Inspirational Leaders Have A Strong Sense Of Purpose

by Michael D. Hume, M.S.

If you think about it, you’re only going to follow someone if they clearly know where they’re going… and why.

In business, you know this to be true. Have you ever been stuck on a team with a “leader” who couldn’t clearly articulate why the group was doing what it did? Pretty hard to stay motivated. A team needs direction. A strong team of high-performers needs some direction, but more importantly, leading such a team requires inspiration. So any leader who aspires to the description of “inspiring” needs to start with a strong sense of purpose.

What’s your “mission?” Here are a few things to think about if you need to create a personal mission in your work, or if it’s time to re-evaluate and retool your mission.

As a starting point, I always encourage the leaders I coach to ask themselves some simple but serious questions, and to really spend time pondering (and possibly writing) their own personal answers. These are questions for which there are no wrong answers, but the quality of YOUR answer will mean a lot in terms of helping you craft your sense of purpose.

Do you really want to be a leader? Really? This is the first question you should ponder. Some of my clients actually find that they don’t really want to be leaders – they simply found themselves on a “leadership track,” and came to regard leadership as prerequisite to (and perhaps synonymous with) success itself. So the first-impulse answer is always “Sure, heck yes, I want to be a leader!” The client simply means that s/he wants to be a success… and who doesn’t? However, it’s possible to be a success without leading other people (you could be a great salesperson, or a movie star, or a novelist); so, is it really leadership you want? First step: separate leadership from success, and assess your own personal appetite for the leadership part of your mission. Some of my clients, when honest with themselves, have concluded they’re really not passionate about leadership, but are willing to “step up and take a turn” at leading the team. That might be a fine answer for you, and it might still lead you to a compelling mission… but check yourself out and be honest.

The all-important second question is a follow-up to the first: Why? Why do you want to be a leader? Get a clean sheet of paper and a pencil. Ask yourself the question, and before you overthink what the “right” answer should be, just let some reasons tumble onto the page. Then go back and analyze your answers… and don’t read the next few sentences until you do.

Welcome back.

Did you notice any themes? Here’s a common reaction I’ve heard from leaders who’ve done this exercise: “The first few reasons I wrote down had to do with what successful leadership would do for ME. Only later did I think of how my leadership would contribute to the lives of others.” If that’s you… re-think your mindset. There are really two kinds of people in the world, and they make two very-different kinds of leaders. One type is driven by feelings of obligation; they want to contribute to the world and seek out ways to maximize the use of their gifts and talents in doing so. The other type is driven by feelings of entitlement; they want to find ways the world can contribute to them. You’ve met both types. You can almost tell by the way people talk about their work. Try this experiment: ask someone how business is. As they speak, do they refer to their job as a possession, as something they “have”… or more as a mission, as something they “do?” And what about you? Let me clue you in: inspirational leaders are, first and foremost, in it for others. I’m not saying you shouldn’t have a fulfilling, rewarding, pleasant job and career… you should! But you’re likely to find, as most of my clients have, that your personal fulfillment in leadership will be proportionate to the contributions you make to others and to your organization. If you’ve been a job-haver and not a job-doer, you can (and must) shift your mindset to one of contribution before your mission will become clear to you.

As if the first two questions weren’t challenging enough, here’s the one most leaders find most provocative: What gives you the right to be a leader? Really ponder this one, and it pays to write down your answers. Again, write whatever flows, don’t get stuck trying to “nail it.” Go back and analyze your answers, and look for themes. What you’re likely to find is an honest appraisal of your key strengths, both in terms of skills and attitudes, and they are these strengths which give you the right to lead. However, the main benefit of creating this list of strengths is that it will give you a personal inventory of the things that others will look for when they choose to follow you. That’s your “brand,” and it’s a good starting point for figuring out what your value is in the “marketplace” for leadership. Think of yourself as a box of cereal on the shelf… what would make the customer pick you over the other snazzy-looking boxes on that shelf? What makes followers reach for your brand of leadership?

The answer to that last question will lead you to ponder other things that will be instrumental in forming your mission: What sort of followers do you tend to attract? What sort do you WANT to attract? How do you change the nature of your followership? I’ve had many clients who’ve behaved as though they’d adopted a “control freak” brand of leadership… only to find that the brand tends to attract followers who need to be controlled, who want to be constantly told what to do. So think about what you want your team to do, think, and feel… trace that back to the type of leadership that would inspire such behavior… and then put yourself in the picture by crafting a mission that makes you that sort of leader.

