Leadership articles

Leadership development

admin — Thu, 23 Feb 2012 07:25:00 +0000

In case you haven’t got a good leadership definition, leading means:

* Forming a team from individuals and supporting it

* Aligning the team towards justifiable goals and achieving this goals

* Developing the individual team members

* And do all of this in a professional way concerning content, method and social interactions

When one found himself with a team to lead and a goal to be achieved, the very first questions that need to be asked is if the team is the adequate to reach the goal, which means to review the different team profiles and make the necessary decisions. Doing that exercise will mean that we are forming our team. Once we reviewed it we’ll make the changes required, if external circumstances don’t allow us to perform the changes we’ll focus on identifying why our team is not appropriate and start working on modifying what we recognized as not appropriate.

At the finish of this phase we’ll have a team, our team; the second, and not always so easy part, we’ll be to support them. Supporting has two different meanings; it means to remove the barriers that could prevent them to progress toward the goals but it also means to be the visible head when problems arise, and they will arise.

Aligning the team is key, a leader has to keep constant attention on keeping the team focused and make sure the different team members are having the same or a complimentary goal.

Development of team members is often left behind, normally because of the goals have to be reached and time is limited, so spending time on development does not look as a good thing to do. Big mistake, time invested on personal development will always pay off very, very quickly.

Last but not least, a good leader has always to be a role model for his team; they have to recognize on the leader the methods and professionalism that they’ll need to apply to come to the end point: achieving the goal.

Let’s take a look at a different aspect of the challenge: leadership styles. There are different leading styles; the main challenge of any team leader is to recognize which style is the optimal at certain point in time or for certain challenge and apply it accordingly, those leadership styles goes from the authoritarian to the democratic passing by patriarchal, informing, consulting, cooperative and participative:

* Authoritarian: Manager decides and communicates decisions.

* Patriarchal: Manager sells the decision.

* Informing: Manager presents decisions and asks for ideas.

* Consulting: Manger presents problems, respect input for ideas and decides.

* Participative: Manager defines boundaries and asks group for a decision

* Democratic: Manager delegates decision to staff within certain limits.

The decision on which style is the optimal has to be based on the need of leader authority that the situation requires, when the decision and mandate is clear so there are a very clear and established process to follow the authoritarian will be the best, when autonomy of staff is the most important value to reach the goal the democratic model will be indicated.

Knowing the definition of leadership and the basics of the different leading styles is the basis for any good leader, the difference between a bad and a good one is recognizing what is missing on his team and focusing his priorities in filling the gap of what is missing to lead in the appropriate way.

About the Author

Roberto Llera is the founder of advancepod.com, a social network devoted to help people achieve their goals and overcome obstacles.
Check it out at http://www.advancepod.com/magazine, we are opening soon and you can become an important part of the project. Suggestions and comments more than welcome

7 Strategies When People Don’t Want to Change

admin — Wed, 22 Feb 2012 04:12:00 +0000

Joni showed up at her boss Bob`s office more frustrated than he`d ever seen her. Joni was a relatively new supervisor and had been developing well – but on this day, she seemed, well, different.

When Bob asked what was wrong her frustration came out immediately.

“What do you do when people don`t want to change,” she asked hopefully but almost rhetorically. Bob smiled and asked her to explain.

“You know the new system we are implementing?” she said. “Well, after this long change process it seems like most everyone is finally on-board, except for two people (she went on without naming names). I can`t figure out what their deal is, and it is frustrating!”

I`m guessing you likely have been both Joni and Bob at some point in your career – and probably one of those unnamed employees as well! So, as a leader, what do you do when people don`t want to change?

Here are seven action steps to consider:

1. Understand the source of the reluctance. People have a reason – rational or emotional (or likely a combination of the two) – why they don`t want to make a particular change. The first mistake leaders make is assuming you know why. Even if your people have shared their reasons in the past, it is important to ask them about their concerns and reservations this time. Do this in as authentic and non-threatening way as you can. Your goal it to truly understand what they are thinking and feeling about the change. (In order to do that you must…)

2. Shut up and listen. Your goal isn`t to convince them or influence them at this point. Your goal is only to listen to their responses. Respond only with follow-up questions designed to truly understand where they are in regards to the change.

