Author : Joe Miller
"Where did it go? It was here yesterday. Wait. Here it is. But it looks a lot like the draft I just sent my team members yesterday. I don't remember when this change was made. Who made this change? Why is document tracking so difficult?"We have all seen it before. Desk space is being invaded by papers and drafts of rather important information that is in a rather unidentifiable order. When it comes to information, businesses know that time is money. Businesses do not want to spend money for hours spent on manual document tracking, which is why most business are searching out document tracking software that keeps all of your drafts, reports, and other important informational documents in order. Document tracking software has literally rescued business from drowning in an innavigable sea of documents.So, what is document tracking and how do I find the right software to make it happen? You can start by searching "document tracking" on a search engine, and you will find about 167 million pages indexed on document tracking. The good news is that information and products to get your business started on effective document tracking is available. The bad news is that all of that information can be difficult to sift through in order to find the document tracking software that fits your business needs.Document TrackingWhether your business specializes in potato chips or automobiles, your business will have departments and teams that work together with management, investors, and clients to produce reports on the market, the budget, the product, the sales, or other important information, and document tracking is the glue that keeps a report together. These reports are meant to bring all parties on to the same page with respect to how the company is running and needs to run.As these teams and departments compile information and develop reports and presentations, several drafts are sent back and forth between parties and that is when document tracking gets sticky. The desktop, outlook, and the hard drive could very quickly get filled with numerous drafts under numerous titles, leaving you with more questions than answers. Who? What? When? Where? And how? Repeat through your mind as you look over this complex collection of documents. Whether manual or electronic filing has been your method, electronic document tracking can answer all of your document tacking questions.Let's begin by chiseling down your 167 million choices by examining software that will meet your businesses document tracking needs.Digital ThreadAs you search through the torrent of document tracking software available today you will notice a technology which propels some document tracking software ahead of the rest. This technology is called Digital Thread. Document tracking with Digital Thread means that any document can be tracked through its various edits by a tag in the metadata of the document. As the drafts of the document are sent back and forth, you will always be informed as to the who's, what's, when's, where's, and how's of the document and its changes.Digital SignatureThe Digital Thread has successfully overcome the challenge of document tracking, and now Digital Signature comes into play by displaying in your outlook or whenever you open a document, the who's, what's, when's, where's, and how's of the document and its drafts. Document tracking enables you to know exactly what you are looking for right when you open the document.Version HistoryOften times a visual map or a family tree of your document simplifies the document tracking process. Version history puts all of the document tracking pieces together in a genealogy of drafts, which describes the who's, what's, when's, where's, and how's of the document tracking process.Joe Miller is specialist in online advertising. For more information on document tracking, please visit NextPage.com.
Keyword : document tracking, document management, groupware, teamware
วันอาทิตย์ที่ 24 กุมภาพันธ์ พ.ศ. 2551
25 Great Ways to Find the Right People and Not Break the Bank
Author : Marcia Zidle
Are you trying to hire dozens of hourly workers or a senior executive? Where do you look and how do you get the word out? There are many ways to find the right people besides placing want ads.Here are 30 innovative and inexpensive ways to expand the pool of potential applicants. Pick and choose the ones that "fit" your company and your budget.
Place ads on TV and radio, in the movie theater, at bus stations and airports, etc.
Register to list your open positions with your state and local employment service.
Recruit a more diverse workforce by setting up booths at minority fairs and events.
Maximize employee referrals through a well-publicized bonus and reward program.
Work with the chamber of commerce to post positions and inform you of new arrivals.
Hire and train entry-level workers through "Welfare-to-Work" and other federal programs.
Track applicants who went to another company and re-contact with them at periodic intervals.
Search out and woo non-traditionals – men, minorities, retirees, ex-military, career changers, etc.
Tell everyone you know – accountants, bankers, clergy, boards, even hairdressers –about openings.
Use internet employment sites such as monster.com, myjob.com, etc. Post positions on your own website.
Stop in at community centers, churches, etc. - introduce yourself - and say, "I'm looking for workers."
Start a speaker's bureau and speak at church job clubs, high schools, college campuses, military bases, etc.
Begin internships or apprenticeships for high school and college students to introduce them to your company.
Cultivate relationships with community organizations such as churches and clubs and ask them to refer promising applicants.
Ask your best people to give you the names of three other first class people they know who might be persuaded to come on board.
Contact career transition firms, relocation companies, real estate agents that come in contact with spouses looking for positions.
Create a first-name relationship with state welfare and job service officials so that they will remember to refer job seekers to you.
Network at trade shows, work the crowd to identify possible candidates, and then maintain contact with the best until an opening comes up.
Track local companies' announcements of layoffs, relocations out of the area, mergers or shutdowns. Work with the company to set up a recruiting fair.
Place recruitment ads at civic, church events, fire departments, high school sporting events, senior citizen centers, shopping malls, Rotary, Kiwanis, etc.
Ask new hires which people they would recruit from their former companies and colleges, because talented people tend to recognize other talented people.
List open positions on job hot lines and websites of professional associations as well as with outplacement firms who counsel a variety of job seekers.
