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276. Resistance - How to Handle It By Alan Fairweather
     Do you ever meet with resistance from other people - I bet you do! It might be a customer, a colleague, a member of your team or even someone in your personal life. Dealing with resistance or objections is one of the biggest challenges faced by business people; so let's consider why we get resistance and how we can handle it. I'm going to talk about customer contacts but the same rules apply whether it's a colleague or even someone in your personal life.Well there's good news and bad news - fi…



277. How to Reduce the Potential for Employee Discrimination
     Employment discrimination laws seek to prevent discrimination based on race, sex, religion, national origin, physical disability, and age by employers. Discriminatory practices include exhibiting a bias in hiring, promotion, job assignment, termination, compensation, and various forms of harassment. The U.S. Equal Employment Opportunity Commission reported 72,302 individual discrimination charge filings in 1992. By 2004, the number had grown to 79,432. As a Human Resource Manager or business own…



278. Preparing For ISO 9001 2000 Registration By John Oakland
     The steps need to be taken to prepare an organization for ISO 9001 2000 registration:Whilst the following text is not exhaustive in its content it should give you a reasonable idea of what’s involved in setting up an ISO 9001 2000 registration within an organization.First and most importantly you should either purchase a copy of the ISO 9001 2000 standard or read a copy at your local library.At first glance many of the terms referred to in the standard sound quite confusing but if you study th…



279. Managing Meetings By Julie-Ann Amos
     Plan/prepare - lack of purpose causes aimless meetings. Know why you're there - what the meeting is for.Unnecessary meetings waste time, and regular meetings, e.g. weekly, become habitual/traditional, regardless of need. Only have meetings when necessary, and cancel when not.Set agendas which are more than a list of headings without explanation. Each agenda item can have only three reasons for inclusion - to discuss, decide, or inform. Adding short descriptions of items can help people prepare…



280. Toxic Bosses By Joan Schramm
     What’s everyone’s favorite topic around the water cooler? Bad bosses! You know, the ones who make life in the office unbearable? Here are some of the more common varieties you’ll find.1. The Screamer. You can’t miss this guy. He never stops to consider his audience or who might be listening when he starts one of his rants. He’ll dress down a subordinate in the middle of the hall; he’ll scream at the supplier on the phone; he’ll holler to his secretary from inside his office instead of using th…



281. Leadership Skills Means Turnover is Not a Problem By Michael Beck
     “Ha!” you say. “For someone to make a statement like that, they obviously haven’t worked in the real world and certainly have never had to run a company.” Well, let me assure you. In my past I’ve not only run companies, but spent many years in one of the most notorious industries for turnover – the restaurant industry.Don’t get me wrong, I understand and appreciate the challenges that turnover creates. Turnover causes a drop in productivity, lower profits, inconsistent quality, and certain…



282. Know Thyself: MBTI or DiSC By Michael Beitler
     In my practice as an executive coach and consultant, I use both the MBTI® and the DiSC®. I am often asked, “Which one is better?”The question reveals a common misunderstanding about psychological instruments. The fact is, there is no such thing as “the best” psychological instrument. As consultants who use psychological instruments our challenge is to choose the “appropriate” psychological instrument.As long as a psychological instrument has been subjected to rigorous validity and reliability …



283. What Does Your Staff REALLY Want? Part 3
     The 2005 'Best Places to Work' program study showed that, contrary to popular opinion, employee satisfaction didn't depend on salary. The most given answer as to what makes a company a great place to work is employee empowerment. And what constitutes employee empowerment? I believe it comes down to a few basic principles, the third of which is effective communication. EFFECTIVE COMMUNICATION Millions of words have been written on this subject, and yet it's still a huge problem, especially in th…



284. What is Lean Six Sigma By Peter Peterka
     Lean Six Sigma combines the quality improvements that come from using Six Sigma with the speed improvements that come from using Lean manufacturing principles . Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process -- from manufacturing to transactional and from product to service. Lean manufacturing focuses on improving the speed of a process and the elimination of waste primarily by eliminating non-value added steps. Lean Flow and Six Sigma a…



285. Learn from the Olympics How to Organize your Events: Part 2 of 3 - Planning a Profitable Event
     In the first part of this series, we looked at the logistics of an event, both the logistics of fans getting to the event, and the internal logistics allowing fans to move from one item of interest to another. This time we will look at how to ensure that our event is profitable. The Olympics are a fun example of trying to put on the best show that the world has ever seen and still turning a profit. Every two years, usually about a month before the games, there will be newspaper articles about ho…



286. Management Procedures' Usability – How to Improve By Chris Anderson
     Are your people consistently following your procedures? Each year, organizations lose thousands of dollars through common mistakes and lapses in usability. But what does that mean for business owners and executives?Ask yourself: • Are your required actions described thoroughly and accurately, or are the details left open to interpretation?• Is your content consistent and complete, or are your writers leaving gaps no one has noticed?• Are revisions controlled, or are different people using diff…



287. Tales From the Corporate Frontlines:Going International and Learning about Cultural Diversity By Josh Greenberg
     Going International and Learning about Cultural DiversityThis article relates to the Diversity in the Workplace Competency, commonly evaluated in employee satisfaction surveys. This competency explores whether your organization provides understanding and supports interaction among diverse population groups while respecting individuals' personal values and ideas. Research shows that by fostering a climate where equity and mutual respect are intrinsic, an organization can create a success-orient…



288. Practical Policies and Procedures Can Save You Money
     Warren had a beer at lunchtime, came back to his job as a forklift driver, abused the female stores clerk and carried on with his job. The warehouse manager, who was never very impressed by Warren, heard about it, accused him of being under the influence of alcohol and dismissed him. Warren claimed unfair dismissal and, after a day at the Industrial Relations Commission, was awarded three months pay. Charles did a great job of working with a new supplier to implement the new software package and…



