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Personal Leadership: One Key to Growing Any Organization !!
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Personal Leadership: One Key to Growing Any Organization !! - April 20th, 2006

What did Winston Churchill, Lee Iacocca and Bill Gates have in common? Certainly they were great personal leaders who knew what they wanted and how to get it. However, they didn't succeed because they had great personal leadership qualities. They succeeded because they understood the importance of hiring managers who also possessed personal leadership skills.

These leaders built an environment in which leadership qualities flourished in all employees. As each employee reached new heights of achievement so did the organization, ensuring that the individuals and the organization outperformed the competition.
Leadership is an elusive trait. The typical CEO and senior management team have little formal training in effective leadership and base their style on trial and error. This style will not work. CEOs cannot lead others if they cannot effectively lead themselves. They must develop personal leadership in themselves and their management team.

Changing Attitudes toward Leadership

Anyone, whether CEO or supervisor, can develop personal leadership and make it a dynamic force in his or her life.
Changing attitudes is difficult. Each of us has two things in common, the present and the future. During our present, we program our future. The program we set today determines the results we get tomorrow. If we desire to create a future that is different from our present, we must change our actions and the way we think today.

We exhibit personal leadership when we take responsibility for leading ourselves to reach our personal vision by changing our lives so that we will reach new heights of achievement and lead a life that is positive and fulfilling.

The Most Important Leadership Attitudes
The key to developing personal leadership is to believe in yourself first. Once you know you can accomplish anything you desire, you are ready to tackle the world and generate great personal success.

Even those not in management positions must begin to think like a leader. Position is unrelated to responsibility. Everyone who exhibits effective personal leadership and believes in themselves can become a leader and a positive role model.

The key leadership attitudes are:
  • Be a great role model. Forget the old adage, "Do as I say, not as I do." Your actions, not your words, are the most important messages that you send to others.

  • Maintain a great attitude about people. Believe that your people are self directed and will work for personal growth and increased responsibility. Expect your staff to exhibit personal leadership and help them to continually grow to new levels.

  • Be personally motivated. Think of yourself as a thoroughbred that runs to win. You act to meet your personal needs and desires. Motivation is internal, not external.

  • Inspire people to build their internal motivation by building motivation in yourself and by challenging everyone to be the best.

  • Improve yourself even just 1% a month, a tiny amount. Through the miracle of compounding, you will double your effectiveness in less than 5 years. This powerful motivator gives you control over your life and can double your effectiveness several times over during your career.

  • Finally, work for yourself. Once you discover the great truth that your employer is paying you to work for yourself, you will realize that work is a blessing, not a burden. The better you hone your personal leadership skills, the more success you will bring to yourself.

Steps to Develop Personal Leadership
The following proven, simple but sometimes difficult to follow steps will help you develop more success though personal leadership. Develop the conviction and courage needed to accomplish change. You can make personal changes although these changes will take time and effort. Take these steps:
  • Write your goals down. Know yourself and your present condition so you can be realistic about where you are going. Writing your goals crystallizes your thoughts and forces you to be realistic and logical. You are able to build a solid foundation.

  • Develop an action plan. A large dream can be overwhelming so break your goals into manageable pieces and define the steps necessary to accomplish them. Then put the steps into a logical sequence.

  • Do the most important step of all: schedule your action steps. Make appointments with yourself to accomplish your action steps so that your busy life and the many competing demands on your time do not derail you. When you plan, you will take the steps necessary to create future success.

  • Track and measure results so you know where you are. Items you track and measure get accomplished. When you make steady progress, you are much less likely to experience personal doubts. As you track your success you can enjoy your accomplishments.

Summary
Personal leadership, whether at the CEO level or at the supervisory level, will bring you great personal rewards. You, as an effective personal leader, will develop a strong success attitude that gives you:
  • The freedom to choose your own path to success.

  • The confidence that you are following the life plan that is right for you.

  • The elimination of confusion and frustration that comes from trying to please others.

  • The challenge and excitement of developing all of your own potential.

Strong personal leadership also gives the organization a competitive advantage in today's compressed, highly competitive business cycle.

Effective CEOs take the attitude for themselves and their management team that "If you don't grow, you go." They understand that when they exhibit personal leadership as they strive to evolve the organization to the next level, they also provide a role model for their employees, who must accept and lead change.