You work through different missions at different stages of your career, and that’s perfectly normal. I’ll give myself as a recent example: in the last year I’ve discovered that I really do want to be a leader IF I can do it in a way that plays to my strengths. I think I have a lot to contribute to others, and can inspire people. My unique collection of talents gives me the right to lead certain followers… and the sort of people I want on my team are creative, bold, ambitious, willing to take risks and bet on themselves, and they share a sense of purpose around encouraging each other to contribute to the world and not primarily seek contribution from it. As a result, I am on a mission these days to help serious entrepreneurs start serious businesses. Part of my mission is the goal to “help people out of their jobs” and away from a life in which they trade time for money instead of reaching for something greater within themselves and within other people.

I like my mission. It compels me. And I earned it the same way many of my clients have earned their compelling mission over the years: starting with honest self-reflection and a relentless pursuit of a meaningful sense of purpose.

So take an inventory of your “why.” Do it honestly, and do it seriously. You can be the inspirational leader you want to be… make it your mission.

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://oneyearplan.net/michaeldhume – anyone wanting more vitality can browse http://shop.enivausa.com/239824 – visit Michael’s web site at http://michaelhume.net

Sustainable supply chains are an integral part of a rapidly growing trend that is transforming businesses around the world. Supply chains are critical links that connect an organisation’s inputs to its outputs. The increasing environmental costs of these networks and growing consumer pressure for eco-friendly products has led many organisations to look at supply chain sustainability as a new measure of profitable logistics management.

Approximately 70 percent of all surveyed top executives consider sustainability efforts essential to long-term profitability. For firms’ purchasing strategies, purchasing heads rank environmental efforts as most important among sustainability initiatives.

In response to overwhelming demand for sustainable supply chain expertise, educational facilities like the W. P. Carey School of Business at Arizona State University are building green supply chains into their curriculums.

The level of an organizations involvement can be catagorized into one of three general groups sometimes referred to as the three tiers of sustainability.

Tier 1) The Basics: This is the base level where companies employ simple measures such as switching lights and PCs off when left idle, recycling paper, and using greener forms of travel with the purpose of reducing the day-to-day carbon footprint. Some companies also employ self-service technologies such as centralised procurement and teleconferencing.

Tier 2) Thinking Sustainably: This is the second level, where companies begin to realise the need to embed sustainability into supply chain operations. Companies tend to achieve this level when they assess their impact across a local range of operations. In terms of the supply chain, this could involve supplier management, product design, manufacturing rationalisation, and distribution optimisation.

Tier 3) The Science of Sustainability: The third tier of supply chain sustainability uses detailed auditing and benchmarks to provide a framework for governing sustainable supply chain operations. This clarifies the environmental impact of adjustments to supply chain agility, flexibility, and cost in the supply chain network. Moving towards this level means being driven by the current climate as well as pushing emerging regulations and standards at both an industry and governmental level.

An October 2009 GTM report, titled Greening the Supply Chain: Benchmarking Sustainability Practices and Trends, indicates that green supply chain leaders are benefiting from reduced costs, increased revenue and recognition.

The report includes case studies and interviews with supply chain executives and sustainability officers. Although energy reduction in the supply chain has received a lot of attention, there are other efforts including more efficient product designs.

According to David Schatsky, one of the report’s authors, “The supply chain represents a big opportunity for firms to realize the financial, operational and strategic benefits of sustainable business practices.”

Despite its growing prominence, sustainability is not at the core of most companies’ strategic planning and although involvement is increasing, it is not yet the prime driver of supply chain agendas.

While there are many benefits to greening the supply chain, there are also impediments. Many companies cannot fully evaluate their suppliers and customers, making it difficult to assess the true environmental costs. However, as the basic standards of sustainability reporting become increasingly common it will be easier to make more accurate assessments.

Sustainable supply chain efforts are a defining feature of a serious environmental commitment. Overall the research indicates that firms that take sustainability seriously show major competitive advantages, especially with regard to production efficiency, supplier management skills and employee morale.

Supply chain sustainability reporting is a key feature of Puma’s overall sustainability strategy. At the GRI Global Conference in Amsterdam, sporting goods manufacturer Puma, in cooperation with the Global Reporting Initiative, announced its intention to expand environmental considerations and improve working conditions throughout their strategic supplier network.

Those responsible for more than two-thirds of all Puma products will receive GRI certified training on transparent measurement and reporting on their sustainability performance using the GRI G3 Guidelines – the world’s most widely-used framework for sustainability reporting. These twenty Puma suppliers are based in China, Vietnam, Cambodia and other countries. The first sustainability reports are expected to be released in 2011/2012.

Reiner Hengstmann, Puma’s Global Head of Social and Environmental Affairs said, “Without sustainable suppliers, we will not be able to produce sustainable products or credibly report about Puma’s own sustainability initiatives.”

