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601. How to Deliver Training and Development that Delivers the Desired Business Outcomes By Leanne Hoagland-Smith
     To be competitive and to remain a player in today’s 24/7 knowledge driven business world requires that your employees be thoroughly trained to deliver the best customer service both to your external and internal customers. The old 19th and 20th centuries’ paradigm of controlling the employee has transformed to one of freedom for today’s knowledge worker.Yet, continued research suggests that the majority of training and development initiatives estimated at 80 to 90% whether they come from the …



602. 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…



603. What Good Managers Must Do By Gregory Smith
     One morning at the airport, I overheard an employee talking about her new boss. “He’s a nice guy,” she said. “He makes me feel good about working here.”Like many employees, this young woman is more influenced by her boss’s “soft” skills than his technical skills. His interpersonal skills were what mattered most: including his ability to communicate, motivate and showing genuine concern. These interpersonal traits influence people to decide to quit or stay. When a manager lacks these skills, o…



604. The Seven C's: Partnership Danger Signs - The 5th C: Control Issues By Dorene Lehavi
     A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.The 5th C: Control IssuesWhen control is in the picture it is a lose/lose proposition.First, it is an illusion that anyone can control a person or a situation. The need to control is born of fear, lack of trust and insecurity. A person who feels it is necessary to control is robbed of a sense of well being. In business, control or the attempt to control can occur in many venues.The attempt to …



605. Evaluating Your Event
     Evaluate Immediately! It is important to do your evaluation/assessment of the event while the details are fresh in your mind. Include anyone in the evaluation process that had a stake in the event. Stakeholders would include vendors, hired staff, volunteers and employers. You could host a debriefing session or a wrap up meeting to accomplish this task. Make this a pleasant experience. Include refreshments and lots of kudos (thank you’s for a job well done). Prior to, or when the meeting begins, …



606. The Idol-Makers By David Handler
     The end of the television season in May included the usual array of cliffhangers on shows like “Alias,” the departure of Noah Wylie from “ER” and the finale of the highly-rated “Everybody Loves Raymond” after 210 episodes. On the last day of “Sweeps,” more than 29 million people tuned in to see the crowning of the fourth “American Idol.”With a recording contract and the key to a private jet in hand, Carrie Underwood, a 22-year-old college student from Oklahoma, said her victory was “the best n…



607. Best Practices Plan: Dissemination of a Great Idea By Steve Singleton
     Good news spreads quickly News of the invention of the wheel must have traveled in every direction as quickly as horse or camel could run. Those who learned of its advantages over the litter and the sledge adopted it right away. And no sooner was it adopted than it began to be adapted: made lighter, stronger, faster. Wheels were soon attached to axles, then to axles with pivots. The idea catches on Then transportation lost its monopoly on the new technology, and wheels helped to make pottery, …



608. Management - Mary Poppins Style! By Martin Haworth
     Mary Poppins describes a style of management which has for too long been hidden in many businesses and organisations.Think about it.She's "Practically perfect in every way" - is that not what we want from a boss? Someone who is almost brilliant at everything - yet with a hint of not being absolutely perfect? Someone we can trust and depend on - yet who is truly human with is and falls down occasionally too?And then there's the cut to the chase with, "Bert, what utter nonsense. Why do you…



609. How to Motivate Under-Performing Personnel
     It is no secret that the performance of personnel is the largest contributing factor to the long-term success of any organization. Managers may give direction, but in the end, it is the company's staff that determines how well it executes. It is the staff that must respond to the threat of competition and the shifting interests of shareholders and consumers. Taking this into consideration, one of the greatest challenges facing managers is motivating their personnel to achieve outstanding perform…



610. Coaching - The New Word in Management
     The Old Way – Command and ControlAlthough workplaces and management styles have come a long way in the last decade, the command and control style of management behaviour remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done. The manager is in charge, has all the answers, and fixes all the problems.It’s no surprise that plenty of people find this approach demotivating, and that w…



611. The Crisis of Modernity By Len McNally
     Since the beginning of the industrial era our world has been facing what some historians call an ongoing "crisis of modernity". As fast as we adjust to new circumstances, the circumstances change again, and, the rate of change seems to be multiplying exponentially. Of all the demands imposed by twenty first century leadership, perhaps the toughest is the ability to not only manage change but to instigate it, control it and to be it's master. Dealing with the ever increasing rate of change may …



612. Time Management Tips for Managers By Lorraine Pirihi
     Late last year I was presenting a workshop for the senior managers of a major organisation. Whilst doing a pre-workshop survey to assess the challenges these managers were experiencing it became very apparent to me that many of them were showing the signs of business burn-out. And it was no wonder why. They were suffering from 'Priority Problems'. Quite simply they were making the mistake of doing the urgent rather than the important tasks.They were working extremely long hours, with no time f…



