The economy is reeling under the pressures of a downturn. Unemployment rates are staggering and layoffs are at an all-time high. The current economic climate calls for a robust career management plan, one that will, despite the recession-like conditions, catapult your career to new heights.
Consider the following tips:
Take stock
Evaluate your professional standing and key trends within your industry, company, and profession. What do you need to change? How can you do it? How does your profession look five years from now? Two years from now? What threats do you foresee? What opportunities exist?
Based on your analysis, develop a comprehensive action plan that will help you leverage your strengths and overcome your weaknesses.
Network aggressively
Networking is not a post-layoff or when-you-feel-like-doing-it activity. All successful professionals incorporate networking as an integral and active component of their career management plan. Trade shows, conferences, industry and social events, online networking tools -- networking opportunities have never been so easily accessible.
Position yourself
What is your value proposition? What is so unique about you that employers will want to retain you irrespective of what happens to the company financially? We all have something unique to offer and if you can develop a powerful value proposition demonstrating how indispensable you are, you will be in a much better position that most professionals.
Invest in professional development
This is the Information Age, an environment in which information becomes obsolete faster than fashion. Through continuing education programs and other professional development efforts, it is very important to stay abreast with the cutting-edge of your profession.
Demonstrate leadership and the ability to take on challenges
The economy inevitably imposes financial strains on any company and under such conditions every employee is expected to do more -- take more work, manage multiple tasks, lead projects, and epitomize "cross-functional" in every sense of the term.
Try to volunteer on projects and take on leadership roles. The key is to demonstrate how you can contribute toward the organization's success and deliver an optimal ROI for the company.
Update your resume
Update your resume every month, if not every week. Highlight your recent accomplishments and create a powerful document that will position you as the perfect solution for any employer's needs.
Keep your options open
With all the above strategies, keep your eyes open to new opportunities. Through a portfolio of job search strategies, including networking, you should generate a steady stream of job leads.
Effective career management is an ongoing effort. Once employers recognize how valuable you are, recession or growth, they will do everything they can to retain you.
Nimish Thakkar is a sought-after certified career management coach and professional resume writer. Through his professional resume writing service, ResumeCorner.com, and free career information and resource site, SaiCareers.com, he has helped thousands of clients.
Article Source: http://EzineArticles.com/?expert=Nimish_Thakkar
Wednesday 11 June 2008
Dangers In Working Alone
The business owner or supervisor must identify what type of work and duties which may or may not be conducted while the owner or employee is working alone. A decision must be made to decide which conditions for working alone is permitted. Special arrangements must be made especially after regular hours, because these situations pose an additional risk to life and property. It is strongly recommended that handling of hazardous materials or performing hazardous activities be prohibited when the owner or employee is working alone.
Owners and supervisors are required to ensure that they fulfill and document the following responsibilities:
Review all workplaces under their jurisdiction and identify employees who are required to work alone.
Describe conditions where working alone is permitted and indicate which duties may be conducted and which are prohibited.
Identify risks to the employee in terms of the nature of their work, isolation, and conditions at the worksite or store.
Identify and take any necessary steps to eliminate or reduce identified risks. The steps taken should include:
1) The establishment of some kind of communication system that consists of radio communication, landline phone or cell phone, or any other means which will provide effective communication should an emergency issue occurs such as a personal alarm device.
2) Providing sufficient training and instruction for safe work practices and ensuring minimum standards of competence.
3) Providing applicable personal protective equipment.
4) Maintain regular contact with the person working alone and provide emergency (first aid box) and survival supplies for working under extreme conditions.
Documentation of the above should be maintained and filed for easy reference of the owner or the employee working alone.
This policy and procedures must be understood to all employees who work alone. The policy should be reviewed and updated constantly as conditions can change quickly. Understand how current events might have an impact on those who must work alone. Any outside event can affect the workplace; for example, a recent crime event near the workplace might bring that element towards the workplace.
Brent Bowlin is a health and safety researcher who has helped businesses in implementing safety programs. For help contact him at abbsafetynet@gmail.com and for safety supplies go to http://www.safetysuppliescanada.com, they deliver anywhere.
Article Source: http://EzineArticles.com/?expert=Brent_A_Bowlin
Owners and supervisors are required to ensure that they fulfill and document the following responsibilities:
Review all workplaces under their jurisdiction and identify employees who are required to work alone.
Describe conditions where working alone is permitted and indicate which duties may be conducted and which are prohibited.
Identify risks to the employee in terms of the nature of their work, isolation, and conditions at the worksite or store.
Identify and take any necessary steps to eliminate or reduce identified risks. The steps taken should include:
1) The establishment of some kind of communication system that consists of radio communication, landline phone or cell phone, or any other means which will provide effective communication should an emergency issue occurs such as a personal alarm device.
2) Providing sufficient training and instruction for safe work practices and ensuring minimum standards of competence.
3) Providing applicable personal protective equipment.
4) Maintain regular contact with the person working alone and provide emergency (first aid box) and survival supplies for working under extreme conditions.
Documentation of the above should be maintained and filed for easy reference of the owner or the employee working alone.
This policy and procedures must be understood to all employees who work alone. The policy should be reviewed and updated constantly as conditions can change quickly. Understand how current events might have an impact on those who must work alone. Any outside event can affect the workplace; for example, a recent crime event near the workplace might bring that element towards the workplace.
Brent Bowlin is a health and safety researcher who has helped businesses in implementing safety programs. For help contact him at abbsafetynet@gmail.com and for safety supplies go to http://www.safetysuppliescanada.com, they deliver anywhere.
Article Source: http://EzineArticles.com/?expert=Brent_A_Bowlin
When Success Comes Too Fast
Legendary Chinese philosopher, Lao Tzu once said, "A journey of a thousand miles begins with a single step."
That saying is especially appropriate when it comes to running a business.
So many small business owners want to travel the entire thousand miles in a single bound. They don't want to exercise the patience that's required to do it right - one step at a time. They want instant riches, fortune and fame. And they want it yesterday.
