tag:blogger.com,1999:blog-127730352024-03-08T01:29:02.808-06:00The People ProTraining, Tips and Tools to Build Your Business and Balance Your Life!Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comBlogger47125tag:blogger.com,1999:blog-12773035.post-27071418642407012752010-02-23T18:01:00.004-06:002010-02-23T22:40:02.483-06:00Ethics and Boundaries-ONLINE workshopNeed ethics and boundaries CEU's? Get them on demand from your computer. This online Ethics and Boundaries class is divided into four, one hour units, that can be taken at your convenience. Interact with the instructor and other students right from your computer. This four hour program meets state requirements and CEU's are from the University of Wisconsin-Milwaukee Department of Continuing Education.<br /><br />You will learn:<br /><ul style="font-weight: bold;"><li>The NASW Code of Ethics for social workers</li><li>Common ethical violations in social work practice</li><li>Boundary issues in clinical practice</li><li>Ethical decision making models</li><li>How actual cases were decided</li></ul>This course must be completed within the month that you register. .4 CEU's or 4CEH's will be mailed after the instructor has verified your participation and successful completion of the ourse.<br /><br /><span style="font-weight: bold;">Your Instructor: </span>Barbara Bartlein, RN, LCSW, a clinical psychotherapist for over 25 years and adjunct instructor for UWM continuing education.<br /><br />To register: <a href="http://www4.uwm.edu/sce/course.cfm?id=20422"><span style="font-weight: bold;">Ethics and Boundaries</span></a>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-86530150404081957712009-07-14T10:51:00.003-05:002009-07-14T10:58:19.144-05:00Negative Culture Saps ProductivityToo many employees dislike their jobs and view them as “have to” instead of “get to,” according to Roxanne Emmerich in her new book, <strong><em>Thank God It’s Monday: How to Create a Workplace You and Your Customers Love. </em></strong>This creates a negative culture of excuses, whining, gossiping and complaining with little focus on making the customer successful. And now, with all the layoffs, it seems those “left behind” are stressed and so fearful with twice the work and half the friends they have lost their ability to get results.<br /><br />According to Emmerich:<br /><ul><li>Over 91% of people spend a large portion of their day frustrated by their coworker’s dysfunctional behaviors and regularly think about quitting their jobs.</li><li>Managers waste 37% or more of their day dealing with dysfunctional and unproductive behavior.</li><li>More than two thirds of the workplace is considered to be “disengaged” according to polls by Gallup.</li><li>One dollar out of every three payroll dollars is lost due to disengaged employees. </li></ul><p>Many organizations attempt to address negativity in the workplace, but end up putting Band-Aids on the problem—quality initiatives, process improvements, teambuilding—all which can be good. But if they are put on top of a culture of excuses and passive aggressive behavior, they will not be successful.<br /><br />Organizations can improve their cultures by openly addressing negativity and making it clear what types of behaviors are expected. Rather than pushing dissent underground, it is much more positive to flush it out and deal with issues directly. The institutional pathology of avoiding hard discussions and decisions must be overcome to make progress towards a positive culture.<br /><br />Thank God It’s Monday also suggests that employees:</p><ul><li><strong><em>Need to realize that they are in charge of the solutions.</em></strong> Employees must step up and confront gossips by saying, “sounds like you need to go to that employee directly. I don’t want to be a part of any gossip.” Each individual needs to take the initiate instead of passively waiting for things to change.</li><li><strong><em>Can’t listen to excuses.</em></strong> This only reinforces a “can’t” attitude instead of a “can do” approach. Excuses lead to mediocrity and this becomes contagious. Don’t lower your standards to the lowest common denominator. If someone is giving out excuses, simply say, “Thanks for sharing why you can’t…but how CAN you? I expect you to make it happen.”</li><li><strong><em>Confront the whiners and complainers.</em></strong> If someone is whining, ask them to please list three solutions and make a top recommendation and then put them in charge of implementation. When I was VP of a large hospital system, my motto always was, “If someone complains about the Holiday Party, they are automatically in charge of it for next year.”</li><li><strong><em>Don’t play the victim.</em></strong> The helpless approach only promotes a powerless culture. Victimhood keeps us stuck, according to Emmerich, and isn’t good for the individual or the organization. We all have to take responsibility for our decisions and actions. And don’t reinforce the victims around you with comments like, “How DO you take it?”</li><li><strong><em>Don’t wait on the sidelines.</em></strong> Too many people are so anxious about the recession and the economy that they are frozen waiting for the worst. Emmerich suggest that it is more productive to work at shifting the workplace culture. List the results you want each week as a team and celebrate when they are achieved. Customers like results and teams that can deliver them.</li></ul><p>Now is the time to get focused on making your customers successful. Customer satisfaction is worthless and doesn’t cut it during times like this. Instead, start adding massive value and make sure you don’t sign up for the recession. This economy can be an opportunity for your organization to pull ahead while others are standing still.</p><p><strong><em>Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: </em></strong><a href="mailto:balance4u@aol.com"><strong><em>barb@barbbartlein.com</em></strong></a><strong><em> or visit her website at </em></strong><a href="http://www.thepeoplepro.com/"><strong><em>www.ThePeoplePro.com</em></strong></a></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-63378849549655514352009-03-06T12:06:00.010-06:002009-03-06T12:31:53.849-06:00Nurses Week is May 6-12<div align="center">Energize the caregivers in your organization with: <p></p></div><div align="center"></div><div align="center"></div><div align="center"><span style="font-size:130%;color:#333399;"><strong><p>"The Magic of Making a Difference"</strong></span></p></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="left"><span style="color:#000000;">Honor the nurses in your organization who devote their lives to caring for others by booking a special event. Barbara Bartlein, RN, has presented her magical keynote, "The Magic of Making a Difference," across the country to thousands of nurses. This high energy presentation is funny, motivational and inspirational. It features Barb's stories from <strong><em>Chicken Soup for the Nurse's Soul</em></strong> and celebrates the special gifts of caregivers everywhere. <p></span></p></div><div align="left"></div><div align="left"></div><div align="left"></div><div align="left"><p>Barb will present three sessions for your organization so everyone can attend. She is also available for a <span style="color:#333399;"><strong>FREE </strong></span>book signing for employees and staff. <p></p></div><div align="left"></div><div align="left"></div><div align="center"><span style="font-size:130%;color:#333399;"><strong>Limited Budget? <p></strong></span></p></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="left"><span style="color:#000000;"><p>Get "The Magic of Making a Difference" in a webinar format for your staff. Recorded with a powerpoint, it is accessible at any time for staff to enjoy over and over again. All they need is a computer and a telephone. <p></span></p></div><div align="left"></div><div align="left"></div><div align="center"><strong><span style="font-size:130%;color:#333399;">Bring some "magic" to your organization this Nurses Week. <p></span></strong></p></div><div align="center"><strong><span style="font-size:130%;color:#333399;">Call today to reserve your spot!</span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="left"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;">888-747-9953</span></strong></div><div align="center"></div><div align="center"><strong><span style="font-size:130%;color:#333399;"></span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;">For more information, please visit:</span></strong></div><div align="center"><strong><span style="font-size:130%;color:#333399;"><a href="http://www.thepeoplepro.com/">The People Pro</a></span></strong></div><div align="center"></div>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-30324689814964798892008-08-05T13:08:00.001-05:002008-08-05T13:12:41.963-05:00Emerging Workforce Has Different Priorities<p>The new workforce of Gen X’s, Gen Y’s and Millenniums have different priorities than the Baby Boomers or the Aging population that came before them. But before you complain that they don’t have a good “work ethic” or a “loyalty to the company,” it is helpful to look at some of the characteristics of Boomers and this group.<br /><br />The significant events that impacted the Boomers were the Kennedy Assassination and the Viet Nam War. The Boomers are a hard working generation that often focus on career and advancement. Sometimes bordering on workaholism, they work to live, are loyal to their managers and want credit for time spent at the job. The Boomers are technological immigrants as they did not grow up with computers. Many can even remember a time before television. They are sometimes resistant to new technology or techniques like texting, webinars, and BlackBerries.<br /><br />The Net Gen generations were influenced by the events of 9/11 and school shootings such as Columbine. They have been told that Social Security may not exist for them and have watched pensions and work security evaporate for their parents. Consequently, they are more loyal to colleagues and co-workers than to a company or manager. Work/life balance is extremely important for this group and they don’t want to sacrifice family time for career. This group LOVES technology and are considered technological natives. They grew up with it and are extremely talented at adopting new technology into their lives.<br /><br />The Net Gen generations presently make up about 51% of the workforce. This will increase to over 70% in the next ten years as Boomers begin retiring. But many people in management are Boomers with years of experience who may struggle with the Net Gen generations and their priorities.<br /><br />Some things your company can do to manage Net Gen employees more effectively: </p><ul><li><strong><em>Offer flexibility and work at home options.</em></strong> The old model that a person has to be in a seat at the office just isn’t valid anymore. That model was based on time rather than production. The emerging workforce is focused on results, not appearing busy to impress the boss. Smart companies are growing through a virtual workforce; no office space, equipment expense, or commuting. Staffs are paid on a project or production scale. </li><li><strong><em>Build on and off ramps for women and caregivers.</em></strong> The Boomers were often forced to pick between career and family. The Net Gen’s are not willing to do this. Update policies on family leave, re-entry and part-time employment to attract and retain good employees. Many companies are now guaranteeing a comparable position when employees return from leave.</li><li><strong><em>Avoid micromanaging.</em></strong> These employees are use to working and learning independently. They work to contribute and are adverse to a chain of command. Set the parameters and then get out of their way. Net Gen’s are fast, efficient, and not likely to waste time.</li><li><strong><em>Embrace technology.</em></strong> To have any other framework will make you and/or your business look foolish. Republican candidate, John McCain, discovered this recently when he described himself as a “computer illiterate” who had never gone online. He not only looks old, he appears out of it. Unfortunately, many executives and business leaders are also in the OOI league and don’t understand consumer desires because they are not plugged in. The creation, marketing, and demise of the Hummer is a stark example.</li><li> <strong><em>Encourage creativity.</em></strong> The traditional workplace often treated people like machines. But if you look at many of today’s most successful companies, they are the result of creativity by a couple of people. Whether GoDaddy.com or FaceBook, there are business opportunities for new products and services. How is your company encouraging new ideas?</li><li><strong><em>Build relationships.</em></strong> Since this generation connects with colleagues and friends, evaluate how your business encourages critical connections. Are there any opportunities for socializing at work or after work? Smart companies establish softball teams, bowling teams, company picnics, and support groups for new mothers, etc. to encourage interaction and teamwork. </li><li><strong><em>Ask key employees to recruit their friends for work.</em></strong> Chances are that good employees know other people who would also be effective. Some companies are paying bonuses to their employees for recruiting. Others simply follow up on leads. Whatever your approach is, friends that join the company already have connections. These can jumpstart teamwork and collaboration.<br /><br /><strong><em><span style="font-size:85%;">Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: </span></em></strong><a href="mailto:balance4u@aol.com"><strong><em><span style="font-size:85%;">barb@barbbartlein.com</span></em></strong></a><strong><em><span style="font-size:85%;"> or visit her website at </span></em></strong><a href="http://www.thepeoplepro.com/"><strong><em><span style="font-size:85%;">www.ThePeoplePro.com</span></em></strong></a></li></ul>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-24203602214994117172008-05-11T12:54:00.004-05:002008-05-11T13:01:49.156-05:00Multi-Tasking Madness Decreases Productivity<p>Caution all you multitaskers, you may not be as productive as you think. Researchers continue to find that multitasking decreases productivity, increases stress, and may cause physical discomforts such as stomach aches or headaches. In a recent study by Eric Horvitz and the University of Illinois, a group of Microsoft workers took, on average, 15 minutes to return to serious mental tasks, like writing reports or computer code, after responding to incoming e-mail or instant messages. They often strayed off to reply to other messages or browse news, sports or entertainment web sites.<br /><br />These findings are similar to those of David E. Meyer, a cognitive scientist and director of the Brain, Cognition and Action Laboratory at the University of Michigan. “Multitasking is going to slow you down, increasing the chances of mistakes,” said Meyer. “Disruptions and interruptions are a bad deal from the standpoint of our ability to process information.”<br /><br />Meyer identifies three types of multitaskers. Some people do it out of desperation, for example talking on the phone while reviewing papers. They view it as the only way to be competitive. Others multitask impulsively without even realizing they do it. They will stop mid-sentence to do a quick check of their e-mail or listen to voice mail. Hop scotching from one task to another; they don’t realize how their behavior leads to their lack of accomplishment.<br /><br />The third group multitasks with pride. “Many people delusionally believe they’re good at this,” he says. “The problem is that we only have one brain and it doesn’t work that way. In reality, nobody can effectively do more than one remotely complicated thing at a time.”