The next time you team is faced with a seemingly impossible deadline, use the sense of urgency to provide focus. The looming deadline makes it easier to prioritize tasks and weed out things that can wait until later or maybe don’t need to be done at all.

Your project schedule should clearly identify the start and end dates for each required task. Try concentrating on milestones within each task rather than the end date. Task durations, the length of time between the start and end dates, usually include some amount of buffer time. Don’t allow the buffer time built into your schedule to be used carelessly. Better yet, identify places in the schedule where it may be possible to make up for used buffer time.

More often than not the end dates of a project or task are used to drive forward progress. Try managing schedules using the task start date rather than the end date. Try to beat the start date whenever possible. Be aware of the fact that many people will wait to fully apply themselves to a task until the last possible moment before a deadline. If unrecognized, this tendency towards procrastination can result in missed deadlines.

Keep the sense of urgency alive and use it to your advantage. Here are some ways to leverage a sense of urgency:

1. Get team input and buy-in on the schedule and how it will be managed.

2. Ask team members to be flexible and respond quickly if opportunities to improve on the schedule are found.

3. Be open to new or different approaches to completing tasks or solving problems.

4. Establish a team goal of beating the schedule by a specified number of days.

Completing jobs on or ahead of schedule is very rewarding. You and your team will have a sense of accomplishment for a job well done. The sense of pride and team camaraderie gained will carry over to the next project. Your team will work even harder to better their performance on the next job and others will be motivated to try to meet or better your team’s accomplishment.

About the Author

Deborah Van Huis has over twenty-five years experience in community development, construction and general business project management. For help inspiring your staff, please go to http://www.expertiseondemandconsulting.com/Workshops-and-Seminars.html or http://expertiseondemandconsulting.com/Value-Engineering-Services.html. For information about all of Deborah’s services, please visit her website at http://www.expertiseondemandconsulting.com.

“The world we have created is the product of our thinking.” Albert Einstein

Thought, the trail to our inner world, is the divine gift of peace of mind or the door to Hell’s kitchen. Synchronicity is often the make or break moment that shifts our personal paradigm with a life changing confirmation, a validation, to embed the inner knowing of right place, right time, right action. This flash of the familiar builds confidence and conviction, the brick and mortar of leadership. With a heightened sense of awareness, we can connect the dots of people, places and things, creating moments of miraculous events that give new shape to our lives. Leadership becomes the path of purpose unifying those we lead with service from a committed heart.

The ancient Greek physician and philosopher Hippocrates said this about it: “There is one common flow, one common breathing, all things are in sympathy. The whole organism and each one of its parts are working in conjunction for the same purpose…”

More than 2,000 years later, Carl Gustav Jung a Swiss psychiatrist, the founding father of analytical psychology, created definition to the enigma of synchronicity. His interest was sparked by frequent collaboration with his contemporary –Albert Einstein. Jung had become absorbed by synchronicity when he was investigating the phenomena of the collective unconscious and kept on coming across connections which he simply could not explain. His classic, “Syncronicity: An Acausal Connecting Principle” defines synchronicity as ” a meaningful coincidence of two or more events, where something other than the probability of chance is involved.” Even with all his wisdom and knowledge, he waited for many years to publish this mystical “act of creation in time”. His studies show that often times of crisis or impasse can generate this dreamlike convergence of events, permanently altering perception and providing release.

In the online universe, the energy of connectedness where people all over the globe are seeking their path with one click of the mouse, be it love or money, pleasure or pain, the concept of synchronicity has a home. Internet marketing today is a world-wide phenomenon, providing a way to monetize creative thought and action, manifesting untold wealth, the “connecting principle” at work. To become a successful Internet marketer, intuitive leadership is the key to rise to the top, from the bottom up, built upon relationships, trusting our belief that we can become “in Sync” with the gifts of the universe. As leaders with a committed heart, the alignment with other leaders will appear in our circle of influence to guide us where we are destined to travel. Jung and Einstein found each other and masterminding there collective knowledge changed the view of the world. Coincidence?

You are here and now, reading this for a reason. And so the path leads on. Thought is a choice. Why not choose the “one common flow, all things in sympathy” and predict a miracle.
More on Synchronicity, go to
http://www.awakeninthedream.com/

About the Author

Bernadene Morgan is a business coach and mentor that assists serious entrepreneurs in building a profitable online business with multiple incomes streams. Bernadene and her team have assisted hundreds of people in generating an executive level income or more in their first year. For more information and to contact Bernadene, visit: http://www.BernadeneMorgan.com

It is not right to conclude that making money online is very easy because this is far from truth. If you want to succeed in online marketing, you have to do your share from learning the curves to implementing the things that can help you reach your end goal.

