Everything You’ll Truly Need to Know Apropos of Performance Evaluations

02/19/2010

Visit and check out this great resource for employee appraisal instructions.

The state of the economy means that it is most effective to ramp up profits by cutting expenses, not a increase of income. performance management software, despite often being neglected, is a great benefit to companies looking to do this. Obviously, everyone is aware that making the most out of your business necessitates knowing where each and every one of your employees do their best work, and knowing how to adjust your routines to match. While this data is highly useful, it is not always effortless to get hold of. Determining and tracking progress through employee evaluation on its own can be a huge hassle. You first put employee evaluation systems together in order to appraise all work carried out by each member of staff. Assessing this information comes next. After all, before it’s ready to use determining goals and tracking future development it’s key to know what the pure information translates to. Using performance management software, you can just examine the different analyses to deduce the ideal targets and subsequently keep track of the employee’s development. With more accurate information in less time, this can be a cost saving measure on its own. Should you choose to you can instead make your own analysis, merely employing the software to produce and update a full record to work from.

Not only that, but improving your employees efficiency is only one of the improvements you can make using performance management software. Both suppliers and clients can be studied using such software, giving you still more performance management tools. Identifying the suppliers that stock the better quality and lowest priced products can reduce costs significantly. Clients can also be examined with relation to your own business, and as with internal matters and suppliers it’s possible to streamline your processes and help your bottom line. Using this information you can customize your ordering and selling habits to boost income and minimize costs. This information will allow you to identify your best target audience. With this demographic in mind advertising becomes more effective and quicker to plan. Performance appraisal software lets you study your suppliers to save money and watch your market to tailor your plans and boost your profits. Combined with a program of employee reviews such tool can simplify employee performance management significantly. It occasionally seems as if there’s no upper limit with performance management software backing you up.

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Some Thoughts on People Management

09/06/2009

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Efficient people management is crucial in order to achieve the best in your business success. You may learn and improve these skills. Having a innate affinity for getting along with people may be a plus, nevertheless you can do some things that will make this process simple. Build relationships: Start by using the names of the workforce. Encourage conversation; make eye contact during a conversation. Have a respectful attitude, also pay attention to the other person’s thoughts, regardless of whether you are in agreement or not. The development of listening skills is one of the best things you can do to better your human resources management skills. Exhibit an interest in what everyone can contribute to the team.

Show integrity: Keeping your promises is very important. When your word is not kept, it can destroy trust, and nobody will give you their best efforts if they do not trust you. When you give a commitment or make a promise, you are wasting your time and effort if you don’t follow through. You will find, if your people can’t depend on your word, you can be certain they will behave in the same way. Encourage feedback: It’s a two-way street. Having an open mind with regard to other people’s views is an important skill in managing individuals. If you are able to show approachability and receptiveness, you establish that your co-worker’s thoughts matter to you, and they should value yours. Frank discussion in addition encourages creative troubleshooting, original ways of fulfilling goals, and strengthens the company dynamic. By allowing the team some input, the project and its outcome will become important to each employee. Communicating is the key: Communication is the key to dealing with people effectively. Be approachable, utilize listening skills, retain an open mind, and encourage each of your team to express their opinions. Staff should be inspired to talk to one another not only with you. The creative process relies to a great extent on the interchange of opinions, if the team communicate efficiently, it’s easy to identify problems at an early stage, and corrections can be implemented before things get out of hand. This will require time, all the same the payoff is worthwhile. By establishing the bonds of a good team and developing good listening skills, you can accomplish a successful business.

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Corporate Performance Management

05/31/2008

Appraising the performance of individuals, group and organizations is a common practice of all societies. While in some instances the appraisal processes are structured and formally sanctioned, in other instances they are an informal and integral part of daily activities. Corporate performance management has sometimes been referred to as the Achilles heel of managerial staffing, but it is probably a major key to managing itself. It is the basis for determining who is promotable to a higher position. It is also important to management development, because if a manager’s strengths and weaknesses are not known, it is difficult to determine whether development efforts are aimed in the right direction.

