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251. The Truth? By George Ebert
     The pure and simple truth is rarely pure and never simple. Oscar Wilde The truth. So alluring. So promising. If we only knew the truth, everything else would just fall into place. Sadly, the "truth" of a relationship, situation or event is always hard to come by. The fact is that no matter what the relationship, situation or event, what you see is never what you get --WYSINWYG for short. No matter how new your software, fast your computer, good your analysis or frequent your focus groups, y…



252. The Three-Dimensional Communication System By Andrew E. Schwartz
     Human communication is always three-dimensional. No spoken or written message is ever just words or rational thoughts. Every interchange between you and another person has and takes place at the following three intimately related levels, or dimensions, of being: emotional, physical, and rational. Any attempt to communicate will succeed if all of these dimensions are adhered to. Knowledge of this three-dimensional nature is the foundation of training. You can’t get much closer to real understan…



253. Why Your Company Needs An E-Mail Policy By William Von Achen
     Everyone at the office thought that using the company e-mail system to share jokes and funny stories was great fun. That is, until one offended employee decided to sue his employer for having helped to create a hostile work environment.Employee access to E-mail and the Internet can help to streamline communication among employees, and between employees and customers. But, just like conversations or information communicated on paper, E-mail messages have the power to create significant liabil…



254. Telephone Techniques: Boost Your Productivity With Effective Phoning By Neen James
     One of the things that most impacts people’s productivity is not being able to focus on completing one task at a time – we are so overloaded with tasks and interruptions that it requires great discipline to avoid spending the entire day responding to other people’s agendas. Telephone calls, both making and receiving them, are one of the greatest disruptions to the flow of the day and to our ability to concentrate on the task at hand. And the use of mobile phones, while a great asset to our bus…



255. The Ivory Tower Syndrome By David Meyer
     "His cardinal mistake is that he isolates himself, and allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with. - Abraham Lincoln on his reason for relieving Gen. John C Fremont of his Missouri command. (September 1861)How many times have you been given direction from your boss or the "head office" where you find yourself just shaking your head, wondering how the executive team could possibly have made such an uninformed decision? Maybe th…



256. Middle Managers Behaving Badly – How To Stop This Damaging Your Results By Bill Robb
     More and more I hear and read about a looming crisis of leadership at the middle management level and the inevitable resulting increase in, poor performance, accidents and production mistakes and hence declining profits.I’m afraid to say these observations are not just rumours. In my own work as a management consultant I’ve noticed a distinct increase in negative behaviours in many middle managers in all sorts of companies.In this short article I’ll explain what I mean by “negative behaviours”…



257. Project Heroes By Luc Richard
     Project heroes. We’ve all heard of them. Some of us have even seen them. A project is in jeopardy. This guy (or gal) comes out of nowhere, analyzes the situation, tells you exactly what the problem is, and then goes on to fix it before you can even update your project plan!Some project managers place a high level of trust in project heroes. As a result, their superman (or superwoman) is assigned to the most fascinating projects and their technical decisions and sizings are never challenge…



258. Managing Conflict, in Life and Work: using ancient and modern approaches
     Copyright 2005by Dr. Jason Armstrong and Dana Buchman “Conflict” is a word that can have varying degrees of severity, meaning, and implication for each individual or circumstance. For example, the conflict that is experienced in our current, daily lives seems insignificant in comparison to the Samurai, or those in war, who faced death on a regular basis. However, it is still important to extrapolate the significant lessons that have been derived from such severe scenarios, as these notions are s…



259. Critical Success Factors - Next By Paul Lemberg
     The Critical Success Factors Focusing on the things that make the biggest difference to your future prosperity. (Note, although this article was written in early 2002, it is totally relevant. Right now.) About three weeks ago I was surprised by this headline in the morning paper: "Fed says September 11th hurt economy." Wow! "What did I miss here?" Was this news? USA Today thought it was. I was shocked the Fed saw fit to announce it. And this week, another one: "NBER Confirms Recess…



260. Smart Staffing Practices: Don’t Confuse Activity with Results By Marcia Zidle
     Does your hiring process consist of proven practices or just a hodgepodge of activities that get into gear when someone says, “I need more people” or “Sally has left and we need someone to take her place NOW?”Smart hiring is more than running ads, screening, interviewing and checking references. It is a series of specific procedures that can work well or create bottlenecks and inefficiencies. Here are eight steps to improve your hiring success rate.Step 1: Begin With a Discussion Not a Job De…



261. Why Do I Need a Board of Directors By Rick Johnson
     Family owned/privately held organizations in wholesale distribution, both small and large, with succession issues, family preparation and second and third generation leadership issues have been subjected to the evolution of leadership. These organizations are often founded by an aggressive, highly talented entrepreneur. Many of the principles of leadership employed by the founder that helped build the success that the organization enjoyed in the past is not the type of leadership that will mai…



262. Think Twice Before Selling ROI By Paul Johnson
     When we're selling to business people, our value proposition has to show a good return. Solid, credible Return On Investment (ROI) calculations are supposed to prove this for us. But if we don't think twice, calculating ROI can sabotage our sale.Lots has been written about various ROI methods -- return on assets, net present value, months to break even -- and I'm not knocking any of them here. Use the one that serves your customer and your purposes best. Create the financial model that shows y…