It will help a lot if you are going to get the services of the right person who can act as your coach or mentor. You must understand that this person has a big responsibility and role in helping you move towards the right direction. You must only give your trust and invest your money to the right candidates that can help you make it big in the internet marketing field.

First off, you have to search for people who are being recommended by good internet marketers. You can visit online forums that tackle the subject to know more about these. Most of those who were handled by great experts won’t hesitate to spread the good word about the people who have helped hone them to become who they are now. This may be a competitive venture, but most successful individuals are not greedy in sharing essential tips on what to do to succeed in it. They are the people who can tell you whom you can talk to if you really want to get the services of a good coach.

Aside from real testimonials from the people that they have handled, the right experts can provide proofs of their past work. Just like you, they also started from scratch. This is why they can tell you their ups and downs so that you can get ideas on the things that you must pursue and the kinds of decisions that you ought to get rid of as you try and get a grip of this seemingly new experience.

Internet marketing can become a very profitable venture, but this can only happen if you will implement the right things to help you get going. The right expert can teach you valuable things on what should you pursue. This is the main reason why you need to find the right candidate for this position.

About the Author

Charles Wandrag is a Successful Online Marketing mentor and coach. Get your FREE making money online 7 Day Bootcamp and learn how to earn a 6 Figure Income Online. If you are thinking about online marketing and starting your own business online then the your net biz 7 Day Bootcamp is the perfect place to get started.

Across the country each spring thousands of graduation events are held. They are celebrations of accomplishments, the reaching of goals and more.

Interestingly, these events traditionally are called two different names as if they were synonyms: Commencement and Graduation.

As will be pointed out by countless speakers at these events, graduates need to think of this as a time of “commencement” – of a beginning – rather than an ending, culmination or graduation. Each of these speakers will be correct, of course, but I believe this wisdom falls short of being truly helpful or instructive.

The reason it falls short is because the speakers typically are talking about the moment or the event. While the difference in insight matters at the event, the real significance comes for the honorees after the event, based on the choices they make.

Graduates have made choices, consciously or not. And because of those choices…

Graduates have completed.

Graduates have succeeded.

Graduates have reached their goal.

Graduates have expertise.

Graduates have “climbed the mountain”, “reached the summit” and “grabbed the brass ring”.

Graduates are done.

Commencers have made choices too, but they are almost assuredly conscious. And because of those choices…

Commencers are beginning.

Commencers see a bright future.

Commencers have bigger goals in front of them.

Commencers are learners.

Commencers know that based on past experience they can continue to learn, grow and achieve more.

Commencers are just getting started.

The decisions made by these people are decisions that we all can make everyday – even if we haven`t put on a cap and gown in 40+ years (or if we never did).

When we decide consciously to be a commencer, we immediately change our results and the trajectory of our lives.

Here are five decisions that will change you from a graduate to a commencer, and the questions you can ask yourself to help you consciously make the decision:

Decide to be a beginner. Ask yourself: “Do I think I have the answers or am I a curious question asker?”

Decide to dream bigger. Ask yourself: “What do I really want to achieve, and what can I do today to move towards that accomplishment?”

Decide to be a leader. Ask yourself: “How can I make a difference in the world around me?”

Decide to be a learner. Ask yourself: “What can I learn today?”

Decide to enjoy the journey. Ask yourself: “What did I love about today, and what`s next?”

Regardless of your stage in life and regardless of your past choices, I urge you to consider these choices. Choosing the path of a commencer will change your life and your world for the better, forever.

About the Author

Kevin is an author, speaker, trainer, consultant and the Chief Potential Officer of The Kevin Eikenberry Group (http://www.KevinEikenberry.com), a learning consulting company that helps organizations, teams and individuals unleash their leadership potential.

Across media all over the world, the news topic of the day is “change,” and our need to change – government, community, business, and individually. I want you to focus on that last part, “individually” – for that’s the critical consideration. In government, community, or business, an organization is nothing more than a “brand” conjoined to the collective actions of each and every one of us. We are the institution; the organization.