Stop limiting your recruiting to "the best" universities and big company candidates. Many of the best hires can be found at state colleges and at smaller organizations.
Ask current successful employees what they do in their leisure time. If you find that many of them have similar interests outside work, set up a booth at those events.
Train managers to capture the names and email addresses of impressive people they meet at conferences. Over time, create a talent database and send them a regular email newsletter.
Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job – to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management.Subscribe by going to
http://leadershiphooks.com and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks – resources for managers on the front line and the Power-by-the-Hour programs – fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Keyword : Hiring practices, hiring the right people, staffing services, staffing solutions, recruitment
Are you trying to hire dozens of hourly workers or a senior executive? Where do you look and how do you get the word out? There are many ways to find the right people besides placing want ads.Here are 30 innovative and inexpensive ways to expand the pool of potential applicants. Pick and choose the ones that "fit" your company and your budget.
Place ads on TV and radio, in the movie theater, at bus stations and airports, etc.
Register to list your open positions with your state and local employment service.
Recruit a more diverse workforce by setting up booths at minority fairs and events.
Maximize employee referrals through a well-publicized bonus and reward program.
Work with the chamber of commerce to post positions and inform you of new arrivals.
Hire and train entry-level workers through "Welfare-to-Work" and other federal programs.
Track applicants who went to another company and re-contact with them at periodic intervals.
Search out and woo non-traditionals – men, minorities, retirees, ex-military, career changers, etc.
Tell everyone you know – accountants, bankers, clergy, boards, even hairdressers –about openings.
Use internet employment sites such as monster.com, myjob.com, etc. Post positions on your own website.
Stop in at community centers, churches, etc. - introduce yourself - and say, "I'm looking for workers."
Start a speaker's bureau and speak at church job clubs, high schools, college campuses, military bases, etc.
Begin internships or apprenticeships for high school and college students to introduce them to your company.
Cultivate relationships with community organizations such as churches and clubs and ask them to refer promising applicants.
Ask your best people to give you the names of three other first class people they know who might be persuaded to come on board.
Contact career transition firms, relocation companies, real estate agents that come in contact with spouses looking for positions.
Create a first-name relationship with state welfare and job service officials so that they will remember to refer job seekers to you.
Network at trade shows, work the crowd to identify possible candidates, and then maintain contact with the best until an opening comes up.
Track local companies' announcements of layoffs, relocations out of the area, mergers or shutdowns. Work with the company to set up a recruiting fair.
Place recruitment ads at civic, church events, fire departments, high school sporting events, senior citizen centers, shopping malls, Rotary, Kiwanis, etc.
Ask new hires which people they would recruit from their former companies and colleges, because talented people tend to recognize other talented people.
List open positions on job hot lines and websites of professional associations as well as with outplacement firms who counsel a variety of job seekers.
Stop limiting your recruiting to "the best" universities and big company candidates. Many of the best hires can be found at state colleges and at smaller organizations.
Ask current successful employees what they do in their leisure time. If you find that many of them have similar interests outside work, set up a booth at those events.
Train managers to capture the names and email addresses of impressive people they meet at conferences. Over time, create a talent database and send them a regular email newsletter.
Marcia Zidle, the 'people smarts' coach, works with business leaders to quickly solve their people management headaches so they can concentrate on their #1 job – to grow and increase profits. She offers free help through Leadership Briefing, a weekly e-newsletter with practical tips on leadership style, employee motivation, recruitment and retention and relationship management.Subscribe by going to
http://leadershiphooks.com and get the bonus report "61 Leadership Time Savers and Life Savers". Marcia is the author of the What Really Works Handbooks – resources for managers on the front line and the Power-by-the-Hour programs – fast, convenient, real life, affordable courses for leadership and staff development. She is available for media interviews, conference presentations and panel discussions on the hottest issues affecting the workplace today. Contact Marcia at 800-971-7619.
Keyword : Hiring practices, hiring the right people, staffing services, staffing solutions, recruitment
Make a Difference - Sweat the Small Stuff First
Author : Martin Haworth
My background is in retail management - yes, running stores, from tiny ones you couldn't swing the proverbial cat around in, to huge three floor jobs. Yet there are some guiding principles which, like Giuliani did for New York, that make a difference on a smaller scale. Guiding principles which make a huge, possibly unseen difference to your customers and no less so to your employees.I'd like to suggest that, on the basis of 20% of the focus gives you 80% of the return, acting in just two areas of fine detail will make all the difference in a retail business.As they say - 'Retail is Detail'
Presentation
Making a difference in the presentation of your store sets a tone for who you are as a business and for your customers, what they can expect from you. And this needs to come from you, the leader of the business and very clearly. Indicating what is acceptable in terms of how you display the merchandise, how you use display materials, where your focus and priorities are is very important. As you provide the lead, others will follow. If you do it in a positive, constructive, even coaching way, they will learn, deliver consistently and even generate their own ideas. Once established, this becomes a culture of 'the way we do things
around here'.Presentation is perfection within the constraints of what you are able to do. Focusing on what you can't do, for maybe want of financing, is a waste of time and energy. Time and energy that can be focused on fixing that which is within your influence, and those of your people. This can be your own version of the 'Broken Windows' or graffiti analogy that Giuliani uses so well - applied locally by you.So, for me, 'Perfection in Presentation' is:-
Having the products you sell available at all times for your customers
Being clean
Removing debris (like sticky residues from old showcards and stuff like that)
Making checkouts available for just that - taking cash quickly and not selling stuff
Reducing 'visual chaos', which is intimidating for those very people you are trying to get into buying mode - your customers
Experiencing the experience - through visiting your own store as a customer and seeing just what catches your eye
Bottom line is that you need to have a focus of perfection yourself, lead your people through it and, over time, they will deliver for you. And you know what, they will make sure that everyone who starts new with you works that way for you.People
Your people are your most valuable asset. Working in a sharp end customer-facing role is challenging and tough. If you are a true leader in the retail business, you will have worked the tough shifts and the most challenging spots in your store. So you know how tough it can be. Yet there are standards here too - making them clear to everyone is a vital first step.Yet there is a service you can and must provide for your people. Simple things that need fixing before they can be on top for to play their part in representing your business. Finding out about what will make a difference, those multitude of little things that get in the way of perfect performance can be challenging.
