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Influencing Your Families Success !!
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Influencing Your Families Success !! - April 8th, 2006

Give your child UNCONDITIONAL LOVE. Be sure that your child receives affection, interest, attention, and acceptance regardless of behavior, good or bad.

Unconditional love shows a child that he or she is a
person of worth and is important. Examples include a hug before bed, cooking a treat for all the children, saying "I know you can succeed."while a child prepares herself for a test or college, etc.


BE SURE TO NOT GIVE UNCONDITIONAL LOVE IMMEDIATELY AFTER A CHILD MISBEHAVES - YOU
ARE ACTUALLY REWARDING THE MISBEHAVIOR.


Give it when the child is doing something good or at a random time.

Give your child RESULTANT LOVE. Resultant love is showing love and appreciation to a child when he or she acts properly. Getting positive expressions and rewards for acting properly will increase the child's tendency to act properly again plus it will improve the child's self-esteem and help create a pleasant atmosphere in the home.
Resultant love also entails imposing penalties as guidelines for misbehavior. Real love sometimes means following through with unpleasant consequences when you rather would not.

Use CONSEQUENTIAL FOCUSING. This means when a child misbehaves, youmust focus the consequence on the misbehavior of the child - not thechild himself. Do not allow your "upset" discipline mood to "spillover" to other actions. In other words, do not act harshly to the child after the punishment has been given. If the child does something good after his punishment - praise the child for that proper action. Being harsh with the child even after his actions have changed will only leadthe child to two conclusions, "I'm no good" or


"Mother (or Father) is unfair." If consequential focusing does not occur - it leads to poorchild self -esteem and bitterness in the home. Remember - people become what they are ASSOCIATED with. A child will become what it lives with. For example if a child lives with criticism, he learns to condemn. If a child lives with defeating statements, youwill raise a failure. However, if a child lives with encouragement, helearns confidence.

Although sometimes unpleasant experiences must occur
in the home to discipline child, your POSITIVE RESPONSES TO YOUR CHILD SHOULD FAR OUTWEIGH THE NEGATIVE ONES.


An ideal ratio should be about
five to one - meaning that you should be expressing praise,
unconditional love, encouragement, resultant love, and approval FIVE TIMES MORE than you punish or speak harshly for discipline.

Enhance FAMILY UNITY. Plan family activities and make them fun. Hold family meetings weekly, if possible, to discuss family concerns and establish family goals and rules. Allow children and parents to give feedback about family matters. Children will like to be with the family if it is rewarding to do so.


THE FAMILY CAN FUN!!






Source Unknown


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Sam Walton's 10 Rules for Success !!
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Sam Walton's 10 Rules for Success !! - April 8th, 2006

The Basics ...


Rule #1
Commit to your business. Believe in it more than anything else. If you love your work, you’ll be out there every day trying to do the best you can, and pretty soon everybody around will catch the passion from you - like a fever.


Rule #2
Share your profits with all your associates, and treat them as partners. In turn, they will treat you as a partner, and together you will all perform beyond your wildest expectations.


Rule #3
Motivate your partners. Money and ownership aren’t enough. Set high goals, encourage competition and then keep score. Make bets with outrageous payoffs.


Rule #4
Communicate everything you possibly can to your partners. The more they know, the more they’ll understand. The more they understand, the more they’ll care. Once they care, there’s no stopping them. Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitors.


Rule #5
Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.


Rule #6
Celebrate your success and find humour in your failures. Don’t take yourself so seriously. Loosen up and everyone around you will loosen up. Have fun and always show enthusiasm. When all else fails put on a costume and sing a silly song.


Rule #7
Listen to everyone in your company, and figure out ways to get them talking. The folks on the front line - the ones who actually talk to customers - are the only ones who really know what’s going on out there. You’d better find out what they know.


Rule #8
Exceed your customer’s expectations. If you do they’ll come back over and over. Give them what they want - and a little more. Let them know you appreciate them. Make good on all your mistakes, and don't make excuses - apologize. Stand behind everything you do. ‘Satisfaction guaranteed’ will make all the difference.


Rule #9
Control your expenses better than your competition. This is where you can always find the competitive advantage. You can make a lot of mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient.


Rule #10
Swim upstream. Go the other way. Ignore the conventional wisdom. If everybody is doing it one way, there’s a good chance you can find your niche by going exactly in the opposite direction.




Sam Walton's 10 Rules For Success - from Sam Walton: Made in America, My Story, co-authored by J. Huey, Doubleday.