Related to change, there is simply no such thing as group accountability – there is no room for “we.” It’s impossible, for nothing is as personal and as individual as change and the emotions it stokes in nearly all of us. Organizations often fail in changing primarily because its people resist changing. Sure, a cool vision statement can be drafted and an executive leader can make a enthusiastic change proclamation, but despite all that, or perhaps because of all that, many change efforts fail.

Why do you suppose?

John Miller, author of one of my favorite books – QBQ! The Question Behind the Question – thinks it’s because of the poor questions we ask ourselves; questions that allow us to shirk individual accountability and place it firmly, and safely, in the lap of the group or organization. You know, a question like, “When is the company going to empower me?” I’ll get to that one in a minute, but first, more on the QBQ.

In his book, Miller argues that we spend too much time asking ourselves unproductive questions. “When is the company going to provide the resources I need to do my job?” is a proxy for procrastination. “Who dropped the ball on this?” is finger pointing and blaming. “Why is this happening to me?” is just pitiful whining.

The solution lies in the pronouns. Miller suggests we ask better questions of ourselves, using a simple, time-tested formula: 1) Take the word “How” or “What” (“Who,” “Why,” and “When” defeat the purpose), 2) Use the personal pronoun “I,” and 3) Specify the action. The QBQ approach changes our poor questions, and focuses us on action and personal accountability. “When is the company going to provide the resources I need to do my job?” turns into “How can I best meet my customers’ expectations given the resources I have?”

Simple, huh?

Now, about empowerment – try this little experiment: hang out around any water cooler or coffee pot in most any business or governmental agency. Just listen and look. Once the talk turns from sports and news to business, listen to the comments and look at the body language. Might even remind you of … you!

If you feel as though you don’t have the skills, experience, tools, and resources to effectively perform your job and meet the needs of your customers, don’t blame management! Use the QBQ – the question before the question. Focus on what you can do and how you can do it. Management is not aiming to fail – despite what you might think, failure is not its goal. Take responsibility and accountability to build the case for what you need to make a difference.

Empowerment is like respect in that it is not given, rather it’s earned, or even taken. Accept that and you’re now accountable.

Follow me on Twitter @RayHartjen.

About the Author

Ray is a freelance writer offering commentary on current political, social, and business events, despite all the while knowing better.

In my first article, I explained the fears that most of us humans have that prevents us doing what is right for our own and others’ safety. In this article I’ll give you eleven steps you can take to reduce the fear factor in your organisations – AND THEREBY IMPROVE SAFETY EVEN MORE.

1. Show people the terrible decision they’re making: to work unsafely because they may lose their job or because their mates won’t speak to them. That’s the stark choice. No person should have to make it.. Ask people, “Are you really going to endanger your health, life and income because of unacceptable attitudes of others?” Don’t try and sell this too hard – all you can do is sow the seed and show that giving into the fear could have very bad consequences.

2. Encourage people to persist in a calm, non-insulting way. If someone is being pressured by their supervisor to do something they think is unsafe and the supervisor is not listening to objections, I advise people to say something like this. “We really want to get this job done tonight but I’m very worried we might hurt someone because etc etc etc. Let’s just run through the risk assessment once more to make sure we’ve covered everything that could hurt us”.
Don’t argue. Use the brilliant risk assessment tool – it gives facts and stops heated augments based on perceptions of safety.

3. If the supervisor does not accept the need for another risk assessment, encourage people to get others involved. Depending on circumstances, it could be the safety representative, the HSE adviser or even a more senior manager. As you know, people are very reluctant to “leap frog” their supervisor or manager. In addition, from an early age, we are taught that “telling tails” is bad. Hard experience has taught many of us that if you do this, the organisation closes ranks and we’re out of a job – even if we’re right! All you can do is explain to people that times have changed and your worksite/company welcomes people who “tell tales” for safety. I know this last suggestion sounds totally naïve – but what else is there?

4. Accept that the fear factor is higher and more influential than you think.
Keep remembering the hindering effects of fear. When introducing a new procedure, rule or initiative, think about where the fear could creep in and then discuss this with people – make it explicit. Remember that just because you are the boss, people are afraid of you. They will do things to keep on your right side.

5. Set the example.
Make a point of following the rules and tell people you are following the rules. For example, “I’d like to get this finished before lunch but if I hurry I’ll probably hurt myself. To be safe we better leave it until after lunch”. A corny example, but you get the point. Praise people if they catch you not following the rules. Make opportunities to stop jobs – especially when it costs money. Then broadcast as widely and as often as possible that you HAVE STOPPED the job.