Puma originally joined a GRI pilot project called “Transparency in the Supply Chain” back in 2006. Under this project three South African Puma suppliers were trained on issuing sustainability reports. Managers learned how to measure sustainability concepts such as waste diversion, energy efficiency, and other performance indicators.

As the result of this training Impahla Clothing, a Puma supplier in Capetown, was the first carbon-neutral garment supplier on the African continent in 2009. Impalah’s 2009 Sustainability Reports reveals a 40% increase in production, a doubling of its permanent staff, and a 10% drop in absenteeism. The company’s bottom line improved through the cost savings gained.

Similar projects are underway in China, South Asia, Turkey, and Portugal. By engaging with its vendors and offering them further resources, PUMA has empowered these companies to proactively address the weak points in their operations, while also giving them the tools to find those improvements independently.

Many companies can learn from PUMA’s leadership. PUMA has added value to its offering by changing its corporate mission from the most ‘desirable’ sporting brand, to ‘desirable AND sustainable.’ Once accused of having low labor standards, Puma is now emphasizing transparency and using supply chain reporting as a central part of its strategy to become the most sustainable sport-lifestyle company in the world.

Walmart and HP are also leveraging their buying power to increase sustainability throughout their supply chains. Wal-Mart has launched a number of sustainable supply chain programs, including its Sustainability Value Network which directly involves its suppliers in a number of green initiatives. Wal-mart also implemented a supplier packaging scorecard, that formally rates suppliers on their progress toward developing sustainable packaging, as well as their ability to help Wal-Mart reach the company’s sustainability goals to reduce waste, use renewable energy and sell sustainable products.

In 2008, HP published a set of guidelines to make their supply chain more sustainable. The guidelines help multinationals to better equip their suppliers. This initiative focuses on assisting small and medium-sized business to effectively compete in the global market while improving environmental standards.

Research funded by the European Supply Chain Institute (ESCI) indicates that IT supply chains afford significant opportunities for carbon reduction.

The ESCI is a member-driven organization that researches all areas that will have a direct, positive impact within the supply chain. Last September, ESCI formed a new group called the Supply Chain Carbon Council to research issues related to carbon emissions in the supply chain and make recommendations.

According to the Supply Chain Carbon Council, “Businesses need to focus less on how IT contributes to their environmental impact and more on how IT can help lessen the environmental impact of their supply chain operations. While making IT more green must remains a concern, there are areas where deploying more IT can significantly contribute to making an organization’s supply chain activities more environmentally sustainable.”

There’s a mounting evidence to indicate that by leveraging their supply chains companies can multiply environmental benefits. Although there are barriers that need to be overcome, sustainable supply chains are part of a world changing trend that is sure to continue.

About the Author

Richard Matthews is a consultant, sustainable investor and writer. He is the owner of THE GREEN MARKET, one of the Web’s most comprehensive resources for information and tools on sustainability. He is also the author of numerous articles on sustainable positioning, green investing, enviro-politics and eco-capitalism.

Think about the word “accountability.” You cringe a little bit when you hear it, don’t you? The word conjures up feelings of having to report in to someone or divulging personal information that you’d rather keep to yourself. I want you to discard all those negative connotations you have with the word because accountability is absolutely KEY to your achievement. From this point on, think of accountability as a motivational force that will push you beyond your self-imposed limitations.

And THAT is a very good thing!

As we’ve learned, human instincts were designed and built into your mental makeup specifically to keep you safe. You must seek an “outside-in” perspective to bring about the kind of change you need for sustainable achievement and growth.

Looking at the history of previous achievers is a good place to start. First, find someone who has achieved at the level to which you aspire and learn the right things to do from that person. Next, choose to keep your goals accountable to a mentor or group of people with like-minded interests.

The 3 parts of accountability

#1 – Making a commitment

When you are striving to achieve, commitment takes on a whole different meaning. The average behavior within our society seems to be breaking commitments rather than keeping them. High achievers, however, act differently. They develop a habit of always doing what they say they are going to do. Period.

When you choose to be accountable to your goals, you must make a commitment to perform, and to report on that performance weekly, to your mentor. Your objective is to do what you say and consistently increase your performance until you reach your goals. Doing what you say you are going to do is the most important winner behavior you will ever develop, and the choice of accountability helps you develop that behavior.

#2 – Building confidence in your untapped potential

Suffice it to say that growth will not come overnight; usually it comes in small increments. The reality of achievement is that it does not matter how small the step is, as long as you take those steps consistently and those steps continue to increase.

During the process of practicing accountability through reporting your goals to an outside partner, you will experience success and failure. It becomes a weekly proving ground for your commitment, and success builds confidence. You will begin to notice that you are doing things that you never thought possible and will understand that you possess an unlimited amount of untapped potential!