<br /><br />Yet, multitasking in the workplace has reached epidemic proportions. A study by the Institute for the Future reported that employees of Fortune 1,000 companies send and receive 178 messages a day and are interrupted an average of at least three times an hour. The productivity lost by overtaxed multitaskers cannot be measured precisely, but it is probably a lot. Jonathan B. Spira, chief analyst at Basex, a business research firm, estimates the cost of interruptions to the American economy at nearly $650 billion a year.<br /><br />Some employees take multitasking to the extreme by hypertasking. Hypertasking refers to the transfer of multitasking at work to other responsibilities. While we may be forced to multitask just to keep up at the job, for some, it becomes a habit in all areas of life. They are seen talking on the phone while weaving in and out of traffic, balancing their check book at their child’s soccer game, and cooking dinner while they assist with homework and make phone calls. This hypertasking becomes the drug of choice for those who thrive on doing more than one thing at a time.<br /><br />Technology has added to the multitasking madness with people answering cell phones on the golf course and even in church. Rather than using technology to make our lives simpler, for many people it has become a “technology tether” that keeps us plugged in and turned on. Technological optimism has led to an eroding ability to accurately estimate the time needed for tasks and projects.<br /><br />There are simple steps you can take to decrease your multitasking and increase productivity:</p><ul><li><strong><em>Accurately estimate the time to complete tasks.</em></strong> For one day, write down all the tasks you have to accomplish and estimate the time needed. Then truthfully time yourself. You will be able to find the percentage that you routinely underestimate and can adjust your work schedule.</li><li><strong><em>Use external memory as much as possible.</em></strong> Albert Einstein once said that he keeps nothing in his mind that can be easily retrieved from paper. A cluttered brain makes it much more difficult to be creative and productive. External memory can be as simple as a pad of paper or using technology more effectively. Use the calendar on your computer to remind you of important dates or appointments and quick lists to organize your tasks.</li><li><strong><em>Batch your work.</em></strong> Rather than checking e-mail multiple times per day, set times for reading and responding. Let your phone go to voice mail, if possible, and return phone calls during a specific time. Put similar tasks together, like paying bills and balancing your checking account, to increase efficiency.</li><li><strong><em>Remove distractions.</em></strong> Control interruptions and noise. If the workplace is loud, discuss with co-workers ways to control the volume. Set times for consultation or questions rather than allowing unlimited access to your time. And make sure you don’t “interrupt yourself” by running to get more coffee or making a quick phone call. Use “butt glue” until the task is completed. </li></ul><p><strong><em>(copyright 2008 by Barbara Bartlein. All rights reserved)</em></strong></p><p><strong>For more tips to build your business and balance your life, please visit: <a href="http://www.thepeoplepro.com/">The People Pro</a></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-41183065654574347982008-03-02T22:35:00.002-06:002008-03-02T22:42:19.959-06:00Hire For Attitude, Train For Skill“I just don’t understand why everyone at work is complaining about me,” a woman in my office said, “The same thing happened at my last job too.” Though she could not see the cause/effect of her actions, it was clear she was alienating people in the workplace. The most likely reason? Her attitude. <br /><br />Attitude is everything to personal and professional success. It colors our vision of how we see the world and other people. Attitude affects our beliefs and our behavior. It impacts teamwork, customer relations, motivation and the ability to deal with change. Attitude makes the difference between a pleasant working environment and a place we dread to go. <br /><br />We all know a “bad” attitude when we experience it, and perhaps, on occasion, we have one ourselves. But, successful people make a conscious effort for attitude adjustment when theirs is sub par. They also avoid “energy suckers,” people with pessimistic attitudes that suck the life out of a sunny day.<br /><br />Unfortunately, I have never had any success “adjusting” someone else’s attitude. I learned early in my management experience that it was easier to teach new skills than it was to change attitudes. To find employees with great attitudes, the following guidelines for hiring and staff development are helpful:<br /><ul><li><strong>The best you will ever see is the first 90 days.</strong> If you have problem with an employee while they are still on probation, you might as well cut bait. After all, this is the time that they presumably have their best foot forward. At best, they are poor performers; at worst, they have poor judgment (even harder to correct than attitude). </li><li><strong>If they complain about the last boss, they will complain about you too.</strong> Exercise great caution in hiring someone who has nothing good to say about his or her last boss or last position. It may be more about them than their employment. In fact, it might always be someone else’s fault. People who blame are very hard to coach. </li><li><strong>Are they an optimist or pessimist?</strong> Ascertain how they appear to see the world. Pessimistic people tend to be energy suckers in the workplace and can breed an institutional pathology that pulls others into their negative energy. Are they able to find the bright side of difficult situations?</li><li><strong>Do they demonstrate personal insight and a commitment to their development?</strong> Those committed to an ongoing program of self-improvement are much more coachable and willing to learn new skills and behaviors. Ask in the interview what areas may need improvement. Inquire about the details of the candidate’s personal plan for development.</li><li><strong>Are they coachable?</strong> How receptive to feedback do they seem to be? It’s easy to assess in an interview; offer them some suggestions regarding their resume. If they are quick to disagree, defend, or actually become huffy, they are not likely to welcome your input on more significant matters.</li><li><strong>Do they listen?</strong> You can forget all of the above if the potential employee is not a good listener. They will have performance problems, people conflict and difficulty receiving feedback. Evaluate their ability to understand more than what they simply hear. Listening is an active process that blends patience with understanding.<br /><br />Attitude is a critical factor for success and the one we have the most control over. As Earl Nightingale once said, “Our attitude toward life determines life’s attitude towards us.”</li></ul><p><span style="font-size:130%;">Receive Barb's FREE E-Mail Newsletter. Sign up at </span><a href="http://www.thepeoplepro.com/"><span style="font-size:130%;">The People Pro</span></a></p><p><span style="font-size:85%;"><strong><em>Copyright 2008 by Barbara Bartlein. All Rights Reserved.</em></strong></span></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-48823397700557191122008-02-29T13:45:00.003-06:002008-03-16T19:33:26.167-05:00How to Be a Great BossEmployees want to work for someone that they perceive as fair, open, and honest. Those are the qualities most often mentioned in surveys of employees about their managers and supervisors. Workers want to feel good about the person they report to and the company they work for.<br /><br />This relationship between employee and supervisor is also the key to retention and engagement according to the Gallup Organization. They have done extensive surveys and research on employee engagement by the development of twelve questions (Q12). When employees were asked to consider their workplace relationships with their managers, the survey results revealed sharp differences between how engaged and actively disengaged employees feel. In answering the statement regarding managers, “This person and I have one of the strongest personal relationships in my life,” 16% of engaged employees strongly agreed. In contrast, 80% of actively disengaged employees strongly disagreed that their relationship with their manager was important.<br /><br /><p>Great bosses aren’t born that way. There are not genetic traits for leadership; people learn the skills by seeing examples of positive managers. Here are some tips for you to become a great boss:</p><ul><li><strong>Be a great communicator.</strong> Employees rely on their boss for information and want to feel a part of the day to day decisions. Information regarding performance, company plans, marketing, hiring, help employees do a better job. Communication is also the key to developing a positive relationship. Effective bosses listen and ask for employee opinions.</li><li><strong>Set clear expectations.</strong> People perform best when they know exactly what is expected. Be clear with the details of what is being requested including timeframes for completion. Let employees know that they can come to you if they need clarification or additional resources. Make sure that you don’t set people up for failure by not providing adequate resources or equipment. I recently consulted with a company who was concerned about productivity within their support staff. I noticed that they had one centralized printer for six people. Each worker had to get up and retrieve their document from a pile whenever something needed to be printed. The company thought it was saving money by not buying $99 printers.</li><li><strong>Give helpful feedback.</strong> Effective bosses schedule frequent meetings with all their direct reports on a regular basis. Ideally this should occur once per week even if the meeting is only 5-10 minutes.</li><li><strong>Manage behavior and performance.</strong> Behavior is what people do and performance is the measurable result of their behaviors. Forget trying to change attitudes or motivation. Be clear as to the behavior that is needed at work and the performance expected. If an employee falls short, make sure that you meet with them as soon as possible. It is much easier to correct problems when they are still small.</li><li><strong>Show up a lot.</strong> Call it management by walking around (MBWA) or simply being available, great bosses are visible and active. Make contact daily with as many employees as possible and they will get to know and trust you. Attend meetings and eat lunch in the cafeteria, not the management lounge. Every encounter is an opportunity to share information, coach, and encourage.</li><li><strong>Let people know they are appreciated.</strong> Employees frequently report on surveys that the only time they hear from the boss is when there is negative feedback on their performance. Yet, encouraging positive performance is much more effective in promoting productivity. Employees want to know that their contributions are important and they are appreciated. Stop and thank folks who have done the extras. Send handwritten notes to employees that need some encouragement. Publicly praise employees in front of their peers.</li><li><strong>Keep things interesting.</strong> Work, by definition, is still work. Even the best jobs can be monotonous and boring. Keep workers engaged by offering opportunities to learn and develop. Offer continuing education opportunities that build their resume and increase their skills.</li><li><strong>Celebrate successes.</strong> Employees frequently complain that there never is a pause in the new projects or initiatives to enjoy the successes. Have a celebration when a large project is completed or financial targets are reached. Post positive comments from customers on a bulletin board so everyone can see. Promote activities outside of work such as a ball game or sporting event. This builds camaraderie among the teams.<br />Have a sense of humor and admit mistakes. A little humor goes a long way in reducing stress and keeping things in perspective. After all, work is only a means to an end that for most of us means time with friends and family. Don’t be afraid to admit mistakes; this keeps you human.</li><li><strong>Go green.</strong> A recent poll on green employment by MonsterTRAK.com a job website geared toward students and entry-level hires, found that 80% of young professionals are interested in securing a job that has a positive impact on the environment. Ninety two percent would choose a company that is environmentally friendly. According to Barbara Haig of HAIG/JACKSON Communications, “Young people have been exposed since grade school to the risk of environmental problems. When employers focus on green issues, it sends a message that they are problem solvers and forward thinkers.” For more information on going green, visit: <a href="http://www.haigjackson.com/">http://www.haigjackson.com/</a>. </li></ul><p>For more information on building leadership skills, please visit: <a href="http://www.thepeoplepro.com/">http://www.thepeoplepro.com/</a> </p><p>Want to understand your Personality Style better? Take this on-line quiz: <a href="http://http//www.barbbartlein.com/products.iml?Product_ID=044">Personality Test</a></p><p><span style="font-size:85%;"><strong><em>Copyright February 2008 by Barbara Bartlein. All Rights Reserved.</em></strong></span><br /></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-68237470356093172302007-11-19T20:25:00.000-06:002007-11-19T20:30:58.855-06:00Marriage Counseling--The Top Three Issues You Must Talk About Before Saying "I Do"The wedding preparations seem endless; send the invitations, order the cake, choose the flowers, pick out a dress, etc. Couples run in a frenzy, especially as the important date gets closer. The wedding is the constant topic of conversation but are you and your partner taking the time to talk about what is really important? <br /><br />Too often, more attention is given to the wedding day than is given to preparing for marriage. To my amazement many couples say “I Do,” without any discussion of the issues that often lead to divorce. Perhaps there is magical thinking that “things will just work out,” or “it will be better after we are married.” <br /><br />The top three issues that you need to discuss before you say “I do” are <strong>money, sex, and kids. </strong>These are the top concerns that couples argue about after marriage. You will avoid a lot of conflict if you can reach some agreement on key questions. <br /><br /><strong>Money.</strong> There are five different money personalities; planners, savers, strugglers, impulsives and deniers. Planners are careful savers and enjoy financial planning. Savers are extremely careful with their money and seldom see their finances upset by unexpected events. But they are hesitant to take any risks. Strugglers have frequent set backs with their finances. Impulsives are not disciplined to save and plan for the future. And deniers dislike financial planning and don’t worry about the future.<br /><br />It is important that you and your partner understand your money personality and come to some agreements. Research has shown that planners and savers are the best money managers and wise couples let the partner with that personality handle the money. If neither of you have developed those skills then it is important to seek outside assistance.<br /><br /><strong>Sex.