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    Problem Solving (What we do) – By Zig Ziglar

    August 30th, 2009

    Fortunately, problems are an everyday part of our life.  Consider this: If there were no problems, most of us would be unemployed.  Realistically, the more problems we have and the larger they are, the greater our value to our employer.

    Of course, some problems are small, like opening a ketchup bottle.  Others are monumental like a seriously ill or injured child or mate, which present ongoing, daily complications.  Successful living comes when we learn to handle those business and personal problems with as little fanfare as possible.  The successful business executive can handle challenges and solve problems at a remarkable clip.  He/she makes quick and final decisions as a result of years of experience.  The homemaker with small children at home handles many “catastrophes” each hour with the same dispatch.

    Many people use counter-productive methods to deal with problems: They refuse to recognize them, deny responsibility for them, pretend they will go away if they ignore them, or are just flat insensitive to them.  The first step in solving a problem is to recognize that it does exist.  Next, we determine whether the problem is our responsibility.  If the answer is yes, we must determine how serious and/or urgent it is.  When that last determination is made, we either take immediate action if the problem is simple and quickly solvable or develop a plan of action and prioritize it if the solution is more difficult and time-consuming.

    Problem-solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder.  I encourage you to take the time to define the problem correctly, learn the skill of quick analysis and remember, if it weren’t for problems in your life, your position might not be necessary in the first place.  Ironing out the wrinkles and solving the problems is what most jobs are about.  Think about it, and I’ll SEE YOU AT THE TOP! 

    Earn the Respect of Others by Brian Tracy

    July 7th, 2009

    The Most Important Measure of Success
    Being respected by others is very important to each of us. A survey done by the Gallup organization found that the most prominent living Americans rated the respect of others as the most important measure of success in life. They worked very hard to earn the respect of their parents, the respect of their spouses and children, the respect of their peers and colleagues, and the respect of mankind at large.

    Why You Respect Yourself
    It seems that we truly respect ourselves only when we feel that we are respected by others, and we will go to great lengths to earn and keep that respect. When we feel that someone respects us for who we are and what we have accomplished, we tend to be more open to that person’s influence.

    Two Things You Can Do
    We can do two things to put ourselves in a position to be respected by others. The first is to develop our knowledge of our field. The more people perceive you know about your subject, the more they will respect you. The highest-paid people in almost every field are those who know more than the average people. They are recognized as experts, and they develop what is called “expert power.” Because of their superior knowledge, they are looked up to and listened to, and they are much more capable of influencing others to act in a particular way than they would be if their knowledge level were just average.

    Know Your Business Well
    The best salespeople are those who know their products cold. They deeply understand every aspect of their products and the ways in which their products can be used to achieve the most important goals of their customers.

    Develop Your Expertise
    Another way to put ourselves in a position of being respected by others is to develop our expertise. Expertise is closely tied to knowledge, but it is a little different. Expertise is the ability to do, the ability to perform well in your chosen field. Men and women with expertise are those who practice over and over in whatever they do until they become known far and wide as the very best in their field.

    Action Exercises
    Here are two things you can do immediately to put these ideas into action:

    First, study your field in detail. Dedicate at least one hour per day to reading, listening to audio programs, studying to become more and more knowledgeable about what you do.

    Second, continually upgrade your knowledge and skills in your field. Identify your weakest important skill and go to work on that.

    Knowledge and know-how are the keys to the 21st century.

    Four Styles of Communicators At-A-Glance – By Dr. Tony Alessandra

    June 30th, 2009

    As you begin to understand the four styles of communicators and how they act and respond to the world around them, you will be able to better understand your own style and identify the style of the people around you. To help you understand each style, here are a few key descriptions to help you picture each one.

    Steady Relater

    • Relationship-oriented
    • Moves, acts and speaks slowly
    • Avoids risk
    • Wants tranquility and peace
    • Enjoys teamwork
    • Good counseling skills

    Interacting Socializer

    • Relationship-oriented
    • Moves, acts and speaks quickly
    • Risk-taker
    • Wants excitement and change
    • Enjoys the spotlight
    • Good persuasive skills

    Cautious Thinker

    • Task-oriented
    • Moves, acts and speaks slowly
    • Wants to be accurate
    • Enjoys solitary, intellectual work
    • Cautious decision-makers
    • Good problem-solving skills

    Dominant Directors

    • Task-oriented
    • Moves, acts and speaks quickly
    • Wants to be in charge
    • Gets results through others
    • Makes decisions quickly
    • Good administrative skills

    © 2007 Tony Alessandra

    Always hold your ground In January of 1945, on a French battlefield during World War II, United States 2nd Lieutenant Audie Murphy’s unit was attacked by six tanks and waves of enemy infantry.