In the resulting culture, employees meet their personal goals by helping the organization meet its goals. Personal growth translates into organizational success.
Robert Schuller provided us with a great personal vision statement that you can use in your 1% growth plan when he said, "Whatever you do today, do it better tomorrow."


By Tom Northup
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Keys to Managing Change Successfully and Avoiding the 9 Most Common Pitfalls !!
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Keys to Managing Change Successfully and Avoiding the 9 Most Common Pitfalls !! - April 20th, 2006

Dealing with change, great and small, is a fact of life in today’s companies. When change is handled well, the credibility of the company with everyone affected, as well as everyone who hears about it, is enhanced. But, when change is handled badly, the credibility and employee morale are significantly damaged resulting in negative consequences for the company and the people involved. The following are some keys to managing change and some pitfalls of which to be aware.

Four Keys to managing change successfully

1.Make sure you have identified every person or group with a vested interest in, or who will be impacted by the change, both inside and outside the company, then ensure that your strategy and action plans address these well.


2 Whenever possible, involve representatives of each affected group in planning or implementing the details of the change plan, before and after the change announcement as appropriate.


3.Tell the truth.


4.Do the right thing even if it’s inconvenient or difficult.


Nine Pitfalls to avoid in change situations

1.Underestimating the speed, strength and impact of the grapevine.


2.Underestimating the time and effort it will take to handle the change well.


3.Poor communication including: too little, too late, too soon before you have your act together, badly presented, leaving those with a vested interest out, not truthful, inaccurate, or insensitive.


4.Inadequate change plans that fail to account for all the proper elements.


5.Good plans that are badly or only partially implemented.


6.Disengaging the change process prematurely before every issue, person or group has been properly addressed.


7.Not involving the right people to get an accurate picture of what needs to be addressed and the best way to do it in the planning process before the change is announced or begun.


8.Failure to maintain confidentiality to prevent premature leaks about the issue.


9.Failing to debrief when all is concluded to be certain there are no loose ends and to determine what you have learned of use for next time


One way to get a good overview of any change situation is to use simple mapping techniques that can help you identify the elements to address in any given situation. One of the easiest and most versatile is “Mind Mapping" (also known as the tinker toy or molecular model). You begin with the change situation in a circle in the middle, lines out from that to new circles each of which contain someone or something significantly impacted by the change and then expand that second layer to a third layer.

Consider the last major change you had all or part of the responsibility for planning, managing or implementing (or several if you can). With that change in mind, now ask yourself the following questions and write down your answers. Then file them where you will think of them and can find them the next time you are responsible for planning, managing or implementing a change.

1.What went right? Why? Based on this, what have I learned that I can apply in a future change situation? Be as specific as you need to for this to make sense and be useful when you look at it next time, whether 6 days or 6 months from now.


2.What went wrong? Why? Based on this, what have I learned about what not to do that I can apply in a future change situation? Be as specific as you need to for this to make sense and be useful when you look at it next time, whether 6 days or 6 months from now.


By Marie Kane


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Design Your Perfect Lifestyle !!
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Design Your Perfect Lifestyle !! - April 20th, 2006

We often fall into the trap of thinking we have to wait until retirement to have our life be just right. (Of course, in retirement people often get bored.) So stop waiting!

This article is written to help you design your ideal life.

Then ask the question: What would it take to have this NOW, or this year? If that's absolutely not possible (and it probably is, so look hard!), then you design a plan to reach that.

Following is an extract of the Perfect Lifestyle Program.
Instructions: Print out the following, and create a picture of your ideal lifestyle in the following seven areas. Use the questions as a guide and also add your own questions. Assume money is not an issue i.e. you have plenty. You can worry about HOW to get your picture later. Now dream!

a) Self Care
How many massages per week? How much drinking water per day? What kind of body? Exercise program? Diet? How much energy would I have? How many walks would I take? How much peaceful time/fresh air? How much sleep would I get? How do I dress?

b) Home Environment
Where would I live geographically? Which suburb? Which country? House/unit? On the water? In the country? Friendly community? Climate? What would my bedroom look like? My yard? How tidy is the house? Do I have a cleaner? Someone who shops for me? Does the washing? What car do I drive?

c) Relationship
From your partner, do you want a commitment for life, or a commitment for now? What kind of commitment do YOU want to make? Do you want an exclusive relationship, or one where you explore other relationships? To what limits? Kids? What's your ideal sex life?