6. Watch the way you speak to people.
I know I’m preaching to the converted so I’ll keep this short. People will do just about anything to avoid looking stupid or feeling belittled. So, if a supervisor’s or manager’s style (not yours of course!) is to shout, criticise or mock in public, people will not own up that they don’t understand or that they have a safety concern or a better idea for doing the job more safely.

7. Give positive reinforcement all the time.
Make the mental effort to remember to praise people as much as possible for stopping jobs and bringing up ideas for even safer working. Never shoot down an idea for safety. If a suggestion is not practical, say something like, “Thanks George it’s good that you raise these safety ideas – lets’ think about that a bit”. Then later explain carefully with good reasons why you’re not implementing it. Keep saying things like the following to your team: “There’s no such thing as a stupid question – thanks for raising it”. And “There’s no such thing as a wrong stop – all stops are good”.

8. Think before you react.
When you hear of a job being delayed or a piece of machinery breaking its natural and easy to show your anger and frustration. However, make sure the people around you know it’s NOT them you are angry with.

9. Avoid threatening people with loss of their jobs.
I know the “olden days” are gone and hardly anyone is openly threatened in this way. However, about 15 out of 100 people who attend my workshops say they’re still worried about losing their jobs if they push for safety. This fear is still strong with ad hoc contracting personnel. We have to do more to explain to people that their fear is ungrounded. So, don’t even joke about “There’s no barbed wire on the helideck (or factory gate)”.

10. Show that you will support people.
If, unfortunately, a safety disagreement gets serious and eventually reaches your desk show people that you treat it seriously and that you’ll take action. As you know, this requires very sensitive handling. If the employee is right you don’t want the supervisor to lose face. Make it look as if you’ve given the supervisor information he didn’t have before. So it’s not a back down but an adjustment. In blatant cases of poor supervision maybe we need to be upfront and honest about it.

11. Coach your supervisors.
If you’re a manager take the time to coach your junior managers and supervisors. As you know, supervisors are good people and they get the job done. Use the material in this Safety Briefing in informal discussions.

you can gain more valuable suggestions for overcoming fear in a special e-Report. You can see the contents at http://www.safetyimprovers.com/e-reports/safety-leadership/

About the Author

Dr Bill is an expert in behavioural safety. He takes a very practical and straightforward approach with no jargon. His experience covers fifteen years on oil rigs, ships, nuclear sites and engineering works.

Two vital parts of self improvement and employee improvement are development and training. It is not uncommon to assume the two are one in the same, but knowing the distinction between the two can be essential in effectively accomplishing your goals.

Training is focusing on and fixing a specific issue. This short term approach zeros in on a specific topic and ensures that everyone is “trained” on dealing with the issue. Effective training may involve topics such as Disaster Management, phone etiquette or proper report writing. Trainings often answer the question “…what happens if?” Having a team of people that are all on the same page when it comes to standard operating procedures is priceless.

Development, on the other hand, takes on a more global approach. Successful development can create a stimulating environment and positive, forward-focused culture. Development often addresses the “how” of more widespread situations. In the event of a disaster, how would you handle this situation? While training would involve tasks laid out to accomplish the goal, development teaches us how to handle the event as a whole. How should one best handle a situation?

In order to effectively prepare for development, one thing is certain – it takes time. While trainings can be a one time event, development is an ongoing process of improving leadership in an organization. In other words, development sharpens the skills of each person so that they are able to handle different situations that are not well defined. It takes practice to figure out who you are and how you handle certain situations. It also takes experience to learn from what happened so that improvement can be made when the next situation arises. Both training and development have their own place and their own merits.

If the two processes are different, wouldn’t it make sense to have a facilitator that is tailored to carrying out each job? By the nature of training, it requires detail oriented work that can be communicated concisely to their audience. Development requires a different set of skills. Someone who uses developmental strategies needs to be focused on the big picture. Development prepares and coaches people on how to act when the unknown happens.

Which is right for you or your company? Both. The key to understanding the differences helps you the approach each from a realistic angle and make the most of each development and training experience.