289. Three Foundation Stones for Building Organizational Integrity By Freddy Davis
     When the stock market crashed in 1929, there were a lot of people who lost everything they had. You would think that the result of that event would be complete and utter despair. And, in fact, there were those who reacted that way. There were numerous cases of people who committed suicide because they lost their life savings on that fateful day. They simply went into a depression and just couldn’t bring themselves to go on with life.But there was another group of people who reacted differe…



290. How to find and realise your life purpose
     Do you have a life purpose? Are you aware of your goals and dreams and do you know how to achieve them?A life purpose is like a light that helps you to focus your energy towards a distant goal and to overcome hindrances and blockages on the way.A life purpose may be like a key word that runs like a red thread through many of your experiences.In my seminars I found out, that many people could put their life under such a motto. For some is it love, for other trust, justice, hope, fairness, opennes…



291. The Punitive Approach to Marginal Performers By Andrew E. Schwartz
     MANAGING A MARGINAL PERFORMER: Often a marginal performer, even after therapeutic counseling, may not understand that his or her work is seen as substandard. The manager will have to ask the employee directly how the performance could be improved. If the manager still meets with resistance or avoidance, as a last resort he or she will have to give suggestions.THE PUNITIVE APPROACH: If the unsatisfactory performer refuses to commit to a self-proposed improvement program, or belligerently denies…



292. Allan Kempert Discovered That Truly All You Gotta Do Is Ask.
     A year or so ago, I met Allan Kempert. Allan was the Quality Assurance Supervisor for a metal stamping company in Ontario, and just completed Norman Bodek’s book, The Idea Generator, Quick and Easy Kaizen. As Allan explains, he couldn’t put the book down because it was such a simple approach and he knew that it was going to empower the employees at his place of employment. In fact, Allan had tears in his eyes a few times while reading the book because he realized that he had come across a jewel.…



293. Dynamic Interviewing Practices
     Dynamic Interviewing Practicesby Charlon Bobo, Red Frog, Inc. © 2005The pre-hiring process can be a challenge. If you’re reading this article, you are finished with the pre-hiring process and are looking for tips that will guide you through the interview. Much time and energy can be invested and in the end, wasted, if your approach is not focused, deliberate, and specific. The following approaches have resulted in engaging, content-rich interviews providing us with a clear approach appropriate f…



294. Manage Stakeholders and Beware of the Wicked Witch! By Ron Rosenhead
     Forget stakeholders and they can fatally kill your project! Much has been written about why projects fail to deliver; no business case, poorly defined objectives, poor project scope alongside over-optimistic deadlines and no planned project budget! However, one area little talked about is the stakeholder – those with an interest and those who will be impacted by the project.Research points to projects being derailed by poor management of stakeholders. From questionnaire results we have identif…



295. Top Ten Tips About People Management By Martin Haworth
     To get the best results you have to be very good at Managing People...and it's not as hard as you might think. Here are the secrets of the very best managers:-The best at Managing People... Manage!They focus on getting their people to deliver the key activities and don't attempt do too much themselves. The best managers delegate widely, using the ethic 'Ask for forgiveness, not for permission' to free their people from blame or wrongdoing.Build the Best TeamsLeveraging the exceptional talents …



296. Forecasting Support Costs By Luc Richard
     Did you know that maintenance accounts for 50% to 80% of the overall product cost? Well, it does! And while most project managers are fairly good at sizing new product features, many are terrible at estimating the effort required to support a product once it becomes generally available. As a result, maintenance projects are inadequately staffed, companies can’t respond to customer requests in a timely manner, and products never reach payback.This article presents a methodology to help you gu…



297. Structure Your ADD Coaching Business for Success By Jennifer Koretsky
     The Structure ProblemStructure is an issue that most self-employed service providers struggle with. ADD coaches, in particular, often suffer from self-imposed pressure to always "be there" for the client. ADDers frequently need accountability and follow-ups, and many coaches fall into the trap of thinking that in order to be a good coach, they have to be available all the time.This is simply not true. The first rule of being a 'good' coach is to be a 'good' person!In order to be a 'good' coa…



298. Stop Being a Salesperson
     There is absolutely nothing wrong or immoral about being a salesperson. That being said, we have too many salespeople in sales organizations and not enough businesspeople.Salespeople tend to focus on themselves and the products and services they sell. Businesspeople focus on solving business problems and opening new opportunities, focusing on the outcome of the solutions they employ rather than the technical details of the products and services they offer.Stop being a salesperson and become a bu…



299. 3 Tests To Hire The Best By Michael Mercer
     Question: What’s the easiest, cheapest and quickest way to have profitable, productive, and honest employees?Answer: Hire profitable, productive, honest people! Unfortunately, managers often hire underachievers or losers. Fortunately, pre-employment tests give managers a simple-to-use, quick, customizable way to hire the best.Only 1 Reason to Screen ApplicantsThe sole reason to assess applicants is to predict – or forecast – how an applicant will behave on-the-job BEFORE you hire the person…



300. Managing Monsters in Meetings - Part 7, Personal Attacks
     Personal attacks hurt people, mar communication, and end creativity. If they become part of a meeting's culture, they drive the participants into making safe and perhaps useless contributions.Approach 1: Speak to the groupSet the stage for the group to enforce its culture by making a general comment. Look at the middle of the group and say:'Just a moment. Let's pause here to calm down. I can tell we're upset about this. And we want to find a fair solution for everyone.' (Take slow deep breaths a…



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