3. Determine the real level of resistance. After asking and listening to them you will have a better understanding of how big a deal this is – for them, for you and for the change effort overall. Recognize that doing this may, in itself, be tremendously valuable. Also, the chance to describe thoughts and feelings often helps the resisters understand their feelings better themselves. Be willing to ask exactly how big of a deal this change, and their resistance, is.

4. Acknowledge how they feel. People appreciate being heard in a nonjudgmental way – it happens so rarely. People need to be acknowledged for their opinion. Notice I didn`t say “agree with them.” Sometimes you can move past their concerns by “agreeing to disagree.” And sometimes, once they have been heard they are often ready to move on with the change, even if it isn`t what they would have done had they had the choice.

5. Get others to help influence. If the resister still needs help being influenced to change, you may not be the right or best person. Maybe you don`t have a communication style match. Maybe they don`t want to hear from their supervisor. Maybe the stars are out of alignment. Whatever the reason, encourage them to talk to their peers or others who are on board who might be able to relate the benefits of the change more successfully than you.

6. Determine your next steps. This is contextual to the change itself. Perhaps the reluctance isn`t a show stopper. Perhaps they are whining about the change but doing the new procedure. Or perhaps they are a major road block. Whatever the situation, recognize that while we need to be patient with people (not everyone will come on board with any change at the same time); at some point their resistance or reluctance is a performance issue. When the situation is a performance issue, use your coaching skills as appropriate and necessary.

7. Let it go. If the issue is small or is more of an irritant to you than a roadblock to the change, let it go. If the performance-issue coaching doesn`t work and the person is still resistant, take the necessary disciplinary actions. The reality in many situations not everyone will like or want to work under the changed scenario. If you have a large enough group, there will always be someone whose mind won`t change. At that point you must be willing to let them go, and not blame yourself.

Use these steps as a framework to help you answer the always challenging, “What do I do when people don`t want to change?” Use them yourself, or when you are coaching other leaders to hopefully make this challenge less of a concern in the future.

Leaders know change is a part of their job description – they must both understand it and lead it. That is why many of these leaders from around the world have made the Remarkable Leadership Learning System their choice as a one skill at a time, one month at a time approach to becoming a more confident and successful leader – with change – and everything else leadership throws at them. This system allows people to learn from other members and experts from a wide variety of fields and backgrounds – all designed to help them become more effective leaders. Get $748.25 worth of leadership development materials including two complimentary months of that unique system as part of Kevin Eikenberry’s Most Remarkable Free Leadership Gift Ever today at http://MostRemarkableFreeLeadershipGiftEver.com.

About the Author

Kevin is a bestselling author, speaker, trainer, consultant and the Chief Potential Officer of the Kevin Eikenberry Group (http://www.KevinEikenberry.com).

Brainstorming Techniques: What’s Not To Like About Them?

admin — Tue, 21 Feb 2012 18:53:00 +0000

Did you know that group brainstorming as we call it today, has been around ever since the 1930s? For essentially the most part, it hasn’t modified too much in the past seventy-plus years, except in one respect: the occurrence of new ideation techniques.

Ideation techniques are, quite merely, novel thought-inducing workout routines designed to help groups overcome challenges in ways they may not in any other case consider. Some make it easier for groups to view points from recent views; others provide engaging processes to assist stimulate creativity, overcome shyness, facilitate collaboration, and much more.

In brief, ideation strategies make it achievable for groups to generate a greater breadth and depth of ideas (i.e., extra, higher ideas).

Anyone who takes even a number of moments to Google “ideation strategies” will learn that there are dozens, tons of them, around. Some are well-known and extensively documented; others are much less-so.

We lately performed a survey to determine simply how folks stand on ideation strategies-which of them they recognize, which of them they use in brainstorms, and what they think about them. The outcomes are interesting, if not fully surprising.