It's down to asking questioins, and finding out by being there and engaging in conversations.Simple things like:-
Fixing the work schedules
Providing the right workwear
Ordering a namebadge
Getting the temperature right
Fixing the coffee machine
Having enough pens
Fixing a checkout door
Moving a cash point fixing that snags their trousers
Responding to requests quickly and positively
Being trustworthy
Communicating fully
Getting pay right first time
Fifty more possibilities, unique to your business (for a few more, checkout Motivation
By attending to what matters most to the people you employ - many of them 'Just Do Its' - fixed today even, you will leverage a return far more than the cost it takes to fix. And leave a legacy of a culture that will be a benefit for years to come.And by fixing things fast, you will develop a credibility in your leadership second to none. This can be used at the beginning of a new position, of in the middle - it doesn't matter. Once you start though, it works best if you have a developed sense of fixing easy things on the fly - fast and effective. Let that be your byword.Martin Haworth is a Business and Management Coach. He works worldwide,
mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, http://www.coaching-businesses-to-success.com.(Note to editors. This article may be edited for use in your publication or newsletter as long as a live link to the website is included)...helping you, to help your people, to help your business grow...
Keyword : detail,trust,management,people,employees,customers,presentation,leadership,giuliani
My background is in retail management - yes, running stores, from tiny ones you couldn't swing the proverbial cat around in, to huge three floor jobs. Yet there are some guiding principles which, like Giuliani did for New York, that make a difference on a smaller scale. Guiding principles which make a huge, possibly unseen difference to your customers and no less so to your employees.I'd like to suggest that, on the basis of 20% of the focus gives you 80% of the return, acting in just two areas of fine detail will make all the difference in a retail business.As they say - 'Retail is Detail'
Presentation
Making a difference in the presentation of your store sets a tone for who you are as a business and for your customers, what they can expect from you. And this needs to come from you, the leader of the business and very clearly. Indicating what is acceptable in terms of how you display the merchandise, how you use display materials, where your focus and priorities are is very important. As you provide the lead, others will follow. If you do it in a positive, constructive, even coaching way, they will learn, deliver consistently and even generate their own ideas. Once established, this becomes a culture of 'the way we do things
around here'.Presentation is perfection within the constraints of what you are able to do. Focusing on what you can't do, for maybe want of financing, is a waste of time and energy. Time and energy that can be focused on fixing that which is within your influence, and those of your people. This can be your own version of the 'Broken Windows' or graffiti analogy that Giuliani uses so well - applied locally by you.So, for me, 'Perfection in Presentation' is:-
Having the products you sell available at all times for your customers
Being clean
Removing debris (like sticky residues from old showcards and stuff like that)
Making checkouts available for just that - taking cash quickly and not selling stuff
Reducing 'visual chaos', which is intimidating for those very people you are trying to get into buying mode - your customers
Experiencing the experience - through visiting your own store as a customer and seeing just what catches your eye
Bottom line is that you need to have a focus of perfection yourself, lead your people through it and, over time, they will deliver for you. And you know what, they will make sure that everyone who starts new with you works that way for you.People
Your people are your most valuable asset. Working in a sharp end customer-facing role is challenging and tough. If you are a true leader in the retail business, you will have worked the tough shifts and the most challenging spots in your store. So you know how tough it can be. Yet there are standards here too - making them clear to everyone is a vital first step.Yet there is a service you can and must provide for your people. Simple things that need fixing before they can be on top for to play their part in representing your business. Finding out about what will make a difference, those multitude of little things that get in the way of perfect performance can be challenging.