613. Executive Performance -- Who's to Blame for Incompetent Managers? By Dr. Robert Karlsberg
     A recent article in the Wall Street Journal raised the question: Who’s to blame for inept managers?The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead…



614. Keys to an Effective Performance Incentive Program By William Von Achen
     When it comes to increasing the return on your investment in your company, most business owners think of getting increased value through investments in new computer systems, or more sophisticated warehousing equipment, or a larger facility. Yet, in today’s business climate, it is the company’s employees more than anything else that represent the single biggest investment that a business owner will make.That’s why effective performance incentive programs are so important. Properly designed pe…



615. Innovation Management: The Time Factor By Kal Bishop
     Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that in…



616. 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…



617. Creativity and Innovation Directors, Consultants and Managers By Kal Bishop
     Creativity and Innovation is essential for competitive advantage, yet the role of Creativity and Innovation Manager is often not viewed as essential. Organizations without such a role will simply not perform as competitively as their rivals.People within and outside of an organization see problems all the time, but rarely are those problems dealt with in time. Tangible negative movements usually force change – shortcomings in expected growth, a fall in share price etc.Some of the requirements …



618. Organizational Culture and Creative Blocks – the Similarities By Kal Bishop
     Few Decision makers see the link between between creativity and innovation management, as performed by MBA’s in firms, and creative endeavours such as screenwriting. In fact, there are very strong linkages.The problems that prevent individuals coming up with ideas, writing and then commercialising their screenplays are the very same as the problems that firms face when they attempt to motivate their people to come up with innovative ideas - whether it be innovation of product, process, paradi…



619. Create Your Dashboard for Success By Larry Galler
     Driving down the road our eyes frequently scan the vital instruments on the dashboard that monitor speed, fuel level, coolant temperature, and oil pressure. The modern vehicle also has many more devices that constantly monitor various systems for fuel mixture, exhaust gasses, timing adjustment and others. If there is something amiss, sensors trigger the “check-engine” light. As long as the instruments register within their normal range the “check-engine” light stays off and we drive along c…



620. Systems Thinking and Open Systems in Organizations By Michael Beitler
     Systems thinking is important for Organizational Change (OC) practitioners (and managers) because rarely is there an "evil" person in the organization bent on bringing pain and destruction. Bad behavior, or ineffective behavior, is often unwittingly rewarded by management. Protecting turf, not communicating with peers, not contributing to the team, high absenteeism, and resisting change happen for a reason.In many organizations (especially in American organizations), the management team goes…



621. Choosing the Right Corporate Training By Jeff Turner
     According to a Gallup Poll, 80 percent of employees said the availability of company-sponsored training programs was a factor in deciding whether to accept a new job or stick with a current one. And yet the Bureau of Labor Statistics says that the average number of hours of formal training per employee per year is only 10.7.More companies are starting to realize that it's smart to invest in training, but faced with so many choices, how can an organization make sure it's getting the most out of…



622. Seeing the Talents of Effective Leaders
     PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Mail to: eagibbs@ureach.comAn organization of any size, from the family to the department store, the neighborhood grocery store to the largest international corporations, is a reflection of its leadership. And lead…



623. Qualities of a Great Manager By Carole Sue Jones
     In the call center environment we are often only as successful as the people we hire. While our front line employees are critical to our business, choosing the right managers powerfully impact your success. So what makes a good manager? Ask 100 people and you might get 100 different answers. While the behaviors that make a great manager may be open to interpretation, there are some competencies and corresponding questions, which stand the test of time.I think the face of business has enter…



624. It Was an Open and Shut Case - Or Not By Larry Galler
     A couple weeks ago my wife and I went shopping. We are thinking of upgrading something in our home and have been spending time getting ideas, checking out our options, comparing style, price, and quality.We drove up to the front door of one potential vendor. The sign said, “CLOSED.” I started backing the car out of the parking space muttering something about, “Gee they shouldn’t be closed on a Saturday morning.” My alert wife noticed some lights inside and other cars in the parking lot so …



625. Appraisal Systems - Not Living Up to Their Objectives By Stuart Avery
     Almost, if not all organisations have them, they’ve been around for a very long time and some organisations swear by them, however on the whole the average appraisal system fails to live up to the expectations of the organisation and often they can cause more trouble than they are worth.“So, minister, here we are at the end of your government and the record doesn’t look to good, crime is up, hospital care down, the economy still shaky and poor public services. It certainly doesn’t look good fo…



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