When prompted whether or not they imagine figuring out and utilizing different ideation strategies is vital to brainstorming, the answer was a convincing “Yes!”

However, when provided a list of accurately-recognized ideation techniques, just one had relatively broad understanding-Mind Mapping-followed by Edward de Bono’s Six Thinking Hats and the popularly-used S.W.O.T. Analysis. All others listed had less than 7% awareness.

And when questioned what different techniques (not listed within the survey) they used, greater than 54% of them listed no additional strategies in any case; and fewer than 10% listed greater than two.

You will need to note that this survey was performed among an audience that’s in all probability extra tuned-in to superior brainstorming and ideation methods than the everyday business person. And yet, it is evident that even amongst this group, a select few know, comprehend and use a range of ideation techniques.

Furthermore, this end result isn’t solely surprising. In our personal ongoing study, we discover that fewer than 10% of people in any industry (even creativity-centered companies like advertising and design) have had any training in any way of brainstorming and group ideation. Those that have usually know one or two ideation techniques, but nothing about brainstorming session process or facilitation skills.

And so it could seem that while we comprehend and acknowledge the value of having a library of ideation techniques at our disposal, few of us make an effort to identify and be taught those techniques.

At this stage of the “innovation financial system,” it’s bewildering that people and organizations still don’t recognize the significance of idea generation. Entrepreneurial success today requires steady reevaluation and reinvention of one’s business offerings. In former days organizations could thrive for decades on a single nice thought; right this moment they want an awesome concept every single year, and in some cases every single month or week.

Only by taking the focused initiative to coach oneself in a variety of ideation methods-and to supply education all through one’s group in efficient brainstorm management and facilitation-can any entity hope to flourish and thrive in the present day’s aggressive global business environment.

Innovation begins with ideas. No ideas, no innovation.

What number of amazing concepts did you and your workforce discover at the present time?

About the Author

SmartStorming (R) partners, Mitchell Rigie and Keith Harmeyer help organizations solve tough business challenges in new, more innovative ways than they ever imagined possible – with advanced brainstorm leadership training, creative brainstorming techniques , and a variety of proven tools organizations need to think more creatively, change behaviors and generate the kinds of ground-breaking ideas that drive innovation. To learn more about SmartStorming, visit their blog at SmartStorming-blog.com.

How Communicating With a Lack of Specificity is Sabotaging Results in Your Organization

admin — Mon, 20 Feb 2012 04:26:00 +0000

Communication is a catchall phrase for things that go wrong in companies and relationships. Unfortunately, the concept is too ambiguous to do anything constructive to fix it.

There are seven communication mistakes that lead to mis-understandings, and cause conflicts between co-workers, and bosses and their subordinates, which lead to low morale and toxic work environments.

They are called the “The 7 Deadly Sins of Organizational Leadership Communication.” This article will address the least understood and most common of these leadership communication sins, a “lack of specificity.”

The “Law of Specificity” states, “the level to which communication lacks specificity is the level to which individuals are required to become mind readers, guess and assume. We all know what happens we assumptions are made.

Three of the most common areas for non-specific communication, which will be addressed in this article, are:

Lack of Specific Details
Lack of Specific Direction
Lack of Specific Meaning

Lack of Specific Details
This is one of the most regularly violated. It’s a simple as leaving out dates, times, and locations, etc. when making a request. Even when one believes they are being specific, often times they are not.

A recent client, who has embraced adding specificity to his communication, and has effectively integrated this strategy into his senior leadership team’s culture, sent me this e-mail recently:

“I will be in the office working on two projects Thursday and Friday. I can take a break to speak with you, though. To be specific, can you call me at 11:30am?”

He thought he was being specific. You may, or should notice, that although he was specific regarding the “time” he wanted a tele-coaching session, he forgot that he gave me two days to choose from.

This type of communication happens all the time. Double check your communication for specificity and ask for clarification when you feel you need it.