Appraisal is, or should be, an integral part of a system of managing. Knowing how well a manager plans, organizes, staffs, leads and controls is really the only way to ensure that those occupying managerial positions are actually managing effectively. Effective performance appraisal should also recognize the legitimate desire of employees for progress in their professions. One way to integrate organizational demands and individual needs is through career management that can be a part of corporate performance management.

Performance appraisal is a method of evaluating the behavior of employees in the workplace, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual’s job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, which means performance is always measured in terms of results. A student, for example, may exert a great deal of effort while preparing for the examination but may manage to get a poor grade. In this case the effort expended is high but performance is low. In order to find out whether an employee is worthy of continued employment or not, and if so, whether he should receive a bonus, a pay raise or a promotion, his performance needs to be evaluated from time to time.

Corporate Performance Management provides detailed information on Corporate Performance Management, Corporate Performance Management Software, Corporate Performance Management Solutions, Corporate Performance Management Courses and more. Corporate Performance Management is affiliated with Business Process Management Systems.

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Leadership in Today’s World

05/22/2008

The most important thing you do is LEAD your people. Every
productive activity on your daily agenda is leadership,
regardless of what you call it. You manage, advise, teach,
decide, and direct. The list goes on but it’s all leading.

The most valuable commodity of any great organization is the
quality of good people. They deserve the most inspired caring
leadership you can provide.

Leaders seize the opportunity and use it properly to attain
excellence.

A critical factor in the exercise of leadership is the
adaptability of the person in charge. Whenever any of the
variables change, the necessarily “right” style must change. The
leader must then adjust his or her approach. The style that
worked yesterday may not work tomorrow–but the leader will
adapt. It takes time for a new leader to identify the “right”
style of leadership. By the time that leader discovers the
correct approach he or she may have damaged his or her
credibility. The leader may then have established a pattern of
behavior that will stick with him or her for the rest of their
lives.

Another component of good leadership is caring. Good leaders
care about and take of their people. They help them deal with
stress that arise both from the job and from external
sources.Leaders never let the pressure of their job interfere
with taking care of their people.

What your members of your team or organization say is important.
Without exception every group complains to some degree. But this
is not always bad. Quality of leadership must be assessed by
looking at where the irritants lie. If discussions generally
dwell on internal issues within the team or organization,
leadership might need improvement. If they focus instead on
internal issues at a higher level such as company or corporate
headquarters, there is a chance your people are satisfied with
your leadership.

Equally important in the assessment of leadership is how
participants interact in sensing sessions. This is commonly seen
as an indicator of morale–how they feel about themselves. It is
also a broad indicator of how they feel about their organization.

Cooperative groups generally come from good environment. They
talk about anything. At times they even complain but they also
frequently recommend solutions. The tone and body language of
these group suggest that they are basically satisfied with their
leadership. The willingness to recommend improvements suggest
confidence in their leaders to listen to opinions and to act on
recommendations.

Vocal, hostile groups generally come from poor environments.
These groups use sensing sessions to vent their frustrations.
They don’t sense that their leaders understand or care enough
about them to deal with their problems. In most cases, these
groups see their leaders adding more to their burden than they
take away.

Reticent groups also generally come from poor environments. They
hesitate to say anything. These groups demonstrate the
resignation that sets in when they feel no one cares about their
problems. Alternatively, they may respresent teams that work
under repressive leadership that is intoleratnt to “whiners” or
threatens retribution for complaining. A good senior leader can
do things to overcome poor leadership below them. The converse
is not true . Even the most inspired junior leaders cannot
compensate for the “wrong” style imposed upon them and their
team from above.

So far we’ve dealt with selection of leadership style, based on
individual and organizational varibles . Another way to look at
leadership is to consider how it is used. We will explore the
leader’s selection of the “right” approach to running an
organization in my next edition on leadership.

