Recycling, Reverse Logistics and…..Candy (13 Jun 2006) Is it logical that the producers continuously purchase corrugated boxes and shops throw them away? This is not just a waste of the earth's finite resources - it is also a waste of money for everyone apart from the box producer.
Reducing the High Cost of Absenteeism (13 Jun 2006) Employers pay a high price for absenteeism, often more than they may realize, in terms of both financial and production losses and employee morale. Managers may view the tasks of finding a substitute employee as a short-term inconvenience; however, absenteeism frequently has more serious long-term effects. Employers can, nevertheless, ensure that employees report in regularly and remain on the job.
Reflections in the Glass Ceiling (13 Jun 2006) Why do we still have so few women filling the top jobs in corporate America? New research indicates that the results may surprise you...
Regaining Control - Nine Steps for New Managers (13 Jun 2006) One of my clients has been struggling with one of his managers ever since he was appointed into the new role. This subsidiary manager had been undermining the performance of the business for years and had seen off four previous managers with his intimidating and aggressive attitude. Here are some ideas we've worked on...
Relationship Building - 5 Tips and 5 Questions (13 Jun 2006) By building great relationships in your organisation, you will shift the baseline way up. So that when you need to manage, it will be much easier. Think how climbing a mountain from sea level is so much harder than from a camp half-way up.
Relationships On the Job (13 Jun 2006) Have you ever heard someone say, "I'd like my work if it weren't for the people I work with"? One of the greatest challenges in the workplace is getting along with other people.
Resistance - How to Handle It (13 Jun 2006) What we need to realise is that, there is no smart answer to
a customer's objection. Sales people are always looking for
the "things to say" that'll deal with an objection. How can
you possibly have an answer if the customer isn't telling
the truth is the first place?
Resolve Differences (13 Jun 2006) Resolving conflict doesn't come easily to too many people. Most of us want harmonious relationships and smooth interpersonal interactions. However, we know that disagreements and conflicts are part of any dynamic organization. They arise because people care about their jobs and want to produce good results. Conflict is beneficial when the focus is on finding the best solution. However, conflict is unproductive when it fails to produce mutually satisfying solutions or when it becomes personal in nature.
Resolving Needs - What Your Employees Wish For! (13 Jun 2006) Sometimes in business, the big stuff gets the all the attention it needs - whilst the small stuff misses out. Yet it is the small stuff that your people live with day in, day out. For them, the biggest issues they face are not 'Mission Statements', 'Visions' or 'Corporate Values' - sorry, they just aren't interested. So what is important to them?
Retain Your Best People (13 Jun 2006) The single most common reason people stay or leave an organization is based on the relationship they have with their direct supervisor.
Retaining An Expert -- What Every Business Owner Needs To Know (13 Jun 2006) Hiring an expert or consultant can be an excellent way to turbo-charge your business. This article gives valuable advice on choosing an expert, including six cautionary tips to guide you.
Rethinking the CEO-Chairman Split (13 Jun 2006) Traditionally, in American businesses, the same person occupies the role of chairman of the board and chief executive officer, though this is gradually shifting to the European model. In most Europe...
Rethinking Workplace Security: How the Rules Have Changed (13 Jun 2006) Today, we face a new and in some ways, much more complex and potentially far more dangerous scenario. Whether in the form of a deranged current or former employee armed with automatic weapons or terrorists with their meticulously planned and well funded covert operations, either attack can be just as surprising and the carnage every bit as real and terrifying. To counter these threats, along with the full spectrum of more insidious, if less spectacular dangers, we must understand and acknowledge the dangers as well as establish appropriate preventative responses. We must also accept that we can never adequately guard against every eventuality.
Reward Your Employees with Travel Incentives (13 Jun 2006) Reward your Employees with Travel Incentives-Are you frustrated with unproductive employees? This article cuts thru the fluff and talks indepth about motivating your employees with incentive programs.
Riding the Waves to Success (13 Jun 2006) How to determine when the wave is right to catch, and ride successfully into any business decision - and how not to miss the wave and crash upon the shore!
Ringing Doorbells Without Howitzers (13 Jun 2006) Reducing costs through wholesale layoffs may provide quick hits on balance sheets, but its clumsy blows can disrupt operations. Brent Filson shows operations leaders a surprisingly more effective way to achieve cost reductions as well as enhanced efficiencies.
Risk Management (13 Jun 2006) Risk management is an important element in managing your business. You have a wonderful plan for your business, so you want to protect it against risks.
Rules for Running a Meeting (13 Jun 2006) As an experienced manager, I can announce without a doubt that the primary reason for lack of effectiveness in the contemporary business world is that people don't follow the rules for running a meeting. Thousands meetings are conducted each day and most of the meeting chairmen have not even heard of the rules for running a meeting...
Running Successful Meetings - The Key Steps To Getting It Right (13 Jun 2006) We all complain about meetings which are a waste of our time and the truth of the matter is that so many are exactly that. We've also seen the "corridor" meeting that takes place afterwards where it seems the real decisions are taken, or the agreed decisions are overturned.