Lack of Specific Direction
Another client, a CEO, had a habit of moving things off his desk by putting them in his office manager’s in-basket. Because of his position, the office manager assumed that if he was giving her something “it must be important.”

Every time she would immediately stop what she was doing to work on the latest thing he had given her.

This seems like a very proactive assistant getting things done. The challenge is that it was causing stress and frustration for the office manager, as it prevented her from accomplishing her other priorities.

The problem was solved in 30-seconds by asking the CEO if everything he put in her in-box was an urgent priority requiring immediate attention. He said, “no,” that he was just trying to get stuff off his desk.

Moving forward the CEO began putting notes on items identifying the required level of urgency. This allowed the office manager to prioritize and schedule those items around her work without having to assume and mind-read.

Lack of Specific Meaning A wife recently accused her husband of leaving the front door to their home “open” when he came home from appointments during the day. Her meaning for the word “open,” as it pertained to the front door of the home, and the husband’s meaning were found to be very different.

Upon further discussion it was learned the wife meant the door was not “locked” so as to seal the door to keep the cold winter air from seeping through the weather stripping.

The husband’s meaning for an “open” front door was that the latch was not shut and the door was truly open so one could see outside.

Words have different meanings to different people in different contexts. Often times we assume the other person has our same point of reference. That is often not the case, causing misunderstandings and trust to break down.

A lack of specificity is just one of seven communication mistakes organizational leaders are making when interacting with their peers, direct reports and those they answer to such as shareholders and board members.

To learn more about the communication sin of a “lack of specificity” and the other six deadly leadership communication sins, go to http://www.HowToImproveOrganizationalLeadershipCommunication.com and download the free special report ”The 7 Deadly Sins of Organizational Leadership Communication” which will give you even more case studies with details as to how to fix these sins, communicate like a champion and build a championship organization.

About the Author

Skip Weisman of Weisman Success Resources, Inc. of Poughkeepsie, NY works with organizational leaders to improve personnel, productivity and profits by helping them “Create a Champion Organization,” one that communicates effectively and takes action with commitment towards a shared compelling vision. His latest White Paper is “The 7 Deadly Sins of Organizational Leadership Communication” available free at http://www.HowToImproveOrganizationalCommunication.com

Seven Ways to Be More Comfortable and Confident When Receiving Feedback

admin — Sat, 18 Feb 2012 23:28:00 +0000

There is lots of advice for leaders, managers and coaches on how to give better feedback. I`ve written and taught quite a bit about it myself. But today I want to write about something else.

Something that is discussed less often and is often misunderstood.

It`s a skill that when well practiced can help you build your skills faster, gain new perspectives and likely improve your relationships.

It is the skill of receiving feedback.

How is that a skill you might ask?

Well, think about yourself – or those you have given feedback to. Do you (or they) always seem open to the feedback? Do you (they) approach it with an opportunity mindset? Or are you (they) apprehensive, defensive or even angry?

While the advice below might not eliminate apprehension, defensiveness and anger, it certainly will improve the likelihood that you will do more than just hear feedback. You will learn from it and, when appropriate, apply it.

Note – While so far I have talked about you OR others, from now on this is personal. While you may be able to help others by teaching or sharing these strategies, start with yourself.

So, thinking about yourself, let`s get started:

Remember SARA. SARA is an acrostic that describes the four steps people sometimes go through when receiving feedback:

Surprise
Anger
Rationalization
Acceptance

A further description of these steps would require another article. For our purposes now, you need to realize that you may go through these steps. When you know that, you can manage the steps, mitigate the anger (or at least not direct it inappropriately) and be patient with yourself.

Be open minded.

When someone offers you feedback, be it a formal or informal setting, keep an open mind. Recognize that however poorly it`s delivered, or however angry it makes you initially (remember SARA), remind yourself to keep an open mind. Without an open mind, none of the rest of these steps will make any difference at all.

Look for the lesson.

Perhaps you disagree with their premise. Perhaps their feedback is only their perspective, but it isn`t shared by the five other people that told you something different or even contrary. Regardless, make it your goal to always look for the golden nugget inside of the feedback. Even if it is well hidden, you can find the lesson.