So what's wrong with that? What's wrong with wanting to travel the entire thousand mile journey at warp speed? Because there are risks involved when success comes too fast. Let me tell you a true story: The whole world knows who Michael jackson is. He is arguably the greatest and most successful entertainer who ever lived, and holds the Guiness World Record for most successful album in music history, "Thriller."
However, what you may not know is that Michael Jackson was a world famous superstar and had four #1 records by the time he was ten years old. That's right, four #1 records by the time he was ten - an unprecedented feat that still hasn't been matched to this day. In fact, he and his brothers, The Jackson 5 were the biggest musical act in the entire world when Michael was only ten.
While that's an impressive resume by anyone's standards, it came with a huge price. Psychiatrists say, Michael's current psychological problems stem from the fact he never had a real childhood. He was forced to grow up too fast. That's why he built an amusement park as his palace. He wanted to live the childhood he never had. As a result, he turned into the extremely dysfunctional adult you see today.
You're seeing the same type of dysfunction with today's young stars. Britney Spears, Lindsey Lohan, Paris Hilton, Nicole Ritchie, Amy Winehouse. You're seeing the dysfunction of what happens when success and stardom comes too fast. And you don't get to experience life as a natural progression.
While the aforementioned may be extreme examples, the same premise holds true in business. When success comes too fast, you risk missing out on so much. You risk missing out on gaining valuable business insight, knowledge and experience.
You risk missing out on nurturing your business and watching it grow. You risk missing out on the joy and pain, the triumphs and disappointments, the heartache, jubilation and appreciation that come with failure followed by success. You risk missing out on sharing war stories with your colleagues. You risk missing out on acquiring memories that will last you a lifetime.
Those are just some of the many things you miss out on when success comes too fast.
In closing, slow down, enjoy life. Shoot for the stars, yes! But don't stress out over being an overnight success. When success comes it comes. Work hard for success, but don't try to rush it.
Or in the famous words of Kurt Vonnegut, Jr., "Rome wasn't built in a day!"
Dale King is the owner of GuruKnowledge.org - The Ultimate Internet Marketing Resource!
Defeat soaring gas and food prices! Increase your income with ebay! http://guruknowledge.org/pages/Make-Money
Article Source: http://EzineArticles.com/?expert=Dale_King
That saying is especially appropriate when it comes to running a business.
So many small business owners want to travel the entire thousand miles in a single bound. They don't want to exercise the patience that's required to do it right - one step at a time. They want instant riches, fortune and fame. And they want it yesterday.
So what's wrong with that? What's wrong with wanting to travel the entire thousand mile journey at warp speed? Because there are risks involved when success comes too fast. Let me tell you a true story: The whole world knows who Michael jackson is. He is arguably the greatest and most successful entertainer who ever lived, and holds the Guiness World Record for most successful album in music history, "Thriller."
However, what you may not know is that Michael Jackson was a world famous superstar and had four #1 records by the time he was ten years old. That's right, four #1 records by the time he was ten - an unprecedented feat that still hasn't been matched to this day. In fact, he and his brothers, The Jackson 5 were the biggest musical act in the entire world when Michael was only ten.
While that's an impressive resume by anyone's standards, it came with a huge price. Psychiatrists say, Michael's current psychological problems stem from the fact he never had a real childhood. He was forced to grow up too fast. That's why he built an amusement park as his palace. He wanted to live the childhood he never had. As a result, he turned into the extremely dysfunctional adult you see today.
You're seeing the same type of dysfunction with today's young stars. Britney Spears, Lindsey Lohan, Paris Hilton, Nicole Ritchie, Amy Winehouse. You're seeing the dysfunction of what happens when success and stardom comes too fast. And you don't get to experience life as a natural progression.
While the aforementioned may be extreme examples, the same premise holds true in business. When success comes too fast, you risk missing out on so much. You risk missing out on gaining valuable business insight, knowledge and experience.
You risk missing out on nurturing your business and watching it grow. You risk missing out on the joy and pain, the triumphs and disappointments, the heartache, jubilation and appreciation that come with failure followed by success. You risk missing out on sharing war stories with your colleagues. You risk missing out on acquiring memories that will last you a lifetime.
Those are just some of the many things you miss out on when success comes too fast.
In closing, slow down, enjoy life. Shoot for the stars, yes! But don't stress out over being an overnight success. When success comes it comes. Work hard for success, but don't try to rush it.
Or in the famous words of Kurt Vonnegut, Jr., "Rome wasn't built in a day!"
Dale King is the owner of GuruKnowledge.org - The Ultimate Internet Marketing Resource!
Defeat soaring gas and food prices! Increase your income with ebay! http://guruknowledge.org/pages/Make-Money
Article Source: http://EzineArticles.com/?expert=Dale_King
The Cost of Work Place Violence
The Threat of Violence is On the Rise...
A safe and productive workplace is in everyone's interest, but the number of violent acts, including threats of violence, has increased over 400% over the last decade. Workplace Violence
Prevention and Education initiatives are paramount before an incident happens, saving businesses considerable time, resources in addition, legal fees, but most importantly, the implementation of mandatory changes to the workplace to protect employees from any future threat of a violent act.
It is important to note that when experts refer to violent acts, they are referring to acts of violence by employees and criminal predators that commit armed robberies or assault employees while on the job.
Reality Hitting Home...
OSHA & NIOSH Statistics show that the risk of being attacked while working is seven times greater in the U.S. than in Europe. Did you know that the number of managers killed has doubled over the past 10 years. Moreover, that only 40-50% of workforce victims report crime to the police.
The threat of Workplace Violence has proven to be a challenge, it can occur internally (co-workers, self-inflicted) and externally (customer/employee, domestic violence, robbery/assault/rape) and can be physical or non-physical. Recent trends suggest that places of work are now the victims of domestic and international terrorist demands.
The Hidden Cost of Workplace Violence...