</strong> Many couples are shocked to find that their sexual needs are different. Or they have the unrealistic expectation that sex and romance will be like when they first met. Sex lives ebb and flow and wise couples communicate about their needs. A commitment to build intimacy both in and out of the bedroom is essential. You can arrive at a comfortable agreement as to frequency and other issues by some careful communication. <br /><br />What happens outside of the bedroom is as important as the activity behind closed doors. Research has shown that men who do housework have better sex lives. Couples who partner in activities of daily living find that this partnership spills into the bedroom as well. A little romance, understanding and communication outside of the bedroom enhances intimacy in a marriage.<br /><br /><strong>Kids.</strong> Basic question: do you want them? I know, this seems obvious. Yet I have married couples who come to counseling arguing whether they want children. This needs to be discussed before you say “I do.” And if your partner says they REALLY don’t want them, don’t count on changing their mind after marriage. It probably won’t happen. <br /><br />Sometimes couples already have children and disagree on how to raise them. It is important to talk about and arrive at a shared philosophy of parenting. This does not mean that you have to agree on everything. It is very common that one parent is more of the disciplinary but philosophy, strategies and approaches to child rearing need to be discussed.<br /><br />Talk about these issues before saying “I do” and you and your partner will be able to navigate the challenges of a long term relationship. <br /><br /><strong>FREE marriage quizzes to determine your money personality, to increase intimacy and evaluate your parenting style at </strong><a href="http://www.whydidimarryyouanyway.com/"><strong>www.whydidimarryyouanyway.com</strong></a><br /><br /><strong>Get your copy of the just released second edition of </strong><a href="http://http://www.amazon.com/Marry-Anyway-Overcoming-Hinder-Marriage/dp/158182632X/ref=pd_bbs_1?ie=UTF8&s=books&qid=1195525223&sr=8-1"><strong>Why Did I Marry You Anyway? Overcoming the Myths That Hinder a Happy Marriage.</strong></a><strong> It includes chapters on second marriages and blended families.</strong><br /><p><strong><em><span style="font-size:85%;">Copyright 2007 by Barbara Bartlein. All rights reserved.</span></em></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-35974236478985268202007-10-07T11:23:00.000-05:002007-10-07T13:53:05.282-05:00Recruitment and Retention-10.5 Strategies to Recruit Quality Staff<p><br />We all know the rules have changed. Employees no longer spend their entire career with one employer and employers no longer promise long-term employment with a job guarantee. But the need for great staff in any organization has not changed. People are still the most important factor in the success of any business.<br /><br />So where do you find the best people to do the job? The search and recruiting techniques depend on what level you are attempting to fill. Many entry-level jobs are recruited through newspaper ads and other want ads. Middle management is often “home grown” by developing people within the organization and promoting them. Top executives are usually recruited through search firms or executive networking.<br /><br />Regardless of the position you are attempting to fill, here are some ideas that will produce quality candidates:</p><ol><li><strong>Contract with a placement firm that does screening for the position.</strong> There are many firms that do much of the up-front legwork and forward only qualified candidates for interview. While the price may appear costly, it saves precious management time. This is especially helpful for small companies who have only one or two management personal performing multiple tasks. Placement firms often offer a “guarantee.” If the new employee does not work out…you don’t pay.</li><li><strong>Pay current staff to refer their friends.</strong> Chances are good that your employee who is already doing well in the job will know other people with similar talents. They may have worked with them in another setting or mingle with them socially. An added bonus: if they already like each other, you eliminate the “learning curve” and time of having employees get to know each other to establish a working relationship.</li><li><strong>Pay higher wages.</strong> No, I don’t mean break the bank. A little money will do. It is amazing that a dollar or two will often be the deciding factor for job seekers when considering multiple offers. This is especially true in entry-level positions where wages are more the driving force than benefits or retirement planning. By paying slightly higher than the competition, you will attract higher caliber employee and have shorter training time and less turnover.</li><li><strong>Advertise in industry/trade journals.</strong> It is likely that your competitors have these journals available in the break room, on the bulletin board or as a pass around. Good employees keep tabs on what is going on in their industry and may contact for additional information. This provides direct access for an employee already familiar with your industry.</li><li><strong>Create a brochure specifically for staff.</strong> A simple folded pamphlet that can be given to job applicants will enhance the perception of your organization. Include the benefits, both tangible and intangible, of employment at your firm. Outline any special events, or unique opportunities of working at the company. Highlight existing staff in people-friendly pictures. Your employees will love the recognition.</li><li><strong>Distribute the brochure at conferences and trade shows.</strong> Have a company booth at high visibility conferences or share booth space with another vendor. Leave the brochure on tables in the lobby and where participants have their coffee breaks or meals. This leads to positive PR and buzz about your organization. Even folks not looking for a job may consider a change if the “grass looks greener.” Attendees may also forward the brochure to a friend or relative that is looking for a position.</li><li><strong>Provide additional benefits.</strong> Consider offering additional (but inexpensive) benefits to sweeten the deal. Some ideas: Adjust the summer hours for longer workdays Monday through Thursday so employees can have Friday afternoons off. Allow one employee per month an extra afternoon off based on productivity. Make it a policy that staff does not have to work on their birthdays. Arrange for travel or vacation opportunities at a discount through the company. </li><li><strong>Emphasize flexibility.</strong> Many workers are drawn to jobs that allow some flexibility to schedule appointments during the day, catch a soccer game for the kids or just take a mental health day. Let recruits know that family time is a priority and management understands the multiple demands that most workers have. Relatively inexpensive, it provides big bonuses for recruitment and retention. Make it clear you evaluate performance on results…not counting the minutes.</li><li><strong>Advertise online.</strong> Post positions on line at local job search services. Update the information frequently and present some of the value added items of working at your organization. Testimonials for current employers enhance the credibility of the company culture. Many firms leave some openings on line at all times just in case it produces a quality applicant that they want to pursue. </li><li><strong>Provide valuable training for their resume.</strong> Make it clear that you are interested in employee development and their long-term career. It is relatively easy to offer additional training for staff at very little expense. There are numerous training programs available through seminar companies and continuing education departments of local universities. For smaller companies, it may make sense to collaborate with other groups to arrange speakers for on-site education. </li><li>(10.5) <strong>Partner with a local day-care to offer subsidized childcare or special access.</strong> Many daycares will offer special arrangements to companies that will guarantee a number of customers. Adjust work hours to make sure that quality daycare is available. Staff will often make employment choices based on the ease of coordinating care for children.</li></ol><p><em><span style="font-size:85%;">Copyright 2007 by Barbara Bartlein, All rights reserved.</span></em></p><p><strong><span style="font-size:85%;">For more information to build your business and balance your life, please visit <a href="http://www.thepeoplepro.com/">The People Pro</a></span></strong></p><p><strong><span style="font-size:85%;">Check out Barb's other websites at: <a href="http://www.whydidimarryyouanyway.com/">The Marriage Builder</a>, <a href="http://www.101personalitytest.com/">Personality Test</a>, <a href="http://www.101marriagecounseling.com/">Marriage Counseling</a></span></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-20362365977933385192007-08-06T13:46:00.000-05:002007-08-06T13:54:56.335-05:00Productivity-Increase Your Productivity by Letting Go<p>After coaching executives for more than twenty years, it is clear that one of the greatest stumbling blocks for productivity is the difficulty successful people have in letting go. They hang on to routines, paper, people, and even meetings that suck their time, energy, and creativity. Consider: </p><ul><li>The average US executive wastes six weeks per year retrieving misplaced information on desks or in files. At a salary of $75,000 per year, this translates into $ 9225. </li><li>Office workers spend 40-60% of their time working with paper. Despite visions of a paperless office, 95% of all information is still transmitted using paper.</li><li>80% of filed papers are never referenced again. </li><li>Negative employees cost companies millions of dollars in lost productivity and sales. </li><li>Of 1,037 full or part-time workers polled by Opinion Research USA, 27% ranked disorganized, rambling meetings as their top frustration. </li></ul><p>Highly creative and energetic people seem especially prone to hang on to things and<br />routines. After all, this was part of what made them successful. They view “stuff” as opportunity and people as resources. But sometimes it doesn’t work and the clutter, negative employee or useless routine gets in the way of attending to what is really important.<br /><br />There are steps you can take to “let go” of the things in your life that are stifling your success. Some suggestions: </p><ul><li><strong><em>Let go of perfectionism</em></strong>. Perfectionism is paralysis and often 80% is more than good enough. Sometimes it is better to just complete something than obsess over details that won’t make a difference. Set time limits for projects and stick to them. </li><li><strong><em>Let go of energy suckers.</em></strong> Get rid of negative, non-performing employees on the payroll. When management at 3M laid off the bottom 10% (the poorest performers) at one facility—their productivity skyrocketed up eighteen percent. 3M learned that negative employees not only produce less, but they also cost more. Negative employees destroy morale and turn off potential customers. As one employee said, “an energy sucker is the person you go on break with and come back more exhausted than when you left.” </li><li><strong><em>Let go of meetings.</em></strong> The great corporate time waster. So many meetings aren’t really necessary and too often they are poorly organized and run. Conduct training for effective meetings for all management personnel. This should include an evaluation checklist whether to have the meeting at all. Make sure that meeting organizers know how to create an agenda, start on time and keep control of the proceedings.</li><li><strong><em>Let go of filing.</em></strong> Make your office paperless by using some of the new on-line filing systems such as <a href="http://www.thepapertiger.com/">http://www.thepapertiger.com/</a>. Easy to implement, you can manage both paper and electronic files. It eliminates duplication of materials and does not require scanning. </li><li><strong><em>Let go of crisis management.</em></strong> Avoid the tyranny of the urgent so that you can focus on what is important. Often the result of someone else’s poor planning; it can result in spending most of your day putting out fires. Let co-workers know that you plan your day and don’t jump from project to project. Insist on realistic timeframes for projects. </li><li><strong><em>Let go of interruptions.</em></strong> Train yourself and your co-workers to stop the frequent interruptions that block creativity and “flow.” Every time you are interrupted, it will take an average of 15 minutes to get back into the task at hand. Make sure you are not interrupting yourself with frequent breaks, cups of coffee or chatting in the hall.</li><li><strong><em>Let go of useless tasks</em></strong>. Do you really have to do all the stuff on your “to do” list? I have seen executives typing their own letters, doing computer entry and other everyday jobs that could be easily delegated to someone else. Evaluate what you really need to do. </li><li><strong><em>Build white space in your life.</em></strong> UN-schedule time on your calendar and in your life to just think, read, walk, and relax. Have a weekend from time to time where you have nothing planned. Don’t schedule every hour of the day with no breathing room for the unexpected. </li><li><strong><em>Know what is draining your resources.</em></strong> Take a careful inventory of where your time goes and with whom. What activities/people deplete your energy? Evaluate how you can handle them differently. How do you re-charge? Structure your week with some re-charging activities such as exercise and hobbies. </li><li><strong><em>Start plugging the leaks.</em></strong> Start letting go of the problems areas. Get rid of clutter, let go of your bottom feeding employees and control access to your time. </li></ul><p>According to Albert Eistein, there are three rules of work: “Out of clutter find simplicity’ from discord find harmony; in the middle of difficulty lies opportunity.”<br /><br /><em><span style="font-size:85%;">Copyright 2007 by Barbara Bartlein, all rights reserved.</span></em><br /></p><p><strong>Free E-Mail Newsletter. Sign up at <a href="http://www.thepeoplepro.com/">The People Pro</a></strong></p><p><strong>Check out Barb's other websites at <a href="http://www.whydidimarryyouanyway.com/">Marriage Tips</a>, <a href="http://101marriagecounseling.com/">Marriage Counseling</a>, <a href="http://www.101personalitytest.com/">Personality Test</a>, and <a href="http://www.101stressmanagement.com/">Stress Management</a></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-41961040871362952012007-07-16T22:52:00.000-05:002007-07-16T22:59:13.510-05:00Stress Management--Employers Can Help De-Stress Employees<p>Fewer Americans are taking vacations. According to a new survey on Expedia.com, 35 percent, or an estimated 5.2 million Americans, will not use all of their vacation days this year. They will leave an average of three vacation days on the table, which means that employed adults are giving back a total of more than 438 million vacation days in 2007 alone.<br /><br /> According to Tory Johnson from ABC news, there are two workplace issues that prevent most Americans from taking much-needed time away: stress and concern about job security. <br /><br /> For many Americans, the stress continues even when they take time off. Over thirty percent of workers report that they struggle with work stress when out of the office. Many check their email and voice mail while on vacation or participate in conference calls, thus not really getting a break from the routine.<br /><br /> Employers are beginning to recognize the dollars-and-cents of their employees running ragged without time to relax and recharge. Studies have found that the total health and productivity cost of stress in the workplace could be as high as $150 billion a year. Other studies have found that employees, who take at least a full week of uninterrupted time off, have fewer sick days. Investment in good vacation programs can mean improved productivity and less absenteeism.