When you become aware of this untapped potential, you begin to develop confidence and will know that no matter how challenging the future may be, you have the untapped potential to successfully deal with it. It is difficult, if not impossible, to develop this confidence in your untapped potential without choosing to be accountable to your goals and learning to make a commitment.

#3 – Understand that accountability is a choice

Accountability is a mature choice. Some may see it as a weakness, but for all next-level growth and every next-level step I have made in my life, the choice of accountability played a major role. Most of us need the outside perspective of accountability to grow, and in most cases, no one can make that choice for you.

Choosing accountability is an effective choice because you cannot hide behind your comfort zones. Accountability pushes you past those self-imposed limitations and into a lifestyle of achievement and growth, which is what you want.

When you step forward with the choice of accountability, you are saying YES to achievement. Are you ready to see growth like you’ve never experienced? You cannot do it alone. Make the choice of accountability and get ready to achieve!

About the Author

Inspiring genuine growth and achievement in leaders, David Byrd has 30 years of experience working with top business executives and their organizations. For more information about The Next-Level Achievement System® or David’s book, Achievement – A Proven System For Next Level Growth, visit http://www.authorsup.com/David-Byrd.

Given the expense associated with recruiting executives and the high cost of making poor choices you would think executives would want to do this well. However, I am continually amazed at how frequently senior HR folks will tell me that they have a very difficult time getting their bosses to follow ‘best practices’ in the selection of executives. That may explain in part why ’33 ‘ 50 % of executives selected for senior positions fail’ according to the most current research. Usually the failure has little to do with the executive’s basic competencies but more to do with the wrong matching of executive to a job. ‘Wrong person ‘ wrong job’usual cause for failure’ according to Randall P. White, adjunct professor at Fuqua School of Business, Duke University and a well respected consultant to Fortune 25 companies.

In my work as an executive coach, as a consulting psychologist hired by companies to conduct executive evaluations and as a former management recruiter, I have interviewed hundreds of executives. I am continually amazed at how often they will tell me that when they were interviewed by a CEO or a Venture capitalist, as a frequent example, that the interviewer spent most of the time talking and mostly trying to sell them on taking the job. That’s a recipe for disaster.

Following is a summary of the presentation I gave to a group of CEOs distilled to 11 steps.

1. Have a well-thought-out recruitment process in place ‘ Be Systematic. Don’t shoot from the hip. Prepare in advance and follow the steps below.

2. Identify the interview team and ensure everyone who will interview the candidate has been trained on interviewing techniques. Interviewing well is a learned skill.

3. Develop a role expectations description based on criteria that everyone agrees upon. It’s important to have all the interviewers on the same page about what is required. For example, if one person thinks a certain personality type is needed while another thinks differently they will be cross-wise when they compare their evaluations.

4. Ask behavioral, open-ended questions based on the position requirements to guard against ‘would do’ vs. ‘have done.’ It’s usually not very helpful to ask candidates ‘can you do x?’ 9 times out of 10 they will say yes because they think they can. Remember, ‘the best predictor of future behavior is past behavior.’ When you’re spending big bucks you want to hire people who have a track record doing what you need done. So ask something like, ‘Tell me how you handled dealing with x?’ If you are looking for ‘creative, ‘ ‘out-of-the-box’ types you will need to ask questions that explore how they were creative in the past. If they have been creative they will likely continue to be’under the right circumstances. One caveat; you better provide a healthy work environment or even the most creative person will wither.

5. Decide who will ask the candidate what questions. It’s usually best to divide the questions based on interviewer competency. For example, let finance people ask the finance questions.

6. Prepare interview questions in advance. Take notes so that you won’t forget what they said. I guarantee that you will either forget what the first interviewee said or mix his/her responses with subsequent interviewees if you don’t take notes. Ask each candidate the same questions so that you can compare answers and more accurately and yes’more scientifically, compare candidates.

7. First date; don’t go too far too fast. Don’t make a hiring decision based on your first interview. Take your time. Compare candidates.

8. Make the candidates feel comfortable ‘ they reveal more if they aren’t on guard. Sure, if you make the interview feel like an interrogation you’ll know how they respond to questioning under pressure but it’s unlikely they’ll tell you much revealing about themselves because they will be on the defensive. So, if you want to hire tough but defensive people’interrogate away.

9. Always allow enough time in the interview for the candidate to ask questions — the number and caliber of their questions will tell you a lot about how they think.

10. Do extensive reference checking (minimum 6) using prepared behavioral questions to verify ‘have done vs. Will do.’ Make sure the candidate has actually done what they say they have. And at the CEO level, be very careful not to fall for the ‘halo effect’ (see below), a very common interview ‘selection bias error.’

