Its about human contact…

Archive for the month “May, 2012”

Improve Yourself… Starting Now

In my life, I choose daily to improve in several key areas: intellectually, physically, relationally and spiritually. These daily improvements aren’t necessarily huge; taken individually, they may seem rather minor. But as I once heard a teacher explain, “Daily goals are reached by doing things that may be uncomfortable at first but eventually will become habits. And habits are powerful things.  Habits turn actions into attitudes, and attitudes into lifestyles.”

You may classify areas of potential improvement differently than I do. But the categories you choose to work on aren’t nearly as important as your overall commitment to improve. Are you improving every day? Have you developed the daily discipline to say, “I’m working in these areas have a clearly defined target—a way to know when you’ve achieved your desired result?

Whether you want to hone your public-speaking skills, become a better listener, lose weight, get more organized or advance in some other way, here are some insights about improvement that will help to guide you as you grow.

1. Don’t be afraid to admit you were wrong. Acknowledging your mistakes proves you’re wiser today than you were yesterday. If you never admit you’re wrong, you’re saying, “I’m not growing; I’m not wiser.”

2 . You will never change your life until you change something you do daily. This is a huge concept to grasp. People always tell me, “I’m going to make some major changes.” My response to that is simple: Certain aspects of your life might need a significant overhaul, but I don’t need to know about those big changes. I’m more interested in the minor change you plan to make today. Personal improvement starts when you change something you do daily—a routine, a habit,
a way of working or interacting with other people.

Did you make any New Year’s resolutions this year? More importantly, have you kept them? I once heard an amazing statistic about such annual goals: 91 million Americans make a New Year’s resolution each year, and—here’s the startling part—70 million of them break those commitments by the end of the first week.

I can’t point to a scientific study that explains why so many people fail in this regard. But if I had to make an educated guess, I’d say it has something to do with the measurability—or lack thereof—of the resolutions. Let’s say your goal is to read more books about leadership and career development this year. Which resolution are you more likely to keep: “I’m going to read more this year than I read last year,” or “I’m going to read two chapters every day”?

When you attach a measurement to an intention, you’re not just blindly shooting for some ambiguous goal. You have a real way to gauge your progress, which makes it much more likely that you will actually have some progress to gauge.

This is a key principle to remember as you start tackling your self-improvement projects. You cannot manage what you cannot measure. If growth in a certain area is essential to your success, you have to find a way to measure your improvement in that area. Otherwise, you won’t improve.



Human Behavior In Organization


Human behavior in an organization determines the quality of work, progress and success of the organization. No machine and no computer can work by itself. No product is developed and manufactured by itself. It’s the workforce or rather the human resources of an organization who develop ideas, create new products and services and then deliver them to the markets. Thus, it is important for the management of an organization to analyze the behavior of its entire work force. Human performance consulting is in vogue today, thanks to the greater emphasis on the psychology of the people behind the desk.

Every organization differs from the other with respect to its policies, work environment, recruitment process, job evaluation and culture. The most natural human tendency is to react positively and with great intensity where they are compensated well, encouraged well and get additional perks and holidays. In no way is it being suggested that an organization should overpay its staff. However, it must be kept in mind that the organization must treat its work force with immense dignity and respect and provide sufficient compensation. Evenmake the cleaning staff in your organization feel special and encourage them to do their task in the best possible way! The work force must be treated as an asset, not a liability, and once this is done you will notice remarkable change in the collective human behavior.
human behavior in organizationApart from the internal environment of theoffice, the external personal environment plays a major role in his/her behavior and attitude. We are social animals with unique aspirations, hopes, insecurities. Only those who enjoy their work can have a healthy balance between personal and professionallife. Those who don’t enjoy their work will most likely not be satisfied with the work nor be content in their personal life due to the imbalance that exists.

One important way to analyze human behavior is to study the relationship effectiveness. How effectively your staff communicates and relates to each other can tell you how much they care for their work and the people around them. Without proper training the office dynamic can become imbalanced just like any natural system.