<br /><br /> Some companies have policies that force people to take their vacations. At the corporate offices of 1-800-GOT-JUNK, employees receive five weeks of paid vacation at two years of service. But there is one condition; they must take two consecutive weeks off to recharge. CEO Brian Scudamore says the “extra vacation helps prevent burnout, which can lead to losing employees—a very high price to pay.”<br /><br /> Employers can help their staff reduce their stress by assisting with vacation planning. Here are some ideas:<br /> </p><ul><li><strong><em>Establish vacation savings plans.</em></strong> Sure, employees could do this by themselves but it is so much easier to save money if you never see it. Create an option for an automatic payroll withdrawal for future vacations.</li><li><strong><em>Offer financial counseling through HR or the EAP</em></strong>. Make sure that employees have access to good financial advice so they have the resources for a yearly break.</li><li><strong><em>Coordinate a vacation calendar.</em></strong> This allows for a fair rotation of key dates and weeks. It also allows the employees to have input to make sure dates work for the business.</li><li><strong><em>Announce job changes after vacations, not before.</em></strong> It is impossible to relax if you are worrying about the pending changes at work. Employers need to carefully evaluate the timing of any major announcement.</li><li><strong><em>Partner with a travel agency.</em></strong> Many agencies are willing to work with companies to get group rates, special discounts and organize travel. Provide in-house workshops on vacation planning.</li><li><strong><em>Distribute job responsibilities.</em></strong> Make sure a back up is designated for the vacationing employee. It is difficult for a staffer to relax if they worry that they will return to an overflowing desk, voicemail and e-mail.</li><li><strong><em>Establish voice mail and email vacation greetings.</em></strong> This not only reminds the employee to change the greetings but gives them a quick format to do so. This helps to eliminate the flooding upon return.</li><li><strong><em>Give an extra half-day off before the vacation.</em></strong> This not only helps the employee with last minute plans and details, it builds loyalty. It makes it clear that the company really values their contributions.</li><li><strong><em>Eliminate last minute projects.</em></strong> Nothing is worse than trying to exit and a bunch of new work gets dumped. Work with the employee to get major projects out of the way at least two weeks before the vacation.</li><li><strong><em>Encourage at least a week’s vacation.</em></strong> Long weekends really do not give enough time for relaxation. Make sure company policies and supervisor’s attitudes encourage employees to take the vacation time they need.</li><li><strong><em>Discourage “call-ins” while on vacation.</em></strong> Traditionally viewed as the sign of dedication, employers now recognize that it interferes with true relaxation and can be very unhealthy. </li><li><strong><em>Allow a gentle re-entry.</em></strong> Don’t bombard the returning worker with stacks of work and projects. Demonstrate your interest by scheduling time to visit with the employee about his vacation.<br /><br />Don’t miss the chance to take a break this summer. But remember, Erma<br />Bombeck once said, “When you look like your passport photo, it is time to come home.”</li></ul><p><strong><em><span style="font-family:arial;font-size:85%;">Copyright 2007 by Barbara Bartlein, All Rights Reserved.</span></em></strong></p><p><strong><span style="font-family:Arial;">Free E-Mail <a href="http://www.thepeoplepro.com/">Newsletter</a> Visit Barb's other websites at <a href="http://www.whydidimarryyouanyway.com/">Marriage Counseling</a>, <a href="http://www.101stressmanagement.com/">Stress Management </a>and <a href="http://www.101personalitytest.com/">Personality Test</a>.</span></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-139896265248336462007-05-29T09:57:00.000-05:002007-05-29T10:04:18.688-05:00Productivity-What is Your Desk Personality?After years of coaching and presenting seminars to corporations on time management and organizational skills, I now learn that people with messier offices actually make more money. According to a new survey by Adecco Group, the largest human resource service company in the world, only 11% of those earning $75,000 or more claim they are ‘neat freaks.’ <br /><br />According to Bernadette Kenny, senior vice president of human resources at Adecco North American, this could be for a variety of reasons. “Perhaps this is because they are in higher positions and are inundated with more work. Or, perhaps those with smaller salaries are in more junior-level positions, where they need to comply with someone else’s standards and strive to make a good impression on managers.” <br /><br />Or maybe it just takes too much time to get organized. “We don’t factor in the time it takes to be organized,” says Eric Abrahamson, co-author of A Perfect Mess: The Hidden Benefits of Disorder. and a professor of management at Columbia Business School. “Are those benefits commensurate with the time spent to get that way? That’s the downside of order. The value of time can be very high, and we don’t want to waste valuable time getting organized.”<br /><br /> What does your workplace say about you? Researchers claim that desks may reveal the true personality, habits and ambitions of their owners. Hundreds of workspaces belonging to office workers were studied by Donna Dawson, a behavioral psychologist with Adecco. She examined the layout and patterns of possessions on desks and found six main types of personality.<br /><ul><li><strong><em>The Super-Organized Desk.</em></strong> This functional workplace is very neat with no frills or personal clutter. Likely to be a super-efficient secretary or assistant, only the essentials are prominent; a pen, notebook and stapler. They want to feel needed and can be very charming when they feel others are relying on them. This desk personality can be subject to mood swings and may disguise a chip on its owner’s shoulder from lack of appreciation.</li><li><strong><em>The Organized Chaos Desk.</em></strong> This personality has piles of paper, overflowing onto the floor and window seat. The owner will claim to have a “filing-system” where they can easily find what they are looking for. There may be multiple sticky notes wallpapering the room with reminders and to-do items. To cope with the pressures and stress, this person frequently gets up to warm up their coffee or have a cigarette break. While likely to be a workaholic, they are fun to chat with and are flexible and brilliant for brainstorming.</li><li><strong><em>The Creative Chaos Desk.</em></strong> This desk is filled with an interesting array of clutter revealing a creative and agile mind. Not focused on technology, this owner is a great source of ideas. They are always on the go and only vaguely know where everything is that they are working on. They may misplace projects or papers. Easily distracted, this person tends to be a lateral thinker. </li><li><strong><em>The Personality Extension Desk.</em></strong> Covered with dozens of personal touches, this desk displays poster, photos, holiday cards and zany mouse-mats. The owner may even keep personal items such as vitamin pills, hand cream or perfume easily accessible. This personality is very energetic, and keeps food, drink and other items readily available for quick nourishment. They are friendly and talkative but may not be discreet with confidential information.</li><li><strong><em>The Show Desk.</em></strong> This desk has been carefully scripted to present an image of the importance of its occupant. It is very large with few items visible and no personal memorabilia. Giving the impression of space and control, this individual is like to have a double sided personality. Although friendly in a social group, they become coldly professional once behind the desk. Few people at work will ever know the real person behind the façade.</li><li><strong><em>The Trophy Desk.</em></strong> This workspace is messy and covered with items that reflect its owner’s social, professional or financial success. These “trophies” may include awards, plaques, pictures of expensive holidays, or sporting equipment. While the look may appear random, each item is strategically placed for maximum effect and visibility. Desktop accessories will be bold and brightly colored. These people tend to think big and are natural leaders, but need to be appreciated or they may sulk or have a tantrum.</li></ul><p>No matter what your desk style is, it is important to be aware that it sends a message<br />to others that could be a factor in your success. Remember people will judge you by what you show them.</p><p><strong><em>Copyright 2007 by Barbara Bartlein. All rights reserved.</em></strong></p><p><strong>FREE E-mail newsletter. Sign up at <a href="http://www.thepeoplepro.com">Newsletter</a></strong></p><p><strong>For more tips to build you business and balance your life, visit Barb's other websites!</strong></p><p><strong><a href="http://www.101marriagecounseling.com">Marriage Counseling,</a> <a href="http://www.whydidimarryyouanyway.com">Marriage Tips,</a> <a href="http://www.101personalitytest.com">Personality Test,</a> <a href="http://www.101stressmanagement.com">Stress Management<br /></a></strong> </p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-29362427893305995852007-05-02T11:49:00.000-05:002007-05-02T12:01:05.816-05:00Happiness-Maximize Each Day by Paying Attention<p>One of my favorite authors, Kurt Vonnegut, recently passed away. Best know for his novels, Slaughterhouse Five, Cat’s Cradle, God Bless You, Mr. Rosewater, he also wrote a Broadway play and numerous short stories. But some of my favorite Vonnegut quotes come from his college commencements speeches, celebrations he describes as “delayed puberty.”<br /><br />Vonnegut often referred in his speeches to his Uncle Alex, who was a Harvard graduate and worked as an insurance agent in Indianapolis. Vonnegut states, “One of the things that Uncle Alex found objectionable about human beings was that they so rarely noticed it when they were happy; He himself did his best to acknowledge it when times were sweet. We could be drinking lemonade in the shade of an apple tree in the summertime and Uncle Alex would interrupt the conversation to say, ‘If this isn’t nice, what is?’”<br /><br />It makes me ponder how many great moments at work, at home, and in life, have drifted by me without any acknowledgement of their significance. It is so easy to always “be busy,” with new projects, initiatives and strategic plans that you miss the payoffs. Happiness and fulfillment are ignored rather than celebrated as the outcome of hard work. Too often, we are so focused on the future and what we “have to do,” that we miss all the pleasures of the present.<br /><br />The latest Associated Press poll on happiness found that for most people it is a U-shaped phenomenon. That is, we are happiest at our youngest and oldest lifetime points. People are reported to be most unhappy at age 40. Is this because we are just SO busy at this point in our lives? Or are our expectations unrealistic? Whatever the cause, here are some suggestions to maximize your happiness: </p><ul><li><strong><em>Take note when you are happy.</em></strong> Pay attention to the little moments and clear your head to let them in. Researcher David Myers of Hope College believes that “biological wisdom” is a factor for happiness. Taking note of pleasurable times each day fortifies the neurological system and stress and anxiety are less likely to capture your attention. </li><li><strong><em>Stretch your happiness.</em></strong> University of Minnesota researcher, David Lykken, suggests that we can adjust our level of contentment by paying attention to what makes us happy and what brings us down. Seeking out simple pleasures like taking a walk, working in the garden, or reading a good book can “stretch” our happiness.</li><li><strong><em>Avoid comparisons.</em></strong> Whether it is physical appearance, money or possessions, comparisons always leaves someone coming up short. According to Danial Gilbert, author of Stumbling On Happiness, people tend to make systematic errors when predicting future happiness. That is, they are overly optimistic how a future change will affect their happiness. Whether it is losing weight, having a new car, a new job, or a new spouse, trying to keep up with the Jones will lead to unhappiness. </li><li><strong><em>Celebrate successes.</em></strong> My grandfather was a carpenter and crafted beautiful woodwork and furniture. He had a habit of sitting down and admiring his work whenever he completed a project. I would often sit with him to discuss the work and how nice it turned out. Take time to sit down and admire what you have accomplished. Celebrate your successes at work and at home.</li><li><strong><em>Turn off electronics.</em></strong> Take a walk without your cell phone, Blackberry, and electronics. All these devices pull you out of the moment and deposit you in cyberspace. These distractions prevent you from noticing and appreciating the present.</li><li><strong><em>Acknowledge and appreciate others.</em></strong> Too often the employees that get the most attention are those that are poor performers. The folks who dependably get their work done and on time are ignored precisely because they are so reliable. Let others know how much you appreciate their efforts. Write notes, give coupons and just stop in your busy day to connect. </li><li><strong><em>Acknowledge and appreciate yourself.</em></strong> Sometimes the person we are the hardest on is ourselves. Savor your successes and bask in your achievements. Reward yourself for the completion of difficult projects. And yes, it is OK to tell yourself that you did a good job. </li></ul><p>I recently had dinner with my daughter at a sidewalk café on Madison’s State Street. Watching the sunset and laughing about our shopping earlier in the day, I remarked, “If this isn’t nice, what is?”<br /><br /><strong><em><span style="font-size:85%;">Copyright 2007, by Barbara Bartlein. All Rights Reserved.</span></em></strong><br /><strong><em></em></strong><br /><strong>FREE E-Mail newsletter. Sign up at <a href="http://www.thepeoplepro.com">http://www.thepeoplepro.com</a>.</strong><br /><strong>Visit Barb's other websites at: <a href="http://101stressmanagement.com">http://101stressmanagement.com</a>, <a href="http://101marriagecounseling.com">http://101marriagecounseling.com</a>, <a href="http://101personalitytest.com">http://101personalitytest.com</a> </strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-71503863272472377092007-04-04T16:47:00.000-05:002007-04-04T17:16:59.702-05:00How to Reduce ProcrastinationProcrastination is on the rise and affects more men than women (about 54 out of 100 chronic procrastinators are men), according to Piers Steel, a Canadian industrial psychologist. And why not procrastinate? There are so many temptations that make it so easy; internet, TV, cell phones, Blackberries, iPods and games. In fact, wasting time is little more than a mouse click away for most of us. “That stupid game Minesweeper—that probably has cost billions of dollars for the whole society,” says Steel.<br /><br />Procrastination is epidemic in all countries, occupations and age groups. There is actually a national Procrastination Day, though no one has gotten around to identifying the date, and several Procrastination Societies. The International Society for the Promotion of Procrastination has a website that requests potential members send in an application but then states, “If you actually get around to buying a stamp and mailing the envelope, you are obviously not qualified for membership and will not be accepted.”