About the Author

Thomas Raney is the owner of the public speaking and leadership development company, Ascension Advocates, Inc. He has over 15 years of management experience working with teams creating enjoyable, healthy and productive work environments. Thomas is a Certified Facilitator for The Leadership Challenge seminar, seasoned speaker and also consults with businesses on a case by case basis. Check for availability at http://www.ascensionadvocates.com

When news of the California Gold Rush made its way east, Levi1 decided to emigrate to San Francisco to make his fortune; not by panning gold, but by selling supplies to the throngs2 of miners who arrived daily in the big city to outfit themselves before heading off to the gold fields. In January of 1853 he became an American citizen, and in March he arrived in bustling, noisy San Francisco, establishing a dry-goods business under his own name and also serving as the West Coast Representative of the family’s New York firm.

The first address where Levi conducted business in wholesale dry goods (that we know of) was at 90 Sacramento Street, and the name of his firm was simply, “Levi Strauss.” In 1863 the company was renamed “Levi Strauss &Co.” Levi moved the headquarters to larger quarters at 14-16 Battery Street in 1866, where it remained for the next forty years.

In his mid-thirties, Levi was already a well-known figure around the city. He was active in the business and cultural life of San Francisco, and actively supported the Jewish community. Despite his stature as an important business man, he insisted that his employees call him Levi, and not Mr. Strauss.
He knew that demand would be great for these riveted “waist overalls” (the old name for jeans), so Levi brought ‘Jacob Davis to San Francisco to oversee the first West Coast manufacturing facility3. Initially, Davis supervised the cutting of the blue denim4 material and its delivery to individual seamstresses5 who worked out of their homes. But the demand for overalls made it impossi¬ble to maintain this system, and factories on Fremont and Market Streets were opened.

As the end of the 19th century approached, Levi stepped back from the day-to-day workings of the business, leaving it to his nephews. David Stern had died in 1874 and his four sons-Jacob, Sigmund, Louis and Abraham-came into the business over the next few years. In 1890-the year that the lot number “501 (g)”6 was first used to designate the denim waist overalls-Levi and hi! Nephews officially incorporated the company, though by this time he had be-gun to concentrate on other business and philanthropic7 pursuits.
In 1875 Levi and two associates purchased the Mission and Pacific Woolen Mills from the estate of former silver millionaire William Ralston. Much of the mill’s fabric was used to make the Levi Strauss &Co. “blanket-lined” pants and coats. In 1895 he and a number of other prominent San Franciscans provided funds to build a new railroad from San Francisco to the San Joaquin Valley (a project which unfortunately failed). And in 1897 Levi provided the funds for twenty-eight scholarships at the University of California, Berkeley.
During the week of September 22, 1902 Levi began to complain of ill health but by Friday evening the 26th, he felt well enough to attend the family dinner at the home on Leavenworth Street which he shared with Jacob Stem’s family. He awakened briefly in the night, and told the nurse in attendance that he felt “as comfortable as I can under the circumstances.8″ Then, peacefully, he died. His death was headline news in the Sunday, September 28 edition of the San Francisco Call. On Monday, the day of his funeral, local businesses were temporarily closed so that their proprietors9 could attend the services. The eulogy10 was read at Levi’s home by Rabbi Jacob Voorsanger of Temple 236 Manu-EI; afterward, company employees escorted11 the casket12 to the Southern Pacific railway station, where it was transported to the Hills of Eter¬nity Cemetery in Colman (now Home of Peace), south of San Francisco.

Levi’s estate amounted to nearly $6 million, the bulk of13 which was left to his four nephews and other family members. Other bequests14 were made to the Pacific Hebrew Orphan Asylum”, the Home for Aged Israelites16, the Ro-man Catholic and Protestant Orphan Asylums, Eureka Benevolent Society and the Emanuel Sisterhood.

In summing up Levi’s life and the establishment of his business, the San Francisco Call stated; “Fairness and integrity in his dealings with his Eastern factors and his customers and liberality toward his employees soon gave the house a standing second to none17 on the coast.” An even more fitting testimonial was pronounced by the San Francisco Board of Trade in a special reso¬lution18:”the great causes of education and charity have likewise suffered a signal loss in the death of Mr. Strauss, whose splendid endowments to the University of California will be an enduring testimonial of his worth as a liberal, public-minded citizen and whose numberless unostentatious acts of charity in which neither race nor creed were recognized, exemplified his broad and generous love for and sympathy with humanity.”