Research has shown that interviewers commonly fall prey to one or more types of ‘selection bias errors.’ So, don’t fool yourself’be systematic so that you are not fooled by your ‘gut feelings’ which might actually be unconscious selection bias errors. Being systematic and following the above steps will also help you more likely counter ‘selection bias errors’ such as the following:

- Primacy effect – picking a person because they are the freshest in your memory. Order effect ‘ more often than not, people think the first or last interviewee was the best even when the middle one was the true star.

- Subjective weightings ‘ check those biases at the door, e. G., male/female, color, height, school, country club, accent, how they are dressed, etc. You get the picture.

-Self-image hiring ‘ Just because they think like you doesn’t make the candidate a terrific choice.

-Halo effect ‘ Especially for CEO candidates, be careful about the impact reading about a candidate in the press or seeing them on TV may have on you. Or’if a Venture Capitalist says’he’s doesn’t have what takes to be a CEO’ meaning he or she is charismatic. Too often interviewers are bias toward ‘charismatic’ personality types even though there is no scientific evidence to support that charismatic leaders are across the board more effective. Please refer to my archive executive briefing titled ‘Charisma is no Panacea.’

11. Used scientifically validated and sophisticated pre-employment assessment tools. Assessment instruments have come a long ways in the last 20 years. Used appropriately and with the proper training, assessment instruments designed for selection can help you pick top talent well matched to your company. Pre-employment tests, validated specifically for your organization can also be developed. These types of instruments can help you clearly target the critical characteristics and traits necessary for success in your organization, helping you hire candidates who will perform at a high level. One of the added benefits of using pre-employment tests is that they are not prone to ‘selection bias errors.’ The assessment software programs don’t fall for the ‘halo effect’ or ‘order effect, ‘ for example.

Last tips” You must sell the candidate on the job and company but don’t talk more than 20% of the time. Let them tell their story.

‘ Don’t over inflate the company’ truth in packaging! For example, if your company is struggling, don’t gloss it over. There really are people who would prefer to take on that type of challenge than to work for a mature predictable company. Match the person with the right job by telling the truth about the job/company.

‘ Don’t ask ‘yes’ or ‘no’ questions.

‘ Remember ‘ Recruiting is a Marketing Event for the company and for you! Treat all candidates respectfully because even if they aren’t hired they will remember how you treated them and they may just refer to you a top-flight candidate and save you big recruiting bucks! Furthermore, they might choose or not choose to become a customer some day depending on how you treated them. Lastly, your interviewee might be your interviewer some day!

About the Author

For Managing Principal of Advanced Leadership Consulting. Visit http://www.leadershipconsulting.com/ for more information on creating a dynamic leadership team. carl@leadershipconsulting.com or call 206-545-1990 today!

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If you own a small business, you know the importance of saving money

For most businesses, payroll is the largest cost associated in doing business. It’s a tough decision, many businesses typically eliminate their personnel in order to maintain their business.

One option to eliminating staff is to look for opportunities to make your business more efficiently. Well if you have workers who punch a time clock, you may not realized the wasted costs your company occurs when workers cheat the system. Buddy punching is the new word that has been coined for dishonest employees taking advantage of your business. You may be able to be saving a lot of money if you make the investment into a fingerprint attendance system and stop buddy punching at the source!

How is buddy punching defined?

Buddy punching is the term for when a worker has a friend or another coworker punch their time card for them allowing them to add increased ‘worked hours’ to their time card.

Maybe its an worker leaving 30 minutes early, or taking an extra twenty minutes for a scheduled break, but the fact of the matter is that when you add up all of those wasted minutes, the exposed costs accumulate very fast.

Buddy punching can also occur for employers who use electronic based or PIN based time and attendance systems. In fact, a very recent study of SMBs showed that a shockingly high percentage either knew their colleagues digital password and admitted to punching a friends PIN in on their behalf.

Now that we have explained this whole buddy punching phenomenon, I’m sure your concerned with what you can do to prevent it. Biometric time clocks are the most popular ways to eliminate this fraud and they are more affordable than ever.

By using a fingerprint attendance system, workers can only punch in and out when they are standing in front of the time clock.

The new fingerprint attendance systems are easy to use and all workers have to do is swipe their fingerprint on a biometric scanner and the clock will register them as entering or leaving.

If you are buying a biometric time clock, be aware that although biometrics has quickly evolved, some biometric systems that features a fingerprint scan only, may not be compatible with a small percentage of your employees – usually under five percent. The main reason for this is that some employees may have worn fingerprints which prevents them from getting reliable]fast punches. It never hurts to make the investment into a fingerprint attendance based time clock that comes with additional login features such as an HID card or electronic PIN system.