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A Look Inside the Strategic Mind

05/21/2008

The strategic mind is an unrolling canvas of ideas and thoughtsshapes and forms, maps and pathways. Constantly churning the mind is sensitive to movements around it, interpreting the factors and elements swirling about but not controlled by them. Seeing, planning, rehearsing, revising, they can incorporate new ideas easily and fluidly instead of rejecting or discarding them. They question not for questioning sake but to add and grow the depths of their knowing.

Because they zero in on their goals so clearly and have a focused determination, they think themselves well into the future planning many steps ahead. They don’t wait for the universe to support them or supply them with answers. They go forth into the world collecting information, searching, processing, and asking more than what can ever be asked of them.

Always thinking, where am I? Where am I going? How will I get there? Questions marks float about and they grab them tightly, but only for a little while before letting go. The only limits in view are self imposed and usually temporary for they are on a journey without end.

A tape runs continually…

  • No matter how good things are, success is a moving target.
  • No matter how bad things are, failure is not an option.
  • Anything worth any amount of time requires a plan.
  • If the world didn’t change we’d only need one plan for a lifetime.

The pursuits of the strategic mind challenge all notions of defeat and welcome the opportunity to risk for the sake of curiosity and a passion for learning. The stories from the strategic mind unfold from beginning to end in full complete images not in small pieces or parts. At the first site of a block or wall they see the light above it and the path around it. Because most things are possible they keep seeking a way. For every action a counter action is considered. They keep reviewing the tape until it reveals a clear path to the end. This mind does not measure failure by how often it is right or wrong, but by whether or not it is left behind.

Since failure is not on option, the only thoughts left are how to succeed in spite of change, obstacles, and disappointments that are sure to come. Time is spent pondering only those things that they can control and they have the ability to control more things than most. They find hidden keys to unlock closed doors and build bridges of curiosity over doubt. If it has ever been done they are certain that they can do it. If it’s never been tried, there must be a way. In a quest for relevance the mind is turned toward what has to be done differently to beat change at its own game.

The visions are deliberate and focused without being fixed or limited. They see long range, but don’t get too lost in thoughts of the future. Their task is how to create many possible futures in spite of circumstances and constraints. They see long range, wide angled pictures painted in vivid color. They think big and far, and high and wideno limits.

They have the ability to reason through the multiple choices and develop primary responses. They can easily navigate several paths all leading to their ultimate goal. Energy is never wasted but is all spent on discovery. There is an end in site but this is not the time to rest.

They are miles ahead of change. They consider options, trends and predictionsbefore making one move. It is often difficult to tell exactly what they are thinking but they are always deep in thought. Quiet and still they are not easily thrown off balance by small challenges of the day. When everything around them is in chaos they simply make slight adjustments and changes in their position but they never leave the course.

And all of this happens in the strategic mind… before one word is ever spoken.

When they open their mouths to speak, they do so with an unsettling conviction and a sense of authority that is so descriptive everyone catches the vision. They can support their positions with sound reasoning and are still open and flexible enough to add to or take away as they share information with others.

The goal of the strategic thinker is to raise the stakes of possibility and participate fully in making the future happennot only for themselves but all those around them.

Wouldn’t you like to meet a few strategic thinkers?

Valarie Washington - EzineArticles Expert Author

We want you to share this article with others. Feel free to copy this article when you include the copyright and contact information listed below.

Valarie Washington, President of Think 6 is a knowledge broker helping companies improve organizational effectiveness, team performance, and individual productivity. Author of “Performance Case Analysis”, she delivers high impact training to corporations throughout the U.S. and internationally.

Contact Valarie at washington@think6results.com or by calling 630-705-1189. Visit us at http://www.Think6Results.com.

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Know the Source of Business

05/18/2008

One of the first questions we ask a prospect or new client is, “How did you get the business you have so far?” Some can answer exactly. Others aren’t as certain.

When we begin our first discussions with a new client, our preferred modus
operandi is to set up a program that allows us to talk to their customers who will
give us a comprehensive view of our client’s business. If we can’t talk to customers
right away and find out why they selected our client and what the experience has
been, we must rely on the information our client provides us.

