employees are rested
and ready to get back to work.
For more info on controlling workplace stress send
an email to: 3sessionstress@sendfree.com
Dale Collie - professional speaker, former US Army Ranger, CEO, and a Fast Company top 50 innovative leader. Author of "Winning Under Fire." (McGraw-Hill) collie@couragebuilders.com
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