About the Author

For years, Thomas Sabo Earring our manufacturing jewelers have supplied ear studs of superior craftsmanship to thousands of retail jewelry stores around the world, both online and at our offices. Thomas Sabo Ear stud When you consult us

The best leaders share a common secret: They successfully lead because they effectively listen. Good listening, however, seems to be a rare management skill. Unfortunately, many people work with leaders who interrupt, are rude and boorish, and devalue their direct reports. Imagine how their negative behavior damages the morale, productivity, and effectiveness of their organizations.

Manny Steil and I have devoted more than 50 years of combined work to researching, writing, consulting, teaching, and training in the areas of listening and leadership. During the past three years, we’ve interviewed more than 100 leaders around the globe, including CEOs and front-line leaders, educators, entrepreneurs, pastors, military officers, pilots, celebrities, and homemakers. No matter role what role they play, these people understand the definition of listening leadership: to guide yourself and others to positive results for the betterment of all by enhanced sensing, interpreting, evaluating, storing, and responding to messages. Based on our research, we’ve developed 10 golden rules for effective listening. Here, we’ll focus on the first rule, which is critical key for both listening and leading: building a solid foundation.

Do you hear what I hear?
Listening leaders recognize that listening and leadership are inseparable and that listening is the best way to learn about the true needs, expectations, and desires of their followers. Peter Nulty, an inductee in Fortune magazine’s National Business Hall of Fame, aptly observed, “Of all the skills of leadership, listening is the most valuable, and one of the least understood. Most captains of industry listen only sometimes, and they remain ordinary leaders. But a few, the great ones, never stop listening.” As you focus on building a solid foundation for success, understand these five universal listening facts:
Listening is our primary communication activity. More than half a century of research in the field of listening proves that we spend 80 percent of our waking hours communicating. At least 45 percent of that time is spent listening. For leaders, the total time invested in listening is even higher. Numerous studies identify listening as the most critical leadership success skill, and employers consistently rate it as one of the top five skills they expect of employees. As leadership responsibilities grow, the importance of listening increases dramatically.

Listening is an innate, learned, and improvable behavior. Listening is driven by a combination of instinctive, inherent, and innate forces. Listening, in its full complexity, is also a measurable, observable, and improvable behavior. Research reveals that most individuals don’t listen well. Immediately after listening to a 10¬minute presentation, the average listener has heard, correctly understood, properly evaluated, stored, and appropriately responded to approximately half of what was said. Within 48 hours, that drops to a final effectiveness level of 25 percent. Evidence shows that with effort, however, listening effectiveness can be improved. As a result of guided effort, listening leaders have enhanced their awareness and attitude, increased their knowledge, and improved their listening skills.

Poor listening is costly. Although listening is central to all leaders’ success, few have received training on how to be good listeners. As a result, many have developed counterproductive and costly listening habits. The costs are staggering. Ineffective and inefficient listening results in extraordinary losses of time, money, productivity, customer service, self-esteem, reputations, opportunities, and more. On the other hand, effective, efficient, and productive listeners profit in a multitude of ways.

Responsible and active listeners are productive listeners. Unfortunately, most leaders operate on the assumption that it’s the speaker’s responsibility to ensure successful communication, thus they become passive listeners. Our experience clearly demonstrates that the passive listener is always a poor listener and an ineffective leader. Conversely, outstanding leaders assume responsibility for the success of all communication to and from them. When listening, these leaders display an attitude of responsibility and exhibit concrete behaviors of productive and involved activity.

Listening can be commanded only to the degree developed. Many listeners deceive themselves with the assumption that they can listen well whenever they really need to, want to, or have to. Nothing could be further from the truth. In reality, listeners can only “will” themselves to listen to the level they have developed such skills. Second, the assumption that you can do more if needed interferes with the investment necessary to focus, grow, and get better. Productive listeners understand their strengths and limitations and constantly strive to achieve higher levels of performance.

Listening leadership in practice
John DiBiaggio, one of the many listening leaders we interviewed, has spent his career in higher education administration and served as president of several institutions, including Michigan State and Tufts universities and the University of Connecticut. “I’ve often said you show your intelligence not by what you say, but what you ask,” DiBiaggio says. “If you’re a good listener, you’ll focus on what the other person is trying to tell you.” For example, when seasoned managers see certain situations reoccur in the workplace, they must be willing to listen to other staff members and consider unique approaches. “If students on campus begin a protest, for example, you might say to yourself, ‘I’ve seen protests before and I know what to do,’” DiBiaggio says. “However, other staff members who also are experiencing the protest might have some other ideas as to what you should do in that situation.

