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Suggest You - Leadership - Motivation Magic
The Big IdeaOne of the factors to success is the ability to manage tasks efficiently and systematically in a similarly conducive environment. Practicing time management allows you to accomplish the more important tasks on time; and helps you achieve the goals you have set for yourself.Organized to Be Your Best! gives simple tips on how to get started and maintain good organization practices. Being productive doesn’t have to be difficult. After all, it’s supposed to make life easier for you!How to Be Positively Organized!Being organized goes beyond having a clutter-free office, it also involves getting your priorities in order and finding the time to do all the things you want. Another benefit of bein
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
Most Financial analysts (Buy and Sell Side) are likely aware of the inquiry from the SEC into your company. Your Investor Relations organization has to be:a) Proactive about communicating b) Forthright with what they know and dont know c) Resist speculating the outcomes and possible causality d) Be clear about timelines and milestones e) Be honest about impact to employee morale, customer momentum and partner/supplier concerns.Address these questions below in a clear, concise manner and you will have a better crisis handling experience:1. Will the restatement have a material impact on your previous years earnings, revenues and cash flow, balance sheet, etc.?2. What is the extent of the options bac
The Merriam-Webster dictionary defines "motivate" as "to give someone a motive." It goes on to define "motive" as something that causes a person to act. In business you're told to "motivate" the people who work for you. In police work, we're told, you solve a crime by figuring out the motive.
I've got the motive, which is money, and the body, which is dead!
In the movie, In the Heat of the Night, Police Chief Bill Gillespie is sure he knows who committed the murder that Detective Tibbs was originally arrested for. After all, Chief Gillespie has figured out the motive, or so he thinks.
But he was wrong. You'll be wrong, too, if you think you can figure out people's motivations. You can only guess at motivation.
You can observe behavior, what people say and do. You can observe performance. Since that's all you can observe, that's all you can manage.
Don't worry about the horse being blind. Just load the wagon
When John Madden was the coach of the Oakland Raiders his players sometimes challenged him when he asked them to do something. Rather than explain in detail, Madden would just reply: "Don’t worry about the horse being blind, just load the wagon."
In other words, don't worry about the things you can't control. Spend your time on the things you can control.
You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.
But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.
Tell your people what you want. Then make sure they understand.
Do things that support what you say. We call this "walking your talk."
It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.
It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content.
In the end, managing is all about behavior. But it's not about misbehavior.
Ain't misbehavin'.
I was a bright, active, talkative child in a world where children were expected to sit still and be quiet. Consequently, I was in trouble a lot when I was in school
Time after time my teachers would call my mother and ask her to come down to school because I was "misbehaving." When they used that word, it was a certainty like night following day that they would get one of mom's favorite lectures.
Mom would turn her mom look on Miss Smith or Mrs. Sally or Mr. Schnabel. "There is no such thing as 'misbehavior,'" she would say. "There is only behavior."
"You are calling what my son does 'misbehavior' because he's not doing what you want him to do. But he's got a reason. Now let's see if we can figure out what we can do so he'll want to do what you think he should do."
If more bosses had listened to my mom, more workers would be productive and happy. That's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
A brand sets you apart from your competition. Your brand can send multiple signals to people who then make judgements on you consciously and subliminally about you, your product or service. This then forms a basis of opinion. This instinctive process is what makes your brand so powerful. The key is to tap into what gives the customer the right reaction when presented with your brand.All business and services have a unique personality, philosophy, beliefs and opinions this is what is special and exciting which is good because imagine how dull it would be like if every company was the same. These filter down from the start up management or owner of the business. You need to understand these fundamental things. Where do they see themselves,
You can observe behavior, what people say and do. You can observe performance. Since that's all you can observe, that's all you can manage.
Don't worry about the horse being blind. Just load the wagon
When John Madden was the coach of the Oakland Raiders his players sometimes challenged him when he asked them to do something. Rather than explain in detail, Madden would just reply: "Don’t worry about the horse being blind, just load the wagon."
In other words, don't worry about the things you can't control. Spend your time on the things you can control.
You can't get inside someone else's head and make him or her want to do something. You can't control another person's behavior.
But you can control your own behavior. And you can use your behavior to influence the choices that other people make and the actions other people take.
Tell your people what you want. Then make sure they understand.
Do things that support what you say. We call this "walking your talk."
It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.
It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content.
In the end, managing is all about behavior. But it's not about misbehavior.
Ain't misbehavin'.
I was a bright, active, talkative child in a world where children were expected to sit still and be quiet. Consequently, I was in trouble a lot when I was in school
Time after time my teachers would call my mother and ask her to come down to school because I was "misbehaving." When they used that word, it was a certainty like night following day that they would get one of mom's favorite lectures.
Mom would turn her mom look on Miss Smith or Mrs. Sally or Mr. Schnabel. "There is no such thing as 'misbehavior,'" she would say. "There is only behavior."
"You are calling what my son does 'misbehavior' because he's not doing what you want him to do. But he's got a reason. Now let's see if we can figure out what we can do so he'll want to do what you think he should do."
