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When new executives join the team, they are full of promise. Their jobs offer new challenges. They dig up old and new problems and probe for solutions. They are fighters, workers, and dreamers. Then something happens: They slow down. They lose their sparkle. They relax, take it easy, and become straight nine-to-five people. They keep themselves out of trouble. They avoid friction and controversy. They defend what has been done and oppose change and innovation. Is this a typical phenomenon in your community? I don't know if it is, but I do know that it can be avoided. I do know that it is foolish to wait for the problem to go away by itself. I do know that personal and professional growth occurs only as a result of having a carefully conceived plan. The Dartnell Corp. of Chicago, Illinois, has put together an executive development plan. It is found in the form of 12 booklets. Not only are the topics relevant, but prominent authority figures present each topic. The first booklet, What An Executive Should Know About Success, written by Mr. J. C. Penney, himself, includes a self-rating checklist. The next booklet in the series, What An Executive Should Know About Management, is written by Mr. Clarence B. Randall, the former chairman of Inland Steel Company. He explains how to delegate tasks and develop people. The third booklet, What An Executive Should Know About Managing People, is written by Mr. Theodore V. Houser, the former chairman of Sears. A firm believer in the importance of proper people management, Mr. Houser presents five human relations rules. What An Executive Should Know About Making Decisions, the fourth booklet written by Mr. Harry A. Bullis, shows how to harness the power of the subconscious mind to reach sound decisions. In the next booklet, What An Executive Should Know About Managing Time Profitably, Mr. Ken Allen deals with the art of procrastination and presents a step-by-step program to manage your time effectively. In his other booklet, What An Executive Should Know About the Art and Science of Self-Assessment, Mr. Allen helps you gauge your progress and details the factors to consider in your systematic self-appraisal. Mr. Clarence Francis wrote the seventh book in the series, What An Executive Should Know About Corporate Character. It presents an examination of corporate and executive responsibility. Mr. Herman W. Steinkraus tells how to earn employees' enthusiasm, initiative, and loyalty in his booklet, What An Executive Should Know About Human Relations. What An Executive Should Know About Remembering Names and Faces offers common sense steps to a trained memory by world-renowned teacher, Mr. Bruno Furst. Mr. Ken Allen returns with another booklet. In this one entitled, What An Executive Should Know About Cooperation and Teamwork, he gives you seven rules to help you build a more efficient organization. The final booklet, What An Executive Should Know About Innovation in Management, written by Mr. William T. Brady, shows managers how to build the climate conducive to experimentation, the development of new ideas, a different approach, and unconventional solutions to conventional problems. Dartnell in its booklet series has educated, motivated, and challenged the executive to move up the career ladder. They are excellent lessons you ought to apply. I recommend that you order the series. Remember: When you maximize your potential, everyone wins. When you don't, we all lose.
Actor and singer Manabu Oshio was sentenced to 2 1/2 years in prison by Tokyo District Court on Sep. 17 2010. The court judged Oshio giving a woman named Kaori Tanaka the synthetic drug MDMA, which caused Tanaka's death. Oshio was accused of failing to fulfill a responsibility as a guardian when she took a drug and got very sick. 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. Another Use for Meetings Every meeting is a laboratory where you can observe and learn important things about the people who attend. In fact, you can use meetings to identify people who merit being promoted into leadership positions. Watch for:Is it planned?Effective leaders always begin with clearly defined goals and then prepare plans for achieving them. They have the courage to set a direction and then make changes as new information becomes available. They communicate with candor knowing that people perform at their… Road making equipment 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. Hire Winners: Ask the Right Questions By Marcia Zidle How do you as a manager, supervisor or team leader hire winners? One very successful interviewing technique is behavioral interviewing---selecting the right person for the right job using a job-related rather than a gut feel approach. A job-related approach is asking for a behavioral example of skills and traits that are required for a position.A behavioral example is a description, by the job applicant, of a specific event that shows in detail how she did something or handled a problem or m… 4. What Makes A Good Media Story? By Robert Abbott Media relations can be difficult, but also rewarding. And the lessons we learn from working with newspapers, magazines, radio, television, and online publications should increase the effectiveness of all our communication initiatives.That's because dealing with the media parallels our dealings with other stakeholders. In media relations, the competition to be heard and get a response intensifies. As the old saying about New York goes, "If you can make it here, you can make it anywhere!" So, if… |
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