Business executives who are responsible for business planning should know the
source of all their business. Knowing the incoming traffic patterns for new business
is critical to knowing how to increase those traffic lanes. A senior partner at one
very large and prominent law firm was bemoaning the fact that revenues were
slipping, business development was slipping, and partner polish was… well, not
very polished anymore. When we asked where they got most of their business he
said he didn’t know. As a starting point, knowing all sources of business would be
of great value to him as he makes business planning decisions for a new year.

If you know how and why you got most of your business, you’ll have solid clues
about how to get more. Another Davis, Kingsley & Company client had been
spending considerable amounts of money and energy courting bankers. We
assumed those relationships were of benefit to them so we commented to their
president, “Bankers must be a reliable source of new business for your firm.” His
reply was, “The greatest percentage of our business comes from referrals from
lawyers.” His reply showed me they were not directing their time toward a market
that offered the value they need. They were more comfortable building relationships
with bankers than with lawyers but it was costing them money and time. Those are
misdirected energies. It seemed obvious to us - from our perspective as outside
advisors - but it was a blind spot for them.

Many companies know exactly where they get their business and who brings it in.
And they know that this information may change over time. They have programs
and processes to help them focus on those sources to continually audit their
business development trails. If you have responsibilities for the growth of the
company, do you know specifically where, how and through whom your company
derives every bit of its business?

Darcie Davis, President of Davis, Kingsley & Company is a
management consultant, speaker, author and trainer. She works with
companies to secure genuine feedback from their clients before advising
them on strategic decisions about sales, marketing, and operations. Her
advice will keep your clients out of the jaws of the competition.

Learn more about Customer Satisfaction and Feedback Programs
offered by Darcie and her firm at http://www.DavisKingsley.com.

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Getting Things Done

05/16/2008

Do you ever wonder how much time you spend
thinking about things that need your attention?
Then, shrug your shoulders and think some more
about it later.In the meantime, nothing gets done.

Sometimes the “things” that are put off will only
take a few minutes to do; then it’s out of the way.
Think of the supper dishes- if everyone makes an
effort to clear the table and get at the dishes, this
will only take a few minutes.

Think how pleasant it will be in the morning to face a
clean and tidy kitchen. What a good way to start your
day. You do not have to sort through a pile of dirty
dishes for a cup, a plate or a teaspoon or whatever else.

Start with the simplest yet the most dreaded chore
that you have to do but keep putting off. Think of
the sense of accomplishment this will give you.

What about other routines? You’ve been thinking
about some exercise program. Ask yourself why aren’t
you doing it? Think of the negative energy that builds
up within you everytime something in your brain nags
you about your neglect. Compare it with the positive
results and benefits to your physical, mental and
emotional health. Imagine the peace of mind you’ll
derive. Think of how less stressed out you’ll be.

When you leave things unattended, before you know it,
other issues start to pile up-bills get shoved aside, clutter
starts to accumulate and surround you, you can’t even
find a place to put down your briefcase. You are constantly
looking for your keys and misplace a lot of things. Nothing
is where it should be, since there is no place marked
for anything.

Projects stare you in the face, not just one but a few,
if not more. You feel frustrated .Yet, you are thinking
and analyzing and wondering when you’ll finally
get these done.

Imagine the amount of negative energy you allow to
accumulate. This affects your stamina, it drains your
strength and worst, your peace of mind is compromised.

Procrastination also builds up negative blocks in your
life and living space. It causes the energy around you
to stagnate

This is not a way of life for anyone who wants to enjoy
and take pride in a sense of accomplishment. Add to this
peace of mind and tranquility when you clear the stacks
of undone projects.

Just do whatever needs to be done. Don’t waste precious
energy thinking about it. Thinking does not get anything
done. Why suffer twinges of guilt for procrastinating
and being disorganized?

Just do it, one item at a time. Invite the flow of positive
energy into your life. Build the blocks of accomplishment
by doing one thing at a time.

