Once a new employee has been hired, there should be some kind of welcoming into the company. This is not a short term event; it is a team building event. The process is called induction.
The first few weeks on a new job will develop a new worker's attitude to their work, workplace and work mates.
This induction provides a way for an employer to positively influence new people to your business through the provision of information, training and supervision; these actions will assist in the safe transition of new workers into their jobs, work team and the company. Employers in doing a proper induction will also find an efficient, productive and safe workforce.
The induction process is much more than just having a one hour meeting with a new worker on the first day. A proper process will occur over a period of weeks or months and are the basis for on-going training. Time spent showing a new worker the correct and safest way to do a job will be return an effective and safe worker.
After all of the necessary paper work, meeting key people, work site visits and practical training has been completed, it is time to ensure that the new worker has understood what they have been told and shown. It is important to encourage new workers to ask questions.
During these first few days, give new workers clear instructions and ask them to repeat the instructions. Encourage all new workers to ask questions; this is vital feedback to ensure the new worker fully understands. Supervise the new worker while they perform the task, and correct any mistakes. A good way to have new workers ask questions is to ask them questions; this will give the new worker an opportunity to ask questions and raise issues. Have frequent visits with the new worker as a follow up.
For new workers and even established workers training is never truly completed; it is always being updated. A positive induction is a very powerful event. The event will shape the attitudes of the new employee and if positive, the new employee will grow to be a worthy asset for the company.
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 and a safety program manual go to http://www.safetysuppliescanada.com they deliver anywhere.
Article Source: http://EzineArticles.com/?expert=Brent_A_Bowlin
Friday, 20 June 2008
New Hires Are A Risk
People new to a business or job are often inexperienced and unfamiliar with the new work environment, procedures, equipment, materials, machinery and tools that may be required to do the job; they are at a greater risk of injury or illness while at work.
New workers must, but often don't receive the information, instruction, training or supervision they require, particularly in regard to health and safety. Some companies assume the worker knows the basics in health and safety procedures. New workers also want to impress their employer, supervisor and fellow workers.
It is the employer's responsibility to provide all workers with adequate information, instruction, training and supervision, in a form that workers will understand. New workers cannot be simply be put into a new job and expect they will work safely; nor is it enough to simply provide new workers with a booklet, as they may not read or understand it. New workers must comprehend and fully understand the health and safety procedures.
The safety of the workplace which includes the work environment, equipment, machinery, tools, and procedures should also be accessed. Identify all possible dangers and ensure preventative measures are in place to eliminate any risk to workers.
Have a clear understanding of the role this new worker will be fulfilling and the work that will be done. The role could be replacing a previous worker or the role could be new for the company. All possible hazards that can affect the new worker must be identified and controlled.
Developing a job description will help to outline the specific job requirements; this outline will point to some of the hazards of the job. Some further investigation through looking at the injury statistics, the job and tasks, and even talking to workers in similar positions.
Developed and documented work procedures will explain the steps needed to do the job safely. This documented procedure can then be used during the training of a new worker.
Develop a selection process that will enable selection of the appropriate person for the job. The process should include interview questions, practical demonstrations, reference checks and health assessments. It is not unlawful to require medical examinations of job applicants.
They should, however, only assess whether applicants are fit to perform the requirements of the job, and not their general state of health. A question to include is: are there any past related injuries to the job description.
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 and a safety program manual go to http://www.safetysuppliescanada.com, they deliver anywhere.
Article Source: http://EzineArticles.com/?expert=Brent_A_Bowlin
New workers must, but often don't receive the information, instruction, training or supervision they require, particularly in regard to health and safety. Some companies assume the worker knows the basics in health and safety procedures. New workers also want to impress their employer, supervisor and fellow workers.
It is the employer's responsibility to provide all workers with adequate information, instruction, training and supervision, in a form that workers will understand. New workers cannot be simply be put into a new job and expect they will work safely; nor is it enough to simply provide new workers with a booklet, as they may not read or understand it. New workers must comprehend and fully understand the health and safety procedures.
The safety of the workplace which includes the work environment, equipment, machinery, tools, and procedures should also be accessed. Identify all possible dangers and ensure preventative measures are in place to eliminate any risk to workers.
Have a clear understanding of the role this new worker will be fulfilling and the work that will be done. The role could be replacing a previous worker or the role could be new for the company. All possible hazards that can affect the new worker must be identified and controlled.
