The U.S. economy is experiencing a rough patch right now, and organizations in all sectors are faced with the challenges of weathering the storm. While the media focus on stories about how people and organizations are suffering financially and otherwise (which many are), the fact remains that everything is not doom and gloom. There are businesses that are doing just fine, and opportunities abound for those who seek them. Whichever scenario fits your situation, my contention is that you have the ability to optimize your quality of life, and that of your organization, by choosing how you view your circumstances. Though there are things we are unable to control, we can control how we perceive our respective situations. How we view ourselves and the world around us leads us to take actions that shape the quality of our lives. That perception is a choice each of us is free to make at any time.

One way of exercising our option to choose how we view our situation is by paying attention to the questions we ask ourselves and others. Have you ever stopped to consider the importance of your questions? In the Appreciative Inquiry framework, questions are described as “fateful” because they point us in the direction of our search for the answers. Consider this example: which of the two following questions is your organization’s performance management system structured to answer?

1. “What did our employees do wrong during the past year?”

2. “How can we help our employees become fully successful?”

This example illustrates that the questions we ask determine the type of information we seek and the answers we find. In a reactive mode, our questions might focus on weaknesses, obstacles, and subsistence. By way of contrast, in an action mode our questions would seek information about our strengths, our successes, and opportunities.

In times of adversity, many of us react by going into “survival” mode – e.g., cutting back, letting our worst fears run rampant, focusing on problems, feeling overwhelmed by the enormity of it all, seeking to eke out an existence until things turn around. What if instead of settling for mere survival, we choose to thrive? Our outlook then changes dramatically – e.g., we see opportunities, we make healthy choices for ourselves and our organizations, we act based on confidence in our ability, and we focus on developing innovative and creative solutions.

The key point is that we can control how we experience every situation, negative and positive, by making affirmative choices that directly affect the quality of our personal lives and our workplace environments. By choosing to focus on the negative and the obstacles before us (real or imagined), our quality of life is dismal. The alternative is to increase the quality of our lives dramatically by exercising our choice to focus on the positive and those things we can control and do.

Knowing that we each can choose to survive or to thrive, and that the questions we ask set us up for the answers we will find, what choice will you make today? Send me an e-mail and let me know.

About the Author

Pat Lynch, Ph.D., is President of Business Alignment Strategies, Inc., a consulting firm that helps clients optimize business results by aligning people, programs, and processes with organizational goals. For additional articles please visit our web site at http://www.BusinessAlignmentStrateties.com. You may contact Pat at Pat@BusinessAlignmentStrategies.com or at (562) 985-0333. Copyright 2009 Pat Lynch. All rights reserved.

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This is the time we need great leaders.

Whether it is a CEO building a high performing senior management team, a sales manager making quota by getting the most out of sales reps, or an operations manager satisfying every customer by motivating front-line employees, leadership is what we need today. Many define leadership as the ability to get people to do what they would not have done on their own. I define it simply as the ability to build an effective, satisfied and profitable group of people.

Effective, because they are doing the right thing right.

Satisfied, because you have created a work environment that gives them what they need to keep going day after day.

Profitable because you have optimized your headcount, costs and the quality and quantity of their output.

While we have been teaching leaders what to do for years, we forgot a critical components: who to do what to! Leaders who apply their training broadly to their teams find that some follow, some stray and some resist. On the otherhand, leaders who understand the individuals on their teams and adjust to their needs find a much higher percentage of followers.

We know from over 50 years of studies that the insight required to understand the motivational needs and drives of individuals is not avaialble without the help of a tool. That tool is a validated behavioral assessment. We recommend the Predictive Index because it is a fast, accurate and cost affective tool that gives leaders everything they need to understand their people. Behavioral assessments dramatically accellerate any leader’s ability to understand and get the best out of their team.

Great leaders put the right people in the right jobs and communicate with them individually acording to their style. Behavioral assessments give any leader the insight required to function like the great leaders. What more could we want?

Make this a great year by giving your leaders the tools they need to become great!

About the Author

Steve Waterhouse is the President of Predictive Results, a
Predictive Index assessment and
leadership development company serving Florida. He can be reached at 904-269-2299.

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Start By Eliminating Uninspiring Actions

by Michael D. Hume, M.S.

As you may know, a primary concern among my coaching clients is figuring out how they can develop more inspirational leadership. Some own a business, others are managers or find themselves in other positions of responsibility. In these tough times, when too many people are too busy handling their fears and anxieties to think about what goals and pursuits might excite them, leaders can’t ignore any tools that might help them inspire their teams.