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The Power of Clarity

04/24/2008

Bunker Hunt, a man who rose from a bankrupt cotton farmer in the 1930s to a multi-billionaire when he died in the 1970s, was once asked during a TV interview what advice he could give to others who wanted to be financially successful. He responded by saying that it’s not terribly difficult to be successful and that only two things are required. First, you must decide exactly what it is you want to accomplish. Most people never do that in their entire lives. And secondly, you must determine what price you’ll have to pay to get it, and then resolve to pay that price.

Clear Goals Are Essential

Study after study has shown how essential clear goals and objectives are to the success of any business, and this is no less true of building your own career. If you don’t take the time to get really clear about exactly what it is you’re trying to accomplish, then you’re forever doomed to spend your life achieving the goals of those who do. In the absence of a clear direction for your life, you will either meander aimlessly or you will build a career that you don’t feel good about. You may make some money, and you may do some interesting work, but the end result will not resemble anything you ever made a conscious decision to build, and ultimately you will be left with the sinking feeling that maybe you took a wrong turn somewhere along the way. Do you ever look at your career and think to yourself, “How on earth did I get here?”

If setting goals is so critically important, then why is it that so few people take the time to define exactly where they want to go? Part of the reason is a lack of knowledge about how to set clear goals. You can go through years of schooling and never receive any instruction on goal setting at all. A failure to understand the immense importance of establishing clear goals is also common. But those who truly know what they want often outperform everyone else by an enormous degree.

A frequent deterrent to goal setting is the fear of making a mistake. Teddy Roosevelt once said, “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” Setting virtually any goal at all is better than drifting aimlessly with no clear direction. The best way I know to guarantee failure is to avoid making clear, committed decisions. Every day is already a mistake if you don’t know where you’re going. You’re probably spending most of your time working to achieve other people’s goals. The local fast food restaurant, TV advertisers, and the stockholders of the businesses you patronize are all very happy for that. If you don’t decide what you really want, then you’ve decided to hand your future over to the whims of others, and that’s always a mistake. By taking hold of the reins yourself and deciding where you’d like to go, you gain a tremendous sense of control that most people never experience in their entire lives.

Many people assume that because they have a direction, they must therefore have goals, but this is not the case and merely creates the illusion of progress. “Making more money” and “building a business” are not goals. A goal is a specific, clearly defined, measurable state. An example of the difference between a direction and a goal is the difference between the compass direction of northeast and the top of the Eiffel Tower in France. One is merely a direction; the other is a definite location.

Define Goals in Binary Terms

One critical aspect of goals is that they must be defined in binary terms. At any point in time, if I were to ask you if you had achieved your goal yet, you must be able to give me a definitive “yes” or “no” answer; “maybe” is not an option. You cannot say with absolute certainty if you’ve fully completed the outcome of “making more money,” but you can give me a definitive binary answer as to whether or not you are currently standing on top of the Eiffel Tower. An example of a clear business goal would be that your gross income for the month of April this year is $5000 or more. That is something you can calculate precisely, and at the end of the month, you can give a definitive answer as to whether or not your goal has been achieved. That is the level of clarity you need in order to form a goal that your mind can lock onto and move towards rapidly.

Be Detailed

Be as detailed as possible when setting goals. Give specific numbers, dates, and times. Make sure that each of your goals is measurable. Either you achieved it, or you didn’t. Define your goals as if you already know what’s going to happen. It’s been said that the best way to predict the future is to create it.

Commit Goals to Writing

Goals must be in writing in the form of positive, present-tense, personal affirmations. A goal that is not committed to writing is just a fantasy. Set goals for what you want, not for what you don’t want. Your subconscious mind can lock onto a clearly defined goal only if the goal is defined in positive terms. If you put your focus on what you don’t want instead of what you do, you’re likely to attract exactly what it is you’re trying to avoid. Phrase your goals as if they are already achieved. Instead of saying, “I will earn $30,000 this year,” phrase it in the present tense: “I earn $30,000 this year.” If you phrase your goals in future terms, you are sending a message to your subconscious mind to forever keep that outcome in the future, just beyond your grasp. Avoid wishy-washy words like “probably,” “should,” “could,” “would,” “might,” or “may” when forming your goals. Such words foster doubt as to whether you can really achieve what you are after. And finally, make your goals personal. You cannot set goals for other people, such as, “A publisher will publish my software by the end of the year.” Phrase it like this instead: “I sign a North American retail publishing contract this year that earns me at least $50,000 by the end of the year.”

