MANAGING CRISIS; when you’re too good at itLearn Management Articles on management-info.biz. MANAGING CRISIS; when you’re too good at it article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
When you are acclaimed for excellence during times of crisis you may not feel so good in a non-crisis environment. You may not shine so bright, perform so well, be quite so acclaimed. If crisis is how you satisfy your personal need to be needed, to feel accomplished, to be respected, to be heard, to be noticed, blah blah blah, then you will naturally seek out, create, attract, be drawn into situations that will allow you to meet this need. Your environments and relationships will be filled to the brim with one crisis after another. Perhaps there’s a better way to get your need met. Perhaps there’s a way to feel needed and still exist in peaceful, cooperative, and synergistic environments. It’s amazing to watch the content and features of a person’s life break apart and rebuild with almost the same irreverent qualities. People change mates but the essence of the relationship is the same. People change jobs and the same complaints emerge as before. People get out of debt, lose weight, move to different cities, and nothing really changes. It’s a scary thing. I’ve seen the inside view and it’s very scary. This déjà vu type phenomenon has left me baffled and disheartened. Here’s the deal; when we treat the symptoms, the root cause remains unaffected and it emerges again and again. Our outer lives tell the same story over and over like a broken record until we finally get it. The outer reflects the inner. The outer is a symptom; the inner is the root cause. The outer is the image in the mirror; the inner is the real object. You would not stand in the mirror with the intention of washing your face and wash the reflection of your face in the mirror, would you? … I didn’t think so. Well that is exactly what we are doing when we focus on treating our symptoms. A fundamental place to begin transformation is by being responsible for understanding your personal needs and ensuring that they are met in an appropriate context. Get your needs met appropriately and permanently and your life will be transformed for sure. PcshowBuzz- Top Offer - $14.50 Payout. - Fast converting offer. Top Affliliates Earn $10K-20K a month. Contact robin@inklineglobal for more details. The Good News About Cataracts. - Eyes/Vision: Information on managing cataracts using diet, antioxidant supplements, eyedrops (surgical procedure also detailed) Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. What Consultants Want You to Know (But You Never Ask) By Jan B. King I’ve been both a CEO and a consultant, so I’ve seen from both perspectives what goes right and what goes wrong when a consultant comes in to a company. Generally the CEO or the manager who hires the consultant tells the consultant what he or she wants. Often the manager is frustrated with something that is happening at the company and expects the consultant will have the expertise to “just fix it”. While the manager needs to set the expectations, of course, the consultant rarely gets to voice … 2. Loyalty, Motivation And Work-Life Balance By Barry Maher Managers who aren't loyal to their people can't expect loyalty in return. Companies that complain about employee loyalty have usually done nothing to earn loyalty, often routinely lying to employees, demanding sacrifices that are never rewarded, shunting them aside and casting them off in the name of good business.I know of one organization that routinely takes top performing managers and sticks them in problem markets. Fair enough. What isn't fair is that these managers are paid on an inflexi… 3. Transparency: A Key To Your Effectiveness By Roger Schwarz Last month I talked about the Skilled Facilitator principle of being curious. This month I want to talk about the complementary principle transparency. Transparency has recently become a popular topic in business as organizations seek to build (or rebuild) trust with customers, shareholders, and employees. This morning as I opened the op-ed page of my Sunday New York Times, the title read, "The New Public [NY Times] Editor: Toward Greater Transparency." Whether you are a leader, consultant, fa… 4. Project Management - Preventing Project Slips By Luc Richard Can Project Managers prevent projects from slipping?Ask a techie to come up with a schedule for a specific list of activities, and more often than not, he/she will present a fairly accurate estimate. Some activities might be underestimated, others overestimated, but overall, the plan will be fairly accurate.However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a baseline project schedule. That “something” is why … |
||||