Developing a job description will help to outline the specific job requirements; this outline will point to some of the hazards of the job. Some further investigation through looking at the injury statistics, the job and tasks, and even talking to workers in similar positions.
Developed and documented work procedures will explain the steps needed to do the job safely. This documented procedure can then be used during the training of a new worker.
Develop a selection process that will enable selection of the appropriate person for the job. The process should include interview questions, practical demonstrations, reference checks and health assessments. It is not unlawful to require medical examinations of job applicants.
They should, however, only assess whether applicants are fit to perform the requirements of the job, and not their general state of health. A question to include is: are there any past related injuries to the job description.
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 and a safety program manual go to http://www.safetysuppliescanada.com, they deliver anywhere.
Article Source: http://EzineArticles.com/?expert=Brent_A_Bowlin
Resumes
Résumés have come a long way since they were just typed pages that chronologically listed employment histories, job duties, and educational qualifications. Hiring managers are inundated with hundreds of résumés that still follow old school.
In a competitive economy, however, a résumé needs to work much harder. Every inch of résumé space must be used to effectively communicate your value proposition and differentiation strategy. This is not as intimidating as it sounds. A little CPR (creativity, planning, and research) can transform almost any résumé into a compelling story that drives the desired impact.
Five tips
1. Adopt a different mindset
What if you were not a job seeker but a service provider? How would you approach the writing process? Your résumé would then be written like a marketing brochure or an advertisement selling your services, right? Working with an ad agency is certainly not a pre-requisite for writing a good résumé, but adopting the mindset of one could do wonders to the document.
2. Research needs
Let's admit it. Employers are not benevolent institutions hiring you out of the goodness of their hearts. They have a reason, a need, and, most importantly, a job that needs to be done. The person who will ultimately win the offer will be the candidate who succeeds in demonstrating a perfect fit through examples of past performance. Researching employer needs is therefore the first and most important step in the résumé writing process. Job postings, networking, interviews-all of these are excellent resources that could be used to evaluate these needs.
Once the requirements are understood, develop a strategy to convince the employer that you, the perfect candidate, are the best possible solution for the company's existing plans.
3. Make compelling arguments
Reverting to our earlier assumption of you being a service provider, how would you convince prospective buyers to hire you and not the competition? Make a list of ten compelling arguments that pitch your services over those of the competition. The foundation of your pitch could be based on evidence of past successes, educational qualifications, unique combination of skills, quantifiable accomplishments, and much more. The possibilities are endless. If you feel stuck, call a friend, colleague, or coach to brainstorm ideas.
4. Provide examples of past successes
In the corporate world, past performance often serves as a potent indicator of future outcomes. List all successes you may have enjoyed -- even if you think they were just a part of your job -- with past employers. Now, select stories that best present your case. Covering this information on your résumé allows hiring managers to predict returns (ROI) on the salary investment. [Human capital is basically an asset that needs to deliver good returns for the company to make a profit.]
5. Tell a convincing story
The above steps should generate powerful material that could then be organized into a persuasive résumé story. Attractive, but professional, layouts can also improve the overall appeal.
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
In a competitive economy, however, a résumé needs to work much harder. Every inch of résumé space must be used to effectively communicate your value proposition and differentiation strategy. This is not as intimidating as it sounds. A little CPR (creativity, planning, and research) can transform almost any résumé into a compelling story that drives the desired impact.
Five tips
1. Adopt a different mindset
What if you were not a job seeker but a service provider? How would you approach the writing process? Your résumé would then be written like a marketing brochure or an advertisement selling your services, right? Working with an ad agency is certainly not a pre-requisite for writing a good résumé, but adopting the mindset of one could do wonders to the document.
2. Research needs
Let's admit it. Employers are not benevolent institutions hiring you out of the goodness of their hearts. They have a reason, a need, and, most importantly, a job that needs to be done. The person who will ultimately win the offer will be the candidate who succeeds in demonstrating a perfect fit through examples of past performance. Researching employer needs is therefore the first and most important step in the résumé writing process. Job postings, networking, interviews-all of these are excellent resources that could be used to evaluate these needs.
Once the requirements are understood, develop a strategy to convince the employer that you, the perfect candidate, are the best possible solution for the company's existing plans.
3. Make compelling arguments
Reverting to our earlier assumption of you being a service provider, how would you convince prospective buyers to hire you and not the competition? Make a list of ten compelling arguments that pitch your services over those of the competition. The foundation of your pitch could be based on evidence of past successes, educational qualifications, unique combination of skills, quantifiable accomplishments, and much more. The possibilities are endless. If you feel stuck, call a friend, colleague, or coach to brainstorm ideas.