It's down to asking questioins, and finding out by being there and engaging in conversations.Simple things like:-
Fixing the work schedules
Providing the right workwear
Ordering a namebadge
Getting the temperature right
Fixing the coffee machine
Having enough pens
Fixing a checkout door
Moving a cash point fixing that snags their trousers
Responding to requests quickly and positively
Being trustworthy
Communicating fully
Getting pay right first time
Fifty more possibilities, unique to your business (for a few more, checkout Motivation
By attending to what matters most to the people you employ - many of them 'Just Do Its' - fixed today even, you will leverage a return far more than the cost it takes to fix. And leave a legacy of a culture that will be a benefit for years to come.And by fixing things fast, you will develop a credibility in your leadership second to none. This can be used at the beginning of a new position, of in the middle - it doesn't matter. Once you start though, it works best if you have a developed sense of fixing easy things on the fly - fast and effective. Let that be your byword.Martin Haworth is a Business and Management Coach. He works worldwide,
mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, http://www.coaching-businesses-to-success.com.(Note to editors. This article may be edited for use in your publication or newsletter as long as a live link to the website is included)...helping you, to help your people, to help your business grow...
Keyword : detail,trust,management,people,employees,customers,presentation,leadership,giuliani
The Dripping Faucet in Every Organization
Author : Leanne Hoagland-Smith
Each day millions of workers spend 8 hours or more at their respective jobs with many contributing to the dripping faucet within every organization. This faucet much like the leaking kitchen or bathroom faucet's steadily waste drops of a previous resource – water – every minute of every day until fixed. Yet, the dripping faucet is considered a minor annoyance until the drips become steadier. During this time, thousands of gallons of water are wasted costing the owner probably more money than it took to correct the problem.Organizations also have dripping faucets not only in their physical plants, but within their people's productivity. During the last 5 years, I have surveyed thousands of individuals who all believe that their plates are full, but admit to wasting a minimum of 12 minutes each day. For employees who are paid $30,000 not including benefits, this amounts to $14.42 each week for the one lost hour of work or $721.12 annually. If you have a facility with 50 people, the annual cost is at least $35,056. For organizations with at least 1,400 employees, the annual cost rises a minimum of $1,000,000. Dripping faucets are very expensive!How can you repair this expensive drain on your limited resources? First, consider that most people don't intentionally come to work to waste your resources. Their performance in many cases is a result of lack of knowledge and skills supported by negative attitudes and habits. These negative attitudes and habits probably contribute much more to their performance.Second, begin to ask questions about how the organization is communicating its message. If you were to survey 10% of your employees from upper, middle and front line levels and asked them to name the top 3 goals of the organization, would you receive the EXACT SAME ANSWER from each individual. Different responses contribute to people not knowing what they may need to do next and contribute to that ongoing dripping faucet.Third, determine if your employees truly understand how to plan and achieve their personal goals. If your employees are achieving their personal goals, the likelihood of them achieving corporate goals has been greatly enhanced. Time management is the apex of goal planning and achievement. If individuals don't have goals, then why worry about time?Fourth, as you train your employees include interpersonal development along with the job specific skills. If your company promotes from within, the individual is recognized for her or his job specific skills. However, as these individuals moved up through the organization, job specific skills become less while interpersonal skills become greater. Yet, much of the training fails to develop these individuals and the result is that these individuals leave which increases bottom line costs or return to their original position again increasing bottom line costs.Five, finally, think about the words that you select. For example, ask your employees how they are investing their time instead of spending their time? Frame your questions and statements using positive words that generate powerful mental images. People hear words, but they think in pictures.Six, align your systems, strategies and people to create loyal internal customers that discover those "moments of truth" leading to external customers. Southwest Airlines understands the power of alignment.These are just 6 ideas that will help you begin to repair your dripping faucets. So, grab the toolbox and begin to create a culture that does not support wasting your resources, but instead looks to invest them. Remember, the faucet continues to drip and this is very expensive.Leanne Hoagland-Smith, M.S. President of ADVANCED SYSTEMS, is the Process Specialist. With over 25 years of business and education experience, she implements and realigns processes to build sustainable change for individuals and organizations and delivers ROI solutions within a variety of industries. As co-author of M.A.G.I.C.A.L. Potential:Living an Amazing Life Beyond Purpose to Achievement due for August 2005 release, Leanne speaks nationally to a variety of audiences. If you desire AMAZING RESULTS, please call Leanne a call at 219.759.5601 or leanne@processspecialist.com.Copyright 2005(c) Leanne Hoagland-Smith
http://www.processspecialist.com/organizations.htmPermission to publish this article, electronically or in print, as long as the bylines are included, with a live link, and the article is not changed in any way (grammatical corrections accepted).