    What happened next is the stuff of legends.

    In the face of a seemingly insurmountable enemy and against all odds, Audie Murphy grabbed a .50-caliber machine gun and, with bullets flying past him, held his ground.

    His heroic actions saved the lives of the men in his unit and earned him recognition as a Congressional Medal of Honor recipient.

    What’s more, Murphy, as countless other Medal of Honor recipients before and after him, forged an epic legacy and left an indelible success lesson from which we can all learn and benefit: Always hold your ground.

    Transition Management Tips – C. Tetley

    June 16th, 2009

    Managers every where are seeking the best ways to manage through transition. When a manager is presented with impending changes they must quickly set aside their own fears to carefully communicate and manage through turbulent times.

    When you think about It all, it is really is a situation that is just an extension of the problems of managing your public persona as you go through transitions in your own life.  You decide what personality traits will help you to find confidence defining your delivery style and how well information is received.

    Our words have consequences, and so do the moments when we are silently communicating. We think of ourselves as being a particular type of person but from other’s points of view, we may be seen as a messenger without feelings for fears that may develop in others when they learn about upcoming transitions.

    To fully comprehend how others may feel about your upcoming meeting announcing change in your company’s workforce or the company’s structure as they know it today, take quiet time to think about your staff. Who  will be most affected? What was the reaction when other changes were previously communicated? What did you learn from those experiences? How did you feel? Review your points of communication but do not rehearse it because may run the risk of being viewed as cold and insensitive. Schedule follow up meetings with open communication. If necessary, invite those subject matter experts who are working on major pieces of the transitions that affect your department to provide your team with a fuller understanding.

    Managing Transition Objectives

    1)  Be sensitive about the personal impact that an upcoming transition may present to others.

    2)  Ask for help from Human Resources, your peers and your boss when you need support.

    3)  Be a positive change agent and recruit others to help with the progression of change.

    4)  Hold meetings to recognize each success adoption of change that has worked.

    5)  Offer incentives to individuals to who have helped speed up acceptance and the implementation of change.

    Studies have found that it takes 21 days to change a particular behavior. Review your action plan each day and record successes. Meet with your peers and learn how they are managing through transitions. Realize that changes is inevitable in life and how you manage it will reduce stress. Develop new skills and make learning your top priority. Ask questions and get involved, really understand the “why’s” and “how’s” of the transition.

    The overwhelming majority of successful people we work with or know in our lives are generous with both their time and with their advice. Learn, share and grow. Successful people gain energy from each other and become more empowered by witnessing each other’s success. These people understand that whenever they see someone who demonstrates potential, it’s in their self-interest to help that person mature and grow. They don’t become jealous holding another individual down, they understand their successful friend will probably will be one of their best allies in the future. The incentive? Everyone wins!

    Attitude has everything to do with our success. Yes, It is possible to win with limited resources, it’s even possible to be successful with limited talent. But it’s absolutely impossible to make it without the right attitude. If an individual is optimistic, confident and positive through their transition then their chances of succeeding are ten fold. 

    Embrace change, it is here to stay. Let it motivate you to stay on top of your game.

    Integrity: The Real Bottom Line by Denis Waitley

    May 26th, 2009

    A simple motto hung on the living room wall of my grandparents’ small frame house, where many seeds for my development were planted. My grandmother and grandfather didn’t talk about the lines; they lived them.

    Life is like a field of newly fallen snow;
    where I choose to walk, every step will show.

    They believed you were either honest or you weren’t. There was nothing in between, no such thing as partial honesty. Integrity, a standard of personal morality and ethics, is not relative to the situation you happen to find yourself in and doesn’t sell out to expediency. Its short supply is getting even shorter — but without it, leadership is a facade.