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Manage in Style !!
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Manage in Style !! - April 8th, 2006

The days of one style fits all are gone. Today’s manager needs to vary his Style of Management to bring out the Best in each Employee.
The demands of the workforce today are not the same as they were yesterday. The corporate world is changing at the speed of light and there is no escaping the pressure to create a new profile of what a manager should be. In the past, you could survive as a manager with one main style. This is not possible anymore. New demands from customers, employees and society drive the corporation and the manager to be different. This means that as a manager, you need to assess and evaluate what type of leader you need to be. It also requires you to be ready, willing and able to change. The successful manager of the 21st century is regularly evaluating himself and constantly asking: "How can I do this better?" He is flexible, learns fast, thinks and acts globally and creates value for all stakeholders involved such as colleagues and customers. He takes full responsibility for his own behaviour and drives his team to achieve exceptional results. By using situational leadership styles, he ensures each team member creates value and results for the company.
Once you take charge of a division, you will be lucky indeed if you inherit an entire team of people who are already self-motivated, self-responsible peak performers. But that is not likely to happen. Instead, you will probably have to help members of your staff understand and fully internalise the principles of self-motivation and self-responsibility.

You will need to use different styles for different people and different situations in order to get your people to perform at peak levels. You should therefore analyse what type of support your subordinates need in their various tasks and responsibilities and then manage and lead them accordingly.
What you need to do is to evaluate your subordinates’ ability and motivation to perform their tasks in order to choose the correct management style. And it’s a different style for each task, depending on their ability and performance. To make it simple, you can divide your team members into three categories.
The Low Performer
This person has little or some ability and is often new to the job or specific task. His performance is low and he doesn't deliver significant results. The reason for the low performance can be a lack of ability for and understanding of the job or task.

However, the person can also be de-motivated, that is, not being committed to the work or having a negative work attitude. If a person is categorised as a low performer, you need to provide him with a clear direction, clarification and training, then supervise closely and follow-up accordingly. Basically, you tell him what he needs to do. The management style for a low performer is Directing.
The Average Performer
This person has a good understanding of the job or specific task and moderate or even high ability. His performance varies throughout the year. Sometimes, the individual's willingness to perform is reduced due to a lack of self-confidence, low motivation or difficulties faced in performing the task. If a person is categorised as an average performer, you need to encourage, support, motivate and give some direction and clarification. The management style for an average performer is Coaching.


The Peak Performer
This person has an excellent understanding and ability of what needs to be done. He achieves beyond expectations or even produces superior results. The motivation is high and he seldom needs Encouragement.

He is a self-starter and needs very little or even no direction and supervision. But he will expect a facilitating management style and a manager who is more a colleague and mentor than a boss. Make sure you delegate responsibility, give him authority to decide and challenge him to take additional responsibilities. The management style for a peak performer is Empowerment. To be a manager in the 21st century is definitely a challenge. But if you follow the above guidelines you will take a big step forward as a manager. Remember to: Analyse your subordinates’ performance levels, motivation and general needs’
Apply the “correct” leadership style accordingly;
Develop each person’s ability and influence to achieve self-responsibility;
Give your vision of where you want to be as a company, division and team; and
Lead them towards your vision and encourage peak performance at all levels and all time




By Henrik Essen


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Empty Your Bag of Excuses for the Last Time !!
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Empty Your Bag of Excuses for the Last Time !! - April 8th, 2006

It’s time for me to take off the kid gloves and give it to you straight. Here goes . . . . .

You will NEVER achieve anything in your life if you don’t stop making excuses for why you’re not as wealthy as you would be or why you’re overweight or why you can’t find someone to share the rest of your life with.

The first step to becoming successful in any area of life is to actually conceive and think of what goals are worthy to be pursued.
The next step is to actually convince yourself that you can achieve your goal or goals. Don’t be defensive and don’t dismiss this article. Read it through to the end and see if you are holding onto excuses that are limiting your potential. Excuses are just well, an excuse not to begin, not to succeed and not to go beyond your comfort zone.