Organizational effectiveness, productivity, the culture and image are adversely impacted by a violent act at work including:
Lost work time (average of 3.5 days per incident for those directly impacted); Increased security and facilities repair costs; High probability of litigation; increased workers
compensation claims & costs; Increased medical claims; Personnel turnover; increased incidents of stress between labor organizations and management, significantly reduced performance & productivity & Negative internal and external publicity & press are but a few symptoms of the hostile workplace.
Personnel turnover is deeply rooted in an employee's unwillingness to be perceived as a troublemaker and resigns or asks for a reassignment rather than complaining. Such personnel turnovers are a company’s worst nightmare, as they will undoubtedly volunteer to testify against the employer in the aftermath.
No one knows the exact dollar figure associated to workplace violence related exposure. Such costs are absorbed in increased medical and injury compensation claims under other unrelated ailments related to a workplace violence exposure. In this category might be the victims of harassment, verbal abuse and other forms of non-physical assaultive behavior but victims of psychological assault.
Felix P. Nater, President of Nater Associates, Ltd.is a security management consulting practice specializing in the proactive and preventive aspects of workplace violence & security awareness. You can visit with Nater Associates at: http://www.naterassociates.com to view his strategy and testimonials.
Article Source: http://EzineArticles.com/?expert=Felix_P_Nater
A safe and productive workplace is in everyone's interest, but the number of violent acts, including threats of violence, has increased over 400% over the last decade. Workplace Violence
Prevention and Education initiatives are paramount before an incident happens, saving businesses considerable time, resources in addition, legal fees, but most importantly, the implementation of mandatory changes to the workplace to protect employees from any future threat of a violent act.
It is important to note that when experts refer to violent acts, they are referring to acts of violence by employees and criminal predators that commit armed robberies or assault employees while on the job.
Reality Hitting Home...
OSHA & NIOSH Statistics show that the risk of being attacked while working is seven times greater in the U.S. than in Europe. Did you know that the number of managers killed has doubled over the past 10 years. Moreover, that only 40-50% of workforce victims report crime to the police.
The threat of Workplace Violence has proven to be a challenge, it can occur internally (co-workers, self-inflicted) and externally (customer/employee, domestic violence, robbery/assault/rape) and can be physical or non-physical. Recent trends suggest that places of work are now the victims of domestic and international terrorist demands.
The Hidden Cost of Workplace Violence...
Organizational effectiveness, productivity, the culture and image are adversely impacted by a violent act at work including:
Lost work time (average of 3.5 days per incident for those directly impacted); Increased security and facilities repair costs; High probability of litigation; increased workers
compensation claims & costs; Increased medical claims; Personnel turnover; increased incidents of stress between labor organizations and management, significantly reduced performance & productivity & Negative internal and external publicity & press are but a few symptoms of the hostile workplace.
Personnel turnover is deeply rooted in an employee's unwillingness to be perceived as a troublemaker and resigns or asks for a reassignment rather than complaining. Such personnel turnovers are a company’s worst nightmare, as they will undoubtedly volunteer to testify against the employer in the aftermath.
No one knows the exact dollar figure associated to workplace violence related exposure. Such costs are absorbed in increased medical and injury compensation claims under other unrelated ailments related to a workplace violence exposure. In this category might be the victims of harassment, verbal abuse and other forms of non-physical assaultive behavior but victims of psychological assault.
Felix P. Nater, President of Nater Associates, Ltd.is a security management consulting practice specializing in the proactive and preventive aspects of workplace violence & security awareness. You can visit with Nater Associates at: http://www.naterassociates.com to view his strategy and testimonials.
Article Source: http://EzineArticles.com/?expert=Felix_P_Nater
How To Discourage Violence At Work
Occasionally, we may hear of a violent incident taking place at a local business establishment. If the story reached the media, chances are some sort of physical altercation occurred. It’s not everyday that we hear about such an event. However, violence in the workplace is more common than one may think.
Workplace violence is broader than an act of physical assault. According to the experts, workplace violence can consist of negative behaviors such as threats, verbal abuse, harassment and any other behavior that may cause physical, emotional, or psychological harm to an individual or a group. It is very important to take measures to prevent workplace violence.
Defensive measures may decrease the opportunity for workplace violence. Although, it is very difficult to predict when someone may become violent, it is important to recognize that some occupations are more susceptible to violence in the workplace than others.
Researchers say that health care professionals, correctional officers, social services employees, educators, public works employees, and retail workers are more likely to experience workplace violence. Violence in the workplace is most common in more stressful work environments.
Target environments such as schools, hospitals, retail stores, and prisons are breeding grounds for workplace violence.
Although, it is difficult to control another person’s behavior, here are a few suggestive measures that may help discourage violent behavior in the workplace.
• Establish a written policy against workplace violence. Businesses that have not established a written policy against workplace violence may be more likely to experience a hostile work environment. It is equally as important to make employees fully aware of this written policy.
• Company Incentives. Issuing corporate awards or employee gifts may improve work habits and shun negative behavior in the workplace.
• Provide courses on Anger Management. Stress can cause some individuals to act out in anger. By providing help to such individuals, the potential for violent behavior may be minimized.
• Sponsor an Employee Appreciation Week. Some employees may become violent when they don’t feel appreciated. Feeling unappreciated can decrease work morale which can result in violent attacks. Sponsoring an “Employee Appreciation Week” can help influence positive behavior.
Workplace violence is a serious offense. Unfortunately, it is becoming more of an epidemic. Finding ways to decrease the chances of violence in the workplace is very important.
Maria Romain is the creator of http://ezinearticles.com/%3Ca>Academic Success Management, Inc. and writes for http://ezinearticles.com/%3Ca>Corporate Snobs, a web-based company that offers unique corporate gifts. Find articles on wonderful business gift ideas by visiting today.
Article Source: http://EzineArticles.com/?expert=Maria_Romain
Workplace violence is broader than an act of physical assault. According to the experts, workplace violence can consist of negative behaviors such as threats, verbal abuse, harassment and any other behavior that may cause physical, emotional, or psychological harm to an individual or a group. It is very important to take measures to prevent workplace violence.
