Set Realistic Expectation
Tangible success can inspire group participation and attract new members
Divide and delegate work
Decide what tasks need to be accomplish, and then divide them up among group members. Contact members to offer encouragement and check their success.
Welcome criticism
Accepting criticism can be difficult. Group members should feel comfortable enough within the group to disagree with others members. No one should leave a meeting feeling as though he or she has been attacked.
Encourage Others to Lead
Each members of a self-help group must take responsibility for the development of the other group leaders.
TIPS FOR BECOMING AN EFFECTIVE LEADER
PRESS ON TO ACHIEVE SUCCESS
DESIRE overcomes all obstacles. As Vince Lombardi said: "The difference between a successful person and others is not a lack of strength, not lack of knowledge, but rather a lack of will." Some intelligent and capable executives fail because they lack physical and emotional stamina.
Being committed means you do not succumb to rationalizations, justifications or excuses. The president of a successful company was asked what it took to get to the top. The same thing is took to get started, he said.
"A sense of urgency about getting things done." he added. Dr Benjamin Bloom of the University of Chicago studied the top 20 performers in various fields. His report concluded that drive and determination, not great nature talent, led to the extraordinary success of these individuals.
Perhaps the United States' 30th president Calvin Coolidge said it best: "Nothing in the world can take the place of persistence. Talent will not. Nothing is more common than unsuccessful men with talent. Education will not. The world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan press on has solved the problems of the human race."
The best managers press on with persistence and determination until they reach their interim goals, and their ultimate vision.
SURVIVNG A LAYOFF
By Bill George
New Straits Times 24/03/2001
DOWNSIZING - the catchword used by modern industrialists and manufacturers to pleasantly announce an impending disaster and their intention to scale down operations, including retrenchment, because business may take a turn for the worse. To employees this may spell a worst case scenario and feelings of insecurity may abound.
Industries most badly affected are those with larger number of workers such as manufacturing or those involved in industrial production. To cut down operation costs, managers will try to find the quickest and most effective means (both short and long term measures). Here, the heaviest casualty would be workers at the lowest rung and those with the least amount of skills.
If you work in such an environment and have fears about not knowing what to do when this situation arises, here are few tips to help you find your way:
Come to terms with the changes
You may react with fear or panic on receiving such news. Meanwhile, the "rumor mill" will be working at full steam creating a whole new batch of anxieties. Accusations will be leveled at the management or government. Instead of following this negative pattern, you should try to get the facts from the management to calm your fears and turn the situation to your favor.
Industries most badly affected are those with larger number of workers such as manufacturing or those involved in industrial production. To cut down operation costs, managers will try to find the quickest and most effective means (both short and long term measures). Here, the heaviest casualty would be workers at the lowest rung and those with the least amount of skills.
If you work in such an environment and have fears about not knowing what to do when this situation arises, here are few tips to help you find your way:
Come to terms with the changes
You may react with fear or panic on receiving such news. Meanwhile, the "rumor mill" will be working at full steam creating a whole new batch of anxieties. Accusations will be leveled at the management or government. Instead of following this negative pattern, you should try to get the facts from the management to calm your fears and turn the situation to your favor.
Here are a few pointers on crisis management that may help you:
- Recognize that the panic and stress you are witnessing are to be expected given the gravity of the situation: and
- Come to terms with the fact that, regardless of how you feel, change is a constant component of your environment and that you have to learn to cope with it.
Understand the organization
A business organization does not take extreme measures, such as downsizing without having considered all other options. At the same time, the management has a responsibility to ensure that the company remains profitable, hence drastic measures are necessary. So try to get a proper understanding of the company's position before making hasty conclusions:
In a new work environment, the management will expect a higher level of productivity. As a retained employee, show your gratitude by being positive and rise to the occasion.
Work as a team
Realize that all your colleagues, including your superiors, are facing stress. Give them due consideration. Be patient with others coping with their new jobs. Focus on the positive. Avoid criticizing but give praises when due.
Personal care
You are going through a stressful period and much is expected of you. You need to take care of your own self under these trying circumstances. Try not to compare your performance with others.
A business organization does not take extreme measures, such as downsizing without having considered all other options. At the same time, the management has a responsibility to ensure that the company remains profitable, hence drastic measures are necessary. So try to get a proper understanding of the company's position before making hasty conclusions:
- Understand the rationale behind the move to downsize, including the company's objectives for retrenchment; and
- Obtain updated information about the company's policies and procedures regarding downsizing instead of blindly following what is handed down to you.
In a new work environment, the management will expect a higher level of productivity. As a retained employee, show your gratitude by being positive and rise to the occasion.
Work as a team
Realize that all your colleagues, including your superiors, are facing stress. Give them due consideration. Be patient with others coping with their new jobs. Focus on the positive. Avoid criticizing but give praises when due.
Personal care
You are going through a stressful period and much is expected of you. You need to take care of your own self under these trying circumstances. Try not to compare your performance with others.
STAYING FOCUSSED ON A GOAL
By Joleen Smith
1st Sept. 2001
WINSTON CHURCHILL once said that success is going from failure to failure without losing your enthusiasm. In pursuing one's goal, there will be many challenges that need to be tackled and in adversity, many people get disheartened and give up easily.
In general, people usually fell that all their enthusiasm and energy would be drained when coping with problems they need to tackle, and by the time they're done with the problems, their goal would seem harder to reach. It is at times these that one needs to stay focused on the goal and build on it to bounce back. Losing one's enthusiasm because of challenges is as good as losing one's enthusiasm for the goal itself.
Challenges are part of our lives and people who have set goals to achieve are the ones who will face the most number of challenges in their lives. No one can actually say that they achieved their goals without facing any difficulties. Take obstacles as a test to check your determination in reaching your goals.
So when you face a challenge and stumble, get up and take a step forward. Don't lose hope or think that the obstacle is going to ruin your future. Learn from those obstacles so that you can cope better the next time.
Overcoming one challenges does not mean that others would not come by anymore. Learn to accept the fact that there'll be more obstacles and deal with them more constructively.
Every time you overcome a challenge, take pride for moving a step closer to your goal. The path to success is not an easy road. There will be uphill and down hillstruggles to overcome, and through determination, you'll get through the difficulties.
Keep picturing your goals vividly. Remind yourself of the reasons why you want to achieve the goals. Those very reasons will help drive you to move on. Use your will power and enthusiasm to carry on.
Never give up when things get tough. Success certainly requires a lot of perseverance and persistence.
Stay focused by believing in yourself and your goals. Success comes to only those who give their best and never give up.
In general, people usually fell that all their enthusiasm and energy would be drained when coping with problems they need to tackle, and by the time they're done with the problems, their goal would seem harder to reach. It is at times these that one needs to stay focused on the goal and build on it to bounce back. Losing one's enthusiasm because of challenges is as good as losing one's enthusiasm for the goal itself.
Challenges are part of our lives and people who have set goals to achieve are the ones who will face the most number of challenges in their lives. No one can actually say that they achieved their goals without facing any difficulties. Take obstacles as a test to check your determination in reaching your goals.
So when you face a challenge and stumble, get up and take a step forward. Don't lose hope or think that the obstacle is going to ruin your future. Learn from those obstacles so that you can cope better the next time.
Overcoming one challenges does not mean that others would not come by anymore. Learn to accept the fact that there'll be more obstacles and deal with them more constructively.