By taking a step against buddy punching, your company can cut down your payroll expenses and help your business save thousands of dollars each every year!

About the Author

John Stetson writes for AvidBiometrics.com – a leading provider of biometric and business security products.

Basdew Rooplal
Business development coach and mentor.
Email: rooplalba@yahoo.com
For an Xtra $100 per day goto http://www.investinyourfuture.org/promo

office: +027 32 5513624

cell:: +027 82 927 3642

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Never give up, look ahead, stay positive and do all you can

……………………………….

Seeds of Greatness by Denis Waitely
You can change your life by changing your habits. Here are some guidepost rules regarding change:

Rule 1: No one can change you and you can’t really change anyone else. You must admit your need, stop denying your problem, and accept responsibility for changing yourself.

Rule 2: Habits aren’t broken, but replaced-by layering new behavior patterns on top of the old ones. This usually takes a least a year or two. Forget the 30-day wonder ones. I don’t know where motivational speakers got the idea that it takes 21 days to gain a new habit. It may take that long to remember the motions of a new skill, but after many years of being you, it takes far longer to settle into a new habit pattern and stay there. Habits are like submarines. They run silent and deep. They also are like comfortable beds, in that they’re easy to get into, but difficult to get out of. So don’t expect immediate, amazing results. Give your skills training a year and stick with it, knowing that your new ways can last a lifetime.

Rule 3: A daily routine adhered to over time will become second nature, like riding a bicycle. Negative behavior leads to a losing lifestyle, positive behavior to a wining lifestyle. Practice makes permanent in both cases

………………………..

Life is an unbearable gift sometimes unbearably beautiful and unbearable painful, but always a gift
- Unknown -

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The individual properties of these herbs work synergistically and naturally to help you feel invigorated and better able to cope with the daily challenges associated with dieting.

Thermo Complete contains Green Tea, Cocoa and Yerba Maté as well as other select herbs. It helps soothe digestion and also contains caffeine from natural sources.

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These 3 products are very important if you wish to remain healthy and well, keeping those runny noses away, during the cold winter period we’re facing over the next few months!

RoseOx
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“Don’t fear the bumpy road that lies ahead
For it is nothing more than the settled dust we left behind!” – Terry Brookside -

About the Author

Basdew Rooplal
Business development coach and mentor.
Email: rooplalba@yahoo.com
For an Xtra $100 per day goto http://www.investinyourfuture.org/promo

office: +027 32 5513624

cell:: +027 82 927 3642

for more product info goto
www.harness-your-energy.com/shoponline
Never give up, look ahead, stay positive and do all you can

In many ways, the global economic recession has wiped the slate clean for many institutions – and individuals – across Asia.

Business leaders intoxicated by the idea that their enterprises would ride the fortunes of high growth national and regional economies have learned some hard lessons about the interdependencies of the global economy. Non-executive directors and shareholders have witnessed a day of reckoning for companies that failed to curtail excessive risk-taking. Consumers have also been forced to reset expectations in the face of political instability, corporate downsizing and new pressures related to energy conservation, an increasingly competitive job market, and the need for more robust retirement saving.

The days when, “We didn’t see this coming…”, and, “Who could have imagined…” provided the requisite political and organizational cover for lousy chief executives and disconnected non-executive board members should be over. Effective risk management and a service-minded leadership ethic should be the new standards of organizational stewardship.

Business leaders can no longer lead in a vacuum nor overlook the hard business lessons learned beyond the Pacific Rim. Non-executive directors and shareholders now know the high price of indifference and financial instability. Consumers have a better understanding of the personal risk and opportunity of the business cycle.

The View From China – Many Already Looking Beyond Economic Challenges

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The economic fundamentals of the Chinese economy remain largely unchanged and portend a resumption of significant growth in the years to come, due in large part to the increasing leveling of once significant competitive gaps with Europe and the United States.

China’s domestic market alone will continue to drive the expansion of its economy. And as Chinese companies target those local and regional markets across the mainland, they will most assuredly demand world-class managers…more of whom will come from other regions of China with critical global experience, new skills and a refreshed view of potential business challenges they have already withstood.

The View From India – The Emerging Talent Battleground

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India is uniquely blessed with the world’s youngest workforce, an emerging middle class that dwarfs the population of most industrialized countries, and the challenge of managing long-term growth and providing the infrastructure it demands.

As companies from around the world continue to set up operations and ratchet up their investments in India, the competition for the best talent is revealing itself as one of the burgeoning growing pains that will force new Human Resources practices. The war for talent will only intensify as more and more companies recognize how a rapidly growing market and a burgeoning middle class combine to signal major opportunity.