Defensive measures may decrease the opportunity for workplace violence. Although, it is very difficult to predict when someone may become violent, it is important to recognize that some occupations are more susceptible to violence in the workplace than others.
Researchers say that health care professionals, correctional officers, social services employees, educators, public works employees, and retail workers are more likely to experience workplace violence. Violence in the workplace is most common in more stressful work environments.
Target environments such as schools, hospitals, retail stores, and prisons are breeding grounds for workplace violence.
Although, it is difficult to control another person’s behavior, here are a few suggestive measures that may help discourage violent behavior in the workplace.
• Establish a written policy against workplace violence. Businesses that have not established a written policy against workplace violence may be more likely to experience a hostile work environment. It is equally as important to make employees fully aware of this written policy.
• Company Incentives. Issuing corporate awards or employee gifts may improve work habits and shun negative behavior in the workplace.
• Provide courses on Anger Management. Stress can cause some individuals to act out in anger. By providing help to such individuals, the potential for violent behavior may be minimized.
• Sponsor an Employee Appreciation Week. Some employees may become violent when they don’t feel appreciated. Feeling unappreciated can decrease work morale which can result in violent attacks. Sponsoring an “Employee Appreciation Week” can help influence positive behavior.
Workplace violence is a serious offense. Unfortunately, it is becoming more of an epidemic. Finding ways to decrease the chances of violence in the workplace is very important.
Maria Romain is the creator of http://ezinearticles.com/%3Ca>Academic Success Management, Inc. and writes for http://ezinearticles.com/%3Ca>Corporate Snobs, a web-based company that offers unique corporate gifts. Find articles on wonderful business gift ideas by visiting today.
Article Source: http://EzineArticles.com/?expert=Maria_Romain
Helpful Guidelines For Writing Appraisals
In today's business world, companies are relying more and more on writing performance appraisals and using them to document the performance of everyone from the janitor to the CEO. While there are many "form" or template appraisals available from multiple sources, writing your own offers quite a few benefits. Some of these include areas that may be unique to your product if you're a manufacturer or your service if that is your industry.
This also allows you to use a base template of your own while adding customized sections for different departments. So what does it take to write a good performance appraisal? There are some basic sections which must be included, but feel free to tailor it to your needs.
First off, be sure that the first section of the appraisal is clearly titled, perhaps in a large font. Doing this can make sure that someone won't grab it on accident and possibly discover or release this private information and clearly tell an employee what they are completing if you give them their own copy for a self evaluation.
Then allow room for filling in the names of the reviewer and person being reviewed so it is clear who is involved. If the company using the performance appraisal is large, make sure to include the department or area as well as the immediate supervisor's name.
Second, include a generic section that covers subjects that are fairly universal and generic. Doing so can provide a basis on which to judge the rest of the review, or a quick synopsis for general review. Some subjects that should be addressed in this section include timeliness and attendance records, if available. Other common areas include appearance, attitude, work ethic, thoroughness, efficiency, ability to prioritize and ability to multi--task.
The next section should be tailored to the specific job that the employee has. In a manufacturing sector, the appraisal should include such things as their satisfaction of quotas or quality requirements. It is a good idea to list abbreviated expectations under the heading so it is clear what it is associated with. For service jobs, rating the employee on customer satisfaction and/or retention is advisable. In a sales type situation, it is very to gauge the performance by comparing the employee's performance to quotas or benchmarks.
Finally, leave an open area to write some general comments or criticisms that are not addressed in the rest of the review. This section can deal with such things as promotions or demotions, or on future advancements. It also allows the reviewer to write a small paragraph that summarizes the review and gives some general expectations for the coming year, if done on an annual basis. Designing a performance appraisal is not as daunting of a task as it may seem, and can be very beneficial in the end.
Whether it uses a letter grading scale, or the increasingly popular number score and ranking, a customized one allows you to target certain areas without meaningless sections that are left blank or scratched through.
This article was written by Michael Roberts Jr. the founder of Manage Up.net
His website is dedicated to developing better organizational leadership. The website has eBooks, articles, and online training for managers. Don't miss the opportunity to sharpen your skills and take your career to new levels using insightful knowledge from an expert in management.
Visit http://www.manageup.net/ today and receive a FREE eBook to get you started.
Article Source: http://EzineArticles.com/?expert=Michael_Roberts_Jr
This also allows you to use a base template of your own while adding customized sections for different departments. So what does it take to write a good performance appraisal? There are some basic sections which must be included, but feel free to tailor it to your needs.
First off, be sure that the first section of the appraisal is clearly titled, perhaps in a large font. Doing this can make sure that someone won't grab it on accident and possibly discover or release this private information and clearly tell an employee what they are completing if you give them their own copy for a self evaluation.
Then allow room for filling in the names of the reviewer and person being reviewed so it is clear who is involved. If the company using the performance appraisal is large, make sure to include the department or area as well as the immediate supervisor's name.
Second, include a generic section that covers subjects that are fairly universal and generic. Doing so can provide a basis on which to judge the rest of the review, or a quick synopsis for general review. Some subjects that should be addressed in this section include timeliness and attendance records, if available. Other common areas include appearance, attitude, work ethic, thoroughness, efficiency, ability to prioritize and ability to multi--task.
The next section should be tailored to the specific job that the employee has. In a manufacturing sector, the appraisal should include such things as their satisfaction of quotas or quality requirements. It is a good idea to list abbreviated expectations under the heading so it is clear what it is associated with. For service jobs, rating the employee on customer satisfaction and/or retention is advisable. In a sales type situation, it is very to gauge the performance by comparing the employee's performance to quotas or benchmarks.
Finally, leave an open area to write some general comments or criticisms that are not addressed in the rest of the review. This section can deal with such things as promotions or demotions, or on future advancements. It also allows the reviewer to write a small paragraph that summarizes the review and gives some general expectations for the coming year, if done on an annual basis. Designing a performance appraisal is not as daunting of a task as it may seem, and can be very beneficial in the end.
