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Suggest You - Tips for Leading Change: Reduce Sabotage-Increase Profits While Moving Through Transitions
Good morning. Have you had your cup of coffee yet, because I hope so.I'm going to lay something earth shat terning on you now, and I hope that your readyHere goes nothing:There is something out there, a disease, if you will, an infection, a curse.Some people, they are head of COKE, PEPSI, Ritz Carlton, Shape magazine, McDonald's, and MICROSOFT.These people, plus lots of other super successful companies, have gotten the disease from one time to another.LOTS of Graphic Designers, Artists and Creatives have it too-----The Disease of Bad Advertising-----------WAIT- There is something you can do to fight it off though. Don't despair.Here's just ONE way to fight it off for good:1. Take your business card, if you have one. Chances are that you do ok?Look: Most people WASTE the white space on their card. Your card might be the prettiest, flashiest card ever, but I do not care. If it doesn't bring more phone calls into your cell phone, more emails, more orders for your designs and art, than it IS NOT WORKING. period.Blunt, aren't I?Do I have your attention now?Instead of being on the outside, where you have a pretty , great business card with gradients, drop shadows, and Pan-tone colors galore, what if you had a card that actually MADE YOU MONEY?2. Take out your card. Right now. What is not it? A logo,a phone number?Does it say, call {!firstname} and here's my email and phone number?Ok, so it says what it saysHere's what you do about it:Write a new card: Company name and your name. Say, this is firstname and I tailor beautiful and unique designs to match your business needs. Mention this CODE: business and get $15 off your first order. Call 555 555 5555 right now before my time runs out.See? That was much better than just hi my name is firstname and I do design. blah blah.firstname, Stay tuned for my new Business Secrets Product, which will reveal ways in which to use your business card to make you more money, almost immediately!PS- here are s
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you w
In addition to having virtually unlimited income potential, one of the greatest benefits of selling as a career is the freedom it can give to you. Right along side is the incredible creative experience that you can enjoy, day in and day out. This is what I mean.When you master selling as a career you will discover that you are truly free.You will be free to earn as much money as you would likeYou will be free to work in whatever part of the country that works for youYou will be free from worry about downturns in the economy that could lead to long-term unemploymentOften you will be free to choose your own hours of work which will allow you the freedom to spend more time with family or friends or, perhaps, engage in the leisure activities that give you the most satisfaction and personal benefitsYou will be free to choose who you work for, (no more obnoxious bosses)If you choose, you will be free to be your own boss Selling as a career provides an abundance of creativity for your spirit as well. Because master salespeople choose to represent products or services that they tend to be very passionate about, they will often find themselves in situations when they must find creative solutions to obstacles that stand in the way of the customer benefiting from what her or she would like to have. There is nothing boring about the selling business, There are new experiences and exciting new challenges everyday. Creativity is a vital part of the process. One of the parts that keeps things fresh and exciting. There are 8 articles in this series. I hope you will take the time to review them all. Then you will have a good selection of facts to help you determine if selling as a career is right for you or someone close to you.
The momentum of change continues to build. If you or the organization you work with is not prepared for ongoing change then you risk the possibility of being overwhelmed and left for dead by the Superhighway of life! This dramatic metaphor is reported constantly by the predictors of business and economic trends. With technology and Globalization of trade driving these trends, we must learn to adapt, gracefully, to this change or be playing the very difficult role of catch-up.
To illustrate my point, have you notice any changes to your work or family life in the past 30 years? Perhaps you only have to go back ten years. Think back to the late 1980's, home computers were just catching on in a big way (productivity at home, not just games.) Fax machines were beginning to be used on a regular basis in small and large offices. You could still buy phonograph records. Pagers were catching on. Cellular phones were not an industry, yet. E-mail was rare outside corporate networking systems and high tech firms. Cable TV offered 20 choices of programming. The internet was not widely known or used outside of academic and military organizations. I will bet you that even if you have not upgraded into this high-tech world, at a personal level, you find yourself driving down the road with some other driver being distracted by the cellular phone conversation that he is engaged in, instead of full attention to driving.
Some people are actually, techno-phobic about the intimidating rate of change into a technology driven world. This affects business, education, and even social activities. Your children may know more about the internet or computer technology than you do, and if they don't, they are either too young or at risk of missing the "boat." Techno-phobia is an anxiety related disorder that may make people uncomfortable, if not unable to function, in the business world. The competition for dominance in business has driven all the peoples of the world into a race for superiority in high-technology. The rate of this change is increasing exponentially.