The View From Japan: Opportunity In Proportion – To Willingness To Change

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Much in the same way other industrialized economies have taken steps to counter the impact of the global recession, Japan has enacted emergency countermeasures to stem rising unemployment, prop up failing companies and incent investment in industries ranging from agriculture and forestry to waste management and ecology.

Many Japanese companies have developed successful global and regional operations in recent years, especially in manufacturing-intensive industries such as the automotive, consumer electronics, machinery and equipment, and electronics and semi-conductor markets. When Japan eventually moves out of crisis mode and returns to full growth mode, Japanese companies will only seize new opportunities at the rate to which they are willing to open up and change their long-held, insular approach to executive leadership selection and organizational structure.

The View From South Korea – Some Leverage Recession To Upgrade Talent

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The government in South Korea has been working to address the significant challenges brought by the global economic recession. It has introduced several incentives to promote employment of younger workers and to restructure institutions and corporations at risk of bankruptcy.

Some Korean institutions have already shifted their talent management practices to recruit, reward, develop and retain top performers more efficiently. Companies of all sizes have assessed their talent gaps, and a growing number of Korean companies have expressed an interest in hiring world-class management leaders, whether they come from Korea or elsewhere in Asia or beyond.

This article is a summary of the White Paper entitled ‘Asia Pacific Leadership Outlook: A Moment of Opportunity For Asia’. Get your copy of the full White Paper via the Transearch International website at http://www.transearch.com/press-room/article?article_id=465. Given what they know about the quest for truly responsible business and institutional leadership, executive search firm Transearch International is delighted to share the exceptionally well informed perspectives of just some of their top consultants from across Asia.

About the Author

Executive search firm TRANSEARCH International has representation in most of the major economic centres of the world with 59 offices in 37 countries. TRANSEARCH International was founded in 1982 and is a leading international executive search firm. ASIA – Leadership Outlook: A Moment Of Opportunity For Asia

Master of Business Administration or MBA is a postgraduate degree for individuals engaging in the business industry. The degree program is designed to provide a different level of education in various areas of business such as marketing, accounting, operational management and many more. Thus, this degree program can provide improvements in one’s career since it is considered as a management degree appropriate for managerial positions. In getting an MBA degree, admission interviews are usually arranged to determine if an individual is qualified for the degree. Sample MBA interview questions can be utilized in preparation for the interview and the categories in these questions are as follows:

* Past Educational Attainment – details about your previous education are asked for evaluation and assessment. Your views and opinions are weighed significantly, such as how you have chosen your college education and the reason behind pursuing your major.

* Past Work Experiences – in the interview for MBA, the progress of your career are assessed by asking several questions about your views in the previous and current job applied. Notable achievements are also asked in order to assess your competency in the field pursued.

* Working for a Degree in MBA – reasons for pushing a degree in MBA are requested as well as why the participant chose the school for his postgraduate studies. Through this, the interviewer can determine if he has prepared himself in pursuing a degree on MBA and if he possesses full trust in the school in terms of providing his postgraduate studies.

* Out of Professional Scope Queries – this includes non-professional related questions such as your hobbies, goals in life and other questions showcasing your character and values. This is important for MBA interviews since these factors are contributors in developing a wholly competent professional individual through the MBA degree program.

In order to be prepared, be ready of the possible questions in the mentioned topic areas that can be asked. The MBA personal interview also runs with different interviewers, so expect that your interviewer will not be the same as your friend’s interviewer. Be observant as well on the attitude of the interviewer; the strict ones closely observe for the answers while the friendly ones are catching you for any inconsistencies in the response made. Above all, stay relaxed and confident at all times so the interviewer will feel your points about the questions asked. With these reminders, you can be self-confident in your MBA admission interview!

About the Author

To download your free Guide To Acing Your MBA Interview go to my MBA Interview Tips

Scienceuticals, Inc. Receives 2009 Best of Business Award

Small Business Commerce Association’s Award Honors the Achievement

SAN FRANCISCO, November 7, 2009, Scienceuticals, Inc. has been selected for the 2009 Best of Business Award in the Cosmetic preparations category by the Small Business Commerce Association (SBCA)

The Small Business Commerce Association (SBCA) is pleased to announce that Scienceuticals, Inc. has been selected for the 2009 Best of Business Award in the Cosmetic preparations category.

The SBCA 2009 Award Program recognizes the top 5% of small businesses throughout the country. Using statistical research and consumer feedback, the SBCA identifies companies that we believe have demonstrated what makes small businesses a vital part of the American economy. The selection committee chooses the award winners from nominees based off statistical research and also information taken from monthly surveys administered by the SBCA, a review of consumer rankings, and other consumer reports. Award winners are a valuable asset to their community and exemplify what makes small businesses great.