Every time you overcome a challenge, take pride for moving a step closer to your goal. The path to success is not an easy road. There will be uphill and down hillstruggles to overcome, and through determination, you'll get through the difficulties.
Keep picturing your goals vividly. Remind yourself of the reasons why you want to achieve the goals. Those very reasons will help drive you to move on. Use your will power and enthusiasm to carry on.
Never give up when things get tough. Success certainly requires a lot of perseverance and persistence.
Stay focused by believing in yourself and your goals. Success comes to only those who give their best and never give up.
Why Most Training Fails
By Jim Clemmer
Most organizations use their training investments about as strategically as they deploy their office supplies spending. And the impact on customer satisfaction, cost containment or quality improvement is just as useless.
One of the biggest causes of wasted training dollars is ineffective methods. Too often, companies rely on lectures ("spray and pray"), inspirational speeches or videos, discussion groups and simulation exercises.
While these methods may get high marks from participants, research (ignored by many training professionals) shows they rarely change behavior on the job. Knowing isn't the same as doing; good intentions are too easily crushed by old habits. Theoretical or inspirational training approaches are where the rubber meets the sky.
Another way of wasting dollars is failing to link training with organizational strategies and day-to-day management behavior. What happens in the classroom and what happens back on the job are often worlds apart.
Trainees learn which hoops to jump through, pledge alliance to the current management fad, give their enthusiastic "commitment" to building "the new culture," get their diploma - and then go back to work.
Here are a few steps to using training as a key strategic tool:
* Use training technologies that build how-to skills that are highly relevant and immediately applicable. Research clearly shows far more people act themselves into a new way of thinking than think themselves into a new way of acting.Training that produces tangible results starts by changing behavior - which ultimately changes attitudes. Most executives and many professional trainers (who should know better) get this backward.
* Follow-up on training sessions with on-the-job coaching and support from managers. A Motorola Inc. study has found that those plants where quality improvement training was reinforced by senior management got a $33 return on every dollar invested. Plants providing the same training with no top management follow-up produced a negative return on investment.An earlier Xerox Inc. study showed a paltry 13 percent of skills were retained by trainees six months after training if managers failed to provide coaching and support as the skills were being applied. And Western Gas Marketing Ltd. of Calgary uses its performance appraisal system to hold managers accountable for applying the principles that have been taught to them.
* Build training around organizational objectives and strategies. Trainees should immediately see the connection between their new skills and where the organization is going. This makes training more relevant - and gets everyone focused on applying their new skills to the organization's key priorities and goals.
* Another key principle is practiced by Vancouver-based Finning Ltd., the world's largest Caterpillar dealer. Chief executive James Shepard and his executives are not only first in line for service and quality training, but they are also the trainers delivering sessions to their people.
This trend to "cascade" training down from senior management snaps everyone to attention. Training attendance problems disappear. Results-oriented executives jettison all the nice-to-do, but irrelevant training. Trainees don't cross their arms and ask "Is the organization really serious about this stuff?"
In addition, managers achieve a deeper level of skill development when they teach others and are put on the spot to practice what they are now preaching.Naturalist William Henry Hudson once observed: "You cannot fly like an eagle with the wings of a wren." Most training efforts never get off the ground because the methods don't change behavior or the training is poorly delivered and integrated by the organization.
The waste of money is tragic for such a vital investment in competitiveness - and ultimately Canada's standard of living.
One of the biggest causes of wasted training dollars is ineffective methods. Too often, companies rely on lectures ("spray and pray"), inspirational speeches or videos, discussion groups and simulation exercises.
While these methods may get high marks from participants, research (ignored by many training professionals) shows they rarely change behavior on the job. Knowing isn't the same as doing; good intentions are too easily crushed by old habits. Theoretical or inspirational training approaches are where the rubber meets the sky.
Another way of wasting dollars is failing to link training with organizational strategies and day-to-day management behavior. What happens in the classroom and what happens back on the job are often worlds apart.
Trainees learn which hoops to jump through, pledge alliance to the current management fad, give their enthusiastic "commitment" to building "the new culture," get their diploma - and then go back to work.
Here are a few steps to using training as a key strategic tool:
* Use training technologies that build how-to skills that are highly relevant and immediately applicable. Research clearly shows far more people act themselves into a new way of thinking than think themselves into a new way of acting.Training that produces tangible results starts by changing behavior - which ultimately changes attitudes. Most executives and many professional trainers (who should know better) get this backward.
* Follow-up on training sessions with on-the-job coaching and support from managers. A Motorola Inc. study has found that those plants where quality improvement training was reinforced by senior management got a $33 return on every dollar invested. Plants providing the same training with no top management follow-up produced a negative return on investment.An earlier Xerox Inc. study showed a paltry 13 percent of skills were retained by trainees six months after training if managers failed to provide coaching and support as the skills were being applied. And Western Gas Marketing Ltd. of Calgary uses its performance appraisal system to hold managers accountable for applying the principles that have been taught to them.
* Build training around organizational objectives and strategies. Trainees should immediately see the connection between their new skills and where the organization is going. This makes training more relevant - and gets everyone focused on applying their new skills to the organization's key priorities and goals.
* Another key principle is practiced by Vancouver-based Finning Ltd., the world's largest Caterpillar dealer. Chief executive James Shepard and his executives are not only first in line for service and quality training, but they are also the trainers delivering sessions to their people.
This trend to "cascade" training down from senior management snaps everyone to attention. Training attendance problems disappear. Results-oriented executives jettison all the nice-to-do, but irrelevant training. Trainees don't cross their arms and ask "Is the organization really serious about this stuff?"
In addition, managers achieve a deeper level of skill development when they teach others and are put on the spot to practice what they are now preaching.Naturalist William Henry Hudson once observed: "You cannot fly like an eagle with the wings of a wren." Most training efforts never get off the ground because the methods don't change behavior or the training is poorly delivered and integrated by the organization.
The waste of money is tragic for such a vital investment in competitiveness - and ultimately Canada's standard of living.
MOVING UP FROM JUNIOR POSITION
By Chris Read
After two years on the job, how can you get a promotion from your lowly junior position in a bank handling customer complaints to a more responsible one in customer analysis? Assume you have a bachelor's degree in economics and a minor in finance, high scores and hefty book leaning; the bank is people with average thinkers and self made managers.
The answer is for you to see this robust job market to start over at higher pay with a new employer. The job description in the examples, in this case, sounds as though you are a fish out of water in your current environment.
When you want to move up to the next level of responsibility, spend quality time with yourself mustering courage and self confidence. Follow these steps to liberate yourself from the entry-level rut:
1. Record your achievements. Prepared two advancement value files to record your qualifications that merit advancement. Use the first one to store documentation of newly acquired skills, knowledge and experience. Stumped? Stimulate recognition by glancing over listings of skills found in many career advancement books. Create a second advancement value file of your accomplishments and positive performance reviews or verbal compliments from peers, customers and supervisors. These files document your ability to do the quality of work required in a higher level position.
2. Make a comparison. Working from job descriptions and interviews with people who do the job you want, create a document that compares the content of your two advancement value files with the requirements of the position you want. Anticipate how you will plug any gaps you discover with training or self-study.
3. Get some feedback. Find a friend who is willing to suffer through your negotiating practice sessions using your advancement comparison document and give you feedback. If management won't let you do the job you want immediately, be able at least, to "talk the job" so your name will pop to mind when a vacancy occurs.