263. Manage Your Time - Save Your Business. By Edward Charkow
     If you work from home, chances are you already know that you’re really pulling “double duty”. You probably work on your business while doing the laundry, corralling the kids, or fixing dinner... and let’s not forget all the phone calls from family and friends expecting you to run errands or just "go out" for an afternoon of fun.One of the hardest parts of running a home business is separating your work from your family and social life. Here are six proven ways to keep your home life running sm…



264. Regaining Control - Nine Steps for New Managers By Martin Haworth
     My client had faced the same challenge, which was frustrating as well as intimidating for him as well - yet he was determined to break the mould.With my background in a similar business, I have faced this several times.In fact there was almost always an underlying individual who seemed to 'run the place', in spite of there being a manager before me! The challenge was to wrest control back and manage myself. And deliver the results which had been missing on every occasion.Over time, I found a d…



265. A Leadership Screw Driver: The 90 Day Improvement Plan By Brent Filson
     I was talking with first-line supervisors in a utility company about how to deal with poor performing employees."You've gotta put the screws to him!" suggested one supervisor to his colleague who was having trouble managing one particular poor performer."I've put so many screws to him he's dead weight!" the supervisor replied.We all knew what "putting the screws to him" meant -- using rewards and punishments to force change in behavior.The trouble is, rewards and punishments are the least effe…



266. Are You in Control of Your Practice or Does it Control You? By Shaun Kirk
     One of the most common complaints that business owners have today is that they feel their practice is running them and that they’re being pulled in every direction instead of really running the business themselves.Well, I’d like to tell you, when I was in practice I experienced the same thing. I was working too many hours, not seeing my family as much as I should; my staff always came to me looking for the solutions to day-to-day scenarios and so on. I found I was lacking the amount of time …



267. Performance Appraisals: Nightmares or Sweet Dreams By Marcia Zidle
     Some managers think of performance appraisal meetings and recollections of torn Achilles' heels or root canals immediately surface. They're sort of "been there, don't want to go again" situations. The more it can be put off, the better. Study after study shows that both managers and employees are very dissatisfied with performance appraisals and often view them as a necessary evil to get over with quickly. Here are seven strategies to turn performance management from a nightmare into a sweet…



268. Problem-Solving Success Tip: Measure By Jeanne Sawyer
     Measure.The first key question to answer in starting a problem-solving project is, “How will you know when the problem is solved?” Answer this question in measurable terms before you start trying to solve the problem. As you begin defining your problem, these success metrics help set clear expectations about what will be different when you finish. At the end of the project, the measurements will demonstrate that the difference has been achieved, i.e., the problem has been solved.To be useful, …



269. Leading Meetings: The Top Three Challenges By Marcia Zidle
     What do people really find challenging about leading meetings? Here are the top three questions that keep on cropping up followed by guidelines or simple ways to keep meetings under control and on track. Make your meetings work.1. “Do you have any tips on encouraging people to be on time to meetings?”The general rule is to start the meeting on time. This gives the message to people that you are serious about time and meeting management. If you start late, it penalizes the people who make a…



270. The “Better Product” fallacy By Arvind Kumar
     Another fallacy ingrained in the minds of most marketing managers is the belief that the better product will win the marketing battle.Behind the thinking of many marketing managers is the thought that “truth will out.”In other words, if you have the “facts” on your side, it’s only necessary to find a good advertising agency who can communicate those facts to the prospect and a good sales force that can close the sale.We call this approach “inside-out thinking”- that somehow the advertising age…



271. Dealing with Problem Behaviour in the Workplace
     I personally struggle with the term “managing people”, because I firmly believe that people cannot be managed – only processes and systems can. How many times have you heard it said – “Why won’t my employees just do as they are asked?” Despite all our best efforts at “managing”, we have very little control over other people’s actions, including the people that work with or for us. We can inspire, motivate, guide or threaten them, but the choice to act in a certain way is up to the individual. To…



272. Reducing the High Cost of Absenteeism
     Employers pay a high price for absenteeism, often more than they may realize, in terms of both financial and production losses and employee morale. Managers may view the tasks of finding a substitute employee as a short-term inconvenience; however, absenteeism frequently has more serious long-term effects. Employers can, nevertheless, ensure that employees report in regularly and remain on the job.Before employers can determine the best way to combat absenteeism, they must identify the organiza…



273. The Power of 'Ask' By Jenny Kerwin
     For Call Center managers, it is not a pipe dream to improve employee moral while increasing productivity. It may even come easy to some to find fresh, new ways to reduce performance problems. Sound like an advertisement for something unattainable? Perhaps try to engage, involve, and connect employees to their work by the power of ASK.Of course Call Center managers encounter unique problems and situations each day for which they are required and expected to resolve regardless of other demand…



274. More Time Wanted? Deal with Your Time-wasters Now!*
     Focusing your time to be as productive as you can has never been more important - yet many of us waste our precious time on employees, who frankly don't deserve it. They will never fit. Solving this problem for you will almost certainly be solving a problem for them - so don't be fearful. Want to know more - and how? Read on...Ever feel that you spend too much time shoring up the performance of some of your people? More time with one or two than with some of the others.And doesn't that just drai…



275. Putting into Place Project Management Processes for SMEs (Small/Medium Businesses)
     To many SME managers, the majority of project management literature can seem overwhelming, complex or downright inapplicable to their business environments. However, fast moving SMEs inevitably at some point of their development face the challenge of putting into place project management processes in order to handle their growth and/or improve the products or services that they provide. Oftentimes the major added value of SMEs is their agility and ability to quickly bring to market products or …



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