It is not likely for an accountant or a biologist to sit and study human behavior effectively. You must have trained experts who understand the unique challenges the workplace brings. Not everybody is gifted with the skill to foresee a person’s behavior beforehand. JM Perry, through his coaching packages, helps develop these skills inside organizations. You can have professionals attending one-on-one sessions or learning through live chats or audio-video CDs.  After completing Perry’s coaching you will be able to comprehend how to analyze human behavior and how to improve your behavior.

Confidence – Everyone Wants It, Few Have It

Everyone has tips for confidence these days. Search the internet, you will see thousands of articles and sites providing information on confidence, how to get it, how important it is, and what to do when you have it. I am not saying my tips are the best, or even for everyone, but they have worked for me.

Eye contact with everything and everyone, is a great way to not only make yourself feel confident, but look confident to those around you. Looking people in the eye when they talk can really give people the sense that you are listening to everything they are saying and that you are not shy towards that person. In regular conversations looking someone in the eye can exude confidence. Making eye contact does not just mean only making eye contact with everyone, which you should do, but also to look ahead as you walk, face those walking towards you. Do not walk with your head down towards the ground. Stand tall and proud, head held high, and really show the world you mean business.

Do not worry, be optimistic towards all hardships you may be faced with, not being stressed out or appearing nervous to others can really help exude confidence. Thinking of the positives can really help minimize stress. Trying to be positive in any scenario can really help the situation: paper due tomorrow, well you have eight hours; bad grade on a test, you know what not to do next time. Know that everything works out and never let anyone see you sweat.

Never apologize, if anything be creative, but the words sorry only help those who have more power than you. Have confidence in yourself and what you do and not apologizing proves that you know what you are doing and that “take no prisoners” mentality. Saying sorry, especially all the time, gives the mousy approach and that you are not to be taken seriously. Something obviously everyone would want to avoid in any situation. Not saying sorry is a great way to appear confident and show that you know who you are and what you do and do not need approval from anyone else. I am not saying to never apologize, big problems may call for some apologizes, just do not approach the world thinking that you have anything to be sorry for, take the world by storm and if anything make people say sorry to you.

These little tips have helped me in a quick amount of time. I have really tried to change the way I am perceived and created ways in which to do so. These little tips helped me in many ways and have really defined myself as a leader and an overall great person.


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Modern Management And Common Sense: 8 Challenges


So called “modern management” has been studied seriously for about 100 years. Many of our management practices are rooted in 20th Century thinking. Has common sense been forgotten?

• Why Aren’t Senior Managers More Interested In Marketing?

CEOs, COOs and Managing Directors are ultimately responsible for the continued success of the business. Yet most of them take only a passing interest in marketing.

They’re more interested in planning, financing, ROI, production: all those areas that produce statistics they can read and analyze to death.

The reality is, if your marketing’s poor, sooner or later, those figures will be, as they say, “trending downwards”. Discussion will rage about “reversing the trend”, “product mix”, “expense reduction” and all that hard data stuff.

The real problem could be poor marketing. Remember, everything isn’t marketing, but marketing is everything.

• Why Don’t Masters Degrees In Business Administration Require Business Management Experience?

Colleges and universities all over the world bestow MBAs. Few require any proof of business management competence or even extensive actual management experience. And few managers bother to check to see whether the content of an MBA program match the management needs in their business.

Doctors, pilots, lawyers and many other professionals must undergo rigorous postgraduate practical training to prove their worthiness to practice. Tradespeople have to be able to prove practical competence before being allowed to “ply their trade”. In most Australian states new car drivers must have at least 2 years incident free driving experience before being granted an unencumbered licence.

Why doesn’t the same apply to MBA graduates? And why don’t colleges and universities describe the skills that an employer can reasonably expect an MBA graduate to bring to a postgraduate job?

I’ll probably be accused of being anti-intellectual, anti-academic and anti-MBA. But I believe that it’s perfectly reasonable and businesslike to expect MBA graduates to bring proven practical skills to the business that employs them. Shouldn’t managers insist on that?

• Why Do Businesses Persist With Rigid Start And Finish Times?

When we offer a new hire a job, we usually state start and finish times. Why? It’s 2011. Using modern technology, many people can work readily and easily from almost anywhere.