d) Friends and Family
How many friends do you want in your life? Do they drop by spontaneously, or set up weeks in advance? Do your friends know your other friends? Are they rich? Interesting? Creative? Warm and Open? Or busy and stressed? Ideally, how would your relationship with your mother look? Father? Siblings? (Don't let your history block you here. Create the 'ideal' relationships!

e) Career
For this exercise, remember you don't 'need' a career. Assume you have plenty of money, right? So in your perfect world, is there a job you would enjoy? What would you create or make? What service would you provide. What kinds of things have you enjoyed in past careers, or what do you think you would be good at? What kind of people would you work with? What hours would you work? Work from home, or in a really funky office building with a slide down the middle?

f) Enjoyment
What do you do in your ideal lifestyle? Garden? Paint? Fish? Bushwalk? When you gather with friends or family, what do you do? Do you travel? Where? How often? What do you do when traveling?

g) A Cause/Purpose
If the rest of your life was perfect and handled, to whom would you contribute? To your family? The environment? The Community? Child abuse victims? Politics? What do you strongly believe in? What do you love? What do you hate? How would you contribute? Donate money, time, brain power? What legacy would you like to leave behind when you die?

The first, and most important step, is to create the picture. This alone increases the chance of it happening without you doing anything. However, if you're willing to take action, and are up for the game of creating your perfect lifestyle, the

• pick an area to start on
• write the top ten actions required to handle that area
• do two this week!



By David Wood



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The Absence of the 'Negatives' ... does not mean the appearance of the 'Positives'.
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The Absence of the 'Negatives' ... does not mean the appearance of the 'Positives'. - April 20th, 2006

Many people work hard to eliminate the negative situations in their lives. They strive to deal with the physical situations of debt, loss, and life's various stresses as well as the internal feelings and affects of trauma, anxiety, depression, and condemning "parental voices." But, these various negative feelings and situations occupy space within each of us and, when they're gone, we have a void. So, how do we fill this void?

As we work to clear ourselves of the negative, we must also work to obtain the positive. If you eliminate depression, you are not immediately happy. If you reduce your anxieties and fears, you will not be automatically confident. As a matter of fact, you cannot eliminate a negative without replacing it with some other feeling. If that void is left open, that same negative will creep back in because we become scared of the "nothing" and fall back to that which is familiar. Realize that the elimination of a negative merely clears the path for the introduction of a positive.

The secret of eliminating negatives and replacing them with positives is in changing the angle of control for a feeling or situation. In short, negatives control us. It is much easier to allow negativity to come into the picture because we are allowing a situation, person, or feeling to tell us what we should do and how to do it. With negatives, you are only responsible for the fact that you are allowing it to control you. This out of control situation can lead to anxiety, depression, and myriad other negative feelings because your life is going in a direction that is not in line with your desires.

With positives, you take control. You have to make conscious decisions and initiate action to make things happen. To do this, you have to learn how to take responsibility for your own decisions and actions and have a plan in place to ensure that you are moving in the direction that will provide you with your greatest fulfillment. Such an approach to living forces you to conquer your fears and move forward into the world on your terms.

Realize that eliminating a negative is actually a transformation. It is changing the submissive practices and responses that we have grown used to into practices and actions that create the life we want. It is the conquering of fears, the strengthening of the spirit, and the chance of seizing an opportunity to lead a fulfilling life. In this way, you are changing trauma to strength, anxiety to self-esteem, depression to happiness, condemnation to reinforcement, and fear into living.




By Edward B. Toupin


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10 Simple Rules For Conducting Ethics Investigations !!
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10 Simple Rules For Conducting Ethics Investigations !! - April 20th, 2006

Ethics investigations can be quite complex and fraught with potential risks. Taking care with them will allow the company to avoid pitfalls in both a legal and human sense. Conduct investigations discreetly and carefully by planning the entire process. Determine who you should talk with initially, prepare the questions and approach you will take with potential witnesses or suspected parties and be open enough to add other potential witnesses, add questions or change approaches based on interview answers. Asking appropriate questions will get the best results.
1.Get help - At ethics program setup or whenever you need them, determine subject matter experts that you can use to help in an ethics investigation. Especially when something is outside your area of expertise, you will need assistance to understand principles, procedures, capabilities, etc. Example: if you are an HR expert but the investigation will involve going over complex financial reports, get the help of an accounting expert. Obtain an agreement (in writing) from the expert that they are to keep all matters of the investigation confidential including whether or not there even is an investigation.