The next obvious truth is that we are not physically evolving at a rate that can keep up with this economically driven evolutionary trend. We still have a primitive change response mechanism, the flight-fight response, embedded within us. This governs the way we automatically respond to the stress of change. "Overwhelm" is the subjective, and often physical, response to dealing with the rate of change. What human beings have going for survival is that we are adaptable. But the rate and need for adaptation has generally outstripped our abilities to keep up with the rate of change. Younger workers may be more resilient to change and feel pretty good about the exciting new developments, but in mid-life and for us "Baby-Boomers," the resilience and flexibility may be giving way to the aches and insecurities of our reduced adaptation qualities. There are always examples of "genetic-immunes" who give most mortals a bad rap and feelings of guilt because they are so good at adapting to change. (Or perhaps, they are in denial and "it" will eventually come crashing down on them.)
Knowing this, the balance of this chapter will be spent on offering information and techniques for managing change more gracefully. We can not stop it, or in most cases, control it, however, we can learn to respond more appropriately. By being aware of how we respond to change and engaging in preventive actions, we can minimize, if not eliminate, the symptoms of stress and overwhelm. The two keys will be awareness and then appropriate and effective self-care.
Personal Change Assessment
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you wi
So you would like the public to know of your company and services and/or products? A magazine advertisement is an excellent way to get noticed, but it is not so easy. This marketing strategy takes some effort and planning on your part in order to fully take advantage of the medium.Which Magazine?Magazines can be an excellent source of advertising, but you have to know which one. Besides choosing a magazine with readers that will be intrigued by your products and/or services, you most likely want to choose a magazine with a large readership. Determining the level of readership for the magazine should be one of the first aspects looked into, but sometimes the reports of readership can be misleading.A magazine may tell you that over 100,000 people will be exposed to your ad. That sounds great but the magazine only prints about 60,000 copies. You have to consider that a decent proportion of the magazines they produce are going to dealers and newsstands meaning that a good number of magazines may never be opened at all. Also, publishers may conduct surveys to gain a sense of readership that could be misleading to the advertiser. For instance, a publisher may ask an office subscriber how many people work in the office, so the publisher will count all of the people working in that office as readers (though they may not be so). Publishers do the same with single subscriptions delivered to a library.There is a huge difference between readership figures and distribution figures, and to their own benefit, publishers will do their best to blur the difference to advertisers. An advertiser has to get a sense of how often a potential reader will generate a potential sale. You want to get a number of paid subscribers instead of distribution numbers because paid subscribers are most likely going to be your target market and the ones that are more likely to read the magazine all the way through (looking at the advertiser’s spread).Media KitsWhen contacting a magazine about possible advertising, ask them to send you a media kit. The
The next obvious truth is that we are not physically evolving at a rate that can keep up with this economically driven evolutionary trend. We still have a primitive change response mechanism, the flight-fight response, embedded within us. This governs the way we automatically respond to the stress of change. "Overwhelm" is the subjective, and often physical, response to dealing with the rate of change. What human beings have going for survival is that we are adaptable. But the rate and need for adaptation has generally outstripped our abilities to keep up with the rate of change. Younger workers may be more resilient to change and feel pretty good about the exciting new developments, but in mid-life and for us "Baby-Boomers," the resilience and flexibility may be giving way to the aches and insecurities of our reduced adaptation qualities. There are always examples of "genetic-immunes" who give most mortals a bad rap and feelings of guilt because they are so good at adapting to change. (Or perhaps, they are in denial and "it" will eventually come crashing down on them.)
Knowing this, the balance of this chapter will be spent on offering information and techniques for managing change more gracefully. We can not stop it, or in most cases, control it, however, we can learn to respond more appropriately. By being aware of how we respond to change and engaging in preventive actions, we can minimize, if not eliminate, the symptoms of stress and overwhelm. The two keys will be awareness and then appropriate and effective self-care.