<br /><p>So how do you reduce procrastination in your life? Here are some techniques and tips that can work for you:</p><ul><li><strong><em>Start each week with a planning session and review the plan for 5 minutes each morning.</em></strong> Use a daily planner and write down all important appointments and deadlines. Make sure that your priorities for each day are clear. Use a yellow highlighter to note anything that is ASAP or urgent.</li><li><strong><em>Plan your days according to your personal energy.</em></strong> When are the most productive hours of your day? Focus on doing the most difficult tasks during these times when you are least likely to procrastinate.</li><li><strong><em>Do at least one undesirable task first thing in the morning.</em></strong> The rest of the day you can feel that you at least accomplished something. If it was something you were avoiding, it will free up your energy.</li><li><strong><em>Put a time limit on what you feel like avoiding.</em></strong> Knowing that there is an end in sight can give you new energy to get started or keep moving. Even the most unpleasant task becomes more bearable when you know that you don’t have to do it all day or until it is finished.</li><li><strong><em>Divide big projects into smaller, doable pieces.</em></strong> This is where a chart can be very helpful with specific dates and timeframes. Do one step at a time. I am often asked how I find time to write books. I reply, “I don’t write books. I write 250 words at a time.” Much less intimating. </li><li><strong><em>Control interruptions.</em></strong> Anticipate potential interruptions by turning off the phone, not answering the door and letting others know that you are working on a special project. And remember not to interrupt yourself with frequent checks of the e-mail, or getting up for yet, another, cup of coffee.</li><li><strong><em>Balance your day and reward yourself.</em></strong> Use enjoyable tasks to fill in between those you are not so thrilled about doing. Take a walk or get outside for a break. It gives you something to look forward to and will give you new energy to tackle the rest of the day.</li><li><strong><em>Practice learned industriousness.</em></strong> It is often said that success breeds success. There are times in our lives when we are “on a roll” and things just keep happening. This is because of a basic learning mechanism called classical conditioning. Hard work that leads to success is very rewarding. That is why successful people find it easier to work hard, they know the success is worth it. When you start a new task, make sure that you structure it so that your early efforts are successful. This will give you the conditioning to proceed.</li><li><strong><em>Regulate your energy.</em></strong> “I’m too tired to work, (exercise, clean the yard, play with the kids, etc, etc.), is a common refrain for procrastinators. Especially work that requires concentration or physical exertion becomes hard to start when we feel energy depleted. Make sure you are doing the basics; eight hours of sleep, healthy meals, and exercising. While you may feel too tired to exercise, it actually increases your energy level over time. Sometimes you just have to force yourself to get started!</li><li><strong><em>Get an accountability partner.</em></strong> When you tell someone you are going to do something, set a timetable and then have to report, you are much more likely to complete the task. Or better yet, form a MasterMind group with other professionals in your field and meet once a month to discuss career issues, projects, etc. It will help you stay focused and rapidly advance your career.<br /><br />Remember, procrastination is the grave in which opportunity is buried.</li></ul><p><strong><em>Copyright 2007 by Barbara Bartlein, All Rights Reserved</em></strong></p><p><strong>FREE E-Mail Newsletter. Sign up at: </strong><a href="http://www.thepeoplepro.com/"><strong>www.thepeoplepro.com</strong></a><strong>Check out Barb's other websites at </strong><a href="http://www.101marriagecounseling.com/"><strong>www.101marriagecounseling.com</strong></a><strong>, </strong><a href="http://www.101personalitytest.com/"><strong>www.101personalitytest.com</strong></a>, <a href="http://www.101stressmanagement.com">www.101stressmanagement.com</a> <br /></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-18175074405872270002007-03-09T11:33:00.000-06:002007-03-09T11:40:07.671-06:00Procrastination: More People Aren't Doing Today What They Won't Do TomorrowProcrastination is on the rise according to a new study published by the American Psychological Association. The ten years of research, which was only suppose to take five years, was conducted by professor Piers Steel from the University of Calgary. He found that procrastination is on the rise and makes people poorer, fatter, and unhappier.<br /><br />Dr. Steel has found that procrastination is pervasive and affects individuals, families, communities and business. “Ninety-five percent of us procrastinate at least occasionally and about 15-20% of do it consistently and problematically,” according to Steel. “Also, there are historical records of people procrastinating going back at least 3,000 years.” According to this massive study, in 1978, only about 5% of Americans viewed themselves as chronic procrastinators. It is now 26%.<br /><br />His comprehensive analysis of procrastination research, published in the recent edition of the American Psychological Association’s Psychological Bulletin, presents some surprising conclusions on the subject, such as:<br /><br /><ul><li><strong>Most people will not follow through with their New Year’s resolutions</strong></li><li><strong>Perfectionism is not at the root of procrastination</strong></li></ul><p><br />“Essentially, procrastinators have less confidence in themselves, less expectancy that they can actually complete a task,” Steel says. “Perfectionism is not the culprit. In fact, perfectionists actually procrastinate less, but they worry about it more.”</p><p><br />Some other behaviors that predict procrastination include: task aversiveness, impulsiveness, distractibility, and how much a person is motivated to achieve. Not all delays can be considered procrastination; the key is that a person must believe it would be better to start working on given tasks immediately, but still not start.</p><p><br />There are many theories on why people procrastinate and Dr. Steel has examined the four most popular ones generally promoted.<br /><br /><strong>Anxiety: Fear of Failure and Perfectionism<br /></strong>People are thought to procrastinate on tasks that are stressful. Therefore, those who are more susceptible to experiencing stress should procrastinate more. This theory is not supported by research. It may explain why we might avoid tasks entirely, but not why we delay them. In fact, more anxiety is experienced as we near a deadline, so procrastination appears to be a way of increasing anxiety, not reducing it. Research evidence indicates a weak or no relationship between anxiety and irrational beliefs and procrastination. In fact, self-perfectionists actually report less procrastination than other people.<br /><br /><strong>Self-Handicapping<br /></strong>This refers to the habit of placing obstacles that interfere with their own good performance. The motivation is often to protect self-esteem by giving them an “out” if they fail to do well. While there is some overlap of symptoms with procrastination, it has different causes and treatment.<br /><br /><strong>Rebelliousness<br /></strong>According to some research, rebelliousness, hostility and disagreeableness are thought to be major motivations for procrastination. While parents of teenagers may disagree, this theory is not supported. It may explain why we might avoid tasks entirely, but not why we delay them. In fact, we appear more autonomous by just not doing a task. By doing it at the last minute, procrastination may appear to be “caving in” to the demands.<br /><br /><strong>Temporal Motivation Theory (TMT)<br /></strong>Steel identifies this theory as “cutting edge” based on an equation that evaluates people’s decisions. He has found that people will low levels of self-efficacy or feelings of competence, procrastinate more. Procrastination is also strongly association with the value of the task. The more unpleasant it is viewed to be, the more likely to be delayed. Steel found that people who are more distractible, impulsive, and have less self-control tend to procrastinate more.<br /><br />Procrastination is strongly associated with time delay. The closer we are to realizing the goal, the harder we work at it. In fact, work often expands to the time allotted for completion. As Johnny Carson once said, “If you have all week to do a TV show, it will take you all week. If you have a show everyday, you get it done everyday.”<br /><br />The TMT theory also predicts an intention-action gap, where we intend to work but fail to act on our intentions. Procrastinators often have many intentions but tend to fail to put them into action.<br /><br />Interested in an evaluation of your procrastination? Log on to <a href="http://www.procrastinus.com">http://www.procrastinus.com</a> to participate in online study. You will receive an evaluation of your procrastination along with suggestions to reduce delaying what you need to get done. Do it today, not tomorrow.<br /><br />As Mark Twain remarked, “Never put off till tomorrow, what you can do the day after tomorrow.” </p><p><em>Copyright 2007 by Barbara Bartlein, All Rights Reserved</em></p><p><em><br /></em><strong>FREE E-Mail Newsletter. Sign up at: </strong><a href="http://www.thepeoplepro.com/"><strong>www.thepeoplepro.com</strong></a><strong><br /></strong>Check out Barb's other websites at <a href="http://www.101marriagecounseling.com/">www.101marriagecounseling.com</a>, <a href="http://www.101personalitytest.com/">www.101personalitytest.com</a><br /></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-37616461224871713932007-02-08T12:30:00.000-06:002007-02-08T12:06:07.254-06:00Leadership-How to Deal With the Pointy-Haired BossInspired by the character from the Dilbert comic strip, he has come to represent all clueless managers, especially those technologically challenged. He is described by Dilbert author Scott Adams as "every employee's worst nightmare." Unscrupulous and mean, his top priorities are the bottom line and looking good to his superiors.<br /><br /> The Pointy-Haired Boss can be spotted taking credit for other people's ideas, projects, and work. He jumps up quickly at meetings to exclaim how much effort he has put into a new venture. Reluctant to thank his team or the people who actually did the labor, the <strong>PHB</strong> wants to make sure that his superiors know how hard he works.<br /><br /> The <strong>PHB</strong> stays current on all the latest business trends, though he rarely understands them. He is quick to adopt the hottest buzzwords and uses them to try to impress others with his business savvy. He gets excited over mission statements, strategic plans and teambuilding exercises. To see Dilbert's Boss in action producing mission statements, visit: <a href="http://www.dilbert.com/comics/dilbert/games/career/bin/ms.cgi">Dilbert Mission Statements</a> You can see the boss saying, "Blah, Blah, Blah, Blah."<br /><br /> Technology is just another way to waste time and promote himself for the <strong>PHB.</strong> He regularly "ego surfs," the process of surfing the web to see how many times his name turns up and what people are saying about him. He occasionally blogs some useless information just to see his name in print.<br /><br /> The <strong>PHB </strong>uses e-mail to make himself look good. He can be found adding his two cents to the memos from the boss resulting in a "kudo loop" of meaningless e-mails. He carefully follows up to any subordinate's e-mail with comments of his own to make it look like the idea was orginally his. This process of "e-dundanting" others with a flurry of e-mails is designed so that everyone knows how hard he toils.<br /><br /> Working for a <strong>PHB </strong>is discouraging and intimidating. He dominates others with his unrelenting quest to get ahead. Often driven by an insecurity deeply rooted in his childhood, he uses others rather than getting some psychotherapy.<br /><br /> Paul works for such a boss. Quiet and soft spoken, Paul is highly educated with a degree from Yale, and displays exceptional talent in sales and marketing. He has put together a number of marketing plans and promotional campaigns and forwarded them to the <strong>PHB</strong> for approval before implementation. He waits for a reponse. And he waits some more.<br /><br /> Several months later, the <strong>PHB</strong> presents one of his plans with minor changes at the sales meeting. While he mentions that his staff "helped" with the project, he does not credit Paul by name. Paul attempts to talk with the boss about his behavior but is told, "Look, I'm in charge here. Just do your job."<br /><br /> That is one of the main problems with working for a<strong> PHB</strong>; it is highly unlikely that any intervention on your part will make any difference in how he operates. You can attempt to talk with him or form a relationship but will not be successful. The <strong>PHB</strong> is not interested in you and your success; he just wants to get ahead.<br /><br /> Perhaps the most discouraging part of working for the <strong>PHB </strong>is that his success also says something about the leadership of the organization. They are either totally clueless or completely incompetent or both. They miss the obvious about the <strong>PHB </strong>that everyone else can see; he is lousy at managing people and inept in his job. How can top management not see this?<br /><br /> The answer is simple: they are incompetent or just don't care. Either way you are SOL with your career. Anyone with options and talent will leave. The rest will "dumb down" to fit with management.<br /><br /> It is said that people rise to their level of incompetence, and in too many organizations this is true.<br /><br />Tips for Success:<br /><ul><li><strong><em>Never work for someone you don't admire.</em></strong> You spend too many hours at work to be stuck with a PHB. Ideally, your boss should be someone you can emulate and respect. </li><li><strong><em>Look for employment where you can learn and be mentored.</em></strong> The best employers are interested in the development of their employees and offer them opportunities for growth. </li><li><strong><em>If stuck with the PHB, limit exposure.</em></strong> Stuck with him? Then try to have as little contact as necessary. Practice the art of keeping out of sight and just doing your job. Avoid face to face meetings as much as possible. </li><li><strong><em>Put your name on everything you do.</em></strong> Don't let him take credit for your work; put your name on it. Make sure the upper management knows your accomplishments.</li><li><strong><em>Don't be shy about taking credit for what you do.</em></strong> This is not the time for modesty or being humble. The <strong>PHB</strong> is not about to acknowledge your efforts so you have to. </li><li><strong><em>Work with fellow employees to give each other credit.</em></strong> It's time to band together for survival. A tight work team can survive the <strong>PHB</strong> with mutual support, humor and camaraderie. </li><li><strong><em>Nominate each other for awards and honors.</em></strong> Support other employees and make sure that they receive the recognition they deserve. They may return the favor. </li><li><strong><em>Put Dilbert cartoons up by your desk.</em></strong> Maybe the<strong> PHB </strong>will get the hint.