Yes, going outside your comfort zone isn’t easy and you’ll have to endure some short-term pain, but isn’t it worth it? Don’t you owe it to yourself to rid yourself of those excuses that have you stopping one foot short of the finish line? Or worse, those excuses have so crippled you that you haven’t even entered the race at all? Yeah, But…
No buts about it. You can accomplish anything you set your mind to achieving. Think hard about the current excuses you make for not achieving your goals. I bet you I could name a dozen people who have had the same “roadblock” in their life and have achieved greatness despite having your EXACT same excuse. Don’t believe me? Let’s examine some common excuses and I’ll debunk them for you.
ELIMINATING ROAD BLOCKS – EXCUSES ARE JUST EXCUSES
No Money I don’t have money to invest right now.’ That’s probably the biggest investing LIE people tell themselves. The truth is you don’t need money to become rich and I’m not talking about “no money down” deals. Consider Anne Scheiber, who when she died in 1995 in New York at the age of 101, was worth $22 million. That fortune began as a $5,000 investment in the stock market by the auditor when she retired in 1944. Yeah but she must have been putting a lot of money in each year, right? Not exactly. She lived on a modest salary as an auditor for the Internal Revenue Service. Her salary at the start of her journey was just over $3000 a year.
She just made it a priority to invest month in and month out. You would be wise to dump your excuse of having no money to invest. Find a way to scrape up an additional $10 a week, then find $20 a week, then more and more. You’ll find that as you start the process of really examining how you’re spending your money, you have more than you think. If you’re too lazy to examine your budget, you can invest as little as one percent of your salary in your company’s 401(k) plan. So if you make $800 every two weeks, that’s only $8.00 that you would be investing every two weeks or $4 a week. That’s all it takes to get started. Now can you somehow squeeze an extra $4 from your paycheck each week?
Too Young I agree that you are young which might make it difficult to get a loan from a bank, but there are lenders out there that will take a chance on you. You just have to go to bank after bank until someone says yes. You’re young, but that doesn’t mean you can’t start a business. You just have to work hard at finding a way. Remember the old saying, ‘where there’s a will, there’s a way?’ Well, it’s the truth. If you really want it badly and you’re committed to having it, the way will present itself. Steven Jobs revolutionized the computer industry and became a millionaire by the age of twenty-three. And he did this in an age when it was hard, even for the founder of a company, to make a million dollars. Being young means you have a great asset in your corner. What asset is that?

Time Time is on your side. Time is one of the greatest allies of an investor. The earlier you start, the better off you are because time can help make up for the mistakes all beginners make. How many people in your town or country for that matter would change places with you in a heartbeat? How many people want to go back to their youth and start all over? We all do, even me. The truth is that you’re never too young to start.
Once you turn eighteen in this country you can own your own investment account registered in your name. If you’re under the age of eighteen, your parents can set up investment accounts for you. A qualified financial planner or broker should be able to help parents set up investment accounts for their children.

Too Old Too old to succeed or get started? Just another excuse. Granted, you may be older than some people and you may regret not having started when you were 20 or 30 or 40 or 50, but don’t compound the problem by not starting at all! While time may be the second most important factor in your success (money is the other, remember) and time may not be on your side, but that doesn’t mean that you can’t learn enough or invest enough in the coming years to impact your retirement years by starting today.
Colonel Sanders got his first social security check before he even conceived of the idea of hitting the road to sell his famous chicken recipe. How old was Ronald Reagan when he became president? Harrison Ford was in his thirties when he got his first break.

The real reason age is such an excuse for people is that in their minds they’re too old to change.
Changing your daily routine and their lifestyle is a hassle. You’ve become accustomed to your standard of living and don’t want to part with that first $100 dollars it takes to start investing.
Here’s a little tough medicine, if you don’t change you’re giving up and resigning yourself to a life of poverty, both in the fiscal and the mental aspects of life. It’s your decision and your age has nothing to do with it.
Begin today and live the life you deserve not the one that you’ve forced yourself to live.
No Knowledge I don’t know anything about investing and I’m not good at math, so there’s no way I can invest in the stock market. One word: baloney. There is so much information out there today, you’ll probably drown yourself in it. Books, videos, magazines, newsletters, seminars, continuing education classes and the Internet. I can see how the choices can be overwhelming. I’d suggest that you re-read Peter Lynch’s books One Up on Wall Street and Beating the Street as primers. Also, any book about Warren Buffett is sure to help you. At the same time, start reading magazines like Money and Smart Money. Fortune and Forbes magazines will give you some great insight into business trends and great profiles on companies. You can hear what the CEOs of companies are saying through interviews and profiles.”
Oh, I left out one other source….THE INTERNET! This is my favorite source of information. I can go to my brokerage account and get stock quotes, financial information and I don’t have to do the math on all those financial ratios I look at. The site does it for me. In addition, I get some newsletters sent to me through e-mail. I just open my e-mail account and read away. It’s that simple.
You don’t need a college degree to start investing, so stop using your lack of knowledge as an excuse. You don’t have to be an investing expert to do well in the stock market. You just have to learn the basics and anyone, and I mean anyone, can do this in less than a year’s time.