About Small Business Commerce Association (SBCA)

Small Business Commerce Association (SBCA) is a San Francisco based organization. The SBCA is a private sector entity that aims to provide tactical guidance with many day to day issues that small business owners face. In addition to our main goal of providing a central repository of small business operational advice; we use consumer feedback to identify companies that exemplify what makes small business a vital part of the American economy.

SOURCE: Small Business Commerce Association

CONTACT:
Small Business Commerce Association
Email: Press@SBCAAwards.org
URL: http://www.SBCAAwards.org

About Scienceuticals
Scienceuticals (scienceuticals.com) provides custom development, formulation, testing, manufacturing and distribution services to some of the world’ s largest skin care, personal care, cosmetic, and pharmaceutical companies. Additionally, Scienceuticals offers private label skincare and private label cosmetics product lines to a variety of industries. By linking its knowledge of chemistry and contract manufacturing to a thorough understanding of the cosmetics and skin care industry, Scienceuticals helps customers seize opportunities, build brands and grow profits. With locations in New York, South Carolina, Nevada, California, and China, Scienceuticals’ products and services are found around the world.

http://www.scienceuticals.com

About the Author

Director Of Marketing – Scienceuticals

Gratitude is a positive emotion and studies have shown it creates a more positive attitude, reduces stress and provides many other benefits. But, c`mon, we don`t really need studies to tell us this, do we? You know how it feels when you are grateful.

This article won`t restate the obvious (more than I already have). Instead, it explores the fundamentals of how leaders can transform genuine gratitude into a positive force for change and success for those you lead and in your organization in general.

Before I go on I must highlight a critical word in the previous sentence – genuine.

Please know that all the suggestions that follow will make a huge difference, but the difference will only be a positive one (for you and others) when your gratitude is genuine, authentic and heartfelt. Please read the rest of my suggestions, with this as a given.

In the end, I hope you see that gratitude is far from a soft, “nice to do” behavior. On the contrary, it is a real and important key to your success as a leader.

All the benefits start with the fundamentals.

The First Three Fundamentals

See it. As a leader, you have lots of things on your mind. In order to be grateful, you must first see or notice things for which to be grateful. Do you want to be grateful more often? Then set your mind on looking for things to be grateful for. Once you set your subconscious mind in motion, you will begin to find them more often.

Say it. Are you grateful or thankful for something someone did or is doing? Let them know! Once you have seen something you appreciate or are grateful for, let people know by telling them. And while you are at it, make your gratitude as specific as possible. It could be a simple thank you, but it also could lead to a habit of giving more positive feedback.

Write it. This could be in an email, but, even better in a handwritten note. Let people know what you saw, how it made you feel and why it is important. These words will be read, and likely read repeatedly, and the quite possibly shared with others. Most people I`ve ever asked tell me they have a file of letters and positive comments they`ve received from others. As a leader you will be adding to people`s positive memories, and perhaps treasured files, with your words.

This is all good advice in any part of our lives, but as leaders, when we see, say and/or write our gratitude to others it makes a huge difference. As a leader, you have a special place in people`s lives. Your words, opinions and actions matter. The gratitude you share in conversation or on paper could absolutely change someone`s life.

The Final Fundamental – The Transformational Component

I started by stating that when we are grateful, good things happen for us. When we think about it from a leadership perspective, we realize the benefits are potentially much larger.

The final fundamental is to share it.

Gratitude is a viral emotion – meaning it`s one that can spread quickly.

As a leader you are more than just carriers of any emotional contagion (positive or negative) – you can spread it much faster and much further than anyone else. When you share and role model your gratitude in the ways described above, you begin to positively change the culture and environment of the workplace.

The results of these changes can result in improved performance, improved teamwork, reduced stress, higher retention and much more.

Hopefully you see that being grateful is more than something you can or should do at the close of a big project or at a couple predefined times of the year. Rather, genuine gratitude is always appropriate and always in season.

Remarkable leaders know gratitude matters. It’s one way of giving better feedback and developing others. One way leaders learn those skills is by participating in The Remarkable Leadership Learning System – a one skill at a time, one month at a time method of becoming a more confident and successful leader.

About the Author

Get $748.25 worth of leadership development materials, including two months of that unique system, as part of Kevin Eikenberry’s Most Remarkable Free Leadership Gift Ever at http://MostRemarkableFreeLeadershipGiftEver.com. Kevin is a bestselling author, speaker, trainer and the Chief Potential Officer of the Kevin Eikenberry Group (www.KevinEikenberry.com).