2. Ask open-ended questions - When interviewing potential witnesses or suspected parties, ask questions that will get them talking. Asking yes or no questions will get yes or no answers. To get better, more useable information, ask open ended questions such as, "Tell me about your relationship with the rest of your team members" or "What more can you tell me about what you saw" or "What else should I know about John Doe here at work".

3. Do not put words in the interviewee's mouth - Asking a witness, "Did you see Bob put his hand on Gretchen?" presupposes that something actually happened and uses your words instead of theirs to describe something. In an investigation, the interviewer is not the witness so do not allow yourself to get involved in "pre-answering" the questions. A better way to ask for this same information might be, "What, if anything, did you see happen when Bob and Gretchen were in the stock room?" or "What happened yesterday around 3PM".


4. Don't stop asking questions too early - Keep asking questions until you are assured you have as much useable information as you can get, and do not stop the investigation too early. If you believe there is something important that someone can tell you, keep asking questions that will get those answers until you are sure you have done as much as you can (in other words don't waste time at dead ends either). Another great question is to ask, "Is there anything else you can provide me that would help me in this investigation?" This would allow a witness to produce documents, other witnesses, or other corroborating evidence of suspected incidents.


5.Do not give a witness any indication that you do not believe their story - Witnesses want you to believe their story whether it is true or not. Do not give them an excuse to stop talking by indicating you do not believe their story. Any sign that you do not believe a witness or that you discount their story will give that witness an excuse to cease cooperating. In other words, badly handling a witness can make them dry up and you will get nothing further from them.


6.Report facts only, not opinions - When writing the report after an interview, write only what the person said and be sure to report only facts the person witnessed. Including the witness' opinions or what they heard from someone else can get you into trouble both in trying to determine what really happened and if the witness or the suspected party legally challenges your final decision. The more you write opinions, anyone's opinions including your own, will create even more legal landmines. Writing the facts is critical to an ethical investigation.


7.Verify statements as discreetly as possible - Whatever a witness tells you about what they saw or heard, attempt to verify it as discreetly as possible. Look at entry logs, sign-in logs, computer reports, other witness' statements or anything that will help you corroborate statements.


8. Look under every rock and in every crevice - Do not be bashful about examining any legitimate resource for information. Of course, ahead of time, you must have a clear policy stating what the company may search on company premises and what it will not search. Then you must stick to that policy. Look in computer files and email, check in desks, or store rooms, check voice mail and phone records, and review video surveillance tapes to find whatever you need to investigate a report of an ethics violation. Be prepared, because some of this can get legally sticky. Check with your in-house counsel about what is legal in your state and what is not, but look everywhere that is legitimate.


9.Never, never, never play "Good Cop, Bad Cop" - or any game for that matter. This type of thing is simply Hollywood drama. It has nothing to do with conducting real investigations. An investigator's best tool is his or her relationship with the interviewee and playing games destroys any chance of establishing a rapport with them. Leave this stuff to the movies and TV where it belongs.


10. Never lie to anyone about what you know or do not know - Lying to a witness can be just as bad as playing other types of games with them, for it can destroy a solid relationship. If they ask how, who or why someone delivered a report or what someone else said, simply state that you cannot reveal anything about the investigation.


Getting to the truth about what happened can be extremely difficult. Often, one cannot substantiate a suspected ethical lapse and you must accept this as inevitable. If there is not enough evidence to convince you about what actually happened concerning an incident, let it go. One experienced investigator states that 50 percent of all reported incidents cannot be substantiated and remain questionable. What does that mean? Fifty percent of all investigations will go nowhere because not enough evidence can be obtained to make a determination.
These rules are about the practical measures to carry out in an investigation. There are many other considerations when attempting to determine if an ethics incident occurred and verifying the circumstances of that incident.

Once you substantiate an incident and its details, dealing with the suspected parties is the next step. Taking care with all the parties involved in an investigation and maintaining everyone's dignity is important to maintaining a healthy ethical environment.