Not Smart Enough One of the reasons people often tell me they don’t want to invest is that they’re not smart enough. They point to the fact that they don’t have a college degree or that they dropped out of high school. I tell them they’re just making excuses for themselves. Bill Gates dropped out of college. Ben Franklin dropped out in his teens, as did Edison. It doesn’t take an advanced degree to learn about the stock market. I’m not saying school education isn’t important, but I am saying is that you should never stop learning. Today you have a current level of knowledge, but it’s up to you and you alone to increase that knowledge. The people I just mentioned didn’t have college degrees, but they were experts in their field. They made sure they kept up on what was going on in their fields through constant reading and other information sources. Second, they were all driven to succeed because they believed they could succeed. They never looked at their lack of a degree hold them back.
Yeah, but they were brilliant you say. Sure, those guys were smart, but take a look at Robert Kiyosaki, author of Rich Dad, Poor Dad. He constantly tells people that he’s not smart, that he relies on his financial advisors and that despite the fact that he once flunked English he has written several best-selling books.

Nope, sorry folks, not being smart enough is not a valid excuse.
If investing is what you want to do, I suggest you pursue your financial degree in money. Getting your financial degree in money is about the process of taking responsibility for your future by learning as much as possible about investing, budgeting, assets and liabilities. All it takes is an hour a day, every day for the next month or two depending on which resources you use.
While it might sound like a lot of work, all it takes is an hour of reading every night or two or three hours on the weekends and you can be an expert in your field in less than five years. Yes it’s a big commitment, but if your goal is to become financially free and improve your life along the way, shouldn’t you do what it takes to achieve that goal?

No One To Help Me Next up is the ‘I wasn’t born with a silver spoon in my mouth’ or ‘I grew up in the ghetto’ or ‘I didn’t have a father’ or ‘let me figure out who to blame other than myself excuse.’
People have a natural habit of comparing themselves to others around them. When they see someone around them who is doing well they either try to put that person down and or justify why they themselves are not as successful as the other person.

Just stop it. Stop comparing yourself to your sister, your mother, your neighbor, and your best friend. One of the biggest excuses that comes out of people’s mouths when you’re talking about why someone is successful is, ‘yeah, but he/she got help from their _______ . ‘If I was given ______ like they were, I’d be rich too.’

I usually respond in one of two ways. If the person is thick-headed, I just nod my head and say ‘pass the chips.’ If I can reach the person, I usually point out the other things the successful person had to do in order to become successful. Sure Donald Trump got help from his father, but he still had to go to Cincinnati and work his plan. Sure Bill Gates came from a wealthy family, but did that mean he was handed Microsoft? No, he built it from the ground up.
Even J.Paul Getty had to strike out on his own. J.Paul Getty had a lot of family money, but he had to go out to the oil fields and take the risks of drilling on his own. In the end, he ended up with an empire that dwarfed his father’s all because he worked and worked hard. As for those that don’t have father’s and mother’s like J.Paul Getty and Donald Trump, they simply have to work harder and smarter to get ahead. There’s nothing wrong with that. You’ve read The Millionaire Next Door. You know that the majority of the millionaires in this country started with close to nothing and no inheritance. It can be done. Just stop making excuses, find the mentors and resources you need and put your plan into action. End of story.
No Time
We’re all busy. We have work to do, friends to hang out with, loved ones to spend time with and errands to run. These are important things, but if you analyze how you spend your time in a given week you’ll realize how much time is wasted on non-productive things. How much time do you spend each week watching television? The average adult spends over twenty-four hours a week watching TV. That’s over a day a week, dedicated to the mindless absorption of sitcoms, news, and commercials.
The truth is that you can find the time if you want to achieve something badly enough
It’s not the TV that’s killing you, it’s how you’re choosing to spend your time, your precious time. Investing doesn’t require that much time, but it does require your attention and some dedicated time during your week, especially in the beginning. Once you’ve chosen your brokerage firm and set up your automatic withdrawal from your savings account, you’ll spend maybe an hour per day learning about investing and following up on your investments.
Then after a month or two of this intensive reading, you’ll know 90 percent of what you’ll need to become a successful investor.
In short, we’re all busy, but if we wanted to, all of us could find the time to set aside for investing.
In Summary… Stop making excuses and just do it. That’s the attitude you need to have. If you just get started today and over time you’ll reap the rewards for your actions.
Need More Inspiration to Get Started?
How about these little facts… Franklin D. Roosevelt led this country from a wheel chair.
Helen Keller was blind and deaf and led a more rewarding life than most ever will.
Michael Dell was a freshman in college when he started his company.
Colonel Sanders was a senior citizen before starting KFC.
Beethoven was deaf and composed some of the greatest music ever written.
What’s your excuse? Why not eliminate it and start doing something today to reach your goals?
I wish you the best in your pursuit of your dreams. Begin today.
All the best.