One of the first bits of advice I can give my clients is that they will not begin to develop a reputation for inspirational leadership until they eliminate (or significantly reduce) the things they do that actually de-motivate the very people they’re trying to inspire. Many managers, knowingly or unknowingly, fall into patterns of behavior their teams find uninspiring. Here are some of the more common patterns, and what you can do to stay out of the traps and move toward inspirational leadership.

Cultivate a positive mindset toward your team. If you have the general attitude that your employees are cheating, stealing, lazy people, you will rule with an iron fist, and it will be impossible to motivate your folks. I’m not saying there aren’t bad employees – there are definitely people who don’t bring their best to work, for whatever reason – and the least-favorite part of my clients’ work usually deals with disciplining (and hopefully transitioning out) such people. And you do have to do that from time to time. But if you find you’re dealing with a disproportionate number of bad apples, consider the notion that you might be making some negative assumptions about folks which, over time, amount to self-fulfilling prophesies. Most (not all) people will pick up on your attitude toward them, and give you what you expect – whether that’s success, or trouble.

Don’t hide behind your authority, or that of your boss. You need to be very sparing with your use of “do it because I said so,” or “I have to make you do this because my boss said so.” That’s weak leadership, and can actually be destructive when overused. When you run into resistance to your programs, try to talk to your people (especially the key “attitude leaders” on the team) and find out what’s behind it. Use “we” a lot, and remember to keep a positive mindset. A good conversation starter might be something like this: “We do have these rules (or pressures, or competitive threats, whatever), and we have to stick to our plan to make the business work. I’d really value your opinion (or, even, your coaching) on how I can help with whatever’s getting in the way of the team sticking to the program.” Offer to revisit the program with the management team if your folks give you some good reasons – and expect that they will.

Ask more than you tell. MANY problems can be avoided if your team members feel like they had a hand in creating the plan or program in the first place – so it hurts nothing to present the business unit’s challenges and ask for your team’s input on what sort of plan would overcome them. Don’t get argumentative, but if your folks come up with ideas your experience tells you won’t work, make your case logically and ask if what you’re saying makes sense. Try to stay in a give-and-take mode. If you can, have these input sessions with the whole team, so they can piggy-back on each others’ ideas. If you have one or two non-believers whom you suspect of wanting to foment unrest, though, meet with each of your team members one-on-one, and think about the best order in which to have those meetings. Importantly, don’t talk about people who aren’t present in any of those meetings.

Leaders who do these things may not be perceived as the most inspirational, but I find that leaders who enact the opposite behaviors are usually completely blocked in their efforts to create a happy, inspired team. When thinking of your team’s general attitude and inspiration, it’s best to take a cue from your doctor: first and foremost, do no harm.

About the Author

Michael Hume is a speaker, writer, and consultant specializing in helping people enjoy health, wealth, and inspiring lives. Those who want to make money “one less thing to worry about” can learn more at http://tinyurl.com/myownbiznow – anyone wanting more vitality can browse http://shop.enivausa.com/239824 – visit Michael’s web site at http://michaelhume.net

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The collected wisdom of the ages tells us that to accomplish anything of worth, one must first “Know Thyself.” It was a guiding principle for Socrates. Shakespeare said, “To thine own-self be true, and it must follow, as the night the day. Thou can’st be then be false to any man.” Even Dr. Seuss has told us, “Be who you are and say what you feel, because those who mind don’t matter and those who matter don’t mind.” Sound advice!

Yet some leadership training workshops persist in advising participants to analyze their team members, colleagues, and managers. The assumption implicit in the diagnostic model is that the leader should assume responsibility for producing changes in group members. Therefore, it becomes a sort of test of the leader’s cleverness. The leader must come up with creative solutions for the team member he is trying to influence.

We know, both from experience and from reading the management books that team members are more likely to be enthusiastic about solutions that they create themselves. When the team member or the team invents, plans, and executes his or her own solution, the effectiveness is almost always greater than when solutions are imposed from others, especially from the “boss.” They take the task more seriously, put more energy into it, and are much more likely to follow up and make sure that there is a good result. Despite the evidence, many companies continue to encourage leaders to be the problem solvers, enforcers, and judges. The leaders are expected to control their team members.