4. Provide examples of past successes
In the corporate world, past performance often serves as a potent indicator of future outcomes. List all successes you may have enjoyed -- even if you think they were just a part of your job -- with past employers. Now, select stories that best present your case. Covering this information on your résumé allows hiring managers to predict returns (ROI) on the salary investment. [Human capital is basically an asset that needs to deliver good returns for the company to make a profit.]
5. Tell a convincing story
The above steps should generate powerful material that could then be organized into a persuasive résumé story. Attractive, but professional, layouts can also improve the overall appeal.
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
Interview Question: What Are Your Long Term Goals
This open-ended question, and others like; "Where do you see yourself in five years?" throw most candidates off balance. The object of the question is to check for your self-awareness and communication skills.
Dan Harrison is the staffing manager for Wesco Corporation and is about to interview three candidates for a project manager position. He is looking for someone with planning and long-range vision skills.
Phil Holmes describes his goal - "To be a Marketing Manager within five years, and have a hand picked team reporting to him."
This is a very specific and narrow goal, which may not be an option at this company. The "hand picked" team demonstrates a lack of flexibility. Best to stay away from too specific a goal.
Shawna Green answers - "I have been so busy with my responsibilities and achieving company goals, that I have not focused on personal long-term goals.
While a strong work ethic is certainly desirable, this answer does not demonstrate vision or planning.
Marsha Severson states- "I plan to return to school to earn my MBA, and have my own consulting business one day.
While it pays to be honest, this answer could turn the interview in the wrong direction very quickly. The employer is looking for someone to stick around for the long run, not to stop over on the way to a new career.
Focus - Exercise
If you are the type of person who prefers an organized way of life, you may find this question a "piece of cake". But, if you are among the majority of persons who let life happen as it comes along, you will probably not have a smooth answer without some forethought.
* What are your goals? - The best answers will come from you thinking about what you want. Most successful business people will tell you that a key success factor is the ability to set and achieve goals.
Begin by setting short-term goals. Right now your goal may be "to get a job". But, what kind of job? And, where do you go from there?
* Be employer-centered - The employer is looking for someone to come in and solve problems. Since planning is a key factor in this job, think of examples where your planning has made a difference in results.
Scripting
After giving some thought to where you want to go and how you can help the employer achieve results, try scripting your answer to focus.
I have learned that long-term goals are best achieved when I break them into shorter goals. My short-term goal is to find a position that will place me in a forward-moving company with solid performance and future projections. As part of a team, I want to add value and continue to grow the company. My long-term goal will depend on where the company goes. My plan is to move into a position of responsibility where I can lead a team.
No one can tell you exactly how to answer this question - it will come from what is important to you. However, the more and focused and employer centered you can be about your goal, the better your chances will be of steering the interview in the right direction.
Carole Martin is America's #1 Interview Coach. Celebrated author, trainer, and mentor, Carole can give you interviewing tips like no one else can. Her workbook, "Interview Fitness Training" has sold thousands of copies world-wide. Sign Up to Receive Free Weekly Interview Tips
Article Source: http://EzineArticles.com/?expert=Carole_Martin
Dan Harrison is the staffing manager for Wesco Corporation and is about to interview three candidates for a project manager position. He is looking for someone with planning and long-range vision skills.
Phil Holmes describes his goal - "To be a Marketing Manager within five years, and have a hand picked team reporting to him."
This is a very specific and narrow goal, which may not be an option at this company. The "hand picked" team demonstrates a lack of flexibility. Best to stay away from too specific a goal.
Shawna Green answers - "I have been so busy with my responsibilities and achieving company goals, that I have not focused on personal long-term goals.
While a strong work ethic is certainly desirable, this answer does not demonstrate vision or planning.
Marsha Severson states- "I plan to return to school to earn my MBA, and have my own consulting business one day.
While it pays to be honest, this answer could turn the interview in the wrong direction very quickly. The employer is looking for someone to stick around for the long run, not to stop over on the way to a new career.
Focus - Exercise
If you are the type of person who prefers an organized way of life, you may find this question a "piece of cake". But, if you are among the majority of persons who let life happen as it comes along, you will probably not have a smooth answer without some forethought.
* What are your goals? - The best answers will come from you thinking about what you want. Most successful business people will tell you that a key success factor is the ability to set and achieve goals.