I had to teach myself to listen to what people were saying in each situation and not immediately come to a conclusion.” Listening and leading are synonymous. Exceptional leaders focus intensely on the value of building solid listening and leadership foundations. Build lasting foundations, and you’ll join their ranks.

About the Author

Dr. Rick Bommelje is an internationally recognized expert in listening and leadership. Dr. Rick will equip your management team with listening skills and leadership strategies to make them more successful leaders and take them to the next level of effective communication.

No organisation is immune to crisis. That’s a fact. But it’s wrong to assume crises are always random, unpredictable or simply “acts of God”. The truth is that there are things you can do to significantly reduce the possibility of your organisation suffering a crisis. And when you consider that a mis-handled crisis can have a major financial impact on a business, why wouldn’t you take the following steps to make your organisation less vulnerable to crisis?

1. Conduct a reputational risk assessment

Conducting a regular – at least annual – reputational risk assessment not only reduces your chances of being blind-sided by a damaging incident, it also provides the stimulus for actions to reduce their likelihood and/or impact.

2. Conduct a reputational risk assessment – with a difference

A conventional risk assessment is an essential first step in risk reduction. Inviting your people to think the unthinkable by role playing tabloid journalists, disgruntled ex-employees, competitors or pressure groups, results in a changed perspective and a much more comprehensive set of risks to be managed.

3. Create the right culture

Prevention is always better than cure – and nowhere is this more true than in crisis management. So ensure you create a culture where your people are encouraged to identify and communicate potential problems. The reverse – a culture of fear and blame – is the perfect incubator for crises.

4. Focus on the front-line

A comprehensive crisis management plan and a well-trained senior team is essential in effective crisis management – but it is not enough. Unless the front-line – your receptionists, security guards, sales executives, engineers – know what to do and who to call in the event of an incident, the top team won’t get the chance to exercise the crisis plan until it’s too late.

5. Monitor the landscape

Be constantly vigilant for emerging issues and potential crises. Go beyond conventional media monitoring to understand what is being said about your organisation on-line. Chatrooms and blogs can serve as an early warning of gestating issues: effective action at this stage can prevent them from becoming full-blown crises.

6. Manage issues pro-actively

Identifying a potential issue is one thing: managing it effectively is quite another. Whilst heads down and fingers crossed is one strategy, it’s rarely as effective as a purposeful plan to take control. Actively managing issues gives you more control over your reputational destiny and often heads off a potential crisis.

7. Hold a crisis simulation

Crisis simulations are essential to test a crisis management plan, and building the skills and confidence of the crisis team. But that’s not all. The process also raises awareness of the potential for crisis, and highlights flaws in the current infrastructure. As a consequence, a post-simulation organisation is not only better equipped to deal with a crisis, but is also less likely to suffer one in the first place.

8. Review and learn

Let’s be honest: there’s no guarantee of a crisis-free existence for any organisation. But the experience of handling a live crisis is an opportunity to learn, review and enhance procedures to reduce the likelihood and impact of a future incident. Never simply breathe a corporate sigh of relief and get back to business as usual. The danger is that “business as usual” may have caused the crisis and without a proper review, another one may be lurking in the system.

9. Plan well to avoid self-inflicted crises

Self-inflicted crises – the botched site closure, the ill-conceived product launch, the child labour scandal – are often the worst crises of all. Why? Because they arise not out of an act of God, an accident, or the evil intent of a third party, but as a result of actions and decisions made by the organisation itself. And given this fact, it’s essential for the organisation to have a robust communication strategy to avoid an unnecessary crisis.

10. Resolve the incident before it becomes a crisis

Research from Oxford Metrica demonstrates that a well managed incident has a positive impact not just on how an organisation is regarded, but also how it is valued. So swift and effective action to manage an emerging situation not only reduces the number of crises that you will have to face, it can also do wonders for your share price!

In the current economic climate, no organisation can afford to gamble with its reputation. Acting on the steps outlined above mean that you will be able to sleep more peacefully at night knowing that your organisation is less vulnerable to a potentially catastrophic crisis.

About the Author

Jonathan Hemus is the founder of Insignia Communications – http://www.insigniacomms.com/ -a consultancy specialising in corporate reputation management and crisis communication. For regular insights into corporate reputation management, log on to Insignia’s blog, http://www.insigniatalks.com/.