This is often a subtle (and sometimes not so subtle) form of manipulation. Perhaps you’ve heard such statements as:

  • “What’s the best approach to use with a person like Maggie?”
  • “I don’t know enough about what makes Erin tick to know what buttons to press.”
  • The way to get Victor to accept new procedures is to make him think they’re his own ideas.”
  • You’ve got to treat women differently.”
  • I just can’t figure out yet what Lisa’s problem is. She lacks motivation.”
  • Ask yourself how you would respond to these approaches. It takes little imagination to understand the resentment sometimes encountered in a workplace where this approach is the norm. Effective leadership training will help participants learn how to give team members ample opportunity to come up with solutions on their own – whether it is initially their problem or yours.

    All problem solving begins with understanding the facts of the situation. We must define the problem. When the leader has a problem he or she has an obligation to “put the facts on the table.” But, what often happens is that the leader begins with the solution rather than a clear definition of the problem. In the beginning, only the leader has access to all the facts. There may be some obstacle to achieving one of the team’s objectives.

    Some team member’s actions may be interfering with that goal. The leader may be frustrated by the lack of progress. The most powerful leadership training will encourage participants to begin such a problem solving conversation by clearly stating those facts: What is this about? (Describe what you see and hear the team member doing). Why is this my business? (The concrete effects on the leader’s or the team’s needs). And how important is this? (The emotional content – feelings).

    What the leader does not need to know is the other person’s reasons, motives, or intentions for the behavior, certainly not at the outset. Step one should be to give the other person a chance to respond to the leaders needs by offering their own possible solution.

    The advantages are many. The leader does not need to have a different formula for each team member. The leader can work “with” rather than “on” the team member. The team member is more likely to learn and grow. The leader will need less vigilance and enforcement to see that the solution is implemented properly. The relationship will improve. Fear will be reduced. The leader may even learn a thing or two about her/himself. The list goes on and on.

    The disadvantages are few. It takes some skill and practice to learn how to do this. (That is where the leadership training comes in). It makes the leader somewhat vulnerable emotionally. While this concern is real, I have found that it is typically overcome fairly quickly because of the increased respect that is built through clearer, more honest communication.

    According to Thomas Gordon, in the confrontive model (rather than the diagnostic model), “… what’s behind people’s feelings and behaviors is their business, not the leader’s. The leader’s business is to understand her/his own feelings and to communicate those feelings openly and honestly to others.” An example of this is Dr. Gordon’s Leader Effectiveness Training, which teaches “I-Messages,” a three-part message that includes a non-blameful description of the behavior, the concrete and tangible effects, and the associated feelings or emotions.

    Leadership training that stresses the importance of truly fact-based problem solving, confrontation, and feedback will have far more positive impact on long term performance than those leadership training approaches that encourage participants to put their people into yet another box.


    About the Author

    Bill Stinnett, Ph.D. has educated and coached more than 10,000 executives, managers, and other professionals in leadership, communication, problem solving, and facilitation skills. He has facilitated the team building, strategic planning, or implementation plans of hundreds of management teams. He has received consistently superior ratings in his training seminars, which include Leader Effectiveness Training, Facilitator Development Workshop, Team Leader Training, Total Quality Management, Continuous Quality Improvement, Total Cycle Time, and many others. As a Master Trainer for Gordon Training International Bill has conducted Leader Effectiveness Training Workshops, Train-the-Trainer Workshops, and supervised trainer candidates in a wide variety of organizations across the country including Medtronic, Merck & Co., Inc., W.L. Gore & Associates, Fort James Corporation, Weyerhaeuser, and Walt Disney Imagineering. Internationally Bill has conducted workshops for the Republic Bank of Trinidad in Port of Spain, Trinidad/Tobago, Merck in Montreal, Hong Kong and Singapore, Nama Chemicals in Saudi Arabia, Medtronic in P.R.C and Cabot Microelectronics in Japan.

    Over the past fifteen years, Bill has written many articles regarding organization development for regional and national publications. He also is co-author of the book, Corporate Madness: How to Change the System When the System Refuses to Change.

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    While it is true that all of us have a capacity to speak before a group of people, not all has the ability to grab everyone’s attention and hold it until the very end of the speech. Communication is a very powerful tool that gets you wherever and whatever you want if you speak with credibility and style. Some people are born speakers. However, it does not necessarily mean that you can be like them if the mere sight of a crowd now makes you want to faint. Practice makes perfect. Here are some tips to help you with that butterflies in your stomach.