Begin by setting short-term goals. Right now your goal may be "to get a job". But, what kind of job? And, where do you go from there?
* Be employer-centered - The employer is looking for someone to come in and solve problems. Since planning is a key factor in this job, think of examples where your planning has made a difference in results.
Scripting
After giving some thought to where you want to go and how you can help the employer achieve results, try scripting your answer to focus.
I have learned that long-term goals are best achieved when I break them into shorter goals. My short-term goal is to find a position that will place me in a forward-moving company with solid performance and future projections. As part of a team, I want to add value and continue to grow the company. My long-term goal will depend on where the company goes. My plan is to move into a position of responsibility where I can lead a team.
No one can tell you exactly how to answer this question - it will come from what is important to you. However, the more and focused and employer centered you can be about your goal, the better your chances will be of steering the interview in the right direction.
Carole Martin is America's #1 Interview Coach. Celebrated author, trainer, and mentor, Carole can give you interviewing tips like no one else can. Her workbook, "Interview Fitness Training" has sold thousands of copies world-wide. Sign Up to Receive Free Weekly Interview Tips
Article Source: http://EzineArticles.com/?expert=Carole_Martin
Tough Interview Questions
With careful preparation, difficult interview questions can present you with an opportunity to shine under pressure. The important thing with all questions is to show a balanced and considered approach. The following examples will show you some of the pitfalls and ways to avoid them.
Let's start with the classic interview question - what are your weaknesses?
There are many variations on this question, common ones include tell me a strength and a weakness and what are your three greatest weakness. To fully prepare you should have three strengths and weaknesses prepared. The worst mistake to make with this question is to claim you don't have any weaknesses.
This approach is unlikely to impress the interviewer and will present you in a cowardly light. This question may not be as difficult as it first appears. Sit down and consider what your true work related weaknesses are. When you really think about it this is often quite a long list (I know mine is). The next stage is to think what you have done to overcome these weaknesses in your working life.
Let me give you an example. I personally am very task orientated, I like to get stuck in to the main tasks and often used to ignore the more minor responsibilities. I realized that although I completed my core projects, I had forgotten to do the other tasks I needed to do like complete time sheets and tracking reports. I now make lists of all the tasks I have to complete in a day and make it my priority to complete the list above everything else.
This has really helped me to multitask more effectively. When choosing a weakness, look for one that is work related where you can demonstrate that you recognised the weakness, and found an effective method of overcoming it.
Examining your strengths can be just as difficult as your weaknesses. The important thing here is not to appear like an ego-maniac. Consider carefully what your strengths are, then consider the supporting evidence you have for these strengths. Always present a considered argument with supporting evidence.
Why are you leaving your current Job?
The purpose of this question is for the interviewer to discover if you are leaving due to any current difficulties. If you are unhappy where you are, what's to say you will not be unhappy in your new job. Avoid at all costs talking about any problems in your current job and especially any problems with your current management. Highlighting problems, even if they are not your fault will give the impression that you are hard to work with or difficult to manage.
Look for the positive aspects of moving job role both for you and your future employer. Emphasize why you want to move and relate them to the specific company and job. Potential answers include seeking a new challenge, looking for somewhere with training and looking for a role with more opportunities for advancement.
Consider how your answer relates not only to you, but how it will benefit your new firm. As an example if you are looking for a role with more possibilities for advancement, you need to emphasize how important work is to you and the effort you are prepared to put in in-order to advance.
Amy works for Graduate Careers - London Graduate Scheme
Article Source: http://EzineArticles.com/?expert=Amy_Whittingham
Let's start with the classic interview question - what are your weaknesses?
There are many variations on this question, common ones include tell me a strength and a weakness and what are your three greatest weakness. To fully prepare you should have three strengths and weaknesses prepared. The worst mistake to make with this question is to claim you don't have any weaknesses.
This approach is unlikely to impress the interviewer and will present you in a cowardly light. This question may not be as difficult as it first appears. Sit down and consider what your true work related weaknesses are. When you really think about it this is often quite a long list (I know mine is). The next stage is to think what you have done to overcome these weaknesses in your working life.
Let me give you an example. I personally am very task orientated, I like to get stuck in to the main tasks and often used to ignore the more minor responsibilities. I realized that although I completed my core projects, I had forgotten to do the other tasks I needed to do like complete time sheets and tracking reports. I now make lists of all the tasks I have to complete in a day and make it my priority to complete the list above everything else.