Personal Change Assessment
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you w
An effective way to gain company recognition is to order custom t-shirts with your company name, logo, phone number, and other important information on them. You can use customized apparel to outfit your employees as well as to contribute a sense of professionalism and reliability to your company. In addition to outfitting your company with the custom apparel, you can market your brand by distributing the custom designed clothing to your customers and potential clients.Ordering custom t-shirts is easy: you can contact a local printer to make them, or you can design and order them online. There are several websites that have t-shirt design interfaces in which you can design and order your t-shirts entirely online. Whatever type of company you choose, however, you will want to make sure that the process they use is screen-printing rather than heat transferring because the prints will last longer and look more professional.Because printing prices can vary drastically, you should get quotes from several different companies before ordering. The benefits of ordering online include convenience, not having to pay taxes on the goods, and in some cases, complimentary shipping. The benefits of using a local screenprinter include being able to see the goods before you purchase them, and perhaps, speaking directly with the artist. A downside to ordering locally includes having to go to the local screenprinter to place your order and then picking the items up yourself. If you order online, however, you will have the items shipped directly to you. An online screenprinter that we find very reputable for printing company apparel and custom t-shirts is DesignAShirt.com. Check the yellow pages for local printers.Whether you are ordering locally or online, the entire process from ordering to receiving your apparel should take around 2 weeks. If you need the apparel faster, you can opt for other production and/or shipping methods for additional fees. Some companies can get the goods to you from the time of ordering in as early as three business days.Ordering your own company t-shirts is not the onl
The next obvious truth is that we are not physically evolving at a rate that can keep up with this economically driven evolutionary trend. We still have a primitive change response mechanism, the flight-fight response, embedded within us. This governs the way we automatically respond to the stress of change. "Overwhelm" is the subjective, and often physical, response to dealing with the rate of change. What human beings have going for survival is that we are adaptable. But the rate and need for adaptation has generally outstripped our abilities to keep up with the rate of change. Younger workers may be more resilient to change and feel pretty good about the exciting new developments, but in mid-life and for us "Baby-Boomers," the resilience and flexibility may be giving way to the aches and insecurities of our reduced adaptation qualities. There are always examples of "genetic-immunes" who give most mortals a bad rap and feelings of guilt because they are so good at adapting to change. (Or perhaps, they are in denial and "it" will eventually come crashing down on them.)
Knowing this, the balance of this chapter will be spent on offering information and techniques for managing change more gracefully. We can not stop it, or in most cases, control it, however, we can learn to respond more appropriately. By being aware of how we respond to change and engaging in preventive actions, we can minimize, if not eliminate, the symptoms of stress and overwhelm. The two keys will be awareness and then appropriate and effective self-care.
Personal Change Assessment
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you w
Once upon a time, long, long ago -- in the early 1990s -- the concept of fractional ownership in private aircraft was born, and there was much rejoicing throughout the land. People who never believed they'd be able to afford, or justify, owning a private jet suddenly had the opportunity to purchase partial ownership in one."At last," the people thought, "there is an affordable alternative to commercial airlines and private air charter. No longer will I be at the mercy of someone else's set schedules and destinations. I can fly where I want, when I want. No longer will I have to suffer interminable lines, deal with impersonal clerks, or eat indigestible meals. I will have my own private jet at my beck and call!"But, like all fairy tales, there is more myth than truth in this tale. In reality there are few, if any, advantages to fractional ownership over private air charter.FAIRY TALE:Fractional ownership is more convenient than private air charter.THE REALITY:While it may seem that ownership, even partial ownership, of a private plane affords unparalleled convenience, the reality is far different. Whether the issue is a last minute booking, scheduling an intricate itinerary, or making certain that specific accommodations are attended to, private air charter can generally meet or exceed the services offered by a fractional broker. For example, while many fractional companies offer an eight-hour booking to take-off guarantee, Air Royale typically provides you with an aircraft in three hours or less. With over 5,500 private aircraft in our worldwide network, a take off can often be arranged within minutes of picking up the phone. And with Air Royale, you will have unparalleled choice in the type of aircraft you can choose for your flight, from a 8 passenger Lear Jet to a lavish Boeing Business Jet to a commercial airliner. While fractional ownership does permit you the option of flying in a type of aircraft other than the one you partially own, such an option requires complicated conversions of flight hours and often extra operating costs, and, with the limited fleets of most f
Knowing this, the balance of this chapter will be spent on offering information and techniques for managing change more gracefully. We can not stop it, or in most cases, control it, however, we can learn to respond more appropriately. By being aware of how we respond to change and engaging in preventive actions, we can minimize, if not eliminate, the symptoms of stress and overwhelm. The two keys will be awareness and then appropriate and effective self-care.