    Focus on your purpose. Yes, it is understandable that you want to give as many facts as possible to your audience but be very wary not to overwhelm them with too much. Stick to the main purpose and deliver your message briefly and quickly. Feeding them with so many ideas will not make you look smarter. Do not expect your audience to remember everything you are saying so drive home to the point and stop beating around the bushes.

    Keep in mind that you cannot please everybody. Trying to please everyone is very unrealistic. Shake this thought off your head because it will never happen. If this is your goal every time you speak up to the public, you will always be frustrated and disappointed. So what if some people started leaving the auditorium halfway through your speech? They might be attending to an emergency. Do not be distracted by a yawn from one of your audience, he probably stayed up too late last night for studying. However, too much of that may mean you do have to make your speech livelier. The next tip is a good way to start.

    Injecting some humor will do wonders. Making people laugh is probably the one of the hardest things to do. It is a skill that has been mastered by some people. Learning the art of injecting a little humor in your speeches and talks goes a long way. However, keep in mind everything is all about timing, you wouldn’t want to spill out an untimely joke to the crowd just to look trying hard in the end would you?

    Relax, breathe and be calm. Everyone, even the greatest speakers of all time, have speaking jitters and their own share of stage boo boos; so do not fret if you get tongue tied in the middle of your speech or forgot a few lines of your declamation. Good news is, you are still perfectly fine. Almost everyone has been there already. So before the night of your talk, have a good night’s sleep, relax and remember that nothing will go wrong. A few push ups against the wall before your speech also helps you to relax.

    Know your subject by heart. This is very important once you step up on that podium. If you know your subject by heart, you will hardly go wrong. No matter how the panelists or your audience bombards you with questions, if you know the ins and outs of your subject then answering their questions is not a problem.

    Watch out for that tone of voice. Having a commanding voice gives the impression you know what you are saying even if was an impromptu speech the last minute. A convincing and commanding voice gives you credibility so most likely, they will listen to what you have to say.

    Keep the ambiance light and friendly. Keep a light atmosphere so your crowd does not feel awkward voicing out their opinions. A business like tone in all your speeches is a good way to thwart interaction with the crowd and worse, bore your audience. Make them feel at ease and you will get what you want from them.

    Be Interactive. Never let your audience get bored. Always keep them entertained. One of the best ways to grab their attention is to facilitate interaction between the speaker and the audience. Asking questions in the crowd or vice versa usually does the trick.
    HOW TO BE A PUBLIC SPEAKING SUPERSTAR:
    SPEAK OUT: Guide to Making Impressive Speeches http://tinyurl.com/c55xmm

    About the Author

    Kevin has written articles regarding health, self-motivation, public speaking and today’s environment. He speaks at business clubs regarding personal development.His website is: www-powerbooks.com

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    I am a firm believer that employee incentive programs are key to optimizing a workforce’s goal based performance, but an employee incentive program that has not been thought through can be worse than none at all. In other words, you have to make sure you are incenting the correct behavior with your rewards program. One of the most blatant examples of incentive programs promoting the wrong behavior is related to the 18th century British government’s policy for shipping convicted felons to Australia.

    In 1787, the incentive program paid captains for each prisoner placed on board the ship in Great Britain. This predictably created overcrowded conditions with total disregard for prisoner safety. It was so bad that on one voyage, more than a 33% of the males died and the rest arrived in Australia beaten, starved, and sick. Once stories like this came to light, there was an outcry from the church as well as the general public saying something had to change. Finally, an economist suggested paying captains for each prisoner that walked off the ship alive and well in Australia, as opposed to each prisoner that boarded the ship in Great Britain. The new incentive system was implemented in 1793 and the survival rate immediately skyrocketed to 99%!

    Obviously, this is an extreme example, but you get the point. Goal based incentive programs promote desired behavior and desired outcomes.

    In addition to performing the proper due diligence before initiating the employee incentive program, you must also make sure to keep monitoring the program after it goes live. Even incentive programs that are initially successful can devolve into incenting the wrong behavior or lose effectiveness altogether over time left to run unmonitored. The economy and/or business model may change or employees may find ways to game the program, all of which can take your program where you don’t want it to go.

    In order to avoid this occurring either initially or over time, make sure you follow these positive employee incentive program guidelines:

    1. Determine EXACTLY what outcome you want from the program and its participants – An example is a mortgage origination environment, where more loan closings are the desired outcome.