Ask clarifying questions.

Perhaps the lesson is hidden, or perhaps their message isn`t clear. Rather than getting upset, choose to ask some questions. When you remain curious and ask questions to better understand their perspective and specific feedback, you will be much better off.

Ask for their advice.

Feedback is often given about past performance. You can`t change the past, but you can change the future. At some point in the conversation ask them for their advice. Maybe something like:

“What would you have done differently?”
“What would you like me to do or suggest that I do next time?”

Questions like those are useful. However, asking doesn`t mean you have to take the advice, but having it is valuable. Sometimes even hearing the advice helps you better understand where the feedback itself is coming from.

Suspend judgment – depersonalize it.

Often people are defensive from the start of the conversation, or get that way as soon as they hear something negative. Even if comments are framed as a personal attack, you can choose to suspend judgment and apply the other ideas on the list. Admittedly, this is a close corollary to the advice to “be open minded;” however, the barrier that is caused specifically by defensiveness is often tough to overcome.

Say thank you.

Most of the time the intention when giving you feedback is pure – the person really just wants to help. While there may be sometimes when you don`t feel their intention is pure, it doesn`t matter. Always say thank you. Being truly grateful will help you process the feedback – and – it will bolster your relationship with the other person as well. Your parents were right – say thank you.

Your first reaction may be to share these suggestions with others, and if you wish to do that, great! But don`t do that without first recognizing the learning opportunity for yourself in this list. Give yourself some feedback – ask yourself which of these suggestions you could employ more effectively when you receive feedback.

Always remember that how you respond to any feedback is completely in your control. Take that control if you want to gain more value from any feedback you receive.

About the Author

The best leaders know they must seek out and receive feedback effectively. Some of the best leaders from around the world have decided to continue their personal and professional development – and receive feedback – using the Remarkable Leadership Learning System – a one skill at a time, one month at a time approach to becoming a more confident and successful leader. This system allows you to learn without travel and with your materials available whenever it works best for you. Get more than $748.25 worth of leadership development materials including two complimentary months of that unique system today as part of Kevin Eikenberry’s Most Remarkable Free Leadership Gift Ever at http://MostRemarkableFreeLeadershipGiftEver.com.
Kevin is a bestselling author, speaker, trainer, consultant and the Chief Potential Officer of the Kevin Eikenberry Group (http://www.KevinEikenberry.com).

Does Maslow Know What He Is Talking About?; Make Your Decision

admin — Sat, 18 Feb 2012 19:59:00 +0000

I enjoy reading as I travel. Lately, I encountered an article on Abraham H. Maslow as I was browsing through some material. The letters he had written back in 1962 had been republished. Thinking back, it was during my freshman year of college when I was introduced to his work. Mentions of Maslow’s “Hierarchy of Needs” is a prevalent, especially in the literature of psychology. Maslow’s work can be read online today and I, like so many others, am an advocate of his work.

I have been a fan of Maslow over the span of my entire career. Maslow’s book, “The Psychology of Being”, which was published in 1962, outlines a hierarchy of needs; from the most basic needs to the need for self-actualization. Important life issues, such s trust, motivation and recognition, can result in a great deal of individual growth.

As I continued my reading, I came upon another article on decision-making. Essentially, the piece suggested that no single decision is perfect; however, rushed choices ought not to be promoted. Rather, making decisions leads to self-actualization and the strengthening of one’s empathy.

So what do people typically do wrong while making hard choices? The incorrect problems get addressed. People tend to simplify their issues, and this narrows your target down too much.

A person must avoid being overly analytical. In other words, a person must remain open-minded. When persons do not analyze the general background of an unsettling problem, they make hasty decisions.

Quick, thoughtless decisions result, as they seem easy and natural. They’re emotionally easy. But the real issue is how does one know whether he or she is framing the problem correctly? Problems are dynamic, and as one analyzes them through time, they can change. And sometimes one’s insights become different, while the problem remains the same.