This has really helped me to multitask more effectively. When choosing a weakness, look for one that is work related where you can demonstrate that you recognised the weakness, and found an effective method of overcoming it.
Examining your strengths can be just as difficult as your weaknesses. The important thing here is not to appear like an ego-maniac. Consider carefully what your strengths are, then consider the supporting evidence you have for these strengths. Always present a considered argument with supporting evidence.
Why are you leaving your current Job?
The purpose of this question is for the interviewer to discover if you are leaving due to any current difficulties. If you are unhappy where you are, what's to say you will not be unhappy in your new job. Avoid at all costs talking about any problems in your current job and especially any problems with your current management. Highlighting problems, even if they are not your fault will give the impression that you are hard to work with or difficult to manage.
Look for the positive aspects of moving job role both for you and your future employer. Emphasize why you want to move and relate them to the specific company and job. Potential answers include seeking a new challenge, looking for somewhere with training and looking for a role with more opportunities for advancement.
Consider how your answer relates not only to you, but how it will benefit your new firm. As an example if you are looking for a role with more possibilities for advancement, you need to emphasize how important work is to you and the effort you are prepared to put in in-order to advance.
Amy works for Graduate Careers - London Graduate Scheme
Article Source: http://EzineArticles.com/?expert=Amy_Whittingham
Clinch That Interview
Poor interviewing skills are to be blamed when an otherwise promising candidate loses a job offer. Fortunately, interviewing skills, like many life skills, can be perfected with preparation, practice, and persistence.
The first step, however, is to understand how employers make hiring decisions. Many companies use behavioral interviewing -- a technique that allows them to gauge an employee's potential on the basis of past performance -- as a key decision-making tool. Successful candidates are normally ones who can demonstrate how their past experience prepares them for the future position.
Consider the following tips:
1. Prepare. Prepare. Prepare.
During my coaching practice, I come across many candidates who just show up at interviews without any preparation whatsoever. Considering the stakes, preparation is not an option.
Preparing for an interview is a multi-dimensional effort covering multiple areas -- company, candidate (you), and culture (the three C's of interview preparation).
The company: Research everything you possibly can about the company and the position. Analyze the job posting, review the company's website, know their products, read press releases, browse through newspapers and periodicals, study competitors, speak to stakeholders (clients, vendors, employees, etc.) and read whatever you can find about the organization.
The candidate: Conduct an honest assessment and develop several stories about your past experiences and accomplishments. Prepare scripts for commonly asked interview questions and a list of convincing reasons for "why should we hire you?" type of questions.
The culture: You must know the cultural norms of the company. From interview responses to your attire, knowledge of a company's culture can play a crucial role in the interview process.
2. Take the interrogation out of the meeting
It is a very common misconception that an interview is an interrogation session. Hiring decisions are as much about you as about them and an interview is the best time to understand the company, its cultural norms, and other details. Be prepared to ask intelligent, but relevant, questions that will transform the meeting into a collaborative discussion as opposed to an intelligence gathering effort.
3. Talk about results and experiences
Based on your preparation, you should come up with plenty of examples demonstrating how you benefited your past employers. The key is to tie these results and experiences to the question being asked.
Example:
Interview question: Are you able to lead teams?
Sample interview response: I am a gifted leader who has fortunately had the opportunity to lead many cross-functional, cross-cultural teams globally. In fact, in my recent position I had to lead a team of 80 employees who were dispersed across 22 countries. Although, the distance was a challenge, I leveraged my team leadership skills to motivate these geographically-dispersed teams through weekly phone conferences and daily e-mails. My constant communication and employee-focused leadership style resulted in 100% team performance consistently. Our teams are recognized across the company. In fact, we won 14 awards last year.
4. Demonstrate interest
In addition to your skills and talents, employers would be very interested in determining your level of interest in both the company and the position. Through your responses, you must be able to convince the employer about your serious interest in the position.
5. Follow-up
Write an offer-clinching thank you note to every interviewer. The letter must be a very powerful piece and must be written to impress the hiring team. Briefly, but politely, summarize a list of reasons why you would be the ideal candidate for the position and touch upon issues discussed during the meeting. If done right, this letter (or follow-up phone call) could be your ticket to the new job.
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. SaiCareers.com features hundreds of free articles and thousands of resources.
Article Source: http://EzineArticles.com/?expert=Nimish_Thakkar
How To Succeed When You 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
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