    Learning to see through exteriors is a critical development in the transition from adolescence to adulthood. Sadly, most people continue to be taken in by big talk and media popularity, flashy or bizarre looks, and expensive possessions. They move through most of their years convinced that the externals are what count, and are thus doomed to live shallow lives. Men and women who rely on their looks or status to feel good about themselves inevitably do everything they can to enhance the impression they make — and do correspondingly little to develop their inner value and personal growth. The paradox is that the people who try hardest to impress are often the least impressive. Devotion to image is often for the money it can reap. Puffing to appear powerful is an attempt to hide insecurity. If only we could see many of our celebrities when their guard and pretenses were down!

    The myth that all that counts is bottom-line success often leads to fleeting stardom and ultimate defeat. Ask a thousand has-beens. There are no degrees of integrity. Just as you’re pregnant or you’re not, you have it or you don’t.

    Integrity is 24/7 If you have real, internal value, you don’t need a loud, expensive imitation.

    It is not what you get that makes you successful, it is what you are continuing to do with what you’ve got.

    Identify with excellence, put your name on your work, and both your work and name will stand the test of time.

    It is not so much what the job gives you, it’s what you give to the job.

    Give your best effort, because you are worth your best effort.

    Stimulate Your Business – By Jeffrey Wang

    May 23rd, 2009

    There’s $787 billion in the economic stimulus pot, but it can’t help you if you don’t know how or where to get it. Data on stimulus money is publicly available, but pinpointing what’s relevant to your business is a daunting task: $400 billion-plus is being distributed at the local and state levels, and there are more than 89,000 of these agencies around the country.

    That’s where organizations like National Strategies, Inc., Onvia and Business Matchmaking come in.
    In February, National Strategies, a business-to-government consulting firm that helps companies break into contracting and procurement markets, launched the Stimulus Opportunity Roadmap, an online database of tens of thousands of “shovel-ready” projects that could be funded by the stimulus. “We’re able to figure out all the streams of dollars through the stimulus package that are relevant to X business,” CEO Al Gordon says. “Once we do that, we put together a strategy of how we access those dollars by literally matching up–by project and location–what you’re selling with funding [opportunities] and go after them.”

    With Recovery.org, public works information aggregator Onvia provides a similar service. The site captures all government spending information from the American Recovery and Reinvestment Act of 2009 and reports it so business owners can identify and pursue the appropriate projects.

    Michael Balsam and Eric Gillespie, respectively Onvia’s chief solutions officer and chief information officer, say the purpose was to carve out stimulus-specific projects for small- to medium-sized businesses, and provide those businesses with opportunities to bid on work.

    You can sift through information based on project type and location, and if you register, Onvia alerts you when matching projects appear in the database. “In many cases we are the trigger for our clients to pursue business,” Gillespie says. “The government is the last client standing … and what we do serves to help businesses get access to projects from the government.”

    Balsam says Onvia is the only central portal that not only notifies clients of new postings, but also provides access to additional materials when they arise. “At each step of the process, we’re going to be adding supporting source documentation,” he says. “As the money is set aside, we notify the public of that; when a request for proposal is made available, we’ll post the documents online. Incidentally, this is not something the government can do.”

    Go Where the Grass Is Green
    Where do the greatest opportunities lie? In energy efficiency and sustainable technologies, says NSI’s Gordon, not only because of the billions earmarked for the cause, but also because the entire stimulus bill is full of “green” components. In fact, he recently spoke to one particular company in the energy industry whose CEO expects to hire another 50 employees based on the work available from government contracts. “That’s a big win for the stimulus package.”

    But most important, business owners need to be ready to seize on contracting opportunities because the bill is pushing for all money to be committed by September 2010. “It’s on your shoulders since you’re looking at a relatively short time frame. If you sit back … it’s not going to come,” warns Gordon. “But if you take the bull by the horns, develop a plan and match what you’re offering to these various streams of money, you could be in the game.”

    If the red tape is what’s holding you back, the folks at Business Matchmaking are ready to help. And, says executive producer Chuck Ashman, the process isn’t as difficult as you might think.

    Ashman sees the stimulus package an as opportunity for business owners to break into contracting and procurement. “Our attendance application and interest on the website is up about 60 percent in the past 90 days,” he says–the biggest increase since the company was founded six years ago.

    Beginning in June, Business Matchmaking will embark on a 15-city tour to train business owners on ways they can benefit from all the extra money going into state agency coffers. “We’ll take the top buyers from state and federal agencies, and people from the Small Business Administration, and [explain the process] to companies that have never sold to a government agency, but who have an appetite for it,” Ashman says.