Objectify Subjective Goals

What if you need to set subjective goals, such as improving your own level of self-discipline? How do you phrase such goals in binary terms? To solve this problem, I use a rating scale of 1 to 10. For instance, if you want to improve your self-discipline, ask yourself on a scale of 1 to 10, how do you rate your current level of self-discipline? Then set a goal to achieve a certain specific rating by a certain date. This allows you to measure your progress and know with a high degree of certainty whether or not you’ve actually achieved your goal.

Goal Setting Is an Activity

Setting clear goals is not a passive act. It doesn’t happen automatically. You must take direct conscious action in order to make it so. Everything counts, and nothing is neutral. You are either moving towards your goals, or you’re moving away from them. If you do nothing or if you act without clarity, then you are almost certainly a victim of “being outgoaled.” In other words you are spending your time working on other people’s goals without even knowing it. You are happily working to enrich your landlord, other businesses, advertisers, stockholders, etc. Each day you spend working without a sense of clarity about where you’re headed is a step backwards for you. If you don’t actively tend your garden, then weeds will grow automatically. Weeds don’t need to be watered or fertilized. They just grow by themselves in the absence of an attentive gardener. Similarly, in the absence of conscious and directed action on your part, your work and your life will automatically become full of weeds. You don’t need to do anything at all to make this happen. And when you finally get around to taking a serious look at where you are and where you want to go, the first thing you’ll have to do is pull out all those weeds.

Reading this article will do absolutely nothing for you unless you turn it into some form of physical action. The best thinking unfortunately gives you zero results. In reality, you won’t even be paid a penny for your thoughts. You can have the most creative idea in the world, but ideas themselves are utterly worthless. You only get results from the physical actions you take, never for the ideas you have. In order to get any kind of tangible results at all, you must act on an idea. You must communicate it, build it, implement it, and make it real.

Clarity Is a Choice

If you’ve been running your career in an unfocused manner, just waking up each morning and seeing what happens, then it is absolutely crucial that you take the time to decide and write down exactly where it is you want to go. How much longer will you continue to climb the ladder of success, only to realize too late that it was leaning against the wrong building? Just pick a point in the future, whether it’s six months from now or five years from now, and spend a few hours writing out a clear description of where you want to be at that time. I know many people who aren’t sure where they want to go, so they avoid committing anything to writing in order to “keep their options open.” What would happen if you pursued that attitude to its logical conclusion? If you always kept your options open and never made any firm commitments, then you’d never get promoted, start your own business, get married, have a family, move to that new home, etc. except to the degree that someone else made that decision for you.

I used to have a friend like this, who still hasn’t decided what he wants to do with his life. He yields control of his life to others without even realizing it, simply because he’s unwilling to take the time to define a vision for his own life out of fear of making the wrong choice. His life is ruled by others who push their goals onto him, which he accepts by default. Ask yourself if you’re in the same boat. If a friend of yours became totally committed to getting you to change something in your life at random — your career, your living situation, your relationship, etc. — could s/he do it just by being absolutely certain and committed that it’s the right thing for you? Could a business associate come along and radically alter your plans for the week without you ever deciding consciously that such a change is consistent with your goals? We all suffer from problems like these to the degree that we fail to set clear goals for ourselves. There is a big difference between recognizing and acting on a true opportunity and being knocked off course without making a conscious decision to shift gears.

Waiting for something to inspire you and hoping that the perfect outcome will just fall into your lap is nothing but a fantasy. Clear decision making doesn’t happen passively; you actually have to physically put in the time to make it happen. If you don’t have clear goals simply because you don’t know what you want, then sit down and actively decide what you want. That sense of knowing what you want isn’t going to just come to you in a form of divine inspiration. Clarity is a choice, not an accident or a gift. Clarity doesn’t come to you — you have to go to it. Not setting goals is the same thing as deciding to be a slave to the goals of others.