    2. Determine the revenue and/or cost savings that are generated when the outcome occurs – Let’s say each mortgage generates 5% of the mortgage amount in revenue.

    3. Identify the employee behavior(s) that creates the incrementally better outcome – Loan Processors calling customers within 24 hours of documents being requested. The quick connection with the customer makes them know the wheels are in motion and decreases the odds they will continue shopping for rates, etc. As a result, overall customer withdrawal rates drop and the number of apps per closed loans improves. Thus improving cost per closed loan and increasing the revenue associated with a closed loan.

    4. Create an employee incentive that is tied directly to the behaviors that drive the outcome and does not pay more than the associated cost savings and/or incremental revenue (the more unique the employee incentive the better) – Loan Processors earn a spin on the “Prize Wheel” for each time they perform the behavior. Prizes range from a free token in in the vending machine to gift certificate to dinner.

    5. Once the employee incentive program is in place, observe the results and study its profitability/ROI – Upon further review, you realize that the withdrawal rate for certain processers drops significantly, while other stays the same or increases.

    6. If something is out of whack, adjust the incentive amount or the employee behavior you are incenting – You determine that the most successful processors have a checklist they go over with the borrower at the time of the call and follow-up with an e-mail. Thus, you change the incentive to call the borrower within 24 hours, complete the checklist and send a follow-up e-mail.

    7. Give it no more than six months and then start all over at step #1.

    LoyalNation specializes in completing the fact-finding analysis and business process study to design employee rewards and incentive programs that make sense by rewarding the behaviors that make you money.

    A lot of times managers are amazed when employees are not doing what they should. Whenever you come across this make sure you ask yourself, are they just doing what they have been incented (either directly or indirectly) to do? I mean, I am pretty sure the British ship captains were not murderers; they were just following the incentives!

    About the Author

    LoyalNation.com is your first stop for employee rewards and recognition solutions that build lines of communication and employee engagement. http://www.LoyalNation.com Read our blog at http://www.LoyalNation.com/blog/

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    Standing out in a productive, positive and creative way requires deliberate and strategic efforts to get positioned, get attention and get noticed so that you can achieve your desired results. All of us stand out in some way; the question is whether we are standing out in the ways that help us realize our desired results?

    If I asked you: “How do you stand out right now; what would be your answer”? Is the answer that came to mind helping you achieve your short- and long-term results or is it keeping you from getting noticed?

    Here are 5 strategies to help you stand out in the crowd and move ahead of the competition:

    1. Stand out by doing different things

    You can stand out by doing something that no one else in your marketplace is doing. It’s about getting creative. You can stand out by inventing, developing or initiating something new or unique that meets the needs of your ideal clients. Think about the products or services you currently offer and consider how you might re-purpose them so they stand out in a crowded marketplace.

    2. Stand out by doing things differently

    You can stand out by doing common things in an uncommon way. By adding your own creative spin you can make the ordinary, extraordinary and exciting. So what can you do to spice up your products and services? What are some of the different ways you can present or deliver products and services to your clients so you stand out from the crowd and ahead of the competition?

    3. Stand out by stirring emotions

    Did you know that clients will surely remember you when you stir their emotions in a positive way? It’s time to rev up the warm fuzzies. Start by making people laugh and have some fun throughout the interaction. Whatever emotions (e.g. having fun, feeling powerful, showing empathy or being successful) are important to your clients; make them feel it in a big way. Be sincere, and don’t hold back on the ‘drama’ (in this case ‘drama’ is a good thing). You must act big to make them feel big.

    4. Stand out by being consistent

    If you are always something or never something (whether good or bad), then you are standing out in that way. That’s because consistency makes your message stick. It’s important to decide how you want and need to stand out in the minds of your target audience and always behave or present yourself that way. Remember that anything done consistently creates a brand reputation. What should you do on a consistent basis?

    5. Stand out by forming relationships

    Most entrepreneurs, executives and non-profit leaders do not realize that they can also stand out by forming collaborations and strategic alliances. Look for those unusual relationships with non-profits and other for-profits that allow for collaboration or a strategic alliance.