Whether it uses a letter grading scale, or the increasingly popular number score and ranking, a customized one allows you to target certain areas without meaningless sections that are left blank or scratched through.
This article was written by Michael Roberts Jr. the founder of Manage Up.net
His website is dedicated to developing better organizational leadership. The website has eBooks, articles, and online training for managers. Don't miss the opportunity to sharpen your skills and take your career to new levels using insightful knowledge from an expert in management.
Visit http://www.manageup.net/ today and receive a FREE eBook to get you started.
Article Source: http://EzineArticles.com/?expert=Michael_Roberts_Jr
How Can You Succeed If You Don't Make Mistakes
As paradoxical as it may sound, our road to success is paved with the mistakes we make.
"I've missed more than nine thousand shots in my career. I've lost almost three hundred games. Twenty-six times I've been trusted to take the game winning shot and missed. I've failed over and over and over again in my life. And that's why I succeed." (Michael Jordan; professional basketball player)
How do you deal with your own business or career mistakes or mistakes in your team? Do you seen them as a barrier to success or do you embrace them as valuable learning opportunities; in other words - stepping stones to success?
In today's combative and unstable business world, the cost of mistakes is - very! - high. That's why both organizations and individual executives have become so unforgiving of mistakes and the people who make them. In all too many cases, advocacy of a business environment that allows mistakes is nothing more than lip-service. All too often, too, these same organizations and executives who continue depending on the safe solution wonder why they seldom do more than keep pace in business, if that.
We all know that the markets we are involved in remain in flux - and therefore so do our organizations and our careers. Skills and knowledge that we possess at the onset of our careers must continue to grow and expand along with the challenges we face if we are to do more than get by in business.
The courage to embrace the necessary risk on the road to business success can only be nurtured and sustained by an intact and progressive leadership culture. Leaders must understand and accept that innovation and change go hand-in-hand with experiments, risks - and mistakes. It takes a strong leadership personality to optimistically weather that particular storm in today's market, and to understand that they cannot motivate proactive risk-taking in an environment where their teams do not feel safe.
That's why it is important to not only give permission - to yourself, your team, your organization - to take risks, but also to establish a secure environment where risk-taking and the sometimes inevitable mistakes are seen as part of the individual and organizational learning curve and welcomed and rewarded as such. This can mean being prepared to lose individual battles in favor of achieving long-term business or career goals. It can also mean the difference between mediocrity and success.
Questions from the Coach Ask yourself:
How have I handled (individual, team or organizational) mistakes in the last six months? Did I transform these mistakes into learning opportunities for myself/my team/my organization? If not, how could I have done so?
How has your image of yourself/your team/your organization changed following a recent mistake? What effect has this change in image had on the actual quality of work being done now? (How) Could you have influenced this effect in a more positive way?
Take a look at current projects in which you are involved? Are there any that aren't progressing as positively as you had expected? If so, how can you transform these shortcomings into learning opportunities that will benefit future projects? Remember: There is no shame - for you, your team, or your organization - in making a mistake, only in refusing to learn from it!
Trina E. Roach
Trina is founder of Creating Tomorrow: The Leadership Consultancy, a company specializing in executive + career coaching, as well as leadership and communication skills training. Based in Germany, Trina was conducted successful sessions from Tallinn (Estonia) to Sofia (Bulgaria) and from Moscow (Russia) to Amsterdam (Netherlands). With clients throughout Europe, as well as in the Greater Philadelphia area, Trina conducts her coaching and training sessions in either English or German, either 1-on-1 or per telephone/Skype.
http://www.creating-tomorrow.com/bloghttp://www.creating-tomorrow.cominfo@creating-tomorrow.com
Article Source: http://EzineArticles.com/?expert=Trina_Roach
"I've missed more than nine thousand shots in my career. I've lost almost three hundred games. Twenty-six times I've been trusted to take the game winning shot and missed. I've failed over and over and over again in my life. And that's why I succeed." (Michael Jordan; professional basketball player)
How do you deal with your own business or career mistakes or mistakes in your team? Do you seen them as a barrier to success or do you embrace them as valuable learning opportunities; in other words - stepping stones to success?
In today's combative and unstable business world, the cost of mistakes is - very! - high. That's why both organizations and individual executives have become so unforgiving of mistakes and the people who make them. In all too many cases, advocacy of a business environment that allows mistakes is nothing more than lip-service. All too often, too, these same organizations and executives who continue depending on the safe solution wonder why they seldom do more than keep pace in business, if that.
We all know that the markets we are involved in remain in flux - and therefore so do our organizations and our careers. Skills and knowledge that we possess at the onset of our careers must continue to grow and expand along with the challenges we face if we are to do more than get by in business.
The courage to embrace the necessary risk on the road to business success can only be nurtured and sustained by an intact and progressive leadership culture. Leaders must understand and accept that innovation and change go hand-in-hand with experiments, risks - and mistakes. It takes a strong leadership personality to optimistically weather that particular storm in today's market, and to understand that they cannot motivate proactive risk-taking in an environment where their teams do not feel safe.
That's why it is important to not only give permission - to yourself, your team, your organization - to take risks, but also to establish a secure environment where risk-taking and the sometimes inevitable mistakes are seen as part of the individual and organizational learning curve and welcomed and rewarded as such. This can mean being prepared to lose individual battles in favor of achieving long-term business or career goals. It can also mean the difference between mediocrity and success.
Questions from the Coach Ask yourself:
How have I handled (individual, team or organizational) mistakes in the last six months? Did I transform these mistakes into learning opportunities for myself/my team/my organization? If not, how could I have done so?
How has your image of yourself/your team/your organization changed following a recent mistake? What effect has this change in image had on the actual quality of work being done now? (How) Could you have influenced this effect in a more positive way?
Take a look at current projects in which you are involved? Are there any that aren't progressing as positively as you had expected? If so, how can you transform these shortcomings into learning opportunities that will benefit future projects? Remember: There is no shame - for you, your team, or your organization - in making a mistake, only in refusing to learn from it!