Personal Change Assessment
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you w
Can leadership exist where there is no vision? For perspective, let us review the Story of the Three Stonemasons.Three stonemasons were busy at work when a passerby asked them, “What are you doing?”The first stonemason responded, “Laying bricks, sir.”The second mason answered, “Earning a living.”But, when asked by the passerby what he was doing, the third stonemason said, “I’m building a cathedral.”The third craftsperson had a vision and saw the greater purpose of their labor. It was the third that recognized they would leave a lasting legacy.Leadership without vision isn’t true leadership at all. It is management. While management is both valuable and necessary, it is simply not the stuff that takes people and organizations to new heights of achievement.For an organization to grow, to move boldly forward, the leader must know where her organization is and where she wants it to go. She must have and convey a compelling vision, one powerful enough to call her constituents to action. Martin Luther King’s “I have a dream,” speech is a classic example of the type of vision that inspires the passionate dedication of those who share in it.No less important than organizational vision is personal vision. Your vision is your beacon, a clear and constant guide to the life of your choosing. “You’ve got to think about ‘big things’ while you do small things, so that all the small things go in the right direction.” (Alvin Toffler)What are the ‘big things’ in your world? What will be your legacy?What’s your cathedral?
First, become aware of what transition and change can be like for you as an individual response. You must determine how you react in your own personal way to change. Do you ever feel anxious about the changes swirling around you? Do you lose sleep thinking about these events? Have you ever become aware that you lose focus or are distracted more easily when you find yourself in a period of change? Is anger or frustration closer to the surface when you are in the midst of changes? Does your stomach act up or do your shoulders or jaw get tight as a reaction to external changes?
Read or reread the first chapter of the "Guide to Stress Reduction" (Celestial Arts, Berkeley, CA)to better understand the effects of change and stress. Take the self-guided stress tests. Note the physical and emotional symptoms of stress that you are likely to manifest. This will help you to understand which systems you will need to learn to control to minimize the impact of change on your work and lifestyle. Remember these physical and emotional reactions are very primitive and all healthy people have these responses built in for survival. Awareness of these patterns and your particular way of responding can give you some control over when you react and how you respond to change.
When you examine the Social Readjustment Rating Scale (in chapter one) note that positive, even enjoyable, experiences can be rated as stress producers. Any adaptation, be it positive or negative, requires your habits or lifestyle to change and this can upset your primitive response mechanisms driving them into a stress response that may rob you of health or efficiency. As examples; a new job, a change in work responsibilities, an addition to your family, or even change in your residence may all be viewed as very positive and yet these may prove stressful as you adapt to these new developments.
Since you can not avoid the stress of change and you do not want isolate yourself from positive change, you must learn to control the way you respond to these new situations. Later in this chapter, there will be simple reminders of strategies about relaxation, diet, and exercises that you can adopt to minimize the impact of change. These are brief outlines from other chapters in this book that you may want to study.
Change and The Organization
After your personal assessment process, you need to become more aware of the actual process of change. In the training and consulting work I have done, it has become increasingly apparent that before you can construct a change management system that will work to enhance productivity through change, you must first develop and understand how you and the people around you will respond to the changes that are imposed on you. There are four stages of change that have been commonly identified: Denial, Resistance, Exploration-Emerging, and Commitment.
Remember, with the stages of Denial, Resistance, and Emerging you or your organization may be subjected to a devastating reduction of productivity. Regardless of whether you are in manufacturing, customer service, or research and development; productivity, efficiency, creativity, communication, team work, and certainly "focus" can be impaired if not brought to a resounding halt as a response to change within your life or your organization's operation. Many organizations are in such denial about these negative effects that they stick their heads in the sand as a response and then wonder why key personnel jump ship to avoid the clear danger that this denial brings to future developments.
In the first stage, Denial, the common responses to changes are to pretend that things will just go on and be the same. Assumptions that it will just "go away" or be over soon can turn into apathy or numbness. "Quick fix" motivational programs usually help (if they help at all) only for a brief period. Managers want the problems to go away, but unless they are addressed in a pro-active way, the process can take too long and slow the whole process of change. The best managers will continue to communicate about the change and what will happen. Suggestions of successful actions can be offered and then allow time for these to sink in. Then follow-up with a planning session that will put the preparations for change into action.
The second stage is resistance. Symptoms of this stage surface in many negative forms. Increased anger or disagreements or perhaps worse a withdrawal from the team can occur. People can lose sleep. Workers may feel that they are treated unfairly, having given the
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