As per the theory of Abraham Maslow, people do not focus much on the issue whether they should debate the optimal problem. There can be a lot of awe and suffering associated with one’s ability to judge; however, it is a blunder if one pays too much attention to these feelings.

One must become a bit callous to his or her emotions in this context. Failures are a natural occurrence on the road to success. Hopefully this is something you can understand on your quest to becoming more fulfilled and performing better.

Reap the fruits of your labor and becoming successful is indicated by Abraham Maslow’s needs hierarchy. Everyone has a different unique idea of happiness that is only able to be defined by ones self. A new challenge is presented to us all daily. Will you succeed or fail?

About the Author

Steve Wilheir is a project management consultant and the founder of Leadership Development training. Visit his site for more information on Characteristics of an effective leader and Qualities of an Effective Leader

"Is Leadership – More Than a Feeling?"

admin — Fri, 17 Feb 2012 15:51:00 +0000

Back in 1984, I was working on a gravity survey project in Cameroon, Western Africa. The mile upon mile of driving on rough gravel and dirt roads was made slightly more bearable by the fact that we had just rented a brand new Toyota Land Cruiser as the team vehicle.

Unfortunately it’s days as a shiny new vehicle were numbered.

I was happily ‘cruising’ along a gravel road when I saw a plume of dust coming towards me at great speed. It was an over-ladened forestry lorry driving straight down the middle of the track!! The driver of which seemed to have other things on his mind as I was forced to swerve off the track to avoid him. Our brand new Land Cruiser was suddenly on its side in the ditch. Guess what was playing on the cassette deck?

Yes, Boston and ‘More than a Feeling.’

I’ve heard this song by Boston on two occasions, and for me, they seemed to sum up nearly three decades of change and development in leadership practice.

Some 25 years later, during the credits of the George Clooney film, ‘The Men who Stare at Goats’ at the Swindon multiplex cinema in deepest, darkest Wiltshire, UK; I heard it again. A far cry from dense Cameroon ‘jungle’ yet never the less ‘connected’ in an odd sort of way.

I’m not sure why but it was then that I realised how society and its expectations had changed over the years. This was the catalyst that then spurred me into action to make ‘The Coach Leader’ a more public reality.

For some time now, organisations have had to make big ‘withdrawals’ from their employee’s ‘emotional bank account’ and using up the last of the ‘good will’ those individuals had available.

Constant erosions to salary, benefits and working conditions together with the ever present threat of job loss etc, is it no wonder that morale is low and employee engagement in the doldrums? Everyone is feeling put upon especially the ‘stronger’ members of staff, having been ‘used’ during the hard times. They are the ones feeling the pressure more than most and are in desperate need for inspiration.

And frankly is it too late to turn back the tide?

For me, it is about the attitude that you bring to your role as leader. As my wife is always telling me, ‘It’s not what you say. It’s the way that you say it, that counts.’ Whether we are also adding some form of ‘spirituality’ I’m not sure.’

Leadership traits such as integrity, credibility, consistency, simplicity and trust plus optimism and character, all ‘wrapped’ in a solutions focus and not forgetting a healthy ‘dose’ of practical realism. These should be the norm; unfortunately this is not the case in many organisations.

What does this mean for you?

Whatever it is and however it is displayed; society and the financial/environmental situation are demanding something more from our leaders.

What ever it is; it is ‘More Than a Feeling.’

About the Author

By the way, do you want to retain your talented employees, increase morale – all while increasing profitability?

If so, download my free six step e-course “Retaining Talent is S.I.M.P.L.E.” at http://thecoachleader.com/

Mike James is a respected and practicing leader in his own right with over thirty year’s real-life experience.

People-first™ Factor 1: Lead by Example

admin — Thu, 16 Feb 2012 10:07:00 +0000

Have you ever had respect for a leader whose words did not match her actions? Have you ever had respect for a leader who preached personal values and then behaved differently?