Trina E. Roach
Trina is founder of Creating Tomorrow: The Leadership Consultancy, a company specializing in executive + career coaching, as well as leadership and communication skills training. Based in Germany, Trina was conducted successful sessions from Tallinn (Estonia) to Sofia (Bulgaria) and from Moscow (Russia) to Amsterdam (Netherlands). With clients throughout Europe, as well as in the Greater Philadelphia area, Trina conducts her coaching and training sessions in either English or German, either 1-on-1 or per telephone/Skype.
http://www.creating-tomorrow.com/bloghttp://www.creating-tomorrow.cominfo@creating-tomorrow.com
Article Source: http://EzineArticles.com/?expert=Trina_Roach
What Good Are Exit Interviews?
During a particularly passionate brainstorming session in my last open workshop - "Some Quit and Leave...Others Quit and Stay" - our topic of discussion was the reason employees change jobs and what individual managers can do about it.The group quickly agreed that the most important reasons people leave fall into two main categories:
A new career opportunity (either after active searching or being approach by a 'headhunter')
A problem/dissatisfaction on the current job that was not being handled correctly
There was also fast agreement amongst participants that unexpectedly having to replace a valuable team member can be both very time- and cost-consuming.
Surprisingly, there were few companies represented that had a cohesive exit strategy. Some had no form of exit interviews at all, and representatives from other companies that did conduct exit interviews weren't sure exactly how the feedback was being pro-actively applied as a way to limit future turnover.
Why Exit Interviews are Important
Having an exit interview strategy let's people within your organization know that individual managers, as well as the company as a whole, really care why someone chooses to leave. In learning to better understand why people leave unexpectedly, organizations receive valuable insights into ways to improve employee satisfaction and prevent unnecessary turnover in the future.
There are several ways to conduct effective exit interviews. Some organizations represented give out a questionnaire when people leave, asking them to hand it in on their final day or mail it back within 30 days of leaving. Other organizations conduct exit interviews live or (within a month) by telephone. These person-to-person interviews are either conducted by someone from the human resources department or - for an increased level of neutrality and confidentiality - by a third party (e.g. HR consultant or coach)
Important Exit Interview Questions
Everyone agreed that the format used - while having some standard sections - must be custom made to fit the culture, climate and needs of the specific organization in question.However, here are some typical exit interview questions people thought would be helpful:
What did you enjoy most about working here?
What did you enjoy least? Why?
What comments or suggestions can you make to help our organization grow stronger and more successful in the future?
Do you feel we dealt with complaints and problems on the job in a timely and effective way? How could we have been better?
Did you have a clear picture of your specific career possibilities within our organization?
What one thing would have possibly made you re-think your decision to leave?
Coaching Questions for ManagersLooking over past exit interview feedback, have you noticed any trends that might indicate deeper problems or highlight new opportunities within your team or organization? For example:
What is the average length of time people typically work for your organization before voluntarily leaving?
What are the top three reasons people give for leaving your organization?
What are the top three positions with the highest turnover?
Are there any specific turnover issues with certain departments or teams?
What internal changes can be made to increase overall job satisfaction, especially amongst high potentials?
What are you - personally - doing to prevent future resignations in your team?
Remember: Exit interviews, handled respectfully, provide a wealth of information that is key to helping your organization grow, solidify and refine its success. It will also make a past employee more likely to offer honest feedback and take a more positive image or your organization with him into the future.
Are you and your organization ready to listen - and act?
Trina E. Roach
Trina is founder of Creating Tomorrow: The Leadership Consultancy, a company specializing in executive + career coaching, as well as leadership and communication skills training. Based in Germay, Trina was conducted successful sessions from Tallinn (Estonia) to Sofia (Bulgaria) and from Moscow (Russia) to Amsterdam (Netherlands). With clients throughout Europe, as well as in the Greater Philadelphia area, Trina conducts her coaching and training sessions in either English or German.
http://www.creating-tomorrow.com/bloghttp://www.creating-tomorrow.com
Article Source: http://EzineArticles.com/?expert=Trina_Roach
A new career opportunity (either after active searching or being approach by a 'headhunter')
A problem/dissatisfaction on the current job that was not being handled correctly
There was also fast agreement amongst participants that unexpectedly having to replace a valuable team member can be both very time- and cost-consuming.
Surprisingly, there were few companies represented that had a cohesive exit strategy. Some had no form of exit interviews at all, and representatives from other companies that did conduct exit interviews weren't sure exactly how the feedback was being pro-actively applied as a way to limit future turnover.
Why Exit Interviews are Important
Having an exit interview strategy let's people within your organization know that individual managers, as well as the company as a whole, really care why someone chooses to leave. In learning to better understand why people leave unexpectedly, organizations receive valuable insights into ways to improve employee satisfaction and prevent unnecessary turnover in the future.
There are several ways to conduct effective exit interviews. Some organizations represented give out a questionnaire when people leave, asking them to hand it in on their final day or mail it back within 30 days of leaving. Other organizations conduct exit interviews live or (within a month) by telephone. These person-to-person interviews are either conducted by someone from the human resources department or - for an increased level of neutrality and confidentiality - by a third party (e.g. HR consultant or coach)
Important Exit Interview Questions
Everyone agreed that the format used - while having some standard sections - must be custom made to fit the culture, climate and needs of the specific organization in question.However, here are some typical exit interview questions people thought would be helpful:
What did you enjoy most about working here?
What did you enjoy least? Why?
What comments or suggestions can you make to help our organization grow stronger and more successful in the future?
Do you feel we dealt with complaints and problems on the job in a timely and effective way? How could we have been better?
Did you have a clear picture of your specific career possibilities within our organization?
What one thing would have possibly made you re-think your decision to leave?
Coaching Questions for ManagersLooking over past exit interview feedback, have you noticed any trends that might indicate deeper problems or highlight new opportunities within your team or organization? For example:
What is the average length of time people typically work for your organization before voluntarily leaving?