Keyword : performance,business results,time management,lean thinking,management,promotion,hiring,retention
Each day millions of workers spend 8 hours or more at their respective jobs with many contributing to the dripping faucet within every organization. This faucet much like the leaking kitchen or bathroom faucet's steadily waste drops of a previous resource – water – every minute of every day until fixed. Yet, the dripping faucet is considered a minor annoyance until the drips become steadier. During this time, thousands of gallons of water are wasted costing the owner probably more money than it took to correct the problem.Organizations also have dripping faucets not only in their physical plants, but within their people's productivity. During the last 5 years, I have surveyed thousands of individuals who all believe that their plates are full, but admit to wasting a minimum of 12 minutes each day. For employees who are paid $30,000 not including benefits, this amounts to $14.42 each week for the one lost hour of work or $721.12 annually. If you have a facility with 50 people, the annual cost is at least $35,056. For organizations with at least 1,400 employees, the annual cost rises a minimum of $1,000,000. Dripping faucets are very expensive!How can you repair this expensive drain on your limited resources? First, consider that most people don't intentionally come to work to waste your resources. Their performance in many cases is a result of lack of knowledge and skills supported by negative attitudes and habits. These negative attitudes and habits probably contribute much more to their performance.Second, begin to ask questions about how the organization is communicating its message. If you were to survey 10% of your employees from upper, middle and front line levels and asked them to name the top 3 goals of the organization, would you receive the EXACT SAME ANSWER from each individual. Different responses contribute to people not knowing what they may need to do next and contribute to that ongoing dripping faucet.Third, determine if your employees truly understand how to plan and achieve their personal goals. If your employees are achieving their personal goals, the likelihood of them achieving corporate goals has been greatly enhanced. Time management is the apex of goal planning and achievement. If individuals don't have goals, then why worry about time?Fourth, as you train your employees include interpersonal development along with the job specific skills. If your company promotes from within, the individual is recognized for her or his job specific skills. However, as these individuals moved up through the organization, job specific skills become less while interpersonal skills become greater. Yet, much of the training fails to develop these individuals and the result is that these individuals leave which increases bottom line costs or return to their original position again increasing bottom line costs.Five, finally, think about the words that you select. For example, ask your employees how they are investing their time instead of spending their time? Frame your questions and statements using positive words that generate powerful mental images. People hear words, but they think in pictures.Six, align your systems, strategies and people to create loyal internal customers that discover those "moments of truth" leading to external customers. Southwest Airlines understands the power of alignment.These are just 6 ideas that will help you begin to repair your dripping faucets. So, grab the toolbox and begin to create a culture that does not support wasting your resources, but instead looks to invest them. Remember, the faucet continues to drip and this is very expensive.Leanne Hoagland-Smith, M.S. President of ADVANCED SYSTEMS, is the Process Specialist. With over 25 years of business and education experience, she implements and realigns processes to build sustainable change for individuals and organizations and delivers ROI solutions within a variety of industries. As co-author of M.A.G.I.C.A.L. Potential:Living an Amazing Life Beyond Purpose to Achievement due for August 2005 release, Leanne speaks nationally to a variety of audiences. If you desire AMAZING RESULTS, please call Leanne a call at 219.759.5601 or leanne@processspecialist.com.Copyright 2005(c) Leanne Hoagland-Smith
http://www.processspecialist.com/organizations.htmPermission to publish this article, electronically or in print, as long as the bylines are included, with a live link, and the article is not changed in any way (grammatical corrections accepted).
Keyword : performance,business results,time management,lean thinking,management,promotion,hiring,retention
Got A Meeting Planned? Ask This Question
Author : Kevin Eikenberry
Meetings – they are a fact of our business lives. And while the number of meetings and the amount of time you spend in them may vary based on your job title, it is hard to argue that they are a significant part of business life today.Anything that consumes a major chunk of our time is ripe for analysis and is likely a great source of productivity improvement. And meetings are no exception.Even a casual conversation about business life will soon get to the frustrations and challenges people experience in meetings. You will quickly hear things like:"They are such a waste of time.""We never seem to finish anything.""We just spend too much time in meetings.""How can I get my work done when I spend all my time in meetings?""I'm not sure why I was at that meeting."I'll bet you've said or thought one or more of these things yourself.In my experience, there are several questions we can ask to help improve the effectiveness of our meetings. But one of those should clearly come first. It is the question we should ask at the very start of planning any meeting. Answering this question carefully is the fastest way to improve our meetings.The First QuestionDo we need a meeting?Too often people don't ask this question. They have information to share, a problem to solve, or a question to consider and so they do what they always do – they schedule a meeting. We do this for many reasons, including:- Wanting everyone to be involved- Not wanting someone to feel left out- Wanting everyone to buy-in to the results of the meetingAnd the most common reason, habit.We schedule meetings because that is what we have always done.How to Answer the QuestionThe first hurdle is to ask the question. Once you have asked yourself the question, you need to know what to consider when answering the question. Think about:• Geographic location of information/participants. If your whole group is located together this is less of an issue, but it is a definite consideration if your people are spread out or travel regularly.• Number of people affected. If the number of people affected by the issue or information is really large, the method of sharing information might be different, alternatively if the number affected is small, getting them together might be the best answer.• Complexity of the issue. If the issue you are thinking about meeting on is very complex or highly emotionally charged, then you probably want to get people together. Issues that are more simple might require less or a different form of input – meaning that a meeting might not be required.• Goals – is this one-way information sharing? Many meetings end up being one way information sharing. If that is the case for your meeting, you might consider other ways of disseminating the information. If you really want dialogue or conversation about what is being shared, then a meeting is more likely your best option.• Need for independent thought from individuals. While meetings give us the chance to discuss things openly and thoroughly, sometimes stronger individuals in a meeting will dominate. If you really want each person's input independently, you might substitute one-on-one meetings for your originally conceived group meeting.• Cost. The costs of having a meeting are huge. And no, I'm not talking about the coffee and donuts. When you consider the real cost of putting people in the conference room (calculate this by estimating the cost/hour/person in the room) you will be shocked. This factor alone can help us really think more carefully about whether a meeting is our best option.Other OptionsAsking this question may lead us to having fewer meetings, but the need that prompted the question still exists. So if you have a need but have determined not to have a meeting, how do you meet you need?You can always have face-to-face one-one one conversations, use email or voice mail, or even have phone calls with people if you can't catch them face to face. Each of these options gives you ways to share information, and to request input in return.Final ThoughtsMeetings while sometimes tedious and not as effective as we would like, are an amazing tool for getting work done. Asking this initial question - Do we need a meeting? – is one of the single best things we can do to improve the success and productivity from our meetings.Discipline yourself to ask this question every time you start to schedule a meeting.Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.