By Bruce A. Hamm


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Executive Performance - Five Ways to Develop Your Managerial Style !!!
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Executive Performance - Five Ways to Develop Your Managerial Style !!! - April 20th, 2006

Five Ways to Develop Your Managerial Style
by Janet Richardson
Facing yourself in the mirror, may be the hardest endeavor you ever attempt. While it is sometimes easy to look at others and make value judgements, the task of judging our own actions can be difficult. Whether you are a new manager or have been supervising people for a number of years, it is still important to develop your unique managerial style.
A certain style can help define who you are and what you want to accomplish. After all, your entire job is the task of accomplishment. That is why you were chosen to lead people. Someone saw something of quality in you when they hired or promoted you to your position. The chances are you probably already have a managerial style of which you are not aware. Perhaps you don't have a style yet. Whatever the case, developing a style can establish you as a leader in your field. Establishing a style can help your visibility in the company. The more visible you are, the more people notice. Just as a person running for office needs to be recognized for positioning, so do you. As a manager, people are looking to you for answers. They respect the title as manager or supervisor, but that respect will soon vanish if you don't live up to the "expert" connotation. Visibility not only means that subordinates recognize and want to follow you, it also means that upper management will recognize you. This could mean more money in your pocket as well as a promotion in the near future. Here are five ways to help you develop your own unique leadership style.
Know Yourself
Limit setting and setting boundaries are two important factors for getting to know you. What are your tolerances? What are your prejudices? What can you do when someone or something is annoying and irritating you and you feel helpless? The first thing is to recognize that there is something you can do. You are not powerless over your own situation in life. You can take action.

Set limits for yourself. If you are working too long hours, you will not have the patience or tolerances that you need to be an effective manager. Your anxiety level will be higher than normal and this can be detrimental to relationships with co-workers. It is important to pace yourself and set guidelines for yourself. If you can't establish self-discipline and guidelines for yourself, how can you expect to set guidelines for others?
Personal space and office space, are two areas where boundaries must be established. If there are no boundaries set in the workplace, your department will end up in utter disaster. Chaos will abound and productivity will be low! People will sometimes take advantage of a situation where there are no rules. Society thrives on rules and regulations. So do businesses. Every organization must have order. Almost all businesses have a set of policies and procedures. It is your job as a manager to know what the policies are and to help enforce them. You must be informed and inform. Your employees need to know up front what the rules are. They also need to know what the consequences are for not following the rules. Don't wait until after an employee breaks a rule to administer a consequence. Be crystal clear in the beginning. This can help eliminate problems at a later date.
Policies and procedures are written boundaries that employees must follow, but what about unwritten rules and boundaries? It is up to you to know what your limits are and let your employees know them as well. Your employees are not mind readers. They don't know what annoys you and what does not. If you do not want to be interrupted between the hours of nine and noon, tell your employees! Post it on the door as hours of availability. Put it in a memo or a newsletter. Remember that it is up to you to inform others. Most people will adhere to and respect your wishes, if you will just be honest with them. It is when an employee is humiliated with a reprimand because he interrupted you at 10:00 a.m., that angers flare and hostilities arise. Especially when the boss in the next department, from which the employee has just been transferred, encouraged an "anytime" open door policy. This doesn't mean that you don't have an open door policy, it just means that you are setting boundaries with your open door management style.
You can apply this same application to other areas of annoyances of which you may be dealing. When you begin to apply this to the workplace, you will find that you will create an atmosphere of productivity. The point is, you can create your own environment by taking action.
Focus On Your Strengths
During an interview or on a job application, many times one is asked the question, " Why should I hire you?" This seems to pose a difficulty for many. The reason is because many people truly do not know their redeeming qualities. If you don't know, how are others supposed to know? If you don't believe in yourself, no one else will either. Take some time to think about what is good in your life. Jot those good things down. Then write down how you contribute to that goodness. If for example, you listed your child as a good thing in your life, write down the things that you do to help your child succeed. It may be as minute as driving your daughter or son to school in the morning. How can this contribute to his or her well-being for the rest of the day? Maybe he doesn't have to face that bully on the bus that Johnny does. As a result, he doesn't have to go to class angry as Johnny does. How could this contribute to his schoolwork and grades?

No matter how insignificant you think your contribution is, think again. What you do does make a difference. You were created for a purpose. It is up to you to define that purpose and then act on the talents that you have.
Decide How You Want Others to See You
How others view you, whether you want to admit it or not, does affect you. Others' opinion of you certainly matters to your organization, because you are a representative of your company. Stop and think of what reflection you want to portray. Close your eyes and mentally picture yourself leaning over a clear smooth pond of water on a bright sunny day. What do you see? Now imagine another person looking over your shoulder at the same reflection. Does he see the same image as you? Is it good or bad? If the answer is good, take another examination to double check. If it is not good, make a mental picture of how you want others to see you. If you want others to see a friendly person, yet you never smile, friendly is not likely the image that you will portray. You will have to act. Start smiling!