</li></ul><p><strong><em>Copyright 2007 by Barbara Bartlein, All Rights Reserved</em></strong></p><p><strong><span style="font-size:130%;">FREE E-Mail Newsletter. Sign up at: <a href="http://www.thepeoplepro.com">www.thepeoplepro.com</a> </span></strong></p><p><strong><span style="font-size:130%;">Check out Barb's other websites at <a href="http://www.101marriagecounseling.com">www.101marriagecounseling.com</a>, <a href="http://www.101personalitytest.com">www.101personalitytest.com</a> </span></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1167774177324195262007-01-02T15:36:00.000-06:002007-01-02T15:42:57.330-06:00Happiness, Money and the Pursuit of Both<span style="font-family:arial;">Money does not seem to make us happy. Not only do we want what we don’t have, we aren’t always sure what exactly it is that we want. And often, once we get it, it doesn’t make us happy. In fact, people have interesting attitudes about money and what it can do for them and what they will do to get it.<br /> <br /> These are the conclusions of a number of research projects conducted by psychologists, economists and social scientist from the University of Pennsylvania, the University of Illinois, Princeton University and others. Numerous studies are evaluating the connection between happiness and money.<br /><br /> In the book, Are You Normal About Money?, author Bernice Kanner outlines responses from a public survey posted on the Bloomberg Web site. According to respondents, sixty-five percent would live on a deserted island for a year for $1 million dollars. Sixty percent would even admit to a crime that they didn’t do and serve six months in jail for the amount—and 10 percent would lend their spouse for a night. For $10 million, most of us would do just about anything: one-fourth would abandon our friends, our family, and our church. And for that amount of money, 7 percent—one in every fourteen of us—would even murder.<br /><br /> Part of the problem with money is that people want more. Thanks to fifty plus years of mass media pushing merchandise at us, we are convinced that more will make us happier. For decades, Lewis Lapham has been asking people how much money they would need to be happy. “No matter what their income,” he reports, “a depressing number of Americans believe that if only they had twice as much, they would inherit the estate of happiness promised them in the Declaration of Independence. The man who receives $15,000 a year is sure that he could relieve his sorrow if he had only $30,000 a year; the man with $1 million a year knows that all would be well if he had $2 million a year…Nobody, he concludes, “ever has enough.”<br /><br /> Yet, there is no firm research that supports the notion that more will make us happier. The Center for Advanced Study in the Behavioral Sciences in California examined data from 20 nations regarding happiness. In each country, rich people reported more happiness than the poor. But in comparing nations overall, the pattern was mixed, with the happiness levels for poor countries often nearly as high as they were for richer ones. (The United States was tops in happiness, but Cuba was a close second.)<br /><br /> While Americans have become more affluent, they happiness levels have not really increased. In a series of studies by the University of Chicago, the average U.S. family has become 60% richer in the last thirty years, they are not significantly happier. In 1960, approximately 42% of Americans surveyed pronounced themselves “very happy.” A similar poll in 1990, found that 43% were “very happy.”<br /><br /> What seems to matter most for your sense of well-being and your happiness level is how you stack up against your neighbors. People tend to use this yardstick of comparison to evaluate their money and circumstances. Even a millionaire will feel miserable in the company of billionaires.<br /><br /> An example is found in the wild financial years of the mid-eighties, when many New York investment bankers earning “only” $600,000 a year felt poor and suffered from depression, anxiety, and loss of confidence. On less than $600,000, they were unable to keep up with their neighbors, colleagues and friends. As one broker described his lack of success, “I’m nothing. You understand that, nothing. I earn $250,000 a year, but it’s nothing, and I’m nobody.”<br /><br /> This is the problem with money and consumption. Each new luxury quickly becomes a necessity and then an even newer luxury must be identified. We become convinced that we need the flat screen TV, granite counter tops, and heated seats in the new car. From early on, we learn a pattern of consumption that is focused on “extrinsic values,” of obtaining more to make us happy.<br /><br /> There is increasing evidence, however, that the pursuit of affluence has damaging psychological effects, including severe depression and anxiety. In a series of case studies dating to 1993, Ryan and Kasser examined the effects of pursuing money and material goods. Focusing excessively on obtaining wealth was found to create a lower sense of well-being and self-esteem. Everyone who sought affluence as a goal had a lower score for happiness.<br /><br /> There was one point that all research on happiness seemed to agree; happy people do better than unhappy people in most realms of life; they have better social relationships, do more volunteer work, have better health and make more money. So money may not make you happier, but being happy may make you more money.</span><br /><p><span style="font-family:arial;"><strong><span style="font-size:130%;">Free e-mail newsletter. Sign up at <a href="http://www.thepeoplepro.com">The People Pro.</a></span></strong></span></p><p><span style="font-family:arial;"><strong><em>Copyright 2007 by Barbara Bartlein. All rights reserved.</em></strong></p><br /></span><br /></span>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1167773650203636072007-01-02T15:26:00.000-06:002007-01-02T15:34:10.460-06:00Increase Productivity for the New Year<p><span style="font-family:arial;">A study of a thousand business people reported that 89% take work home, 65% work more than one weekend a month and 53% spend less than two hours a week looking after their children. Completed by the American Management Association, the study also revealed that more than 68% of the survey respondents felt at least somewhat more overwhelmed at work than they did two years ago. <br /><br />Are you looking for more time in your life to do the things you really want? We can’t create more time, but by using time more effectively, you can streamline work and responsibilities. Here are some ideas for the New Year:</span></p><span style="font-family:arial;"><ul><li><strong><em>Observe yourself.</em></strong> The first step in time management is to know how you currently spend your time. Log all the hours and what you are doing for one week. You will quickly discover time that is lost with inefficiencies, interruptions, and lack of planning. Be especially wary of the great time waster—television. Discipline yourself to make better choices.</li><li><strong><em>Go to bed.</em></strong> According to the 2005 Sleep in America Poll, approximately half of American workers report that lack of sleep regularly affects their performance on the job and at home. Adults in the US report that they receive, on average, 6.9 hours of sleep each night. The recommended amount is 7.5 to 8.5 hours for a healthy adult. Don’t skimp on sleep to get everything done. You may be more productive by sleeping that extra hour.</li><li><strong><em>Have a “don’t do” list.</em></strong> Be clear on what things you don’t want to do or interfere with your efficiency. I am often asked to lunch by people who want to “network.” While I enjoy meeting new people, I have found this to be an enormous waste of time with little benefit to either party. I now refuse these requests and invite them instead to join me at a larger networking event.</li><li><strong><em>Go paperless.</em></strong> You have the technology, so use it. Eliminate the paper trails, files, and copies. Use the computer to put your documents into files and organize your projects. At least twice a year, take a few hours to go through files and delete what isn’t being used.</li><li><strong><em>Make e-mail the communication of choice.</em></strong> Eliminate as many phone calls as possible. Integrate voicemails and faxes into your e-mail system to avoid wasting time on other technology.</li><li><strong><em>Use e-mail filtering.</em></strong> This will keep the amount of e-mails at an acceptable level. Tools like “in-box rules” and search folders can mark and group messages based on content and importance.</li><li><strong><em>Ignore new e-mails.</em></strong> It’s fine to have the e-mail notification icon on your toolbar but discipline yourself to ignore it. Each time you switch between screens to check the latest incoming mail; you lose your flow and your productivity. Rather open your mail no more than once per hour.</li><li><strong><em>Learn the computer programs.</em></strong> Most of us use less than 10% of the capacity of the programs we have installed on our computers. Yet, you can save time by using macros and other tools. Don’t have time to sign up for a course? Download a free list of shortcuts from Microsoft at </span><a href="http://support.microsoft.com/kb/290938"><span style="font-family:arial;">http://support.microsoft.com/kb/290938</span></a><span style="font-family:arial;"> </span></li><li><span style="font-family:arial;"><strong><em>Use a computerized contact management system.</em></strong> There are a number of great ones available such as ACT. Many also can integrate into your palm pilot for scheduling, contact, info, etc. It’s a great way to keep track of key customer, contacts or even your Holiday list.</span></li><li><span style="font-family:arial;"><strong><em>Set short deadlines.</em></strong> Long deadlines are the fodder for procrastination. Most of us wait until we are under the gun and then work like crazy to complete the project. Create a deadline system for yourself that includes daily goals even if it is only part of a project.</span></li><li><span style="font-family:arial;"><strong><em>Understand who does the typing.</em></strong> Consulting with large corporations, I am often amazed that they try to save money by eliminating support staff. How many hours of time are wasted by folks who are typing with two fingers? Either learn to type or hire someone who does. This holds true for other projects too. If there is someone who can do it better, faster, and more efficient than you, outsource the work. </span></li><li><span style="font-family:arial;"><strong><em>Systemize everything you can.</em></strong> From scheduling to grocery shopping, calendars to cleaning, create a system. Systems turn into habits and organized habits increase efficiency.</span></li><li><span style="font-family:arial;"><strong><em>Eliminate everything from your schedule that does not add value</em></strong>. Too often reports, measurements and routine tasks are of little benefit and interfere with other projects. There is an old Scottish proverb: “Weighing sheep won’t make them any fatter.” Measurements have their place but periodically evaluate if they are still needed.<br /><br />Implement these ideas to increase your productivity for 2007. Then take a nice vacation.</span></li></ul><span style="font-family:arial;"><strong>Free e-mail newsletter. Sign up at </strong><a href="http://www.thepeoplepro.com"><strong>The People Pro</strong></a></span><br /><br /><strong><em><span style="font-family:arial;">Copyright 2007 by Barbara Bartlein. All rights reserved.</span></em></strong>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1162874349450331422006-11-06T22:35:00.000-06:002006-11-06T22:39:09.453-06:00POP-How to Make Your Business Stand Out in a Crowded MarketThere is an old saying, “Be anything but boring.” Boring means not memorable; which translates into NO repeat business. Customers and colleagues must see your business as the premier resource in your field. Your business needs to be notable from competitors by product, brand, and customer service. If you are one of many, you will always be competing with others for business.<br /><br /> In a fascinating new book, POP-Stand Out In Any Crowd, author and award winning speaker, Sam Horn, shows you new ways to brainstorm, communicate ideas and connect with customers, clients and colleagues. It is packed with concrete ideas to break away from the pack and stand out in your field. A great tool for entrepreneurs, business people, and authors, it delivers fresh ideas, new inspiration, and techniques that work.<br /><br /> Horn describes the W9 Form: nine key questions to clarify your purpose; The Eureka Moment: why people love to discover the Next New Thing; and The Jerry Maguire Test: five secrets to crafting a message that gets people at hello. She shows you how to coin original phrases so you are the expert and sole “go-to” resource in your field. Some other ideas from Horn:<br /><br /><strong><em>Think POP—Purposeful, Original and Pithy messages.</em></strong> People today are BB—they’re busy and bored. They have a hundred things competing for their attention and they have seen and heard it all—or at least, they think they have. Your message has to resonate in the first few seconds with people or they will tune you out. POP messages pleasantly surprise people and capture their favorable attention in 15 seconds or less.<br /><br /><strong><em>The best way to corner a niche is to create a niche.</em></strong> And the best way to create a niche is to coin a word that belongs to you and you alone. That’s what Horn did with her book, Tongue Fu! (The verbal form of Kung Fu!) When you produce a trade-markable term, you don’t just have a clever title or phrase, you have the potential for a business empire.<br /><br /><strong><em>Identify what stops you in your tracks.</em></strong> Keep your antennae up for what grabs your attention. If it stops you in your tracks, it will be noticed by others which set you apart from the pack. Example? A book on punctuation became an international bestseller last year because author Lynn Truss didn’t give it a yawn-inducing name. She titled it after the punch line of a joke—Eats, Shoots & Leaves: The Zero Tolerance Approach to Punctuation.<br /><br /><strong><em>Don’t repeat cliché’s, re-arrange cliché’s.</em></strong> Trotting out tired expressions (such as, “It’s nice to be important, but it’s more important to be nice”) sends the message that we don’t have anything new to add to the discussion. They elicit a “so what?” response and many people will roll their eyes and tune out. Rearrange cliché’s to give them a fresh look. For example, a dog walking service called their business, DogOn Fitness: “We’re more than just a walk around the block!”<br /><br /><strong><em>Aflac your business so they see what you’re saying.</em></strong> The Aflac insurance company had a difficult task, how to make people remember their name when it is basically just a string of letters. More importantly, why would people want to give their money to a firm when they don’t even know what the name means? Some brilliant marketing folks came up with the idea to equate Aflac with a duck. Now, because of their TV commercials and print ads featuring a duck quacking “Aflac,” the public associates that abstract business name with an adorable animal. Another insurance company did the same thing with similar success. What do you think of when you see the letters GEICO?<br /><strong><em><br />Put your slogan in a beat that is easy to repeat.</em></strong> Craft your slogan or tagline to a distinctive rhythm that makes it stick in people’s brains, or even better, becomes a part of the popular culture. Remember the fast food commercials with the lady saying, “Where’s the beef?” It had s distinctive cadence that and became very popular. Most people still remember that phrase. Think of a more recent example with Verizon’s “Can you hear me now?” This trademark slogan has made its way into the popular culture. Do people remember your tagline?