Keyword : meetings, effective meetings, meeting planning, meeting success, information sharing, meeting invest
Meetings – they are a fact of our business lives. And while the number of meetings and the amount of time you spend in them may vary based on your job title, it is hard to argue that they are a significant part of business life today.Anything that consumes a major chunk of our time is ripe for analysis and is likely a great source of productivity improvement. And meetings are no exception.Even a casual conversation about business life will soon get to the frustrations and challenges people experience in meetings. You will quickly hear things like:"They are such a waste of time.""We never seem to finish anything.""We just spend too much time in meetings.""How can I get my work done when I spend all my time in meetings?""I'm not sure why I was at that meeting."I'll bet you've said or thought one or more of these things yourself.In my experience, there are several questions we can ask to help improve the effectiveness of our meetings. But one of those should clearly come first. It is the question we should ask at the very start of planning any meeting. Answering this question carefully is the fastest way to improve our meetings.The First QuestionDo we need a meeting?Too often people don't ask this question. They have information to share, a problem to solve, or a question to consider and so they do what they always do – they schedule a meeting. We do this for many reasons, including:- Wanting everyone to be involved- Not wanting someone to feel left out- Wanting everyone to buy-in to the results of the meetingAnd the most common reason, habit.We schedule meetings because that is what we have always done.How to Answer the QuestionThe first hurdle is to ask the question. Once you have asked yourself the question, you need to know what to consider when answering the question. Think about:• Geographic location of information/participants. If your whole group is located together this is less of an issue, but it is a definite consideration if your people are spread out or travel regularly.• Number of people affected. If the number of people affected by the issue or information is really large, the method of sharing information might be different, alternatively if the number affected is small, getting them together might be the best answer.• Complexity of the issue. If the issue you are thinking about meeting on is very complex or highly emotionally charged, then you probably want to get people together. Issues that are more simple might require less or a different form of input – meaning that a meeting might not be required.• Goals – is this one-way information sharing? Many meetings end up being one way information sharing. If that is the case for your meeting, you might consider other ways of disseminating the information. If you really want dialogue or conversation about what is being shared, then a meeting is more likely your best option.• Need for independent thought from individuals. While meetings give us the chance to discuss things openly and thoroughly, sometimes stronger individuals in a meeting will dominate. If you really want each person's input independently, you might substitute one-on-one meetings for your originally conceived group meeting.• Cost. The costs of having a meeting are huge. And no, I'm not talking about the coffee and donuts. When you consider the real cost of putting people in the conference room (calculate this by estimating the cost/hour/person in the room) you will be shocked. This factor alone can help us really think more carefully about whether a meeting is our best option.Other OptionsAsking this question may lead us to having fewer meetings, but the need that prompted the question still exists. So if you have a need but have determined not to have a meeting, how do you meet you need?You can always have face-to-face one-one one conversations, use email or voice mail, or even have phone calls with people if you can't catch them face to face. Each of these options gives you ways to share information, and to request input in return.Final ThoughtsMeetings while sometimes tedious and not as effective as we would like, are an amazing tool for getting work done. Asking this initial question - Do we need a meeting? – is one of the single best things we can do to improve the success and productivity from our meetings.Discipline yourself to ask this question every time you start to schedule a meeting.Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.