When you were a child, who was your hero? Why was that person your hero? What qualities did he/she possess that attracted you? What was the image that Joe Shuster and Jerry Siegal were trying to capture, when they created the comic hero Superman? Think about what others thought of Superman. What did others think about Clark Kent? Compare the two images the authors created. Even though Clark Kent and Superman were the same person, how did others view each personality? Did you know that Superman was first introduced as a villian? If the authors turned a villian into a Superhero, you can change your image too. You can be the author of your own personality. You are the only one that can!
Reframe Your Thinking
Once there was a young lady who cooked a ham at every Christmas. Every year the Christmas ham was prepared in the exact same fashion. The young lady would get her roasting pan, put in the ham and sprinkle the ham with spices such as cinnamon and brown sugar and honey. She would then cut both ends off the ham and place it carefully into her roasting pan and put it in the oven to bake.

One Christmas morning, the young lady's husband was excitedly watching his busy wife prepare the ham for the noon meal. Suddenly on a whim, the man said, "Honey, I understand everything about the process of the preparation of the ham except one thing. Why do you cut the ends off of the ham?" To which she quickly replied, " Because that is the way my mother taught me. I will call her and ask her why."
The young lady called her mother and asked the question, " Mother, why do you cut the ends off the Christmas ham?" To which the mother replied, " Because my mother did. I have always prepared it that way. I will call Grams and ask her."
The mother called her mother, Grams and asked, " Grams why do we cut the ends off the Christmas ham?" To which Grams replied, " I don't know why you girls do, but I do it because my pan is too small for the ham."
Do you do things a certain way just because it has always been done that way? If you do, it is time to reframe your thinking. You can change the way you think. If you use words at work like I should, or I must, you need to change your thinking. Those words imply guilt and expectations of others. If you use words such as I want to, then your thinking is on the right track. Your managerial style needs to be your own, not some ancient ritual.
Everyone has some creativity to his/her thinking. Even analytical thinkers or left brain thinkers, have some creativity. Use that creativity to dare to take a risk or make a change. Change is stressful, but change is inevitable. If you are not willing to change, you will certainly fall short of being seen as a high priority manager. People take notice of the different and even the bizzare. Don't be afraid to develop your own ways of doing a task or a project. Ask others for input. Sometimes your employees have wonderful ideas, but no one is willing to listen. Be that someone who is different enough to listen and implement others' ideas. You can make a difference in an organization. That difference may be enough to land you a promotion or a healthy bonus.
Burn a Little Midnight Oil
My mother used to say, " If you want to get ahead, sometimes you have to burn a little midnight oil." Obviously, she at one time in her life, read by a kerosene lamp. My mother is not one of the hardest working women I have ever met, she is the hardest working woman I know. That theory took her into an upper management position with AT & T. She was never afraid to go that extra mile at work or home. If someone needed her to work extra, she never said, " Oh excuse me, that is not in my job description." She simply and quietly did the task. She didn't boast about her work. She merely got the job done.

Do you go above and beyond what is expected? Are you the kind of person who focuses on the task at hand and does whatever it takes to accomplish the goal? Goal setters are willing to go the distance. Make it a personal goal to go the extra mile. Sometimes one has to push oneself. Set personal goals and then make a decision to do the work.
Is your managerial style one of slouchy disorganization? Is is the epitome of laziness, or do you have a creative, innovative, firm and confident management style? Do others want you to lead them? What reflection of you do others see? What is unique about you? Do you know your own strengths and weaknesses? How well do you know yourself? Who are you and what is your managerial style?
If you examine yourself and follow these five guidelines, you can be on your way to developing a managerial style that's right for you.