    In addition, Business Matchmaking has partnered with the small business arm of American Express to launch a program that helps companies in the same industry collaborate and go after contracts together. “A lot of small-business owners have the desire to sell to a federal agency, but can’t handle it alone,” Ashman says.

    Jump These Hurdles
    The major problem is that small-business owners are intimidated by the red tape they think exists when dealing with the government. At one time, the process may have been complicated, but that’s no longer true, Ashman says. For example, getting on the government registry is simple: Make one free phone call to Dun and Bradstreet to get what’s called a DUNS number, use that number to register in the Central Contractor Registry and you’re eligible to work with the government.

    Much of the information is available on the internet–sometimes exclusively so–so it’s also important to be comfortable working online. Then, look into programs that give you a leg up, especially if you’re a minority, a woman or even a disabled veteran. “There are a tremendous number of companies eligible, but they haven’t taken advantage of the opportunity,” Ashman says.

    The main obstacle to get over is the intimidation factor, but NSI’s Gordon points out that business owners should prepare for what comes after, too–the transparency and reporting requirements. “Make sure you’ve got people trained to deal with the government. Every company is going to have to report the dollars they received and how they were used and the impact of those dollars.”

    Any reticence is understandable, though. “I’d call it busy-ness. The toughest commodity for a small-business owner is [time],” Ashman notes. “If someone says, ‘You’ve got to go to this training program and learn how to get certified,’ I’m sure they’d say, ‘Sure, but only if you can do it at 2 am on a Thursday.’”

    Fortunately, Business Matchmaking, SBA and SCORE are taking it to businesses, and these stumbling blocks are being addressed. Ashman’s also optimistic that policymakers and politicians are noticing that small business is where jobs are and should be created. “The most encouraging thing I see with the stimulus package is an across-the-board recognition of the significance of the role of small business.”

    Management Lesson with a Proven Track Record – Literally – Unknown

    May 22nd, 2009

    What if, like most managers, you’re dealing with a strong but not stellar group, players of varying drive and skill, and a severely limited ability to bring in fresh talent?

    Executive coach Daisy Wademan Downing takes inspiration from Tom Donnelly, the men’s track and field coach for the past 34 years at Haverford College, a Quaker school with fewer than 1,200 students. Despite the school’s tiny enrollment, noncompetitive philosophy, and lack of athletic scholarships, Donnelly has managed to produce 113 All-Americans and 24 individual N.C.A.A. champions – a jaw-dropping record for a school of any size or budget.

    Donnelly’s superb, sustained results are the kind every manager dreams of. And, according to the coach himself, they’r the kind of results any manager can shoot for – and attain. The secrets to getting your team out front, he says, are as follows:

    *    Spend as much time with the slowest runner as with the fastest. To improve a team’s performance, focus on its weakest members. As long as a team member is working hard, he or she deservess your attentive, careful coaching.

    *   Take away performance pressure by adding perspective – and fun. Donnelly’s pep talks are laced with trivia, history and jokes. He readily acknowledges that running track is not the only important thing in his athletes’ lives.

    *    Accept inevitable setback – and move past them quickly. The times when other teams win? Donnelly and his runners spend no time sulking or pointing fingers. “We acknowledge the other team’s accomplishment and we recover.”

    *   Let your team’s performance be its own reward. The team’s trophies and award certificates go up in Donnelly’s office. His own coaching awards go in the trash. They get in the way, Donnelly claims, of doing his job – teaching other people how to succed.

    Employees Pay it Forward for Their Companies – Christina Tetley

    May 21st, 2009

    Before this recession it was more the employee attitude of ”what’s in it for me”.  Jobs were plentiful with healthy signing bonuses for talented employees, on the job massages and luxurious travel incentives. Employee engagement and loyalty was at an all time low.

    In 2008, employees became more motivated to help their company survive. The new company motto of success being business retention. Employees are paying it forward by working longer hours covering multiple desks for the gain of continued employment and health insurance.

    If employees are provided with continued status and financial updates; are recognized and are engaged in solutions, they will become more involved. There is strong data that employee engagement substantially contributes to the bottom line. The employee is a valuable key to retaining our customers.