If more bosses had listened to my mom, more workers would be productive and happy. That's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
The techniques of printing have evolved constantly ever since Gutenberg invented the first printing press in the 15th century. Over the years, several new methods of printing have evolved. Digital printing as a printing technology has revolutionized printing concepts and has become the most popular method used today. The technique mainly involves reproduction of digital images on surfaces such as common paper, photographic paper, film, cloth, and plastics.Though all printed output from a computer is technically digital, this term primarily refers to printing pages of brochures, journals, and booklets from the computer rather than using an offset printing press and commercial printers.The conventional printing process involves varioior to influence the choices that other people make and the actions other people take.
Tell your people what you want. Then make sure they understand.
Do things that support what you say. We call this "walking your talk."
It's simple. If you pay attention to productivity numbers, so will the people who work for you. If you comment on people's appearance, they will pay attention to appearance.
It can work the other way, too. If you pay attention to how neatly reports are formatted instead of paying attention to the content, your people will catch on. If they have to make a choice they'll spend their time and effort on making reports look good, rather than beefing up content.
In the end, managing is all about behavior. But it's not about misbehavior.
Ain't misbehavin'.
I was a bright, active, talkative child in a world where children were expected to sit still and be quiet. Consequently, I was in trouble a lot when I was in school
Time after time my teachers would call my mother and ask her to come down to school because I was "misbehaving." When they used that word, it was a certainty like night following day that they would get one of mom's favorite lectures.
Mom would turn her mom look on Miss Smith or Mrs. Sally or Mr. Schnabel. "There is no such thing as 'misbehavior,'" she would say. "There is only behavior."
"You are calling what my son does 'misbehavior' because he's not doing what you want him to do. But he's got a reason. Now let's see if we can figure out what we can do so he'll want to do what you think he should do."
If more bosses had listened to my mom, more workers would be productive and happy. That's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
Even though there is still cold weather in some parts of the country, winter is officially over and the spring season is here! For many, spring is the time to do a thorough cleaning to get rid of all the dust, soil and build-up that has collected over the winter months. Spring is a time you can promote the special "spring cleaning" services that your cleaning company provides, and in the process bring in more profit!Spring is a great time to remind your residential and commercial customers that you offer carpet spotting and carpet cleaning services. This is especially true if you are in an area of the country where the long winter has caused snow, sand and ice melt to be tracked in (and ground in) to a building's carpets. Hard floors mae child in a world where children were expected to sit still and be quiet. Consequently, I was in trouble a lot when I was in school
Time after time my teachers would call my mother and ask her to come down to school because I was "misbehaving." When they used that word, it was a certainty like night following day that they would get one of mom's favorite lectures.
Mom would turn her mom look on Miss Smith or Mrs. Sally or Mr. Schnabel. "There is no such thing as 'misbehavior,'" she would say. "There is only behavior."
"You are calling what my son does 'misbehavior' because he's not doing what you want him to do. But he's got a reason. Now let's see if we can figure out what we can do so he'll want to do what you think he should do."
If more bosses had listened to my mom, more workers would be productive and happy. That's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
Hospitals around the country are creating Concierge positions to help meet the needs of their patients and staff. In addition to spacious private rooms, laptops with Internet access, cappuccino on demand, and cable television with DVD players, patients can now indulge in the services of a dedicated Concierge to more personally see to their needs. According to a report by the Center for Health Systems and Design in Lafayette, California, "...hospital patients heal more quickly in a comfortable, attractive environment. A little luxury doesn't hurt, either."Administrators are more closely analyzing patients' overall satisfaction with health care. The addition of a Concierge takes their initiatives to a new level of "pampered" service. Theat's because people do things for their reasons, not yours. Your job is to figure out how to make their reasons work for you.
You can't control their reasons or choices, but you can control the consequences of their behavior. As one of my trainees once put it: "The just should be rewarded and the unjust punished in accordance with their deeds." There are two kinds of consequences, positive and negative.
If at first they don't succeed, praise, praise again.
Praise is the most common and easiest to deliver positive consequence. Recognition, awards, promotions and special privileges are also positive consequences.
Use praise to encourage. Encourage them to try new or uncomfortable things by praising their efforts. Encourage them to continue doing good things by praising their work. There are simple rules for praise.
Praise specific actions or performance that you want to encourage. Don't praise people just to praise them.
Deliver praise inconsistently. Don't praise every good thing or your praise loses its power. But most US managers are nowhere close to praising too much. They don't praise enough.
That's why there's one more rule. You should look for opportunities to praise that meet the criteria above.
Stop in the name of love.
A reprimand or correction is a negative consequence. So are formal punishment and discipline.
You use negative consequences like reprimand to get people to stop behavior or performance that you don't want. Be specific about the behavior or performance you want to change. Many times you will get best results with a mix of negative consequence for unacceptable behavior and praise for efforts to change.
Negative consequences of all kinds should be delivered consistently. If you promise that it will happen, make sure you keep your promise.
Be wary, though. Remember Mark Twain's Hot Stove Rule. Twain noted that a cat who sits on a hot stove will not sit on a hot stove again. But he won't sit on a cold stove either.
If you use negative consequences too much or exclusively, your people will stop the behavior you want to stop. But they'll also stop trying.
Wouldn't it be magic?
The science fiction writer, Arthur C. Clarke said that "Any sufficiently advanced technology is indistinguishable from magic." In other words, if you can't figure out how it's done, it will look like magic to you.
If you use your behavior to influence the behavior of the people who work for you, it will look like magic to others. "Wow," they'll say, "That manager sure is a motivator."
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