There’s just no need for people at the same meeting to be in the same building to have a successful meeting. Using video conferencing and webinars, they don’t need to be in the same continent.

Email means that there’s no need to circulate copious copies of written material. There’s no need for the bureaucratic rigidities we all grew up with.

And there’s just no need for all employees to “start at 9 and finish at 5”.

• Why Do Managers Confuse Employee Behaviour With Performance?

“Behaviour is what you take with you”, Dr Tom Gilbert wrote some years ago. “Performance is what you leave behind”, he continued.

Behaviour’s important only where it has a negative effect on performance. We can reasonably expect employees to be polite, civil and courteous with each other. But it’s unreasonable to expect them to be “pleasant” and “emotionally controlled” at all times.

Emphasising behaviour has a negative effect on performance. It tells employees that being “nice”, wearing certain clothes, following certain social mores, eating particular food and other peripheral issues are far more important than the results they achieve at work.

• Are “Pep Talks” Merely Ego Trips?

Maybe we managers have delusions about being very successful sports coaches. What on earth is “a good talking to” or a “verbal rev up” supposed to achieve? The assumption that a manager can cause a definitive and lasting performance improvement merely by talking with employees, insults the employees’ intelligence.

There is a place – a small place- for the pep talk. It may feed a manager’s ego. But far greater workplace success will result from role and goal clarity, effective incentive and rewards, system improvement and of course, sound listening skills.

• Why Don’t Managers Demand Proof Of Competence Before Offering Jobs To Strangers?

Staff selection is a hidebound affair. Business has been using the same basic process for at least 75 years. It starts with a job description. Then follows a job ad, resumes and written applications, shortlisting, interviews, reference checking and eventually a job offer and a new employee.

Rarely, except in relatively low level jobs, do we require demonstrable proof of competence from a candidate. We use various tests including psychometric instruments. We have so called “in depth” interviews. We check references thoroughly. But we don’t get the applicant to actually do anything… except talk.

Prior to the job ad being placed or the selection consultant being engaged, all candidates were complete strangers. The referees they nominate are usually strangers too. The candidate may even have taken “interview training”.

The chances of error are high at any stage of the process. But we don’t seek demonstrable proof that the candidates can do what they claim to be able to do.

Our initial decision about who to shortlist was made based on a resume or written application. There’s about 70% chance that it was prepared by a professional writer. Does any of this make sense?

• Why Do Managers Spend So Much Time In The Office?

Back in the 1970s we called it “management by walking around”. Be seen. Talk to employees. Ask questions. Be available.

These days progressive companies don’t even give each manager a separate office. There’s really no need. There’s no need for “management spaces” in the car park or a special management area in the canteen. These things are merely the accoutrements of office. They don’t help anybody do better work. Yet we persist with such trappings. In the 21st Century they can’t be justified.

• What About EPC?

EPC – Expectation, Perception and Consequences – have a major effect on how we form our opinions.

Quite rightly, managers are concerned with “facts”. But that’s easier said than done. In order to “get the facts”, you have to deal with opinions. The opinions that people hold are facts to them. And opinions drive actions.

In 1973 Peter Drucker wrote, “Executives who make effective decisions know that one doesn’t start with facts. One starts with opinions.” Mark Twain put it more bluntly years earlier. “It’s not what you don’t know that gets you into trouble. It’s what you know for certain that just ain’t so.

What I’m saying may not fit comfortably with some theories of modern management. But employees and work colleagues are people. Expectation, Perception and Consequences are most important to those who hold them. Managers must work through them in order to reach “the facts”.


It’s time to seriously question lots of the so-called “management theory” that’s prevailed for so long. It’s costly and inefficient in the 21st Century. The eight issues I’ve raised are just a start.

Leon Noone helps managers in small-medium business to improve on-job staff performance without training courses. His ideas are quite unconventional. Read his free Special Report “49 Practical Tips for Removing Employee Apathy, Aggravation And Resistance In Your Business”. Simply visit http://staffperformancesecrets.com/ and download your free copy now.

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