By Fabio “fabman” Marciano


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Nikhil Gadodia
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What Does Great Performance Look Like !!
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What Does Great Performance Look Like !! - April 8th, 2006

Picture this: It's the Friday night before Christmas in a large bookstore. The lines at the register are consistently 50 to 60 people deep, and have been all day. The staff is tired, and the managers have been on a mandatory six-day workweek since November. All eight registers have been going nonstop for hours, when suddenly, at around 8 PM, the registers crash. Not freeze, not need rebooting, but completely shut down. All of them. At the same time! With 60 people in line! Time to panic?

Ah... there's where great performance comes in.
Rebecca is the manager there, and she jumps into the emerging chaos. Quickly one supervisor is on the phone paging the IT department, and Rebecca has a basket of candy and is moving down the restless line of customers, explaining what is happening, giving each person some candy, and assuring them that a solution will be found shortly. No one leaves the line.

Ten minutes later the IT department is trying to get the registers working again, and Rebecca is walking down the line with coffee, explaining to each customer how very sorry we are, what options they have (leaving their info and us shipping the items later, putting items on hold, etc.), and offering them coffee. 20 more people have joined the line. No one leaves the line.

Twenty minutes. IT is frantically bringing the computers back up, and Rebecca goes back down the line, this time with bottles of water and $5.00 gift certificates, good anytime, apologizing and letting the customers know we expect to be back online in the next 5 to 10 minutes. Four people leave the line - leaving their info with us so we can mail their purchases (free of charge) to them the next day.

Thirty minutes - the registers are finally back up. The line stretches to the back of the store with over 100 people waiting. Rebecca makes an announcement over the paging system, and a cheer goes up through the store! Almost every employee is at the registers, ringing, bagging, and Rebecca is still going up the line, thanking everyone for hanging in there.

Registers were down for half an hour, on one of the busiest days of the year, and we still beat budget by over 20%. Why? Because Rebecca demonstrated all the qualities we look for - honest, sincere, friendly, knowledgeable, and most importantly - she brought it all together into professionally handling a daunting situation with grace. We didn't lose a single customer, and she got a letter from the CEO thanking her. The supervisors who were working that night all chipped in to treat her to dinner. I also received about 10 phone calls and 3 letters from customers complimenting her behavior.

Now that's what great performance looks like!
So what do your customers and fellow employees say about you?


By Darlene Pineda


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The Power of True Love !!
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The Power of True Love !! - April 8th, 2006

Bernie and Elaine Lof-chick of Winnipeg are the parents of David, born with cerebral palsy. Thirty doctors advised them to put him in an institution. But when David was two, the Lofchicks managed an appointment with a noted specialist. They went to Chicago for the comprehensive examination. Dr. Pearlstein spelled out the treatment required if David was to make the progress he knew David could make.

The prime factor was consistency. If they skipped a single daily exercise or failed to keep one daily regimen, David would experience a setback. For example, they were to put heavy braces on his legs, and tighten them every night. Consequently the pain constantly increased for David. Many, many times cute little David would plead, "Mom, do you have to put them on to-night?" But his parents said "no" to the tears of the moment so they could say "yes" to the laughter of a lifetime.

Today, barrel-chested David weighs in at 195 pounds and is the top condominium salesman with Winnipeg's number one real estate firm. Through faithful reliability, Bernie and Elaine, along with David, overcame the problems to achieve success.

—Zig Ziglar in Success Without Guilt


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How To Motivate People -The Pride System !!
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How To Motivate People -The Pride System !! - April 8th, 2006

Workers face dynamic and ever increasing challenges. A global economy of discriminating consumers has placed demands on meeting planners never before seen. Managers face tasks of finding, keeping, and motivating workers. Environmental pressures, rising health care costs, and the sophisticated needs of the workforce have placed management in a complicated and tenuous situation. The answer lies with creating a work environment that motivates people toward exceptional performance. Supervisors and managers who maximize the potential, creative abilities, and talents of the entire workforce have a greater competitive advantage than those who don't. Motivated workers provide the health insurance businesses desperately needed in these chaotic times. How To Motivate People -The Pride System

Supervisors have the responsibility for creating a motivating working environment. Dr. Edwards Deming said, "The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people." A motivating environment is one that gives workers a sense of pride in what they do. To show supervisors and managers how to build a more productive work environment, I've created a five-step process called the PRIDE system. Leaders can improve motivation within their organizations by following this process: • Provide a positive working environment
• Recognize everyone's efforts
• Involve everyone
• Develop skills and potential
• Evaluate and measure continuously
Step 1 - Provide a Positive Working Environment