What are the top three reasons people give for leaving your organization?
What are the top three positions with the highest turnover?
Are there any specific turnover issues with certain departments or teams?
What internal changes can be made to increase overall job satisfaction, especially amongst high potentials?
What are you - personally - doing to prevent future resignations in your team?
Remember: Exit interviews, handled respectfully, provide a wealth of information that is key to helping your organization grow, solidify and refine its success. It will also make a past employee more likely to offer honest feedback and take a more positive image or your organization with him into the future.
Are you and your organization ready to listen - and act?
Trina E. Roach
Trina is founder of Creating Tomorrow: The Leadership Consultancy, a company specializing in executive + career coaching, as well as leadership and communication skills training. Based in Germay, Trina was conducted successful sessions from Tallinn (Estonia) to Sofia (Bulgaria) and from Moscow (Russia) to Amsterdam (Netherlands). With clients throughout Europe, as well as in the Greater Philadelphia area, Trina conducts her coaching and training sessions in either English or German.
http://www.creating-tomorrow.com/bloghttp://www.creating-tomorrow.com
Article Source: http://EzineArticles.com/?expert=Trina_Roach
How To Eliminate Excuses From The Work Place
There is a great saying that "where the heart is willing, it will find a thousand ways; but where the heart is weak, it will find a thousand excuses." A company whose values statement to become excuse - free is not integrated into its organization, processes and people is like one team in a tug - of - war match in which each person on the team is tugging in a different direction. The team is not pulling together. Any competitor with a more coordinated effort will almost surely win.
In distinction, the company that integrates the goal to become excuse - free into its entire system will work as a unit and overpower any company that pays little attention to this issue. Here are some of the great wisdoms and ideas in getting your people to actually achieve excuse - free behavior;
1. MOTIVATION - Motivating people in the workplace today means getting them to buy - in to change by helping them see what value the change has for them as individuals.
2. ESTABLISHMENT OF ACCOUNTABILITIES AND KEY PERFORMANCE INDICATORS - Generally, people are starting to understand the importance of defining three to five key indicators for the company. What has not yet been accomplished is applying the same concept to each employee. The goal is to have three to five key indicators for each employee that serve as his or her accountabilities. Companies that begin to tie their employees' accountabilities and key indicators into employee behavior will discover two distinct benefits. They will be changing employee behavior, which is the goal of accountabilities in the first place. And they will not limit employee performance by putting a ceiling on whatever the task at hand is, as tends to happen when they measure accountabilities by task accomplishment. Instead, workers will have the flexibility to adapt as needed, as long as the emphasis is on their excuse - free behavior.
3. BENCHMARKING - If you want to improve something, you must measure it. What benchmarking does is set a methodology for measuring the progress of any change effort you wish to undertake. To know whether or not the factors for which a person is held accountable have been achieved, you must periodically measure those factors. Otherwise, you leave too much to subjective interpretation. And this becomes a breeding ground for conflict, passing of responsibilities, projection of blame and all the other excuse - related behaviors.
4. COACHING - Finding the time to properly coach individuals is a very difficult challenge for managers today, given the flattening of management structures and increase in the ratio of employees to managers. Part of the reason for the difficulty, however, is that coaching sessions are too often based on "telling" rather than on facilitating. The point of coaching is not to have a two - hours sit - down every week so that the manager can tell the employee what to do. Instead, an employee should learn how to coach himself or herself under the mentorship of his or her manager.
5. RECOGNITION - When a company succeeds in implementing excuse - free behavior, a celebration is clearly in order. Keeping in mind that the celebration may have to be individually tailored, let us not forget that implementation without some type of reward is like winning an Olympic marathon and not getting a gold medal.
In the end, the power to implement excuse - free behavior rests with the employees and not with management. The goal of everyone in any organization should be empower employees in that organization. That goal can be reached through excuse - free behavior.
An associate of http://www.u-gotcash.com
Article Source: http://EzineArticles.com/?expert=Christopher_Panlaqui
In distinction, the company that integrates the goal to become excuse - free into its entire system will work as a unit and overpower any company that pays little attention to this issue. Here are some of the great wisdoms and ideas in getting your people to actually achieve excuse - free behavior;
1. MOTIVATION - Motivating people in the workplace today means getting them to buy - in to change by helping them see what value the change has for them as individuals.
2. ESTABLISHMENT OF ACCOUNTABILITIES AND KEY PERFORMANCE INDICATORS - Generally, people are starting to understand the importance of defining three to five key indicators for the company. What has not yet been accomplished is applying the same concept to each employee. The goal is to have three to five key indicators for each employee that serve as his or her accountabilities. Companies that begin to tie their employees' accountabilities and key indicators into employee behavior will discover two distinct benefits. They will be changing employee behavior, which is the goal of accountabilities in the first place. And they will not limit employee performance by putting a ceiling on whatever the task at hand is, as tends to happen when they measure accountabilities by task accomplishment. Instead, workers will have the flexibility to adapt as needed, as long as the emphasis is on their excuse - free behavior.
3. BENCHMARKING - If you want to improve something, you must measure it. What benchmarking does is set a methodology for measuring the progress of any change effort you wish to undertake. To know whether or not the factors for which a person is held accountable have been achieved, you must periodically measure those factors. Otherwise, you leave too much to subjective interpretation. And this becomes a breeding ground for conflict, passing of responsibilities, projection of blame and all the other excuse - related behaviors.
4. COACHING - Finding the time to properly coach individuals is a very difficult challenge for managers today, given the flattening of management structures and increase in the ratio of employees to managers. Part of the reason for the difficulty, however, is that coaching sessions are too often based on "telling" rather than on facilitating. The point of coaching is not to have a two - hours sit - down every week so that the manager can tell the employee what to do. Instead, an employee should learn how to coach himself or herself under the mentorship of his or her manager.
