Overcoming Perfectionism (13 Jun 2006) Perfectionism can get in the way of building or marketing a successful business. It can prevent us from moving ahead quickly or from taking advantage of business opportunities. . Instead of striving for perfection, consider adopting an attitude of striving for excellence. Look at failure as just another teacher. Let's explore how being less than perfect can move you ahead in your business!
Overcoming Resistance (13 Jun 2006) Virtually any type of organizational change involves role transitions of some type. In light of role transitions, it is almost natural for employees to resist major changes in the workplace environm...
Overcoming the Document Tracking Challenge (13 Jun 2006) "Where did it go? It was here yesterday. Wait. Here it is. But it looks a lot like the draft I just sent my team members yesterday. I don't remember when this change was made. Who made this change? Why is document tracking so difficult?"
Parenting Your Employees to Better Performance (13 Jun 2006) Have you ever worked for someone who was such a micro-manager that it drove you crazy? And have you ever worked for someone who was so hands-off that you felt like a lone warrior on the battlefield? These are examples of you working for leaders who did not adapt their style based on the employee's needs.
What can you, as a manager, do to prevent the same mistake? My suggestion is to follow what good parents do.
Paretos Law- Your Formula For Success (13 Jun 2006) Managing your time is very much about setting priorities. Pareto's Law, better known as The 80:20 Rule, is one of the most powerful tools we can use in our quest for success.
Participative Management in Organizational Change (13 Jun 2006) Dr. Mike Beitler explains the role that participative management plays in organizational changes. He also reveals a simple technique that can save any organization thousands of dollars in consulting fees. This article is based on excerpts from Chapter 2 of Mike's book, "Strategic Organizational Change."
Partnering for Performance (13 Jun 2006) "The difference between a boss and a leader: a boss says, 'Go!' - a leader says, 'Let's go!'" - E. M. Kelly
Passion for Profits (13 Jun 2006) Managers who are serious about profits will gain exposure to non competing businesses that out perform their own companies. Don't be afraid to hire people who are better than you.
People - You Cant Make Them What Theyre Not (13 Jun 2006) The successful manager concentrates on developing the strengths of his team members - not trying to correct their weaknesses. Sometimes you have to manage around a weakness, but you can't make people what they're not.
People Are Our Most Important Asset! (13 Jun 2006) Just like with equipment, the costs are contained in the short term at the expense of the long-term value of the "asset". Employees are used up and then discarded just like equipment that was not properly maintained.
And who suffers the most in the long term from this shortsighted policy?
Oddly enough, it's not the employees that suffer the most, but the company itself.
People Literacy (13 Jun 2006) People literacy is knowing how to read and understand the behavioral style differences of others.
People Reading in Real Time (13 Jun 2006) Use the three P's of people reading to establish rapport and
treat people how they want to be treated. With a little practice
you can quickly develop a powerful tool for increasing your
effectiveness as a team player. It allows you to build a base
of solid relationship skills enhances the ability of the whole
team to be more successful.
People Skills: Eight Essential People Skills (13 Jun 2006) The whole idea of being people skilled is knowing or finding how to bring out the best in others in any situation, rather than their worst. By mastering these eight essential people skills you dramatically increase your chances of achieving the best outcomes out of your interactions and business challenges.
Performance Appraisals: Questions for Smarties and Dummies (13 Jun 2006) Many managers think that conducting a performance appraisal is like having a root canal. They anticipate that both will be very painful. But it doesn't have to be that way. Find out the most asked questions about peformance appraisals and the answers as well.
Performance Appraisal - What IS The Point? From Blaming To Better Performance (13 Jun 2006) How can performance appraisals be valuable if managers and employers don't understand the point? It's time to stop focusing on the past, and blaming in performance appraisals, and look to the future to improve performance. When managers look to the future the whole appraisal process becomes more useful, and much more comfortable.
Performance Appraisal Checklist: Raise Not Just Appraise Performance (13 Jun 2006) It's that time again! Perhaps the most dreaded management practice is the annual performance review. Whenever the subject comes up, out comes the groans from both managers and staff no matter what industry or type of company. Many say appraisals are like having a root canal - only more painful. It shouldn't be. Use this checklist to guide managers and supervisors in preparing, conducting and following through on employee performance appraisal discussions.
Performance Appraisals: Nightmares or Sweet Dreams (13 Jun 2006) Performance appraisals should not be a management nightmare but a tool to develop a person for added responsibility; to set and agree on specific performance goals for the future; and to identify learning needs for improvement.
Performance Expectations - 5 Tips and 5 Questions (13 Jun 2006) Performance Expectations to clearly explain what is expected of your people is a vital and fairly obvious first step in any organisation. Yet it fails to be happen so often! So, here are some simple ideas to help you get the very best from your people...
Performance Management - By Assuming Nothing (13 Jun 2006) There are times when tackling a difficult situation can be so easy to put off. Yet in those moments we have the opportunity to minimise pain for all concerned. Dealing with the most challenging people issues can be tough, but it is tougher to waste time stretching it out just because you don't fancy tackling it...
Performance Management - Getting The Most Out of Your Employees (13 Jun 2006) In it's simplest form, performance management is a common sense set of discussions that make sure people are clear about what they need to do, have the support to do it and get open and honest feedback on their performance. A solid performance management system provides direction, a process for feedback, a system for reward & recognition, and ongoing support and development.