    Managers must have greater focus on front line staff and customer service. Quality of product and services are more important during challenging times when customers may be thinking of cancelling purchase orders and/or services. Look to provide webinars, community events and informative social network communications to continually present your company’s value during these times. Provide rewards and thank your customers for their loyalty with complete sincerity. Make it well know that you are dedicated to your business.

    Each day managers should continue to look for opportunities to cut costs, continually develop their staff and maximize efforts.  This is not the time to throw in the towel. We should remember that some of the finest companies went from good to great during tough times. Managers should walk with a targeted intensity to meet with employees each day for a daily briefing and check the pulse on the front line. What is the attitude? Is it time for motivation and fun? Are you nurturing your mid-line performers with continue education? Do you provide an incentive for top and mid-line performers?  

    According to Modern Survey’s Employee Engagement Index in February 2009, more employed Americans than in August 2008 responded that they took pride in their company, see a more promising future, and go “above and beyond” for the company’s good.

                                                                              Aug.’08           Feb. ‘09          Change

    Pride in Their Company                             71%                 74%               +3% 

    Promise in Company Future               46%                 52%              +6%

    Recommends Their Company             52%                 53%             +1%

    Will Stay with Company                      52%                 57%                +5%

    Goes “Above and Beyond”                  52%                 58%                +6%

    Perhaps one can assume that we have gone back to the days when our parents and grandparents struggled to put food on the table, they appreciated what they had and lived with greater appreciation because of it.

    As managers, we need to Keep the faith and walk the talk. We must look for pockets of people in our organization not receiving communications and make it a point to communicate more globally? All eyes are on us as we walk into work each day. We are a great part of the team’s motivation!

     

     

    Profits Are Better Than Wages by Jim Rohn

    May 21st, 2009

    My mentor, when I was 25 years old, dropped a phrase on me that changed my life forever when he said, “profits are better than wages. Wages will make you a living, profits can make you a fortune.” You know it is a bit difficult to get rich on wages, but anybody can get rich on profits. Profits change your whole attitude, even if you start part-time. Whether it’s part time on your entrepreneurial business, network marketing company or service business.

    It can be a landscape business in the summer or hanging Christmas lights in the winter. It can be training, consulting or tutoring. It can be your hobby such as painting, writing, crafts, woodworking, computers or cooking. But once you start investing even part time effort into your own business, you will find how much more exciting it is to get up in the morning and go to work on your fortune, even if you’re only spending a few hours a week doing it.

    How empowering it is to be able to go to work on your fortune every day rather than going to work to pay the rent. Now – it is noble to go to work to pay the rent, but if you could also parcel out part of your time – go to work to make your fortune. Your whole attitude changes; your spirit changes. It is in your voice. It is in your face. It is in your gestures. And then you can say, “I am now working full-time on my job and part-time on my fortune because I found a way to make profits.” Wow!

    And I will know what you mean.

    eTailers Going Strong – M. Smith

    May 20th, 2009

    eCommerce continues to be an important factor for businesses today with budgets growing for SEO projects and continuing marketing analysis. A growing number of buyers are taking advantage of online discounts, free shipping, sales tax savings and incentive rewards offered by online store fronts.

    The more affluent online buyers are growing more interested in deals on unique items and opportunities for discounted services. In a recent survey, more affulent shoppers are going direct to stores like Ross and Target than ever before. It is no longer a second shopper’s comparison. It is definitely chic to be cheap.  

    It is predicted that In less than three years, e-tailers sales growth will begin to fade, resuming another trend seen during the prior year.  This prediction is based on inevitable maturation of Internet sales channels and online buyer saturation. We will watch as Web 2.0 continues to intrique us with new developments.

    eCommerce is expected to grow 8.8 percent annually through 2013. After a yearly growth 13.3 percent in Quarter 1 and 8.7 percent in Quarter 2, sales growth was only 4.6 percent in Quarter 3 before moving southward to almost 5 percent during the very busy Quarter 4 holiday season.

    When forecasting online sales, online marketers always benchmarks against the U.S. Department of Commerce reports. It is estimated that eCommerce sales rose just under 4.7 percent last year, reaching about $133.6 billion in annual sales.

    Regardless if you are a brick and morter retailer or an eTailer, customer service and quality will never be just a trend. Continually survey your customers, research your competition and keep learning to stay ahead of the game.

     
         
     

     
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