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Nikhil Gadodia
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*:*Seven Keys for Joyful Living*:*
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*:*Seven Keys for Joyful Living*:* - April 20th, 2006

Seven Keys for Joyful Living!
by Chris Widener
Here are some thoughts for finding and experiencing joy in your life. If there were one thing I could wish upon my family and friends , it would be joy in everything they do!
Know your purpose.
Nothing will bring you joy more than knowing what it is that you are about on this earth. Not knowing bring sadness, wondering, fear and lack of fulfillment. Above all, find out what your unique purpose is here on this earth - then fulfill it! As you do, you will experience joy!
Live purposefully.
This is a follow up to number one. It is one thing to know your purpose, but then you need to live according to that purpose. This is a matter of priorities. Let your actions and schedule reflect your purpose. Don't react to circumstances and let them cause you to live without your purpose fully in site. Living without your purpose will cause frustration. Living purposefully will bring you deep satisfaction and joy!
Stretch yourself.
Don't settle into the status quo. That will leave you unfulfilled. Always look to stretch yourself. Whatever you are doing, stretch yourself to do more! Stretching yourself will break the limits you have set for yourself and will cause you to find joy in your expanded horizons!
Give more than you take.
It brings happiness to accumulate. It brings joy to give away. Sure, getting the car you worked hard for will bring you a sense of satisfaction and even happiness. But it won't bring you joy. Giving something away to the less fortunate will bring you deep, abiding joy.
Surprise yourself, and others too.
The words here are spontaneity and surprise! Every once in a while, do the unexpected. It will cause everybody to sit back and say, "Wow, where did that come from?" It will put a little joy in your life, and theirs.
Indulge yourself sometimes.
To much indulgence and you are caught in the happiness trap. Looking for the next purchase, celebration etc to bring you a little "happiness high." But if you will allow yourself an infrequent indulgence as a reward for a job well done and a life well lived, you will appreciate the indulgence and experience the joy of it.
Laugh a little - no, a lot!
Most people are just too serious. We need to laugh a little - no, a lot! Learn to laugh daily, even if you have to learn to laugh in bad situations. This life is to be enjoyed! The next time you go to the movie rental store, get a comedy and let loose! Let yourself laugh!
Joy can be yours! Look for it, pursue it and enjoy it!


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Nikhil Gadodia
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*:*Take the iNitiative *:*
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*:*Take the iNitiative *:* - April 20th, 2006

You don't need anyone else's permission to create value. What you do need is a genuine desire to make a difference, a little imagination, some effort and time.
There is always work to be done, in every direction you look. There is always value to be created. Jump in and do that work, step forward and create that value. Those who take the initiative are the ones who will reap the biggest rewards.
If everyone waited for conditions to improve before taking action, then conditions would never improve. Rather than waiting for things to get better, be the one who makes them better.
When you encounter a problem, work to transform it into an opportunity. In the most difficult circumstances you'll find the greatest potential for adding value. Step forward and take the initiative. And what you get will be valuable indeed. ~* Ralph Marston*~


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Nikhil Gadodia
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Good Managers Should Be A Good Teacher !!!
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Good Managers Should Be A Good Teacher !!! - April 20th, 2006

Good Managers Should Be A Good Teacher
By J Robert Parkinsons

When anyone moves into the new role of being a Manager , BEHAVIOUR and ATTITUDE must change in order to successfully carry out the new duties and responsibilities .
One of the most significant changes requires a shift in focus from being a "doer" to being a teacher. "Doers" perform tasks, but Managers Assist and Guide others to Perform those tasks Good teachers don't focus on teaching, they focus on learning, and that difference of perspective is significant. For example, if someone focuses on the task of teaching, what is done, how it is done, and when it is done are at the convenience of the teacher. On the other hand, if the focus is on learning, then what is done, how it is done, and when it is done are for the benefit of the student.
In a classroom, when a student masters a concept, a fact or a principle, the teacher has been successful. Student success is the reward the good teacher seeks. In business, a manager should provide the tools, the opportunities and the skills to assist staff to grow and develop. No manager can, nor should attempt to, perform all the tasks necessary to run a business. Although he might know how to do them, he should let others perform the jobs.
The good manager ensures that his staff members know what to do and how to do it, and collectively, they all contribute their individual talent to the overall success. A good manager, like a good teacher, encourages and enables other individuals to contribute their talents in a way that will be successful for everyone.
Here are a couple of ways to look at being an effective manager. In the first analogy the manager is like the Captain of a Ship. The captain has the Big Picture, knows the Destination, the Route and the Procedures to follow. The captain can't work in the Engine room, the Radio room and the Dining room all at the same time. Others have to do those jobs.
The captain knows what those jobs require and what support is necessary, but he keeps hands off. The captain assumes that others will carry out their responsibilities, and he delegates those tasks, but he doesn't do their work. If he devotes any of his time to doing the actual work, he would place the entire ship in jeopardy because no one would be attending to the "Big Picture" of operating the ship safely.
Without the full participation of the entire crew, however, the ship might not reach its destination regardless of the knowledge of the captain.
Here's another brief analogy: A manager is like the Conductor of an Orchestra. The conductor knows the musical score and what effect he desires. Further, the conductor knows what each instrument and what each musician is capable of doing. The conductor calls upon each member of the orchestra to produce the unique sound each instrument can produce. The combination and interaction of all the instruments contribute to the ultimate success of the performance.
The conductor doesn't play all the instruments, but he knows what they can do and he uses the experience, understanding and talent of the entire orchestra to achieve the desired result.
The Successful Manager, likewise, must Guide, Teach and Lead. The primary focus of the successful manager should be to accomplish the designated tasks required of the business while developing the staff and assuring they all contribute their individual talents.
The captain uses Knowledge and Experience to enable the crew members to do their jobs so all of them can reach the designated port safely. The Conductor uses Talent, Creativity and Encouragement for the listening pleasure of the audience.
The Successful Manager uses his knowledge to meet the challenges and opportunities of his business responsibilities.
Knowledge, Sensitivity, Ability, Creativity and Experience all contribute to being A Ship's Captain, An Orchestral Conductor, a Professional Teacher , or A SUCCESSFUL MANAGER .