4. Find some role models. The next step in your pursuit of promotion is to identify role models in your company who have moved up to the level of the position you want. Observe and ask questions. Pay particular attention to how they:
a. Draw attention to themselves and their work;
b. Network with others to increase productivity and acceptance;
c. Involve themselves in decision making;
d. Forward ideas and suggestions;
e. Show their skills whenever opportunities arise;
f. Handle stress in their workplace;
g. Reflect company goals;
h. Dress, speak and behave;
i. Implement any work ethic;
j. Show a good attitude; and
k. Communicate and listen.
Although you should back off a few degrees from being a "copycat" it also makes sense to pattern yourself in the winning directions by emulating these role models. A word to the Web-savvy: Get face time with your skills and where they can take you. Visit the department of labor's new database and the many service information network databases designed to help people identity factors needed to succeed. Web sites have greatly reduced the need to pour over hundreds of career counseling books. The old task based, laborious and time consuming routine is now replaced with skills base network. A task is something a worker does, and a skill is something a worker needs to do a task.
Get noticed, get promoted.
1). Come early, stay late.
Put in as much time as the competition does (or work for a right minded firm that values productivity more that "face time"). But if you're in one of those places where working longer is the currency, you'd better do it, too.
2). Network.
Get to know people who are in the business of identifying the "bright light" in your organization and in your field. Tactfully, let them know what you're doing and ask for their input time to time.
3). Learn, learn, learn.
Improve your skills all the time, and figure out how to let your boss know you're doing it.
4). Analyze.
Figure out what really matters to your boss and to your boss' boss and put your creative energies to work on those projects or problems.
5). Psychologies.
Use relevant quizzes (for example, the Kiersey Temperament Sorter and some Myers-Briggs books) to analyze your boss' and co-workers' work styles. Then master the art of working effectively with people different from you. You might also ask the Human Relations department where you work to run a motivational workshop for your whole unit - this always livens things up and gives "permission" to talk about different styles.
6). Above all, be happy.
Keep your complaints to yourself and a very few people you trust - spend your time talking about positive new ideas and plans. This distinction in liberating yourself has big implications and figures put how you can transfer your skills to another workplace and move up from a junior position.
The answer is for you to see this robust job market to start over at higher pay with a new employer. The job description in the examples, in this case, sounds as though you are a fish out of water in your current environment.
When you want to move up to the next level of responsibility, spend quality time with yourself mustering courage and self confidence. Follow these steps to liberate yourself from the entry-level rut:
1. Record your achievements. Prepared two advancement value files to record your qualifications that merit advancement. Use the first one to store documentation of newly acquired skills, knowledge and experience. Stumped? Stimulate recognition by glancing over listings of skills found in many career advancement books. Create a second advancement value file of your accomplishments and positive performance reviews or verbal compliments from peers, customers and supervisors. These files document your ability to do the quality of work required in a higher level position.
2. Make a comparison. Working from job descriptions and interviews with people who do the job you want, create a document that compares the content of your two advancement value files with the requirements of the position you want. Anticipate how you will plug any gaps you discover with training or self-study.
3. Get some feedback. Find a friend who is willing to suffer through your negotiating practice sessions using your advancement comparison document and give you feedback. If management won't let you do the job you want immediately, be able at least, to "talk the job" so your name will pop to mind when a vacancy occurs.
4. Find some role models. The next step in your pursuit of promotion is to identify role models in your company who have moved up to the level of the position you want. Observe and ask questions. Pay particular attention to how they:
a. Draw attention to themselves and their work;
b. Network with others to increase productivity and acceptance;
c. Involve themselves in decision making;
d. Forward ideas and suggestions;
e. Show their skills whenever opportunities arise;
f. Handle stress in their workplace;
g. Reflect company goals;
h. Dress, speak and behave;
i. Implement any work ethic;
j. Show a good attitude; and
k. Communicate and listen.
Although you should back off a few degrees from being a "copycat" it also makes sense to pattern yourself in the winning directions by emulating these role models. A word to the Web-savvy: Get face time with your skills and where they can take you. Visit the department of labor's new database and the many service information network databases designed to help people identity factors needed to succeed. Web sites have greatly reduced the need to pour over hundreds of career counseling books. The old task based, laborious and time consuming routine is now replaced with skills base network. A task is something a worker does, and a skill is something a worker needs to do a task.
Get noticed, get promoted.
1). Come early, stay late.
Put in as much time as the competition does (or work for a right minded firm that values productivity more that "face time"). But if you're in one of those places where working longer is the currency, you'd better do it, too.
2). Network.
Get to know people who are in the business of identifying the "bright light" in your organization and in your field. Tactfully, let them know what you're doing and ask for their input time to time.
3). Learn, learn, learn.
Improve your skills all the time, and figure out how to let your boss know you're doing it.
4). Analyze.
Figure out what really matters to your boss and to your boss' boss and put your creative energies to work on those projects or problems.
5). Psychologies.
Use relevant quizzes (for example, the Kiersey Temperament Sorter and some Myers-Briggs books) to analyze your boss' and co-workers' work styles. Then master the art of working effectively with people different from you. You might also ask the Human Relations department where you work to run a motivational workshop for your whole unit - this always livens things up and gives "permission" to talk about different styles.
6). Above all, be happy.
Keep your complaints to yourself and a very few people you trust - spend your time talking about positive new ideas and plans. This distinction in liberating yourself has big implications and figures put how you can transfer your skills to another workplace and move up from a junior position.
PERSONAL AND ORGANIZATIONAL BARRIERS TO SUCCESSFUL LEADERSHIP
What gets in the way of good leadership? The easiest way to categories the obstacles is by dividing them into personal and organizational, although they are heavily influenced by one another.
PERSONAL BARRIERS
People have ingrained modes of thought and feeling which prevent them from becoming good leaders. Often, the individual in question has no idea these exist and can only find out and alter his or her behavior through constant and honest feedback.
Although these can be many personal barrier, the most common seems to be low self-esteem. Such individuals strive either for self-aggrandizement or try too hard to be liked. They are either the office tyrants or the sycophants. In either case, they command little respect because they are inconsistent and fail to hold themselves or their team accountable.
This eventually creates a climate of perverse incentives and mistrust.
ORGANISATIONAL BARRIERS
It can, however, work the other way around, where weak organization culture seeps through to individual level. The company "way of doing things" can have a profound effect on its leadership.
For example, it could be the structure of an organization that prevents good leadership from developing. Rigid hierarchies, in which employees do not have a unlikely to produce successful leaders simply because staff are not given the opportunity or the belief. Authority, role or status does not confer leadership.
Companies with poor communication and internal conflict will find it difficult to unite behind a common goal. For example, downsizing under the label of creating shareholder value and appraisal schemes that do not allow proper feedback breed cynicism rather than inspire loyalty.
All this adds up to a widespread culture so entrenched that it becomes impossible for any individual to combat it.
NATURE VERSUS NURTURE
There are those who favour the nature versus nurture debate and maintain that some people simply were not born to lead. This, and not the lack of training or support, is the main barrier to successful leadership.
Although, there may be an element of truth is this, it is essentially a poor excuse for poor organizational behaviour. Admittedly, some people may never become great leaders but the majority of employees can become inspirational and trustworthy.