5. RECOGNITION - When a company succeeds in implementing excuse - free behavior, a celebration is clearly in order. Keeping in mind that the celebration may have to be individually tailored, let us not forget that implementation without some type of reward is like winning an Olympic marathon and not getting a gold medal.
In the end, the power to implement excuse - free behavior rests with the employees and not with management. The goal of everyone in any organization should be empower employees in that organization. That goal can be reached through excuse - free behavior.
An associate of http://www.u-gotcash.com
Article Source: http://EzineArticles.com/?expert=Christopher_Panlaqui
Mentoring Future Leaders
When the student is ready, the teacher will reveal themselves.” - Unknown, as told by Jim Stovall, CEO, Narrative Television Network
Where have all the leaders gone? How do you cultivate a leader within? In today’s demanding work environment everyone must have a little leader within themselves and at times a real leader is needed to step forward and lead others to greatness.
To do so, takes an active and systematic approach to developing those within an organization. A model for an effective “Leadership Mentor Development Program” may incorporate a five-step approach.
1. Mentor Level One – would be an elementary mentor, whereby the mentor possess great basic knowledge and patience of a subject matter, which needs to be instilled into another person.
2. Mentor Level Two – would be the graduation of the mentee to a secondary mentor whom can provide opportunities to the mentee to apply this new knowledge or skill. This secondary mentor serves as a contact person for the mentee while they are being drilled in the application of this knowledge and assists them in becoming both comfortable and proficient with this knowledge base.
3. Mentor Level Three – would be a post secondary mentor that has the capacity to challenge the mentee constructively to seek new applications for this basic knowledge base and encourages them to seek greatness with it.
4. Mentor Level Four – would be a master mentor, that person whom has a well positioned network of stakeholders and decision makers across organizational lines that can serve to promote and sale the mentee to others, unbeknownst to them!
5. Mentor Level Five – would be that level which a mentee has been grown and developed from level one through level four and now that mentee has demonstrated a grasp and application of knowledge and experience and has therefore earned the right to become a mentor themselves and grow another person. Now the process reverses, with a reverse mentor relationship ability!
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee.
First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core survival will be an exceedingly diligent mentor and take the mentee’s interest to heart.
A fast track to “Leadership Mentor Development Program” failure is expecting or accepting any individual into participation that do not adhere to any of the above benchmark suggestions.
An Ohio State University study indicated that professional women in the work place with mentor relationships were as much as 68 times more promotable and marketable in their careers among individuals with no mentor relationships. The question for organizations and for managerial-leaders to ask now is, “can we afford not to invest in our personnel asset by not having a mentor program?”
“If a man empties his pyres into his head, no one can take it away from him. An investment in knowledge always pays the best interest.” - Benjamin Franklin, Inventor, Statesman, Writer
Dr. Magee is a Certified Speaking Professional, a Certified Management Consultant and a Certified Professional Direct Marketer and has been recognized as one of the "Ten Outstanding Young Americans" known as TOYA by the U.S. Junior Chamber of Commerce. Today, Dr. Magee is the writer of the nationally syndicated Leadership Column that you may have seen in your own local business newspaper, serves as the publisher of PERFORMANCE Magazine, and is the author of more than 20 books, including 4 best-sellers. In fact, his text, Yield Management, was the #1 selling graduate management school textbook in 2000.
Article Source: http://EzineArticles.com/?expert=Jeffrey_Magee
Where have all the leaders gone? How do you cultivate a leader within? In today’s demanding work environment everyone must have a little leader within themselves and at times a real leader is needed to step forward and lead others to greatness.
To do so, takes an active and systematic approach to developing those within an organization. A model for an effective “Leadership Mentor Development Program” may incorporate a five-step approach.
1. Mentor Level One – would be an elementary mentor, whereby the mentor possess great basic knowledge and patience of a subject matter, which needs to be instilled into another person.
2. Mentor Level Two – would be the graduation of the mentee to a secondary mentor whom can provide opportunities to the mentee to apply this new knowledge or skill. This secondary mentor serves as a contact person for the mentee while they are being drilled in the application of this knowledge and assists them in becoming both comfortable and proficient with this knowledge base.
3. Mentor Level Three – would be a post secondary mentor that has the capacity to challenge the mentee constructively to seek new applications for this basic knowledge base and encourages them to seek greatness with it.
4. Mentor Level Four – would be a master mentor, that person whom has a well positioned network of stakeholders and decision makers across organizational lines that can serve to promote and sale the mentee to others, unbeknownst to them!
5. Mentor Level Five – would be that level which a mentee has been grown and developed from level one through level four and now that mentee has demonstrated a grasp and application of knowledge and experience and has therefore earned the right to become a mentor themselves and grow another person. Now the process reverses, with a reverse mentor relationship ability!
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee.
First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core survival will be an exceedingly diligent mentor and take the mentee’s interest to heart.
A fast track to “Leadership Mentor Development Program” failure is expecting or accepting any individual into participation that do not adhere to any of the above benchmark suggestions.
An Ohio State University study indicated that professional women in the work place with mentor relationships were as much as 68 times more promotable and marketable in their careers among individuals with no mentor relationships. The question for organizations and for managerial-leaders to ask now is, “can we afford not to invest in our personnel asset by not having a mentor program?”
“If a man empties his pyres into his head, no one can take it away from him. An investment in knowledge always pays the best interest.” - Benjamin Franklin, Inventor, Statesman, Writer
Dr. Magee is a Certified Speaking Professional, a Certified Management Consultant and a Certified Professional Direct Marketer and has been recognized as one of the "Ten Outstanding Young Americans" known as TOYA by the U.S. Junior Chamber of Commerce. Today, Dr. Magee is the writer of the nationally syndicated Leadership Column that you may have seen in your own local business newspaper, serves as the publisher of PERFORMANCE Magazine, and is the author of more than 20 books, including 4 best-sellers. In fact, his text, Yield Management, was the #1 selling graduate management school textbook in 2000.
Article Source: http://EzineArticles.com/?expert=Jeffrey_Magee
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