• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is ne

Organize Your Job Search
The job search process involves a lot of planning and attention to detail, so it’s no wonder that many people quickly feel overwhelmed and even a bit out of control. The best way to avoid this is to organize your job search so that you have a clear strategy outline and a structured schedule to keep you moving forward.Outline your strategyStart by

We've all heard it. Employees Hate Change. Do you believe it? I don't. I think employees are getting a bum rap. I think they are being used as an excuse for poor change, poor results, poor communication, poor planning.

First of all, have you asked them? No, I don't mean have you asked them if they hate change, I mean, have you asked them what they would like to change? Have you asked them specifically what is driving them crazy about their jobs that they would love to change? Have you asked them what your company needs to improve? Where it is wasting time, talent and money? Where it is disappointing your customers? Try it. You might be shocked at how eagerly they would encourage change.

Oh, and while you are at it, ask them what has changed recently. The frequency with which one must change is generally inversely proportional to the power of the individual. The higher up in the ranks, the steadier the cruise. The top brass even have assistants whose job in part is to protect them from disruptions, variations, and generally, anything that interferes with their preferred routine. Front line employees, on the other hand, must change all of the time. Every new program, every new idea, the whims of superiors who come and go, the short-comings of their peers, the failure of processes, the complaints of customers, the trials and errors of developing supervisors -- all forces that yank employees first one way, then the other. And employees have exactly three choices:

1. Quit their job
2. Ignore the requests for change and hope they go away
3. Change as requested

The reality: Employees Change Constantly.

So what DO employees hate? They hate:

• Being asked to change without a clear, sensible reason
• The ambiguity of the path to a new destination
• Witnessing important decisions made using power, rather than an informed process
• Unrealistic plans and expectations
• Casual destruction of the systems they have carefully evolved to make their jobs easier
• Disruption, time and time again, without real results

It is time to quit using this myth, that employees hate change, as an excuse for poor results.

Results are the responsibility of management. The buck stops there. Management can get the results they want if they:

• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is nec

The Big-Pay Off -- Brand Value
Many CEOs and marketing directors find their time wasted evaluating marketing opportunities instead of acting on them. When every possibility is followed, a meandering trail of hit and miss effectiveness is the result. Despite significant expenditure of time and money, marketing tactics may not produce the desired gains.What is their problem? They are missing a

time, talent and money? Where it is disappointing your customers? Try it. You might be shocked at how eagerly they would encourage change.

Oh, and while you are at it, ask them what has changed recently. The frequency with which one must change is generally inversely proportional to the power of the individual. The higher up in the ranks, the steadier the cruise. The top brass even have assistants whose job in part is to protect them from disruptions, variations, and generally, anything that interferes with their preferred routine. Front line employees, on the other hand, must change all of the time. Every new program, every new idea, the whims of superiors who come and go, the short-comings of their peers, the failure of processes, the complaints of customers, the trials and errors of developing supervisors -- all forces that yank employees first one way, then the other. And employees have exactly three choices:

1. Quit their job
2. Ignore the requests for change and hope they go away
3. Change as requested

The reality: Employees Change Constantly.

So what DO employees hate? They hate:

• Being asked to change without a clear, sensible reason
• The ambiguity of the path to a new destination
• Witnessing important decisions made using power, rather than an informed process
• Unrealistic plans and expectations
• Casual destruction of the systems they have carefully evolved to make their jobs easier
• Disruption, time and time again, without real results

It is time to quit using this myth, that employees hate change, as an excuse for poor results.

Results are the responsibility of management. The buck stops there. Management can get the results they want if they:

• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is ne

Business Security Alarm
The most common form of business security is the alarm system. Nowadays, business security technology can make your business extremely secure and provide the peace of mind. Both wired and wireless alarm systems are available in the market.The more thriving your business, the more interest it is likely to produce amongst intruders. In order to protect your busin

s, on the other hand, must change all of the time. Every new program, every new idea, the whims of superiors who come and go, the short-comings of their peers, the failure of processes, the complaints of customers, the trials and errors of developing supervisors -- all forces that yank employees first one way, then the other. And employees have exactly three choices:

1. Quit their job
2. Ignore the requests for change and hope they go away
3. Change as requested

The reality: Employees Change Constantly.

So what DO employees hate? They hate:

• Being asked to change without a clear, sensible reason
• The ambiguity of the path to a new destination
• Witnessing important decisions made using power, rather than an informed process
• Unrealistic plans and expectations
• Casual destruction of the systems they have carefully evolved to make their jobs easier
• Disruption, time and time again, without real results

It is time to quit using this myth, that employees hate change, as an excuse for poor results.

Results are the responsibility of management. The buck stops there. Management can get the results they want if they:

• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is ne

Top Tips To Get That Promotion
This article explores ideas and tips to assist you get that promotion!My "career" has never been planned. In fact I prefer to think of it in terms of professional development rather than a career. I have had the opportunity to work in many different roles. If something interested me I went for it, mostly I was successful, sometimes not. I still clearly remember

employees hate? They hate:

• Being asked to change without a clear, sensible reason
• The ambiguity of the path to a new destination
• Witnessing important decisions made using power, rather than an informed process
• Unrealistic plans and expectations
• Casual destruction of the systems they have carefully evolved to make their jobs easier
• Disruption, time and time again, without real results

It is time to quit using this myth, that employees hate change, as an excuse for poor results.

Results are the responsibility of management. The buck stops there. Management can get the results they want if they:

• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is ne

Beware Of The Counteroffer
A counteroffer is a ruthless and potentially hazardous renegotiation of your salary with your current employer, which occurs when you threaten to leave for employment with a competitor. Although the counteroffer is almost always a lose- lose proposition for the job seeking candidate and the employer, we see candidates entertain the notion all the time.When you

Results are the responsibility of management. The buck stops there. Management can get the results they want if they:

• Know what they want to achieve
• Can communicate it clearly, including the value
• Can work with their people to do develop reasonable plans and expectations at each level of the organization
• Follow up, hold people accountable, and adjust as things unfold

It is time to refuse the victim mentality and promote a more positive, self-fulfilling prophecy:

Constant change is necessary if we want to make people productive, processes reliable, and customers happy.

© 2007 Ann Latham. All rights reserved.