Motivation begins by first providing a positive work environment. Fran Tarkenton says, to find what motivates people, "you have to find what turns people on." This is the most important factor in the process. A motivating working environment requires going over and beyond the call of duty and providing for the needs of the worker. Walt Disney World Company provides an excellent work environment for their employees or "cast members." Employee assistance centers are spread strategically across the theme park. Some of the services included employee discount programs, childcare information, money orders, postage stamps, check cashing, and bus passes. The Walt Disney Company realizes that taking care of their employee's needs keep them motivated, on the job and loyal to the company. Step 2 - Recognize Everyone’s Efforts

Mark Twain once said, "I can live for two months on a good compliment." Personal recognition is a powerful tool in building morale and motivation. A pat on the back, a personal note from a peer or a supervisor does wonders. Small, informal celebrations are many times more effective than a once a quarter or once a year formal event. Recognition by one's peers is more motivating than by supervisors. United Services Automobile Association (USAA) provides "Thank You" note stationary for their workers. Employees are encouraged to say "Thank You" to each other for the help they receive at work. The most surprising thing happened on the first day USAA printed the notes . . . they ran out! The company couldn't keep up with the demand. Step 3 - Involve Everyone

Having workers involved at all levels of the business is a key element improving morale and motivation. It also has a major impact on improving profit and productivity. The best way to involve workers is the use of teams and teamwork.
Businesses have found that teams improve productivity, increase morale and empower workers. Teams have decreased the need for excessive layers of middle managers and supervisors.
Johnsonville Foods located in Sheboygan Falls, Wisconsin, has been a flagship of productivity improvement. Almost 90% of the workforce belongs to some type of team. The team, not management, decides who is hired, who is fired, and who gets a pay raise. Ralph Stayer, Johnsonville's Chief Executive Officer, reports that his company's productivity has risen by at least 50% since 1986. Teamwork has made a tremendous impact on the morale of the company. Step 4 - Develop Worker’s Skills and Potential

Training and education motivates people and makes them more productive and innovative. At Federal Express, all customer contact people are given six weeks of training before they ever answer the first phone call. Learning never stops and testing continues throughout their employment tenure. Every six months customer service people are tested using an on-line computer system. Pass/fail results are sent to each employee within 24 hours. They receive a personalized "prescription" on areas that need reviewing with a list of resources and lessons that will help. Federal Express' intensive training and development program has resulted in higher motivation and lower turnover.
There are many reasons training and development makes sense. Well-trained employees are more capable and willing to assume more control over their jobs. They need less supervision, which frees management for other tasks. Employees are more capable to answer the questions of customers which builds better customer loyalty. Employees who understand the business, complain less, are more satisfied, and are more motivated. All this leads to better management-employee relationships.
Step 5 - Evaluate and Measure Continuously

Continuous evaluation and never ending improvement is the final step of the PRIDE system. Evaluation is a nonstop activity that includes a specific cycle of steps. The primary purpose of evaluation is to measure progress and determine what needs improving. Continuous evaluation
includes, but is not limited to, the measurement of attitudes, morale, and motivation of the workforce. It includes the identification of problem areas needing improvement and the design and implementation of an improvement plan.


Businesses have searched far and wide for the competitive advantage, the best equipment, robotics, or the latest business technique. These devices provide only temporary solutions. The true competitive advantage is trained and motivated people proudly working together, contributing vitality and energy toward the goals of the enterprise.


Gregory P. Smith










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Nikhil Gadodia
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The Top 10 Ways to Improve Your Empathic Ability !!
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The Top 10 Ways to Improve Your Empathic Ability !! - April 20th, 2006

Dear Friends ,

We all have the ability to be empathic. Empathy can be a great asset in your professional and personal life. Enjoy the process.

1. Check out your emotions.
Let them out and touch, feel, taste, smell and look at them. Some people only identify a few emotions (happy, sad or angry). There are many more. Get acquainted with your feelings.

2. Clear out your stuff, physically.
Clean out your garage, attic, closets, cupboards, bookcases, get rid of anything you don't use/need. We invest lots of energy hanging on to things from the past. It's time to let go and free up that energy for something better. If you are a major pack rat, get someone to help(they won't have emotional ties to your stuff).

3. Clear out your stuff, emotionally.
Get rebirthed, get a coach, clean up your tolerations, get a therapist. All those emotions that were never fully experienced, take energy to keep stuffed. There are lots of emotional release techniques, use them.

4. Clear out your stuff, mentally.
We accumulate beliefs throughout our whole lives. Many of our beliefs stem from childhood, the media, family, and friends. Some are contradictory, some are wrong., some will shock you. Make friends with your subconscious, because (to paraphrase a Prego commercial) "They're in there". Use NLP, hypnosis, affirmations to select the beliefs you choose to live with daily.

5. Learn to ground yourself.
If you spend most of your life in your head, grounding will help bring you back into your body. If you already spend most of your time in your body, grounding will be like adding a great big battery backup. Walk barefoot in the grass, wade in water, even a shower can help ground you.