It is not about possessing exceptional personality traits, but simply about good management. Leadership exists in a relationship between leaders and followers, and as such can be acquired and learnt. Effective mentoring and self-development on various levels can support the nurturing process. Networking should also be recognized as an opportunity to learn from other leaders.
LEADING INTO THE ELECTRONIC WORLD
Technology
Knowledge gathering and sharing in an organization can be improved by the internet, intranet, electronic mail (e-mail) and mobile communications. A leader should recognize the advantages of these technologies for improving organizational dynamics such as increasing the speed of communication, managing time better and building relationships with remote parts of the organization. Such technology can also improve a company's profile.
Communication
Despite the advent of this technology, traditional leadership approaches are still valid and the need for effective interpersonal skills should not be underestimated. Skills such as how to best listen, question, present and write, conduct an effective meeting and get the best out of a team can be continually improved. Self development in these areas will also help improve one's contribution as a leader.
Relationship
Electronic communication is not appropriate where a vision needs to be shared and commitment gained or these are sensitive work issues that need to be discussed and/or personal attention. Persuading and influencing, for example, are not effectively done using e-mail. Face-to-face communication and being visible remains crucial to becoming a good leader.
GETTING MORE DONE, FASTER AND EASIER
GETTING MORE DONE, FASTER AND EASIER, LEARN TO FOCUS ON HIGH VALUE TASKS, ELIMINATE LOW VALUE ACTIVITIES, AND KEEP YOUR LIFE IN BALANCE
There are so many demands on your time today that very little of your time is yours to use as you choose. The good news is that you can take far more control over how you use your time at work and in your personal life.
THE STARTING POINT
Time management begins with you making a list of your goals in order of priority. You always work from a list. You then organize each day with a list as well.
PRIORITIES VERSUS POSTERIORITIES
There is a difference between priorities and posteriorities. In order to get your personal time under control, you must decide very clearly upon your priorities. You must decide on the most important things that you could possible be doing to give yourself the same amount of happiness, satisfaction, and joy in life. But at the same time, you must establish posteriorities as well. Just as priorities are things that you do more of and sooner, posteriorities are things that you do less of and later.
YOUR CALENDAR IS FULL
The fact is, your calendar is full. You have no spare time. Your time is extremely valuable. Therefore, for you to do anything new, you will have to stop doing something old. In order to get into something, you will have to get out of something else. In order to pick something up, you will have to put something down. Before you make any new commitment of your time, you must firmly decide what activities you are going to discontinue in your personal life. If you want to spend more time with your family, for example, you must decide what activities you currently engage in that are preventing you from doing so.
HARD TIME PUSHES OUT SOFT TIME
A key principle of time management says that hard time pushes out soft time. This means that hard time, such as working, will push out soft time, such as the time you spend with your family. So concentrate on working when you are at work so that you can concentrate on your family when you are at home.
THREE QUESTIONS FOR LIFE BALANCE
There are three key questions that you can ask yourself continually to keep your personal life in balance. The first question is, "What is really important to me?" Whenever you find yourself with too much to do and too little time, stop and ask yourself, "What is it that is really important for me to do in this situation?" Then, make sure that what you are doing is the answer to that question.
YOUR HIGHEST VALUE ACTIVITIES
The second question is, "What are my highest value activities?" In your personal life, this means, "What are the things that I do that give me the greatest pleasure and satisfaction? Of all the things that I could be doing at any one time, what are the things that I could do to add the greatest value to my life?"
THE MOST VALUABLE USE OF YOUR TIME
And the final question for you to ask over and over again is, "What is the most valuable use of my time right now?" Since you can only do one thing at a time, you must constantly organize your life so that you are doing one thing, the most important thing, at every moment. Personal time management enables you to choose what to do first, what to do second, and what not to do at all. It enables you to organize every aspect of your life so that you can get the greatest joy, happiness, and satisfaction out of everything you do.
ACTION EXERCISES
First, look at your calendar, your list of tasks and responsibilities, and decide what you are going to cut back on or stop doing altogether. Second, organize your work so that you work all the time you work. Don't waste time in idle socializing or low value activities. Third, ask yourself continually, "What is the most valuable use of my time, right now?" and whatever your answer, work on that task exclusively until it is complete.
How to Learn to Manage People
"Management is nothing more than motivating other people."
Lee Iacocca
Congratulations! You finally got that promotion you've been wanting and now, you're a manager - perhaps for the first time in your career. So, now what? If this is your first foray into management, you might be a bit nervous. That feeling is understandable, common and, in fact, quite warranted. This is going to be very, very different from what you've done before. Management has an entirely different set of goals, rules and a different skill set is required. Very often, people that are new to management do not completely understand what it means to be a manager - how their life will change (yes, your life will definitely change). This is especially true if you've moved from an hourly wage to a salary... more about that later.
This article will present you with a set of guidelines you can use to help make some sense out of what is often a confusing transition. This is not meant to be a complete set of day-to-day instructions; that concept is pretty much gone forever now that you're a manager. It is, however, a reasonable outline that will help you through the process of goal setting and managing staff. So take a deep breath and let's get started!
Steps
1. Understand what management is: What significantly sets managers apart is the migration away from a concept known as "individual contribution." Managers are not, primarily, individual contributors. That means that you are going to be responsible for the work of others; your success depends on how well your team performs. You are now responsible for far, far more work than you could ever possibly produce by yourself (see warnings). You can't fix all the problems - don't even try... that's not your job anymore.
2. Prepare for the transition: This will become confusing and frustrating... perhaps not immediately, but managers are often pulled in multiple directions. You may have a different dress code to follow. You will have new rules to obey (particularly in the area of Human Resources).
* Find a mentor: Not your immediate manager, but find another manager with lots of experience and ask that person to help you transition. This is a very important and often overlooked tool. It will also gain you considerable esteem in the eyes of the upper level management team. It shows maturity.
* Join a networking group: There are lots of these (Toastmasters for example). Ask other managers and executives about local clubs. Take advantage of the networking opportunities in your area.
* Contact HR: Go to the Human Resources department and ask if there are any HR books or training courses you can use to help you. Read a bit about being a manager. There is a mountain of literature on the subject. Read some of the more well-known books ("The One Minute Manager" and "The Seven Habits of Highly Effective People" are management staples).
* Help your staff cope: It's possible the people you will manage used to be your peers and that will be the cause of envy (possibly resentment) and friction. You can't prevent it but if you keep the lines of communication open it will reduce the issues. However, you must remember that you are now management and while you don't want to flaunt it, you can't let your former peers take advantage of your previous relationship. Even if they weren't your peers, getting a new manager is always disconcerting. Address the staff and let them know your plans. Establish the manager/staff relationship early. Even if it seems a bit awkward at first do not be bashful about it... just follow the steps, be yourself, and don't forget where you started.
* Don't neglect family: Your husband-wife-playmate-whatever and children, if any, and friends still need your attention just like they did before. You will have a lot more on your mind now - management is a hard transition. Keep your priorities in check. If you hear people mentioning that you're distant - take note. You don't want to let your career ruin your family relationships (you wouldn't be the first).
* Don't neglect your health: OK, you've discovered that this is actually fun. The work is exciting, you're working longer hours, maybe working more at home, staying up a little later, getting up a little earlier, doing a great job handling the family and kids... are you sleeping enough? Are you sure?