    When entrepreneurs, executives, and non-profit leaders combine these 5 strategies in their strategic growth plan, it positions their entity for massive success. In summary to stand out from the crowd and the competition you must:

    1. Stand out by doing different things
    2. Stand out by doing things differently
    3. Stand out by stirring emotions
    4. Stand out by being consistent
    5. Stand out by forming relationships

    You can start by committing the next thirty days to identifying three ways where you can stand out in the marketplace and then develop an implementation plan. The more you stand out, the more you outclass the competition. I must share this with you: “I always tell people that one of the greatest compliments you can give me is to tell me that I am different. When people are different, they make a difference”. I said this to say… it’s okay to be different. If everyone else is going right – then you go left.
    You may want to listen to 7 Surefire Strategies for Building a High-End Client List and Marketing to the Affluent http://tiny.cc/651g3.

    © 2010 Dr. Laureen – all rights reserved

    About the Author

    Dr. Laureen Wishom, the Positioning and Business Growth Expert produces powerful results for high-achieving women entrepreneurs, executives, and non-profit leaders who want to: 1) brand their brilliance; 2) form strategic alliances, partnerships and collaborations; 3) build high-end relationships and 4) market to the affluent™. Online: http://www/gahaw.com and http://bit.ly/eCyRAA.

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    Successful business women know the importance of having mentors at various stages throughout their lives. Whether it was in school, sports teams, dance or other activities, who among us doesn’t remember having someone who offered the help, support and advice that helped us get some challenging times.

    Business is tough enough for success business women so why not have some people you can count on for support. Many people will tell you what they think you want to hear, not enough will tell you what you should hear.

    And receiving and accepting candid feedback is a main reason why successful business women get that way. They use it to avoid costly mistakes and make better decisions to achieve their business goals and professional aspirations.

    Mentors are important to those who may be lacking the experience, knowledge or skills required in a certain task or position. Successful business women can leverage the capabilities of others to help them when their lack of experience could be a liability.

    After all any stretch assignment has potential pitfalls where your lack of experience could cause you to fail. This is where a mentor can help. You learn from their mistakes, not just from yours.

    But how do you know what type of mentor you need? Who would be the best person to help? How can successful business women find them?

    The first step requires an objective self-assessment – You can’t find a mentor until you “find” (know) yourself. Only after you know what you need, can you find a mentor to help.

    Ask yourself what do I really need in a mentor – if it’s for career then maybe you want to know what jobs you should be taking now. What course and/or training are needed? What assignments should successful business women be thinking about taking to give them the right experience given their career choices?

    Or maybe you’re in a new role or stretch assignment. You might want to ask a mentor – What are the barriers to success? How do I get around them? Who should I involve? What other skills are needed? And so on. Determine and understand what you really want.

    Step 2 – After you have answered these questions, ask yourself how a mentor can help you.

    Mentors can help with a promotion, developing skills, identifying strengths, getting help with weakness and as well as business progress. They can also be business development sponsors for successful business women.

    The right business related mentor is also someone who knows your field, can help you learn new things and is willing to give his or her time to help you. Often they have the knowledge and skills, open-mindedness, accessibility, trustworthiness and reliability.

    Sometimes their great success comes with great egos which can be a problem. Just because someone has significant cache doesn’t mean they will help you. Successful business women will also need to determine the structure of the mentoring relationship – in person, virtual and global or network. And if the mentoring relationship is for long term or just for short period of time.

    Successful business women may not find a mentor over night. They will need to continually be reaching out to people who they think could help. Meeting with them, sharing ideas and concerns. Over time you will determine if they are the right person for you: can they be the mentors that you need to help you and your business.

    About the Author

    Click here successful business women to get some tips to find the support and feedback you need from others to avoid costly mistakes and make better decisions.

    Wayne Tarken is a coach, adviser and seasoned business leaders to women in business. He helps them achieve their business goals and professional aspirations. He has spent many hours researching and trying to find ways to help them be more successful. He has seen all of the mistakes that women can make. Why not learn from their experiences and mistakes?

    He created this short article to help you improve your results and get what you want. Take his expert advice and get ready to reach your goals- Http://www.CEOWomensClub.com

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    A leader can be defined, quite simply, as one who effects positive change. As an effective leader you must be able to motivate your staff to effect this change.
    Our Leadership Skills training course will help you develop the skills you need to influence and motivate your staff to achieve your business goals. We also provide a Staff Motivation training course specifically on this subject.
    Here are our seven rules of motivation to help you get the best from your team.
    How should you motivate others?
    • With a cheerleader’s rallying cry?
    • Via fear, carrot-dangling, or forced cut-throat competition?
    The surprise answer is, none of the above. People must motivate themselves.
    You, however, can create an environment where self-motivation is not only possible but probable. Your mission is to inspire others to do their best for their own reasons: personal satisfaction, monetary rewards, advanced responsibility-whatever drives them.
    The key to creating this environment is simple business-management sense. Here are the seven rules of thumb to follow when you set out to inspire the people you work with:
    • Insure that your team members know what is expected of them-in general and on the specifics of a project. Be clear when you give instructions or outline the results you expect.
    • Note that people need meaningful work. Nothing can kill a good employee’s spirit faster than overload of “grunt” duties. Variety and responsibility keep workers motivated and teams high in morale.