6. Spend at least 20 minutes a day alone.
Find the time everyday to contemplate, meditate or pray. The can be the most valuable gift you give yourself. Get to know yourself.

7. Breathe!!!!
Oxygen is life. Breathe it in. When we feel strong emotions, we tend to hold our breaths. Don't! Take a great big breath or ten. It'll help you move through the fear, anger or pleasure. Just wait till you find out what's on the other side ;-)

8. Exercise.
I know, you've heard it before. But exercise really does help you handle emotions more easily and it'll make you feel good in the process. Scientists tell us it's all those lovely brain chemicals. Get some and it'll be much easier to deal with whatever emotions come into your life.

9. Get in The Zone.
Barry Sears, Ph.D. has written 2 books on the zone. Enter the Zone explains why it works. Mastering the Zone tells you how to get there and has lots of recipes. It will make a big difference in how you feel everyday.

10. Notice how someone else is feeling.
As you empty out the stuff you've been carrying around, you'll have the space to experience how someone else is feeling. As you understand another better, you can improve your connection in relationships, understand your customers better and provide what they really need, and show more compassion and understanding to yourself and others.


Submitted by Julia Ruskell


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Nikhil Gadodia
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Leadership and Real Change !!
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Leadership and Real Change !! - April 20th, 2006

One of the most frustrating things about change is that no-one can see the benefits as quickly as you can, as leaders. Why is that? Why are people so stupid, defensive and traditional. Why can't they be more like you? You've done all the hard work. You've looked at the strategy, weighed up the pros and cons. You've even carried out a cost-benefit analysis to prove that it's worth it. Yet still they won't change.

Well there are some very good reasons. The first would be because you, as instigators of change are in a pretty good position. It's your change. You own it and have bought into it. It really means something for you.

Also, you really are ahead of the game. In terms of the Coping Cycle you've gone past the denial, defence and discarding stages. Your self-esteem and performance may have been on the floor a few weeks ago, but now - hey - you're all for it. Of course you are but your team aren't there yet.

They'll be at various stages of the cycle. There'll be some with you and there'll be others in the 'why?', 'you are joking?', 'change again?' stages. These people need to be helped through this cycle and supported as their self-esteem dips, their performance hits rock bottom. You know what this is like.

Remember that new computer system we had installed. They said it was the best, state of the art, superb, blah, blah. A week later you couldn't even send an email - it had all changed. God how you hated it. How you wished you could have your new system back. However, as time went by and you learnt to use it properly it was 'so much better than the previous system', and even 'I don't know why we didn't introduce this years ago?'. So, that's another good reason.

There's also a really interesting model that explains this in a different way. It's a very simple formula for change. It says that to overcome resistance to change you need a Vision, an idea of the first steps and enough dissatisfaction with the current situation to make it happen:

Dissatisfaction x Vision x First Steps > Resistance
The Vision is usually the easiest. Well, it's all relative. However, if you haven't got something to aim for then why on earth are you carrying out this change process. Unfortunately people who have the vision are not always the best at communicating that vision to others. If this is something you, as a leader, struggle with then perhaps getting others involved at this stage would help. These could be people at all levels who are committed to the change. Choose the cynics in the Organisation as well as the starts. Cynics frequently have great networks and once they are won over the task gets a lot easier. Invest time and effort into these 'change champions' ( not my favourite word either), and communicate, communicate, communicate. Use every medium you can think of - people are different. They pay attention to different things - you know that.

The first steps can prove tricky. If people are sold the vision properly and the benefits explained it's a great start. People, already under threat from this change process want to know what's going to happen and when. There's nothing wrong with that. The problem however is that life isn't that simple. If it's a large change programme that will take months, years - then there's probably no-one in the Organisation that knows every step of the process. Yet, people expect you to. They expect that you'll know what will happen to their part of the office on April 24th 2007. It's not logical. It's not reasonable but there it is. What is logical and reasonable is that you'll know with some certainty what the first steps will be. You have to let people know what you know, and also what you don't know.
A useful analogy to help with this is to think of the change as a journey across the sea. Your Organisation is the boat and the vision is somewhere out there. The vision is fairly clear. OK it may change slightly but it should have been defined clearly so you at least know where you're heading. The journey is not entirely under your control. There are numerous factors that will affect your route. In nautical terms; wind, tide, expertise of crew, condition of boat, etc. In business terms; finance, resource, expertise of crew, condition of Organisation, etc.

The only reasonable expectation would be to chart out the first few weeks, stages of the project. If you try to do anything more than this inevitably it will fail and you would have failed to meet peoples' expectations. Then you'll have the whole 'told you it wouldn't work' scenario to deal with. Don't set yourself up to fail.