3. Identify your goals: What, specifically, are your measured goals? Do you have hourly, daily or weekly targets your team must meet; what about your new goals such as reviewing productivity? Write down everything and post it prominently (see tips). This will be your checklist. A word of caution here, this list will change over time; it is a living document. Some things may stay the same (service levels, for example) but other things may change depending on the strategies handed down to you from the Executive Management suites. Review your list frequently, with a critical eye, and revise it when necessary.
4. Know your team: You need to know individual strengths and weaknesses for each team member. John works extremely fast but occasionally misses some of the details. Jane is incredibly thorough but has issues with the volume of work processed. Bill has spectacular customer relationships but can never say "no" to the clients whereas Mary has excellent technical skills but falls short in people skills. You really need to know all this very, very well. You will use this knowledge to balance the productivity of your team.
5. Match tasks with staff: Use the information you gleaned from the above steps to match people with work. This is termed skill-based work assignment. You want to play into each person's strengths and minimize work assignments that would target his or her weaknesses. If you have the opportunity, put people together that have complimentary skill sets. You might put John and Jane on a project together, or have Mary and Bill consult together on a presentation.
6. Meet with your team members: Regular one-on-one meetings are critical to good management. These meetings have several purposes.
* Give feedback on job performance: Discuss the previous week's objectives including what went well, what areas might improve for next time and how that improvement might be obtained. This will lead into...
* Outline the goals for the next meeting: These are typically referred to as "action items" and will form the basis for the next weekly production review.
* Learn about staff issues: You're going to be a bit out of touch now and you absolutely must realize that. The only way to keep track of issues that affect the performance of your team (and therefore your job) is to listen to your employees!
* Ask for ideas: Your staff wants to feel engaged. Without exception, the number one motivating factor behind people leaving a job is poor management - that very often stems from feeling ignored. You will be graded not only on your team's performance, but also on your turnover rate.
* Motivation: In Peter Scholtes' lectures, he points out that people motivate themselves. The best managers find ways to get their people to become motivated to do their jobs well and with pride. Use these sessions to find out what motivates your employees and use that feedback to improve their contribution.
7. Be visible: You must not isolate yourself from the team. Sometimes the initial workload will seem overwhelming and you might have a tendency to sequester yourself away from the staff to keep up - especially with the new paperwork load you'll have. You absolutely must not give the appearance of being an "ivory tower" inhabitant. If your team members don't see their leader, they'll develop an attitude of anarchy. Things will go very badly for you. Even if you're managing remote staff, you need to make sure they "feel" your presence. If you manage multiple shifts, make sure you visit all shifts regularly.
8. Document team activities: Your personal performance review will focus largely on your team's performance so make sure you keep a written record of issues and accomplishments. This will be especially important if there are significant issues that arise. Problems are expected; how you and your team handle those problems must be a focus of your efforts.
9. Reward performance: This doesn't mean money... although money is nice, it's not a primary motivator for on-the-job performance. Recognition is much more effective. If you have the authority, perhaps grant performance leave (an extra day off for doing something exceptional). Make the rewards regular and make them attainable but difficult. When you give a reward, make it well known (reward publicly, admonish privately).
10. Learn coaching: There will inevitably be times when you need to correct behavior. Learn to do this properly. If you do it correctly, you will get the results you want. If you do it poorly, things can go horribly wrong. See How to Give a Feedback Sandwich for ideas.
Tips
* Post your goals: When you post your goals, and your team goals, make sure it's very visible. Your team needs to see these - all the time. "Increase service level by 5% over the next 6 months" shouldn't be a secret. Distribute updated goals as soon as they're available.
* Compliment your staff: Little things go a long way. Telling someone they're doing a good job really, really does make a huge difference! Don't do it so often it becomes meaningless, but do let your staff know they're appreciated.
* Communicate, communicate, communicate! Your staff will feel much more engaged if you let them know what's happening. Everybody wants to see the "big picture" sometimes.
* Be fair, but firm: There will come a time when you need to consider disciplinary action up to and including dismissal. This can be incredibly difficult even for experienced managers. How to discipline employees is a topic in itself and beyond the scope of this article, but there are many good references. The short answer is be consistent and document everything.
* Use the Human Resources Department: If you have an HR department, they are now your newest and bestest friend. They are a resource to be embraced. They can help you with rewards, help you with discipline, help you stay out of legal trouble and they really like managers that recognize that. Truly, they are on your side.
* Become familiar with EAP: EAP = Employee Assistance Program. Most large companies have one and it can be incredibly useful. If one of your staff has a personal issue, refer them to EAP (do not try to play staff psychiatrist). If you start having personal issues (see Warnings) EAP is available to you, also.
* Lead by Example: A leader should focus on leading by example in all aspects of their work. Be a role model for your colleagues by exuding a positive presence. Show compassion, understanding, and respect, while focusing your tasks to be inclusive of teamwork and dedication. It is important that managers and supervisors exhibit the best possible values inside of the workplace. If you have a publicly-visible position that puts your personal life in the spotlight, understand that your entire life reflects upon this example you're setting.
* Hire a Coach: In addition to a mentor - hire a coach (if you have the opportunity and means). A mentor can be a great help but may not always have the time to devote. A coach is a trained professional with no agenda to pursue but yours and will help you develop your own authentic management style.
* Remember High Level Goals: Be consistent. Communicate clearly and make goals unambiguous. Listen. Provide frequent feedback, especially when positive. Remove obstacles to your team's success.
Warnings
* Do not try to do your staff's job: There is an old saying: "If you want something done right, do it yourself." Forget that. Wipe it from your mind. You never heard it, it doesn't mean anything, and it's a counterproductive concept. If you want something done right, assign it to the right people and motivate your employees. If you try to be too hands-on, you'll fall short of your management requirements. Your job is to manage. This is when it's completely appropriate to live vicariously through others.
* Maintain employee confidentiality (when possible): There are some times this is not possible (certain HR issues like potential violence in the workplace) but if someone comes to you with a problem be very, very cautious with their secrets. It only takes once to destroy your reputation as a confidant and legal issues can arise. If someone tells you "this is in confidence" make sure that person knows that you, as a manager, are not permitted to keep certain things confidential.
* Maintain corporate confidentiality: You will learn secrets. There is often a tendency to tell secrets because that may make us seem more important. If you learn of impending staff cutbacks, and you release that information without authorization, prepare to be on the cutback list. It's always hard to see this happen but nobody said being a manager would be easy.
* Be prepared for longer hours: It's a fact. You're salaried now and the expectation is that you will do whatever is necessary to get the job done. Managers have perks and benefits that hourly employees don't have but you also have additional responsibilities. Don't be late, don't leave early. Oh, once in a while if you have something to do, of course - just like anybody else would. But do not make a habit of it. You're a leader now. Act like one.
* Weekly one-on-one meetings are not performance reviews. While you will review the activities of the previous week, that is not the sole focus here. You want this to be less formal and open to discussion. Do not try to control this too tightly - it's your staff's meeting just as much as it is yours.
* The transition to management can be very intimidating. It's not always that way but more often than not, new managers will experience a lot of stress before they become comfortable with the position. Find someone to talk with. If you found a mentor (see Step 2) that person can help. Don't keep things bottled up inside - stay alert for any unwanted behavioral changes (anger, suspicion, increased alcohol consumption, etc.)
* Join a networking group: There are lots of these (Toastmasters for example). Ask other managers and executives about local clubs. Take advantage of the networking opportunities in your area.