Clear Goals Sharpen Present-Moment Decisions

Your reality will not match your vision exactly. That’s not the point. The point is for your vision to allow you to make clear daily decisions that keep you moving in the direction of your goals. When a commercial airliner flies from one city to another, it is off course over 90% of the time, but it keeps measuring its progress and adjusting its heading again and again. Goal setting works the same way. Maintain a clear list of goals not because that’s actually where you’ll end up but because it will give with tremendous certainty in deciding what you need to do today. When someone contacts you with an “opportunity” out of the blue, you’ll know whether it’s a real opportunity or a waste of time. The long view sharpens the short view.

As you begin moving towards your goals, you’ll gain new knowledge along the way, and you’ll have to adapt your plans as you go. You may also change your vision if you get partway there and decide it’s not quite what you really want. Ill-formed goals are still far superior to no goals at all.

I was once told by someone that I should end each day by crossing it off my calendar and saying out loud, “There goes another day of my life, never to return again.” Try this for yourself, and notice how much it sharpens your focus. When you end a day with the feeling that you would have lived it the same if you had the chance to repeat it, you gain a sense of gratitude that helps you focus on what’s really important to you. When you end the day with a feeling of regret or loss, you gain the awareness to try a different approach the next day.

You’ll see a measurable difference in your life the very first day you establish clear, committed goals, even if your first few attempts aren’t perfect. You’ll be able to make decisions much more rapidly because you’ll see how they’ll either move you towards or away from your goals. On the eve of his death, Walt Disney had a reporter crawl into bed with him so he could share his vision for Disney World, six years before its completion. When Disney World finally opened, another reporter commented to Walt’s brother, Roy, “It’s too bad Walt did not live to see this.” Roy replied, “Walt saw it first. That’s why we are seeing it now.” Clear goals allow you to achieve the first half of Bunker Hunt’s success formula. By deciding exactly what you want to accomplish, committing it to writing, and reviewing it on a daily basis, you bring your goals into reality with the power of your focus.

Copyright © Steve Pavlina

Steve Pavlina
Personal Development for Smart People
http://www.stevepavlina.com
http://www.stevepavlina.com/blog (blog)
http://www.stevepavlina.com/articles (articles)

Steve is intensely growth-oriented. He trained in martial arts, ran the L.A. Marathon, and graduated from college in three semesters with two degrees. He can juggle, count cards at blackjack, and make damn good guacamole. Steve is also a polyphasic sleeper, sleeping just 2-3 hours per day and only 20 minutes at a time. So chances are good that he’s awake right now.

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Improved Communication to Improve Results

04/20/2008

Facilitating good communication can make the difference between a well oiled, effective team and disorganization and ambiguity. By following the tips below, you, the supervisor, can take steps toward improving communication with your employees:

1.Sure you’re their boss, but people listen better when you show respect and consideration. Remember how you felt in school when the teacher talked down to you? When employees are treated as adults, they are more likely to act like adults.

2. Explain such things as work orders, rules, and the reasons the task is necessary. If people understand why they get assignments and what the work is about, they will cooperate more and do a better job.

3. Be certain you and your employees have the same understanding of the task. Ask them to tell you in their own words what they heard. You can do the same by saying, “Okay, what you’re saying is . . .”, and reviewing what they said to you.

4. Think about how to give directions and assignments clearly. Review, in your mind, what you are going to say to see if it could be misunderstood before you say it.

5. Try to keep calm and cool. –Even at busy times when all are under pressure, you can help by communicating clearly and calmly. If you get upset others will too. That won’t help get the job done. –Yelling is not good communicating. People don’t hear well or accurately when you or they are hot under the collar. –Being cool in hot situations will earn you your employees’ respect, understanding, and support. Remember: Good communication and good performance go together.

Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortium

CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.

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