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Nikhil Gadodia
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Top Ten Truths About Commitment !!!
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Top Ten Truths About Commitment !!! - April 20th, 2006

Top Ten Truths About Commitment
By Jan Gordon
The word commit comes from the Latin word committere, which means to connect, entrust. When we stand behind our words, we demonstrate commitment. Commitment exists when our actions meet the expectation of our words - when there's a congruency between intent, words and action.
Consider the following Concepts & may they inspire you to Live from your Commitments!
1. Commitment is connection! Commitment is the connection between our values, intentions and our actions. Connection is the coming together of more than one element, while commitment is the giving of our selves to it, the surrender. The connections we make generate our commitments, just as our commitments generate more profound connections.
2. Passion: the essence of commitment! Passion is that which deeply stirs us. It's the fire from within and that which motivates us. When passion is missing, our actions lack meaning and we don't get the results we want. Without passion, our actions are obligatory and lack velocity. Commitment emanates from passion -- passion is the seed from which commitment blossoms!
3. Commitment = persistence. If one is committed, one's support is uncompromising and unending. One is willing to do anything in support of the commitment. This applies to love as much as it applies to professional or global commitments. Commitment drives us and anchors us during challenging times. Commitment helps us to maintain our integrity; we persist to that which we're committed.
4. Commitment is conscious! Commitment requires insight and self-awareness -- one must know what one's values and ideals in order to commit to them! Do you know someone who's a conscientious and productive worker but who's not happy? Such a person frequently lacks insight and self-awareness - commitment is difficult if you don't know what's most important to you! Commitment requires an ability to observe self and make conscious decisions.
5. Commitment is purposeful. Commitment involves choice - saying yes to our values and to our passions! Commitment is never haphazard or random. While we may lose our perspective from time to time, commitment always involves choice and intent. Commitment enables us to be purposeful.
6. Commitment is self-_expression. Self-_expression is the culmination of who we are and how we're being. When there's perfect alignment and congruency between who we are and how we're being, we are authentic and fully self-expressed. This is wonderfully fulfilling! If commitment is the ultimate _expression of our values and who we are, self-_expression is a core ingredient of commitment.
7. Vision brings forth our commitment. Does commitment generate the envisioning process, or does vision generate commitment? Either way, commitment and vision are inexplicably tied together. Expand your vision while you deepen your commitment in order to produce powerful results!
8. Commitment inspires us to be and do our best. We aim for the sky and shoot for the stars! We refuse to accept less than the best from our selves and others. Our commitment inspires us to reach for quality and excellence. We continually enlarge and clarify our vision - this contributes to us living our personal best.
9. Commitment lives in communication. Communication involves verbal and nonverbal interaction. While commitment lives in the declaration and words, evidence of commitment lives in the actions we take and don't take. Be attentive for evidence of commitment in communication.
10. Commitment is surrender. Commitment is the giving of our selves to what we most believe and want. It is the merging of our ideals and our being. We surrender to our ideals and with commitment, live them. We create what we want when we surrender to our commitment .


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Nikhil Gadodia
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