* Contact HR: Go to the Human Resources department and ask if there are any HR books or training courses you can use to help you. Read a bit about being a manager. There is a mountain of literature on the subject. Read some of the more well-known books ("The One Minute Manager" and "The Seven Habits of Highly Effective People" are management staples).
* Help your staff cope: It's possible the people you will manage used to be your peers and that will be the cause of envy (possibly resentment) and friction. You can't prevent it but if you keep the lines of communication open it will reduce the issues. However, you must remember that you are now management and while you don't want to flaunt it, you can't let your former peers take advantage of your previous relationship. Even if they weren't your peers, getting a new manager is always disconcerting. Address the staff and let them know your plans. Establish the manager/staff relationship early. Even if it seems a bit awkward at first do not be bashful about it... just follow the steps, be yourself, and don't forget where you started.
* Don't neglect family: Your husband-wife-playmate-whatever and children, if any, and friends still need your attention just like they did before. You will have a lot more on your mind now - management is a hard transition. Keep your priorities in check. If you hear people mentioning that you're distant - take note. You don't want to let your career ruin your family relationships (you wouldn't be the first).
* Don't neglect your health: OK, you've discovered that this is actually fun. The work is exciting, you're working longer hours, maybe working more at home, staying up a little later, getting up a little earlier, doing a great job handling the family and kids... are you sleeping enough? Are you sure?
3. Identify your goals: What, specifically, are your measured goals? Do you have hourly, daily or weekly targets your team must meet; what about your new goals such as reviewing productivity? Write down everything and post it prominently (see tips). This will be your checklist. A word of caution here, this list will change over time; it is a living document. Some things may stay the same (service levels, for example) but other things may change depending on the strategies handed down to you from the Executive Management suites. Review your list frequently, with a critical eye, and revise it when necessary.
4. Know your team: You need to know individual strengths and weaknesses for each team member. John works extremely fast but occasionally misses some of the details. Jane is incredibly thorough but has issues with the volume of work processed. Bill has spectacular customer relationships but can never say "no" to the clients whereas Mary has excellent technical skills but falls short in people skills. You really need to know all this very, very well. You will use this knowledge to balance the productivity of your team.
5. Match tasks with staff: Use the information you gleaned from the above steps to match people with work. This is termed skill-based work assignment. You want to play into each person's strengths and minimize work assignments that would target his or her weaknesses. If you have the opportunity, put people together that have complimentary skill sets. You might put John and Jane on a project together, or have Mary and Bill consult together on a presentation.
6. Meet with your team members: Regular one-on-one meetings are critical to good management. These meetings have several purposes.
* Give feedback on job performance: Discuss the previous week's objectives including what went well, what areas might improve for next time and how that improvement might be obtained. This will lead into...
* Outline the goals for the next meeting: These are typically referred to as "action items" and will form the basis for the next weekly production review.
* Learn about staff issues: You're going to be a bit out of touch now and you absolutely must realize that. The only way to keep track of issues that affect the performance of your team (and therefore your job) is to listen to your employees!
* Ask for ideas: Your staff wants to feel engaged. Without exception, the number one motivating factor behind people leaving a job is poor management - that very often stems from feeling ignored. You will be graded not only on your team's performance, but also on your turnover rate.
* Motivation: In Peter Scholtes' lectures, he points out that people motivate themselves. The best managers find ways to get their people to become motivated to do their jobs well and with pride. Use these sessions to find out what motivates your employees and use that feedback to improve their contribution.
7. Be visible: You must not isolate yourself from the team. Sometimes the initial workload will seem overwhelming and you might have a tendency to sequester yourself away from the staff to keep up - especially with the new paperwork load you'll have. You absolutely must not give the appearance of being an "ivory tower" inhabitant. If your team members don't see their leader, they'll develop an attitude of anarchy. Things will go very badly for you. Even if you're managing remote staff, you need to make sure they "feel" your presence. If you manage multiple shifts, make sure you visit all shifts regularly.
8. Document team activities: Your personal performance review will focus largely on your team's performance so make sure you keep a written record of issues and accomplishments. This will be especially important if there are significant issues that arise. Problems are expected; how you and your team handle those problems must be a focus of your efforts.
9. Reward performance: This doesn't mean money... although money is nice, it's not a primary motivator for on-the-job performance. Recognition is much more effective. If you have the authority, perhaps grant performance leave (an extra day off for doing something exceptional). Make the rewards regular and make them attainable but difficult. When you give a reward, make it well known (reward publicly, admonish privately).
10. Learn coaching: There will inevitably be times when you need to correct behavior. Learn to do this properly. If you do it correctly, you will get the results you want. If you do it poorly, things can go horribly wrong. See How to Give a Feedback Sandwich for ideas.
Tips
* Post your goals: When you post your goals, and your team goals, make sure it's very visible. Your team needs to see these - all the time. "Increase service level by 5% over the next 6 months" shouldn't be a secret. Distribute updated goals as soon as they're available.
* Compliment your staff: Little things go a long way. Telling someone they're doing a good job really, really does make a huge difference! Don't do it so often it becomes meaningless, but do let your staff know they're appreciated.
* Communicate, communicate, communicate! Your staff will feel much more engaged if you let them know what's happening. Everybody wants to see the "big picture" sometimes.
* Be fair, but firm: There will come a time when you need to consider disciplinary action up to and including dismissal. This can be incredibly difficult even for experienced managers. How to discipline employees is a topic in itself and beyond the scope of this article, but there are many good references. The short answer is be consistent and document everything.
* Use the Human Resources Department: If you have an HR department, they are now your newest and bestest friend. They are a resource to be embraced. They can help you with rewards, help you with discipline, help you stay out of legal trouble and they really like managers that recognize that. Truly, they are on your side.
* Become familiar with EAP: EAP = Employee Assistance Program. Most large companies have one and it can be incredibly useful. If one of your staff has a personal issue, refer them to EAP (do not try to play staff psychiatrist). If you start having personal issues (see Warnings) EAP is available to you, also.
* Lead by Example: A leader should focus on leading by example in all aspects of their work. Be a role model for your colleagues by exuding a positive presence. Show compassion, understanding, and respect, while focusing your tasks to be inclusive of teamwork and dedication. It is important that managers and supervisors exhibit the best possible values inside of the workplace. If you have a publicly-visible position that puts your personal life in the spotlight, understand that your entire life reflects upon this example you're setting.
* Hire a Coach: In addition to a mentor - hire a coach (if you have the opportunity and means). A mentor can be a great help but may not always have the time to devote. A coach is a trained professional with no agenda to pursue but yours and will help you develop your own authentic management style.
* Remember High Level Goals: Be consistent. Communicate clearly and make goals unambiguous. Listen. Provide frequent feedback, especially when positive. Remove obstacles to your team's success.
Warnings
* Do not try to do your staff's job: There is an old saying: "If you want something done right, do it yourself." Forget that. Wipe it from your mind. You never heard it, it doesn't mean anything, and it's a counterproductive concept. If you want something done right, assign it to the right people and motivate your employees. If you try to be too hands-on, you'll fall short of your management requirements. Your job is to manage. This is when it's completely appropriate to live vicariously through others.
* Maintain employee confidentiality (when possible): There are some times this is not possible (certain HR issues like potential violence in the workplace) but if someone comes to you with a problem be very, very cautious with their secrets. It only takes once to destroy your reputation as a confidant and legal issues can arise. If someone tells you "this is in confidence" make sure that person knows that you, as a manager, are not permitted to keep certain things confidential.