The difficult part (which doesn't seem to occur in other models) is the element of dissatisfaction. For this process to kick off the dissatisfaction needs be real and significant before any change happens. It's generally not until this dissatisfaction reaches epic proportions that you'll do anything. This applies to change in all areas of life, not only the business world.

For instance I'm 47 years old. I used to play rugby and football but that was a while ago now and .. well let's just say I like a drink, good food and I could do with losing a few pounds. Really I should start going to the gym and eating healthier (my first steps). I would quite like to see my daughter grow up and have grandchildren and live a good few more years yet (my vision). So why on earth aren't I doing the right things now? It make total sense, logically for me to eat healthier, take more exercise yet I haven't done it. I guess my dissatisfaction level isn't sufficiently high yet. If I started having some heart murmurs, or had a friend of a similar age in hospital that may well do the trick.

I'm not suggesting for one minute that you go out and make your staff miserable with the current situation. That would certainly raise their dissatisfaction level but they may well decide to leave instead of change. No, what I'd suggest is that you talk to people and raise their level of awareness. One consequence of being stuck in 'denial' is that you won't see what's going on around you. Something obviously needs to change - hence change initiative. People need to address that problem. Once they do and accept there is a problem their resistance should be significantly lowered. This takes time. People need to be communicated with and their fears addressed. Change is scary. But it's a lot easier when you've people with you than agin you.


By Byron Kalies


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Nikhil Gadodia
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Getting the Right People on Your Bus !!
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Getting the Right People on Your Bus !! - April 20th, 2006

In the process of recruitment, the recruiting agencies do their best to provide us with right candidates. However, preparing a proper requisition for handing it over to recruiters helps us very effectively in getting the right people on our bus.

Here are some thoughts about it by Lori Dernavich.



What makes a company great? Jim Collins, author of the book "Good to Great", sums it up by saying that great companies "first get the right people on the bus, the wrong people off the bus, and the right people in the right seats. People are not your most important asset. The right people are." The right people are those individuals who fit into your organization and help you to accomplish your future goals.

You might be thinking that this is a topic you don't have to worry about at the moment, especially if you are a startup. I say it's a topic you can't afford to ignore. Many companies fall into this classic case. One person has a great idea and draws in a friend who he has worked with in the past. They then hire a friend of a friend who is an expert in a desired technology. Six months down the road, things haven't progressed as planned, everyone has a different idea about the direction of the company, the original passion is missing, and the dream dies a slow death.

So, who are the "right" people and how do you get them on your bus? I believe there are three things you must consider when getting the right people on your bus: job descriptions, the interview process, and team design.

Let's start with job descriptions. Where do you get your job descriptions? Competitors' websites? Monster? Do you even have them? Most companies put little thought into them. Traditionally, jobs are defined as a certain set of skills and experiences, and prospective candidates are screened for these skills and experiences. But even if a candidate meets these requirements, you might still encounter turnover and poor performance. The reality is that, although a job requires a person to have a certain background and set of skills, it also requires a person to have certain predictable behaviors, talents, motivators, and communication style. These are all unteachable qualities. The job, in other words, has a personality. To get the right people on the bus, companies must first be able to correctly define the personality of the job, and then assess people with respect to the total job personality. Only then can a good fit be achieved.
When developing job descriptions, first think about what skills and experience a candidate will need today and in the future, then, identify those critical components that are unteachable. Keep in mind that you should have diversity on your team(s). Have a balance of detail-oriented people and "big picture" people, PhDs and MBAs, fact checkers and cheerleaders.

The second thing you need in order to get the right people on your bus is a solid interview process. Companies are often formed because founders have a passion for a technology or idea, but these individuals are not necessarily expert interviewers. It would be comparable to expecting your salespeople to code your software. Invest in some training for your staff or hire someone to help with the hiring.
A good interview process employs behavioral interviewing. This is a method of asking probing questions about competencies based on a candidate's past and present performance in order to predict future ones. In today's market, most candidates have become expert interviewers and will tell you exactly what you want to hear. Going with your gut won't work.

The last thing to consider when getting the right people on your bus is team design - picking the right people and placing them in the right seats on the bus. All of us can adapt to situations that aren't a perfect fit, but 99% of the time we will resort back to our normal way of doing something (i.e. once a disorganized person, always a disorganized person).

Don't set your people up to fail by putting them in roles that don't match their personalities. Examine the total employee and determine which role would best fit each employee. Don't simply promote employees into manager roles because they have tenure and you want to prevent them from leaving. Place them in manager roles only if they possess the great manager qualities. This will absolutely help you to retain employees, keep them motivated, and increase their performance.


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