    • Stay quiet…listen to the opinions of others. Give them due respect and listen to every word. Don’t think silently about why they’re wrong or what you’re going to say next.

    • Praise people for their efforts – even if they fall short of your expectations. Explain what should be done better next time.

    • Include everyone that is appropriate in the decision process. Ask others for their advice and opinions. Give credit where it’s due.

    • Respect your co-workers. Consider everyone’s job-and everyone’s feelings-as important as your own.

    • Encourage others to do their best and to reach for their personal goals.
    Remember, people do things for their own reasons, not yours. Get to know them. Your best bet is to set the pace with a good attitude toward your career and the people that work with you. The payoff is an inspired team that works harder for their own reasons to attain their goals-and, ultimately, yours.

    About the Author

    Leadership Training | Silicon Beach Training is an Accredited Training Organisation (ATO) for PRINCE2 training and offers a full range of PRINCE2 courses which include Examinations and Certification at both Foundation and Practitioner level, with pass rates well above the national averages.

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    Software refers to one or more computer programs and data held in the storage of the computer for some purposes and software development is the development of a software product in a planned and structured process. Peak Data LLC is a private company categorized under Pre-packaged Software which provides storage systems, storage management software and data archive management services to enterprise customers throughout the United States. Its solutions enable companies to ease risk while storing, protecting, and managing their business-critical information at various stages of its lifecycle.Bob Stubbs is Peak Data Director of Maintenance Services. He completed his education from university of lowa in 1986. Earlier to Peak data LLC he was professional service manager by his own started company. Being the director of maintenance, he manages all plans, assign and supervises the coordination of all working staff.He is responsible for maintaining the overall operation of the maintenance department and the appearance of the department. His communication skills had helped in handling delicate relationships and complex situations.The very most wanted type of entertainment goes to music. There are many types of music available either in market and online.CD Baby is the largest online distributor of independent music. The company is always been a company run BY musicians FOR musicians. It was started in a small garage as one-man operation a decade ago. At the moment the company is having 360,000 different albums sold by artists. It is into direct collection of music sent by the artist to them. The company has no major labels and distributors.Brad Stubbs is an artist in CD Baby. He is an entertainer, who shares his ability to weave songs and stories that touch not just your heart,but your funny bone as well. Being a Songwriter, he originally from the hills of Pennsylvania,had grown up in the kind of musical family that would often sit on the porch playing and singing together. He began writing his own songs and seemed to have a knack for telling stories through song. He is also the type of songwriter who not only composes beautiful ballads but also writes foot-tapping sing-along that will linger one’s head for days and has developed many music for kids also. He is a person who expresses himself through a medium and running his own website as well as store for music lovers.Always working as neighborhood services, bank is one of the major needs of peoples living nearby. The International Bank of Qatar (ibq) is a well established and rapidly growing commercial institution, offering a full range of retail, private, corporate and Islamic banking solutions. It was founded under the name ANZ Grind lays in Doha, Qatar’s capital city, in 1956.It has a strong commitment to build long-lasting relationships with its customers and provide them with excellent customer service with a focus on making banking simple, convenient and tailored to their needs. IBQ is one of the oldest existing banks in Qatar and celebrated its 50th anniversary in 2006. The commitment to customer relationships and best practice is reflected in the numerous awards won by the bank, including “Best Customer Service” award in 2008 and 2009 from Banker Middle East Magazine. The main working of the bank lies in the employees.Brian Stubbs is International Bank of Qatar Head. He plays an major role to assist in the division in setting business strategies that maximizes bank’s profit. He also forecasts, monitors and reports on revenues according to performance set by bank.

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    I just cherish to read about great personalities and learn about their immense work respective to their fields. It is extremely knowledgeable to know about Bob Stubbs, maintaining the overall operation of the maintenance department at Peak Data LLC, Brad Stubbs an amazing song writer and Brian Stubbs the business strategist.For further details contact:

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