* Maintain corporate confidentiality: You will learn secrets. There is often a tendency to tell secrets because that may make us seem more important. If you learn of impending staff cutbacks, and you release that information without authorization, prepare to be on the cutback list. It's always hard to see this happen but nobody said being a manager would be easy.
* Be prepared for longer hours: It's a fact. You're salaried now and the expectation is that you will do whatever is necessary to get the job done. Managers have perks and benefits that hourly employees don't have but you also have additional responsibilities. Don't be late, don't leave early. Oh, once in a while if you have something to do, of course - just like anybody else would. But do not make a habit of it. You're a leader now. Act like one.
* Weekly one-on-one meetings are not performance reviews. While you will review the activities of the previous week, that is not the sole focus here. You want this to be less formal and open to discussion. Do not try to control this too tightly - it's your staff's meeting just as much as it is yours.
* The transition to management can be very intimidating. It's not always that way but more often than not, new managers will experience a lot of stress before they become comfortable with the position. Find someone to talk with. If you found a mentor (see Step 2) that person can help. Don't keep things bottled up inside - stay alert for any unwanted behavioral changes (anger, suspicion, increased alcohol consumption, etc.)
HOW TO IMPROVE COMMUNICATION AND LISTENING SKILLS
News Straits Times 1996.
How far will people act on a communication which they receive? How far will people act on an individual's decision? A manager who has never thought about whether his orders will be followed nor considered ways of increasing understanding and acceptance of his orders is not likely to be very effective.
The acceptance of orders is a subject worthy of consideration and study. When a decision has to be made, people often say: "Get all the facts", but excessive communication is not only frustrating but also most confusing. There must be ways of separating relevant facts from those that do not matter. What is a fact? Drucker suggests that since facts are difficult to come by, it might be better to get as many opinions as possible on the problem and then arrive at a decision.
Perhaps the greatest barrier to effective communication is that many organizations do not really accept and believe in two-way communication. Their idea of communication usually consists of sending orders and questions down from the top and receiving reports and explanations from bottom. Another obstacle to effective communication is that most bosses like hearing only things which enhance their position or indicate their success. They do not like receiving unpleasant news and consequently the people around them act accordingly.
The result is that there is a big blockage to real communication. For communication to flow properly, status must be deemphasized. There must be an atmosphere is which all the parties concerned are willing to accept criticism and objections.
An important facet of communication is the emotional content of what a subordinate has to say. In many cases the emotional content - the way in which something is said - might even more important that the actual word themselves. This is a factor in communication that is often forgotten.
Undue reliance should never be put on the written word in the form of magazines, newspapers, bulletins, booklets and so on. The written word can never be substituted for sound face-to-face relationships. There cannot be any real communication through this medium unless there is mutual trust and confidence.
DECISION-MAKING SKILLS
The DECIDE acronym can help you remember the decision-making process.
D ---------------- Devise objectives
Objectives give direction by helping you focus your attention on what you want a decision to achieve.Objectives should be specific and easily understood in order to make their purpose clear to everyone involved in the decision making process.
E ---------------- Establish options
Establishing options allows you to consider a variety of possible decisions. Typically, the more options available, the better your chances will be of making the best decision. Being able to compare the strengths and weaknesses of multiple options allows you to determine the most effective one for successfully addressing the situation.
C ---------------- Compare options
It is beneficial to compare options since each alternative will offer its own strengths and weaknesses. Comparing options will allow you to have a more accurate understanding of which one offers the most benefits in relation to the objectives you have set.
I ----------------- Identify the best choice
You should understand how an option's risks will affect your progress toward reaching the decision's objectives. You should estimate the repercussions of a option to judge its effectiveness before implementation. You should weigh all the aspects of an option before choosing it. Make sure the option meets the decision's objectives.
D ---------------- Direct the choice
A decision must be compatible with other organizational procedures to avoid a conflict of interest. A decision should be implemented promptly. If you wait to implement a decision, situational variables may change and create problems that could have been avoided if an expedient approach had been taken.
E ---------------- Ensure results
You should determine the performance standards of the decision, so you know whether the decision fulfilled its objectives. You should measure the decision's results by determining the impact on employee performance and organizational resources.
Objectives give direction by helping you focus your attention on what you want a decision to achieve.Objectives should be specific and easily understood in order to make their purpose clear to everyone involved in the decision making process.
E ---------------- Establish options
Establishing options allows you to consider a variety of possible decisions. Typically, the more options available, the better your chances will be of making the best decision. Being able to compare the strengths and weaknesses of multiple options allows you to determine the most effective one for successfully addressing the situation.
C ---------------- Compare options
It is beneficial to compare options since each alternative will offer its own strengths and weaknesses. Comparing options will allow you to have a more accurate understanding of which one offers the most benefits in relation to the objectives you have set.
I ----------------- Identify the best choice
You should understand how an option's risks will affect your progress toward reaching the decision's objectives. You should estimate the repercussions of a option to judge its effectiveness before implementation. You should weigh all the aspects of an option before choosing it. Make sure the option meets the decision's objectives.
D ---------------- Direct the choice
A decision must be compatible with other organizational procedures to avoid a conflict of interest. A decision should be implemented promptly. If you wait to implement a decision, situational variables may change and create problems that could have been avoided if an expedient approach had been taken.
E ---------------- Ensure results
You should determine the performance standards of the decision, so you know whether the decision fulfilled its objectives. You should measure the decision's results by determining the impact on employee performance and organizational resources.
LEARNING TO PRIORITISE YOUR WORK
New Straits Times, Saturday, January 19, 2002.
By Davis Sharp
The very nature of your job may mean that you are often up to your neck in work. Perhaps it could be that you are given a new project and everything needs to be done now. "Where do I begin...", the lyrics of a song race through your mind as you battle to bring some order to your chaos. You start to mull over that expression "organized chaos".
To cope with such situations, you need one vital skill: know how to decide what's most important. It may sound simple, but many people seem unable to do this and instead they panic. If you are able to priorities, you are well on the way to keeping your work under control.
Assess Your Workload
Do not wait for panic to set in. Get into the habit of sorting out your priorities all the time and regularly set yourself objectives and deadlines. If your boss gives you three things to do, all urgent, ask him which is the most important. Ask for a time limit too. One's person urgent may mean by the end of the week; to another, it could well mean within the next hour. Learn to recognize the people who call everything urgent. It may make their job easier if you work faster, but remember to balance that against how hard it makes your jobs.
CLARIFY JOB OBJECTIVES TO IMPROVE WORK
New Straits Times, Tuesday, September 10, 1996.
By Mildred L. Culp
If you know what your company expects you to accomplish, you'll do better on the job and, presumably, increase your job satisfaction. (If satisfaction doesn't go up, you may need to look elsewhere in the company or leave).
A United States poll cited in Human Resource Executive covering 657 working adults discovered some surprising news - that 49 per cent weren't just satisfied but "very satisfied" with their work situations. Who are these "very satisfied" people? Less than 70 per cent are 50 or older; 57 per cent earn at least US$40,000 (about RM100,000); 57 per cent have undergraduate degree, while 46 per cent have less than a college education (some haven't even attended high school); approximately 30 per cent or younger; and 35 per cent don't earn more that UD$25,000.