<br /><br />For more ideas to make your business POP, check out <a href="http://www.samhorn.com/">www.SamHorn.com</a>. Remember, if you are not the lead dog, all the scenery looks the same.<br /><br /><span style="font-size:130%;">Receive Barb's Free E-mail newsletter! Sign up at <a href="http://www.ThePeoplePro.com">www.ThePeoplePro.com</a> </span><br /><span style="font-size:130%;"></span><br /><em>Copyright 2006 by Barbara Bartlein. All rights reserved.</em><br /><strong><span style="font-size:130%;"></span></strong>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1162874022761602432006-11-06T22:28:00.000-06:002006-11-11T23:35:02.373-06:00Customer Services Means Keeping Your PromisesOne benefit of being a professional speaker and trainer is that I have the opportunity to stay in some of the nicest hotels. This was the case on a recent visit to Florida where I spent the night at a beautiful resort complete with pools, golf course, and spa. With the usual in-room amenities, I rose to make coffee while preparing to speak at a business conference.<br /><br />Digging out the coffee pot, I located the decaf but not the regular coffee. Looking around the cupboard and in the drawers, I finally called the front desk to explain my dilemma.<br /><br />“We are out of coffee,” explained the desk clerk calmly.<br /><br />“What do you mean, you are out of coffee?” I asked, not so calmly. “How can a five-star hotel be out of coffee?”<br /><br />“Oh, I’m really sorry,” he explained. “Our shipment did not come in, and we have no regular coffee packets for the rooms.”<br /><br />“Really?” I asked in disbelief. “I mean coffee is like towels or toilet paper. It is really a basic necessity.”<br /><br />“Yes, I know. I’m really sorry,” said the desk clerk. “We will take steps to attend to this immediately.”<br /><br />Within minutes there was a knock on the door and a waiter stood with a pot of coffee, cream, and fresh fruit. He assured me it was complementary for the inconvenience of not having coffee in the room and, again, apologized for the problem.<br /><br />It was clear that the desk clerk had kept his promise to rectify the situation, but two other important promises were not kept.<br /><br />Customer Service means keeping promises. Promises build trust, understanding and customer loyalty. Customers evaluate a company based on how well promises get delivered. There are really three types of promises that need to be considered for great customer service:<br /><br /><strong><em>Personal Promises.</em></strong> These are the promises that an individual makes to a customer. When the desk clerk indicated that he would attend to the problem; that was a personal promise. When a customer service representative says that they will get back to you by the end of the day; that is a personal promise. Personal promises are from one person to another, yet the results reflect on the entire company. Customers watch these promises carefully and evaluate the follow through. They know that if you can’t trust a company’s representative, you can’t trust the company.<br /><br />Companies committed to customer service train their staff carefully to make sure that they understand the importance of their personal promises. Empty assurances and unrealistic timelines only frustrate the customer and erode trust. Staff must be careful in their efforts to “put out the fire,” that they don’t add gasoline.<br /><br /><em><strong>Organizational Promises.</strong></em> These are the promises that the organization makes to the customer. Expecting coffee in a five-star hotel is an organizational promise. When a hotel advertised that they are “five-star,” this indicates that they have passed the criteria to earn these stars. Customers expect a certain level of accommodations, services and extras that this classification implies. They certainly expect coffee.<br /><br />Organizational promises can also include statements about service, product quality, pricing, etc. These promises may be a part of an organizations slogans or branding. When Midwest Airlines claims to be “The Best Care In The Air,” they can back up their claim with the latest market surveys. When Harley Davidson says, “Be part of something bigger,” they can back up their claim with information about bike rallies, events, clothing and the Harley culture.<br /><br /><strong><em>Expected Promises.</em></strong> These are industry promises; what is expected from providers in a specific industry. This if what customers expect even if it is not spelled out. Fine hotels should have coffee. Period. The best ones also have fresh cream available in the room, instead of powered cement to stir in the coffee. I have learned to expect this after staying in hundreds of hotels.<br /><br />Several years ago we bought a new van. We brought it home from the dealer with 175 miles on the odometer. The next morning it wouldn’t start. I called the dealer and said, “Is it supposed to go more than 175 miles?” He didn’t appreciate the humor. You expect a new car to run. Expected promises are the basic. You have to do them because everyone else in your industry is already doing them. Great companies do more than the expected promises; they do the extras to set their service apart from the competition.<br /><br />What promises are you making to your customers? Remember the rule for great customer service, “Under Promise and Over Deliver.” Give your customers more than they expect and they will be loyal advocates for the company.<br /><br /><strong><span style="font-size:130%;">Get Barb's free e-mail newsletter. Sign up at <a href="http://www.ThePeoplePro.com">www.ThePeoplePro.com</a> </span></strong><br /><strong><span style="font-size:130%;">Also visit Barb's other websites at: <a href="http://www.marriagecounseling101.com">www.marriagecounseling101.com</a> and <a href="http://www.personalitytest101.com">www.personalitytest101.com</a> </span></strong><br /><strong><span style="font-size:130%;"></span></strong><br /><strong><em>Copyright 2006, by Barbara Bartlein. All rights reserved.</em></strong>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1159764739263114232006-10-01T23:49:00.000-05:002006-10-01T23:52:19.280-05:00"No Problem" Attitude Builds Customer LoyaltyWe recently completed a two week cruise of the Mediterranean on Royal Caribbean Cruise Line. After embarking in Barcelona, we cruised over two thousand miles to five countries and eight ports of call. Celebrating our 25th wedding anniversary, this dream vacation resulted from years of saving and months of planning. We were not disappointed.<br /><br />From the Coliseum in Rome to the ruins of Pompeii, we were dazzled with scenery, sites and history. We listened to tour guides, ate Gelato, and swam on the Italian Riviera. We mustered, tendered and ate way too much. And much to our delight, we enjoyed the finest service I have ever experienced. <br /><br />The attitude on board ship was “no problem.” With a crew meticulously trained, it was clear from the moment we boarded that whatever our interest, request or problem, they were there to serve. This was no easy task as the ship accommodates more than two thousand guests; each with their own agendas, preferences and anxieties. There are tourists who lose their cameras, their itineraries and their children during the course of the day. <br /><br />At one point I purchased tickets for a boat trip to shore that were not needed as it was included in another excursion. Though the ticket said “not refundable,” I sheepishly went to the counter to inquire about a refund. The answer? “No problem.” <br /><br />Craving guacamole one afternoon, I arrived at one of the restaurants looking for the avocado treat. Though not open, one of the chefs raced back in the kitchen and brought out tip and chips. When I thanked him, he said, you guessed it, “No problem.” In spite of several thousand guests who also had various needs, issues, and requests, we were made to feel special. <br /><br />The “no problem” attitude can work well for any business. What small things can you do for your customers to make it clear you value their business and the relationship? Here are some ideas:<br /><br />Adopt the “no problem” attitude. Train your staff to use that phrase on a regular basis regardless of the request or the inconvenience. In a sometimes hostile and argumentative world, it is refreshing to do business with people who don’t argue about the small stuff or make a transaction more difficult than it needs to be. The phrase works well to make it clear that the customer comes first.<br />Accommodate as much as possible. I frequently observe customer interactions that appear to be nothing more than a verbal shoving match. Staff may argue about a detail that really doesn’t make any difference just to win the skirmish but lose the war. Don’t make the customer feel that you are doing him a favor by taking his money. He won’t be back.<br />Ban the “P” words. Nobody cares about your policies, procedures or protocols. They only care about what you can do for them. Nothing will annoy a customer more than hearing that what they want is not allowed because of policy and procedure. Standard operating procedures are for your benefit, not the customers. <br />Under promise and over deliver. Exceed expectations and you will create customer loyalty. People have come to expect poor customer service these days, and those businesses that focus on quality stand out. Go the extra mile and do the unexpected. Customers will remember the service.<br />Train staff in customer relations. Jeffrey Gitomer refers to it as buying all the staff Chap Stick. Staff will need it for kissing all the customers. Make it clear to all employees that their paycheck comes from the customers, not the payroll department. If the customers weren’t spending, they wouldn’t get paid. <br />Maximize the first encounter. It is said that you only get one chance to make a first impression. That is especially important for businesses. Who is answering your phone? Do customers encounter a friendly voice or a burned out robot? This critical position needs to be trained and retrained so that each and every encounter is positive, friendly and helpful.<br />Don’t forget the follow up. Service doesn’t stop once the transaction is paid. Stay in contact with your customers through newsletters, mailings and phone calls. Offer them helpful resources that position your company as the experts. The next time they need your service, you will be the one they call.<br /><br /> Adopt the “no problem” approach for your business. Let your customer know how much you appreciate them and their confidence in your goods and services. Long term relationships are the key to growing any business. Make sure that you are thinking of the third and fourth transaction when you are making the first.<br /><br /><strong><em><span style="font-size:130%;">For more tools to build customer loyalty at your organization, get your copy of Barb's latest teleseminar, <a href="http://http://www.barbbartlein.com/products.iml?Product_ID=058">Customer Service Power</a></span></em></strong><br /><strong><em><span style="font-size:130%;"></span></em></strong><br /><strong><em><span style="font-size:100%;">Copyright 2006 by Barbara Bartlein. All rights reserved.</span></em></strong>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1159763791385581472006-10-01T23:31:00.000-05:002006-10-01T23:36:31.400-05:00Customer Service Means Keeping PromisesOne benefit of being a professional speaker and trainer is that I have the opportunity to stay in some of the nicest hotels. This was the case on a recent visit to Florida where I spent the night at a beautiful resort complete with pools, golf course, and spa. With the usual in-room amenities, I rose to make coffee while preparing to speak at a business conference.<br /><br /> Digging out the coffee pot, I located the decaf but not the regular coffee. Looking around the cupboard and in the drawers, I finally called the front desk to explain my dilemma.<br /><br /> “We are out of coffee,” explained the desk clerk calmly.<br /><br /> “What do you mean, you are out of coffee?” I asked, not so calmly. “How can a five-star hotel be out of coffee?”<br /><br /> “Oh, I’m really sorry,” he explained. “Our shipment did not come in, and we have no regular coffee packets for the rooms.”<br /><br /> “Really?” I asked in disbelief. “I mean coffee is like towels or toilet paper. It is really a basic necessity.”<br /><br /> “Yes, I know. I’m really sorry,” said the desk clerk. “We will take steps to attend to this immediately.”<br /><br /> Within minutes there was a knock on the door and a waiter stood with a pot of coffee, cream, and fresh fruit. He assured me it was complementary for the inconvenience of not having coffee in the room and, again, apologized for the problem.<br /><br />It was clear that the desk clerk had kept his promise to rectify the situation, but two other important promises were not kept. <br /><br /> Customer Service means keeping promises. Promises build trust, understanding and customer loyalty. Customers evaluate a company based on how well promises get delivered. There are really three types of promises that need to be considered for great customer service:<br /><br /> <strong><em>Personal Promises.</em></strong> These are the promises that an individual makes to a customer. When the desk clerk indicated that he would attend to the problem; that was a personal promise. When a customer service representative says that they will get back to you by the end of the day; that is a personal promise. Personal promises are from one person to another, yet the results reflect on the entire company. Customers watch these promises carefully and evaluate the follow through. They know that if you can’t trust a company’s representative, you can’t trust the company.<br /><br /> Companies committed to customer service train their staff carefully to make sure that they understand the importance of their personal promises. Empty assurances and unrealistic timelines only frustrate the customer and erode trust. Staff must be careful in their efforts to “put out the fire,” that they don’t add gasoline.<br /><br /> <strong><em>Organizational Promises.</em></strong> These are the promises that the organization makes to the customer. Expecting coffee in a five-star hotel is an organizational promise. When a hotel advertised that they are “five-star,” this indicates that they have passed the criteria to earn these stars. Customers expect a certain level of accommodations, services and extras that this classification implies. They certainly expect coffee.<br /><br />Organizational promises can also include statements about service, product quality, pricing, etc. These promises may be a part of an organizations slogans or branding. When Midwest Airlines claims to be “The Best Care In The Air,” they can back up their claim with the latest market surveys. When Harley Davidson says, “Be part of something bigger,” they can back up their claim with information about bike rallies, events, clothing and the Harley culture.<br /><br /> <strong><em>Expected Promises.</em></strong> These are industry promises; what is expected from providers in a specific industry. This if what customers expect even if it is not spelled out. Fine hotels should have coffee. Period. The best ones also have fresh cream available in the room, instead of powered cement to stir in the coffee. I have learned to expect this after staying in hundreds of hotels.<br /><br /> Several years ago we bought a new van. We brought it home from the dealer with 175 miles on the odometer. The next morning it wouldn’t start. I called the dealer and said, “Is it supposed to go more than 175 miles?” He didn’t appreciate the humor. You expect a new car to run. Expected promises are the basic. You have to do them because everyone else in your industry is already doing them. Great companies do more than the expected promises; they do the extras to set their service apart from the competition.