Keyword : meetings, effective meetings, meeting planning, meeting success, information sharing, meeting invest
6 Steps To Effective Management During Change
Author : Karin Syren
Take the pain out of gain and decrease the upheaval surrounding change by following six commonsense steps to effective management.Step 1: Establish ObjectivesThe process must begin with a clear and detailed statement of objectives and move from there to goal design. Goals must be directly accountable to the vision while remaining in alignment with the stated purpose of the organization. This requires constant interaction with team members to determine that the they are on track, and with all internal clients to insure that the goals and objectives are pertinent to their needs, as well as to the organization's greater purpose.Step 2: Organize & PlanEfficiency in this area requires the ability and resources to develop and effectively communicate design/redesign plans and realistic schedules, while maintaining a balance between the broad view and day to day operation.The existing departmental structure in the case of a redesign is all-important to the success of the plan, as is the ability for leadership to delegate responsibility, while continuing to monitor and control outcomes. Structure, though transitional, must take precedence, often a challenge in an atmosphere of change.Step 3: CommunicateGreat communication, the delivery of clearly stated information on the true state things, is timely, pertinent, and requires confirmation that the message has been understood. The more ways in which information is given, the more believable it becomes and the more likely to initiate action. By means of clear communication, a course of action is determined, pertinent information is provided and goals are met.Step 4: MotivateMotivation is the purpose provider, the impetus for action. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided. Experts acknowledge that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process and for leaders to have a good understanding of and rapport with teams and team members, knowing what makes each tick.Change is disturbance of the status quo, and will always involve a degree of resistance. Involving key staff in the design and implementation process, particularly when it involves drastic structure changes can be extremely productive.Step 5: Develop StaffDeveloping people ought to be a primary goal of any organization, and developing existing staff during a period of transition is practical and profitable. Leaders have the power to provide an environment rich in opportunity and resource, in which employees are encouraged in the area of self-development.Place staff appropriately is critical to insuring staff become long-term contributors who can be counted on in periods of growth and transition. An effective leader understands that discerning the right fit of individual to position is critical to all present and future endeavors. Ignorance in this area can be a costly flaw surfacing during periods of change.Step 6: Measure & AnalyzeFinally, management is responsible for measurement and analysis of both processes and individuals. Employees must be made aware of their progress, in new and developing settings, as well as in familiar ones, in order to effectively draft and adjust personal goals and improve performance. Measurement and evaluation should be designed to reflect the vision while motivating and initiating self-government of the individual.It is necessary to communicate a clear concept of the point at which development issues end and performance issues begin. Growth is a process best achieved and assessed under relatively stable circumstances, though periods of transition are often an excellent proving ground in which star players often begin to shine.Effective SkillsIt goes without saying that the challenges inherent in the management process must be met with maturity and sophistication by each leader. The areas of interpersonal and leadership skills, as well as continued willingness to invest in self-awareness and personal growth are paramount in the profile of the great leaders who will guide organizations to effective change.Interpersonal skills are of chief importance. Leaders must treat all staff equitably, developing solid working relationships across all levels. This may appear blatantly obvious, but sadly is all too often overlooked in the name of accelerated progress.A great leader has a sincere desire for universal success, treating staff members as individuals, giving credit, taking pleasure in achievements. A great leader keeps the objective clear and uncomplicated, always acts as a role model, and stands back, letting others get on with their assignments.A true leader will make the difference between an effective period of change and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the objective simultaneously.In Closing...Essential to the process is an understanding of the distinction between management and leadership.Management ensures that things get done right, creating process and systems and insuring efficiency. A manager manages the process and records the efficiency.Leadership revolves around people, concepts and ideas, establishing direction for those who will follow. It is discerning and articulating what is right, all the while educating the team to do the right things and to do them right.Manage the process, lead the people, and educate them along the way - commonsense.Copyright 2005 So-lu'shunz Management ServicesKarin Syren is a certified coach who has helped business leaders at all levels increase their effectiveness by increasing their awareness. Visit her site to find out how you can get a free EffectivenessCoaching consultation at http://www.solushunz.com
Keyword : change,management,leadership,communication,vision,goals,design,objectives,redesign,,ptovation,produc
Take the pain out of gain and decrease the upheaval surrounding change by following six commonsense steps to effective management.Step 1: Establish ObjectivesThe process must begin with a clear and detailed statement of objectives and move from there to goal design. Goals must be directly accountable to the vision while remaining in alignment with the stated purpose of the organization. This requires constant interaction with team members to determine that the they are on track, and with all internal clients to insure that the goals and objectives are pertinent to their needs, as well as to the organization's greater purpose.Step 2: Organize & PlanEfficiency in this area requires the ability and resources to develop and effectively communicate design/redesign plans and realistic schedules, while maintaining a balance between the broad view and day to day operation.The existing departmental structure in the case of a redesign is all-important to the success of the plan, as is the ability for leadership to delegate responsibility, while continuing to monitor and control outcomes. Structure, though transitional, must take precedence, often a challenge in an atmosphere of change.Step 3: CommunicateGreat communication, the delivery of clearly stated information on the true state things, is timely, pertinent, and requires confirmation that the message has been understood. The more ways in which information is given, the more believable it becomes and the more likely to initiate action. By means of clear communication, a course of action is determined, pertinent information is provided and goals are met.Step 4: MotivateMotivation is the purpose provider, the impetus for action. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided. Experts acknowledge that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process and for leaders to have a good understanding of and rapport with teams and team members, knowing what makes each tick.Change is disturbance of the status quo, and will always involve a degree of resistance. Involving key staff in the design and implementation process, particularly when it involves drastic structure changes can be extremely productive.Step 5: Develop StaffDeveloping people ought to be a primary goal of any organization, and developing existing staff during a period of transition is practical and profitable. Leaders have the power to provide an environment rich in opportunity and resource, in which employees are encouraged in the area of self-development.Place staff appropriately is critical to insuring staff become long-term contributors who can be counted on in periods of growth and transition. An effective leader understands that discerning the right fit of individual to position is critical to all present and future endeavors. Ignorance in this area can be a costly flaw surfacing during periods of change.Step 6: Measure & AnalyzeFinally, management is responsible for measurement and analysis of both processes and individuals. Employees must be made aware of their progress, in new and developing settings, as well as in familiar ones, in order to effectively draft and adjust personal goals and improve performance. Measurement and evaluation should be designed to reflect the vision while motivating and initiating self-government of the individual.It is necessary to communicate a clear concept of the point at which development issues end and performance issues begin. Growth is a process best achieved and assessed under relatively stable circumstances, though periods of transition are often an excellent proving ground in which star players often begin to shine.Effective SkillsIt goes without saying that the challenges inherent in the management process must be met with maturity and sophistication by each leader. The areas of interpersonal and leadership skills, as well as continued willingness to invest in self-awareness and personal growth are paramount in the profile of the great leaders who will guide organizations to effective change.Interpersonal skills are of chief importance. Leaders must treat all staff equitably, developing solid working relationships across all levels. This may appear blatantly obvious, but sadly is all too often overlooked in the name of accelerated progress.A great leader has a sincere desire for universal success, treating staff members as individuals, giving credit, taking pleasure in achievements. A great leader keeps the objective clear and uncomplicated, always acts as a role model, and stands back, letting others get on with their assignments.A true leader will make the difference between an effective period of change and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the objective simultaneously.In Closing...Essential to the process is an understanding of the distinction between management and leadership.Management ensures that things get done right, creating process and systems and insuring efficiency. A manager manages the process and records the efficiency.Leadership revolves around people, concepts and ideas, establishing direction for those who will follow. It is discerning and articulating what is right, all the while educating the team to do the right things and to do them right.Manage the process, lead the people, and educate them along the way - commonsense.Copyright 2005 So-lu'shunz Management ServicesKarin Syren is a certified coach who has helped business leaders at all levels increase their effectiveness by increasing their awareness. Visit her site to find out how you can get a free EffectivenessCoaching consultation at http://www.solushunz.com
Keyword : change,management,leadership,communication,vision,goals,design,objectives,redesign,,ptovation,produc
Team Motivation - Tough Enough to Care
Author : Alan Fairweather
Sir Alex Ferguson has just celebrated his 1000 game in
charge of Manchester United, probably the world's most
successful soccer team.I have a great deal of respect for Sir Alex as a man
manager. However, I always feel that he's misrepresented in
the media. The press portrays him as this big, bad, angry
guy who manages his team by aggression, bullying, shouting
and throwing teacups and football boots around the room.I don't think there's any doubt that he does get angry when
his team aren't performing but there's another side to his
personality that people don't see or don't want to see. As
Peter Schmeichel the ex Man United goalkeeper said in a
recent newspaper article - "The kind and understanding side
to his personality is something people outside United don't
see. Fergie can be explosive, yet once he'd got a problem
out into the open and dealt with it, it was gone. He never
bore grudges. One minute he'd be furious, the next he'd ask
- How's your family."I've spent many years studying successful managers whether
they're in business or in sport, trying to establish what
makes the good guys so good. I have absolutely no doubt in
my mind that these managers and coaches know: 1 - How to do
all the business parts of the job 2 - How to do all the
human parts of the jobSuccessful managers and business owners know that to get the
best out of their people they need to concentrate on the
human interactions and make that emotional connection.They've discovered that you must be "tough enough to care."Discover how you can generate more business by motivating
your team!
Alan Fairweather is the author of "How to get More Sales
by Motivating Your Team" This book is packed with practical
things you can do to get the best out of your people.
Click here now
http://www.howtogetmoresales.com and
http://www.alanfairweather.com
Keyword : Management, Motivation, Leadership
Sir Alex Ferguson has just celebrated his 1000 game in
charge of Manchester United, probably the world's most
successful soccer team.I have a great deal of respect for Sir Alex as a man
manager. However, I always feel that he's misrepresented in
the media. The press portrays him as this big, bad, angry
guy who manages his team by aggression, bullying, shouting
and throwing teacups and football boots around the room.I don't think there's any doubt that he does get angry when
his team aren't performing but there's another side to his
personality that people don't see or don't want to see. As
Peter Schmeichel the ex Man United goalkeeper said in a
recent newspaper article - "The kind and understanding side
to his personality is something people outside United don't
see. Fergie can be explosive, yet once he'd got a problem
out into the open and dealt with it, it was gone. He never
bore grudges. One minute he'd be furious, the next he'd ask
- How's your family."I've spent many years studying successful managers whether
they're in business or in sport, trying to establish what
makes the good guys so good. I have absolutely no doubt in
my mind that these managers and coaches know: 1 - How to do
all the business parts of the job 2 - How to do all the
human parts of the jobSuccessful managers and business owners know that to get the
best out of their people they need to concentrate on the
human interactions and make that emotional connection.They've discovered that you must be "tough enough to care."Discover how you can generate more business by motivating
your team!
Alan Fairweather is the author of "How to get More Sales
by Motivating Your Team" This book is packed with practical
things you can do to get the best out of your people.
Click here now
http://www.howtogetmoresales.com and
http://www.alanfairweather.com
Keyword : Management, Motivation, Leadership
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