Clearly, you don't have to be a mature, degreed, highly-paid worker to be very happy on the job. If you aren't happy, how can you increase your level of satisfaction? Check your attitude. Don't use a weak educational background as an excuse not to turn your situation at work around. If you sincerely believe that lack of education is holding you back, get off your duff and get the education you need.
The Ten Biggest Quality Mistakes
(c) Copyright 2005 Craig Cochran
About 2,400 words.
The easiest way to improve is to learn from the mistakes of other people. Experience has taught me that there are plenty of mistakes out there. The trick is to recognize them and understand what to do in their places. Unfortunately, I keep seeing the same mistakes over and over. They aren't mistakes because they violate a standard like ISO 9001, they're mistakes because they violate good sense. Let's examine the top quality mistakes I run into and see how they can be corrected:
About 2,400 words.
The easiest way to improve is to learn from the mistakes of other people. Experience has taught me that there are plenty of mistakes out there. The trick is to recognize them and understand what to do in their places. Unfortunately, I keep seeing the same mistakes over and over. They aren't mistakes because they violate a standard like ISO 9001, they're mistakes because they violate good sense. Let's examine the top quality mistakes I run into and see how they can be corrected:
Limiting quality objectives to traditional quality topics
The term 'quality objective' is an unfortunate one. It introduces subjectivity (quality) into a subject that should be quite clear (objectives). A better much term would simply be measurable objectives, since that requires less interpretation. The word 'quality' clouds the issue and makes many people want to narrow the focus of what a quality objective can be.
The truth is that quality is related to everything an organization does, and a quality objective can be anything measurable that relates to the organization's success. A quality objective might relate to finances, customer feedback, safety, efficiency, speed, innovation, or anything else. All of these attributes are connected to quality in one way or another. When selecting quality objectives, organizations should examine what matters most to their success. Whether the resulting measure is tied to traditional quality control or quality assurance topics is meaningless. What matters is measuring what will drive excellence.
Holding management reviews once or twice a year
Management review is the process of top management analyzing data, making decisions, and taking action. Ideally, it is a preventive process, since data will hopefully indicate threats before they blossom into full blown problems. If top management is unable to proactively analyze data and prevent problems, then they're not doing their jobs, plain and simple. Holding management reviews once or twice a year ensures that actions taken won't be preventive. Only through timely and frequent review of data can actions be preventive, and once or twice a year won't cut it.
The term 'quality objective' is an unfortunate one. It introduces subjectivity (quality) into a subject that should be quite clear (objectives). A better much term would simply be measurable objectives, since that requires less interpretation. The word 'quality' clouds the issue and makes many people want to narrow the focus of what a quality objective can be.
The truth is that quality is related to everything an organization does, and a quality objective can be anything measurable that relates to the organization's success. A quality objective might relate to finances, customer feedback, safety, efficiency, speed, innovation, or anything else. All of these attributes are connected to quality in one way or another. When selecting quality objectives, organizations should examine what matters most to their success. Whether the resulting measure is tied to traditional quality control or quality assurance topics is meaningless. What matters is measuring what will drive excellence.
Holding management reviews once or twice a year
Management review is the process of top management analyzing data, making decisions, and taking action. Ideally, it is a preventive process, since data will hopefully indicate threats before they blossom into full blown problems. If top management is unable to proactively analyze data and prevent problems, then they're not doing their jobs, plain and simple. Holding management reviews once or twice a year ensures that actions taken won't be preventive. Only through timely and frequent review of data can actions be preventive, and once or twice a year won't cut it.
Better Time Management
Making more productive use of your time is a major ingredient of business success in today's hectic world. My workplace survey of 234 people and the many seminars I conduct on time management have shown me that the top problem for businesspeople is not procrastination, as is often thought, but trying to do too much at once. This is especially true of high-energy, go-getter entrepreneurs, who like to control everything themselves.
WHAT AND WHEN TO DELEGATE
A clear sign that you have trouble managing your time: You work extremely long hours and you still don't get enough of the important stuff done -- activities that generate sales, income and new customers or clients -- while servicing your current commitments.
A clear sign that you have trouble managing your time: You work extremely long hours and you still don't get enough of the important stuff done -- activities that generate sales, income and new customers or clients -- while servicing your current commitments.
Solution: Make a list of the things that only you can do or should be doing for the success of your business. Be sure to include at least 30 minutes to an hour each day for thinking, planning and creating the next day's to-do list. Then try to delegate everything else.
AFFORDABLE HUMAN RESOURCES
For a business that can't afford a large full-time staff, there are wonderful alternatives for getting the help needed to keep key people productive. Examples... Commissioned sales help that can boost revenues without increasing overhead. Freelance or part-time contract workers who can come in to complete specific projects, such as producing a catalog or a brochure. Paid or unpaid interns -- students or family members whose tasks and responsibilities can be suited to their age and skills. Various outsourcing services that can be used on an as-needed basis.
AFFORDABLE HUMAN RESOURCES
For a business that can't afford a large full-time staff, there are wonderful alternatives for getting the help needed to keep key people productive. Examples... Commissioned sales help that can boost revenues without increasing overhead. Freelance or part-time contract workers who can come in to complete specific projects, such as producing a catalog or a brochure. Paid or unpaid interns -- students or family members whose tasks and responsibilities can be suited to their age and skills. Various outsourcing services that can be used on an as-needed basis.
CROSS-TRAINING AND JOB ROTATING
A PROPERLY managed business can continue successful operation during the temporary or permanent absence of any given employee or manager. Jerry L. Stead, chairman, CEO and president of Square D Co, keeps putting this question to his colleagues: "If you fell under a bus tomorrow morning, who would replace you?"
The best managers prepare and provide for the continuation of business by cross-training and rotating their employees. Cross-training ensures there will be trained people to back up and cover all job responsibilities.Cross-training and rotation also keeps employees stimulated and challenged, while they gain new knowledge and skills.
How is cross-training accomplished?
Some of the common approaches managers use include special project assignments, classroom training, understudy assignments and job rotation. Special project assignments such as preparing a budget, updating a policy, or running a new machine can expose people to new tasks and responsibilities. Classroom training provides opportunities to learn new information, attitudes and behaviors.
How is cross-training accomplished?
Some of the common approaches managers use include special project assignments, classroom training, understudy assignments and job rotation. Special project assignments such as preparing a budget, updating a policy, or running a new machine can expose people to new tasks and responsibilities. Classroom training provides opportunities to learn new information, attitudes and behaviors.
Top 10 Ways to Be Happy at Work
By Susan M. Heathfield, About.com
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Working at Google sounds very cool. I'd be the first to tout Google as a motivating employer:
free food, engineers who are enabled to spend 20 percent of their time on their own projects,
and a work environment that fosters play and creative thinking. At Google, Genentech and
other Fortune magazine top 100 companies, employers provide the best workplaces.
At the same time, perks that enable employees to spend all of their time at work exploit
people and destroy work - life balance. So, even the best employer may not be best for
everyone. These are the factors that will help you find happiness at work.
1. Choose to Be Happy at Work
Happiness is largely a choice. I can hear many of you arguing with me, but it's true. You can
choose to be happy at work. Sound simple? Yes. But, simplicity is often profoundly difficult to
put into action. I wish all of you had the best employer in the world, but, face it, you may not.
So, think positively about your work. Dwell on the aspects of your work you like. Avoid
negative people and gossip. Find coworkers you like and enjoy and spend your time with
them. Your choices at work largely define your experience. You can choose to be happy at
work.
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