<br /><br /> What promises are you making to your customers? Remember the rule for great customer service, “Under Promise and Over Deliver.” Give your customers more than they expect and they will be loyal advocates for the company.<br /><br /><em><span style="font-size:130%;"><strong>For more tools to build customer loyalty at your company, listen to Barb's latest teleseminar, <a href="http://http://www.barbbartlein.com/products.iml?Product_ID=058">Customer Service Power</a></strong></span></em><br /><strong><em><span style="font-size:130%;"></span></em></strong><br /><em>Copyright 2006, All rights reserved.</em>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1151342522901889292006-06-26T12:15:00.000-05:002006-10-01T23:38:06.620-05:00Helping Successful People Get Even Better<p><br />Managers and supervisors often utilize “feedback” to coach and mentor their employees. Yet feedback has many drawbacks according to research by Dr. Marshall Goldsmith, an executive coach to many Fortune 100 companies. “Feedback tends to reinforce feelings of failure,” says Goldsmith, “It focuses on the past, not on the future.”<br /><br />Most people dread feedback meetings as “feedback” tends to have a negative connotation. The receiver may begin to feel defensive even before the first word is spoken as they anticipate “corrective input” that they did not request. While the intent of the feedback is meant to be helpful, it is usually heard as criticism, not coaching. Often the feedback process is focused on proving what the receiver did wrong, not helping them be right. It is much easier to identify what went wrong in the past than to initiate behaviors to correct the problem for the future.<br /><br />Goldsmith recommends another approach called Feedforward. A technique that can be used with managers, peers, team members and family, it can cover the same material as feedback but in a more positive manner. Feedforward assumes that people can change and future behavior can be modified. Feedforward can come from anyone who knows the task, not just the person. It is an effective approach as successful people like getting ideas aimed at helping them achieve their goals. Because the goals are chosen by the participants rather than a supervisor or boss, they are more open to the input in the process.<br /><br />For Feedforward, people are asked to:</p><ul><li>Choose to change one behavior to make a positive difference in their lives.</li><li>Describe this behavior to others.</li><li>Ask for two suggestions for achieving a positive change in the behavior.</li><li>Listen to suggestions and take notes without commenting on them.</li><li>Thank others for their suggestions.</li><li>Ask others what they would like to change.</li><li>Provide Feedforward –two suggestions aimed at helping them change.</li><li>Say, “You are welcome,” when thanked for the suggestion. </li></ul><p>This exercise can be done in team meetings or as individual assignments. You can direct team members to engage in short conversations based on the above guidelines and write down the suggestions. Participants usually describe it as “energizing, fun, and helpful.” It builds teamwork as people seek each other out for suggestions and share information. As they gather information to help them with their pre-selected behavior, they receive a concrete place to start rather than vague ideas of what to improve.<br /><br />FREE E-MAIL Newsletter: Sign up at <a href="http://www.thepeoplepro.com/">http://www.thepeoplepro.com/</a><br /><br />Feedforward tends to be efficient and takes only a few minutes. Participants listen carefully to the suggestions provided as they requested the input. They are also more likely to be effective in initiating change, as the behavior identified for improvement was their idea not someone else’s.<br /><br />The key to long term success with Feedforward is the follow-up accountability. As it takes a minimum of 30-90 days to create a new habit, it is important to build a “check-in” process for participants to report on their progress. This can be done in a number of ways.</p><ul><li>Have a brief meeting where everyone checks in with their progress.</li><li>Conduct an e-mail survey every thirty days where participants identify what suggestions are working for them.</li><li>Schedule another Feedforward where participants obtain additional suggestions for their identified behavior change.</li><li>Have participants call a “partner” to ask how they are doing after a 30 day interval.</li><li>Inquire about progress in one-to-one meetings.</li></ul><p>Follow-up accountability keeps participants focused on what they said they were going to do. It also prevents the Feedforward from simply becoming “the program of the week,” where employees hear about it once and it drops off the radar screen. Research by Goldsmith demonstrates that ongoing monitoring of the program is a key factor for success.<br /><br />Participants must be encouraged to be helpful coaches to each other, not cynics, critics or judges. If successful people feel that they are being encouraged and supported by their peers, they are much more likely to achieve long-range results. If they feel that they are being judged, they will become apathetic to the process and quit trying. Additional training must be given to participants to assist them in learning coaching and mentoring techniques.<br /><br />Using feedforward, you not only convey the right message, you also ensure that those who receive it are receptive to its content and open to change. Try it and make your life and workplace more enjoyable.</p><p><strong><span style="font-size:130%;">For more information on Feedforward and coaching and mentoring, listen to Barb's teleseminar, <a href="http://www.barbbartlein.com/products.iml?Category=Teleseminars">"Helping Successful People Get Even Better."</a><br /><br /></span></strong><em>Copyright June 2006. All rights reserved.</em></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1149960202939338892006-06-10T12:20:00.000-05:002006-06-10T12:29:33.723-05:00Successful People Have Difficulty ChangingA hard working partner at a major law firm, John B., finds that he gets short with co-workers especially when under stress. He is not viewed as a “team player” by other members of the firm and the support staff avoid him. In spite of feedback and coaching from his colleagues, he has experienced little progress in modifying his behavior.<br /><br />Judy S. struggles with balancing her personal and professional life, often finding herself overcommitted. As a VP of a large health care organization, she also serves on a number of community boards. She has difficulty saying “No” and feels guilty that she is not doing enough for her children. She has tried repeatedly to decrease her work time but seems to be busier each year.<br /><br />Both of these successful people may find it difficult to change.<br /><br />There is a “paradox of success,” according to the executive coach Marshall Goldsmith, reported in a Business Strategy Review article. This paradox makes it difficult for successful people to grow and improve. When things are going well, people have little motivation to change. Yet, successful people need to change before they have to change or they will plateau or even decline in effectiveness. Even the most successful leaders can increase their effectiveness by changing some elements of their behavior.<br /><br />Goldsmith has worked with hundreds of executives in Fortune 100 companies and has found that successful people have four key beliefs that drive their success and, often, limit their growth. These beliefs are:<br /><br /><ul><li>I choose to succeed. Successful people believe that they are doing what they choose to do, because they choose to do it. They have a strong need for self-determination and do not like feeling controlled or manipulated. They believe that their behavior is a result of their choices and commitments. The “I choose to succeed” belief is highly correlated with achievement. The more we believe that our behavior is a result of our own choices and commitments, the less likely we are to want to change our behavior.<br /><strong><em>Successful people’s personal commitment can make it hard for them to change.</em></strong></li><li>I can succeed. Successful people believe that they have the internal capacity to make desirable things happen. They do not see themselves as victims of fate; rather they believe that their motivation and ability has driven their success.<br />Successful people often confuse correlation with causality. Because they get positive reinforcement for results, they may not have an accurate perception of what behaviors drove those results. This can result in “superstitious behavior” where the successful person repeats behavior that they believe was a factor in their success.<br /><strong><em>Successful people have difficulty realizing that they are successful “in spite” of certain behaviors, not “because of” them.</em></strong></li><li>I will succeed. A contagious sense of optimism is one of the most important characteristics of successful people. They not only believe that they can achieve, they believe that they will achieve. Because they are ambitious and goal oriented, they have difficulty saying “no” to desirable opportunities. They often equate “busyness” with success. Some successful people drown in a sea of opportunity and burn out their staff trying to complete what they have promised.<br /><strong><em>Successful people are very busy and face the danger of over commitment. </em></strong></li><li>I have succeeded. Successful people tend to have a positive interpretation of their past performance. They consistently over-rate their performance relative to their professional peers. When positive outcomes occur, they believe that their efforts were instrumental to the success. They see their history of what they have done as a validation of who they are and their personal attributes.<br /><strong><em>Successful people’s positive view of their performance can make it difficult to hear negative feedback from others.</em></strong><br /></li></ul><p>Goldsmith has found that successful people have great difficulty in accepting input from others regarding their behavior. If the feedback does not agree with their perceptions of themselves they tend to deny the information for three reasons: 1) the input is from someone that they do see as their peer or equal in terms of success, therefore it “doesn’t count;” 2) they view input that is inconsistent with their self-image to be “incorrect” and the other person is “confused” or 3) they agree there is truth in the feedback but it could not be important since they are so successful. These are some of the reasons that feedback is not very effective with successful people.<br /><br />As Denis Diderot once said, “we swallow with one gulp the lie that flatters us, and drink drop by drop the truth which is bitter to us.”<br /><br /><strong><span style="font-size:130%;">Discover your personality style by taking the Online Personality Test at </span></strong><strong><span style="font-size:130%;"><a href="http://www.barbbartlein.com/products.iml?Product_ID=044">Personality Test</a></span></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.comtag:blogger.com,1999:blog-12773035.post-1147633196960912362006-05-14T13:56:00.000-05:002006-05-14T14:14:08.820-05:00Survey Shows That Few Organizations Understand Employee Retention<p>As the boomers plan retirement and there is a projected worker shortage, a new comprehensive study by Spherion Corporation indicates that many employers aren’t taking the steps necessary to retain existing employees or attract top talent from a shrinking worker pool.<br /><br />Spherion’s 2005 Emerging Workforce Study surveyed a nationally representative sample of U.S. companies and employees and found a serious disconnect between employers and workers on important workplace issues. They differ on the critical issues affecting retention, such as training and development and work/life balance. The study found that less than one in five employers is positioned for the future to recruit and retain top talent.<br /><br />According to the Emerging Workforce Study:</p><ul><li>Only 34% of HR managers mention turnover/retention as a key HR concern.</li><li>60% of workers rate time and flexibility as a key factor in retention, but only thirty-five percent of employers feel the same.</li><li>Only 49% of employers rate money as an important issue in retention but 69% of workers believe it is.</li></ul><p>Nearly 40% of U.S. employees intend to find a new job in the next 12 months, but employers expect only 14% of their workforce to leave in the next year.<br /><br />One of the biggest gaps between employers and employees is the importance workers place on the balance between their professional and personal lives. In a previous study in 2003, 96% of employees agreed that an employer was more attractive when it helped them meet family responsibilities through flextime, work at home options, telecommuting and job sharing. Yet only 24% of employers offer a formal flex-time program, only 12% offer telecommuting and 11% offer job sharing.<br /><br />The results are of concern as the new emerging workforce is very different than the traditional workforce that many employers have had for many years. There is a new breed of American worker who is confident, self-reliant and has a different set of workplace values and expectations about work and life. They are much more focused on the importance of balance and family time. This growing group currently represents about 31% of workers today and is expected to be the majority of employees by 2007. Many experts are predicting that the more traditionally minded workers will dwindle to near extinction in the next few years.<br /><br />Yet, the Spherion Workforce study found that only 19% of employers have the progressive mindset, HR approaches and policies to attract and retain top talent for the future. The traditional employers, representing 33% of all employers, have dated views on retention and focus little on the issues of time, flexibility or opportunities for growth.<br /><br />The employers who are best positioned for the future: </p><ul><li>Offer work/life balance programs, training and educational opportunities and other options to retain employees.</li><li>Frequently survey employees to identify specific retention issues that need to be addressed. </li><li>Hire the right mix of full-time, part-time and contingent resources that assist in building appropriate staffing levels during business fluctuations.</li></ul><p>Utilize HR practices that emphasize individual employee growth and offer flexibility in the workplace.<br /><br />To build customer loyalty, you must have loyal employees. Employee loyalty is built when it is clear that the employer is concerned about employees both professionally and personally. Workers are encouraged to find the employment options that help them balance their responsibilities at work and at home. They are mentored by management to achieve their potential and maximize their talents. They are urged to participate in training and education that will advance their career and build their life.<br /><br />Frequently I am asked by employers, “But what if I train an employee and then he leaves?” To which I answer, “What if you don’t, and he stays?”<br /><br /><strong>For more tips to improve retention in your organization, listen to my recent teleseminar at:</strong><br /><a href="http://http://www.barbbartlein.com/products.iml?Product_ID=046"><strong>Empowerment With The Emerging Workforce.</strong></a></p><p><strong><em><span style="font-size:85%;">Copyright 2006 by Barbara Bartlein. All rights reserved.</span></em></strong></p>Barbara Bartleinhttp://www.blogger.com/profile/00585410776238635948noreply@blogger.com