The fundamental component of leadership is People-first™ Factor #1 Lead by Example. This is the core of leadership. This is the component that will either establish or kill your credibility. And if you aren’t credible, you will never gain commitment and trust from your team members.

Here’s a great question to ask yourself as you examine how well you Lead by Example.

Would you work for you?

Think about it. If you worked for you, would you have respect for yourself based on the behaviors of how you lead today? If you worked for you, would you find yourself credible? If you worked for you, would you be committed to you?

Leading by example has nothing to do with being charismatic. It has nothing to do with the traits that you were born with. It is simply about personal alignment.

People-first™ leaders who Lead by Example do these things really well.

They go first. Leaders never ask others to do something they wouldn’t first, do themselves.

They model the behaviors they want to see in others.

They are clear about their personal values and then act in alignment with those values. Values are an interesting thing. We don’t simply check our values at the door when we step into the workplace. They follow us around. They come out in subtle ways. They impact our every behavior.

They know themselves. Effective leaders understand how their personal style impacts the people around them – their peers, team members, and manager. And, they understand why they respond to others the way you do.

About the Author

Sal Silvester is the founder and president of 5.12 Solutions http://512solutions.com Sal has a unique perspective on team development and leadership gained through his experience over the past 17 years as an Army Officer, an executive at Accenture, and founder of 5.12 Solutions. He has led and managed teams in the desert of Kuwait, the mountains of Turkey, and in the offices of many clients on process improvement, organizational change, and training projects.

Keep Your Employees Fit While Infusing Fitness On Your Brand Advertising

admin — Tue, 14 Feb 2012 17:56:00 +0000

Most of us live the so called sedentary routine. People tend to slack off for hours of working with no intense physical movements. Moreover, let us not forget that there are fast food restaurants around the corporate arena that promises food on the go. No wonder why office people are getting fat or overweight and it is not healthy to live in such type of lifestyle. Never let sedentary lifestyle be your way of life. If you can’t have time for gym or any sports maybe you can bend some muscles do something about that.

There are promotional marketing gifts that are presenting a certain months of gym use. Nonetheless, people tend to decline gym memberships because of its costly monthly dues and lack of time. If you truly desire to say farewell to sedentary lifestyle and make 180 degrees turn a healthy route, you shouldn’t worry too much because there are other techniques to get yourself moving even inside your office.

For the workers, execute some stretching. Pausing for a minute of two to do some physical activities wouldn’t really affect your working hours. You can do a little stretching using some products that you have in your desks. You can try to lift books and make it’s as you barbell. You can also walk around the office to keep your blood circulating.

Walk if you can. Walking is the fundamental method of exercising. If you can just walk your way to office, that would be great. It is an efficient way to burn those calories that are being kept in your body as fat. Second, if you can take the stares, evade the elevator. Climbing the stairs will be a wonderful cardiovascular exercise for your body.

Eat more vegetables and sever your fat intake. Fiber is present in fruits and vegetables are effective detoxifiers. If you are so much into eating oily and fatty foods, stop. Little sacrifices are good every so often. Stay away from go-large orders promos. They might grant you potential heart attack and so as your budget.

As the superior, you should be aware of your workers’ health. Maybe, instead of giving out food that might be rich in calories, you can give them marketing gifts that will encourage them to run, walk and exercise. Introduce them to some official sporting affairs like basketball or marathon. This will surely give them a peak of what healthy lifestyle means.

Do not feed them too much junk food and meals from fast food. These products are often filled with oil, fats and empty calorie that might turn into body fat if not used as energy. Inside your pantry, put some guidelines about healthy eating and living. Utilize promotional marketing gifts like post it, magnets and even utensils to persuade them to exercise even for a few minutes.

Keep in mind, going healthy is the latest trending that most companies follow today, maybe you can exhaust such trend to magnetize potential customers through your promotional marketing gifts.

About the Author

Beth Loggins is a content writer for Logo Promotional Gifts and Promotional Custom Merchandise. Read more articles by Beth Loggins here.

The Need for Corporate Team Building Activities in Today’s Tough Economy

admin — Tue, 14 Feb 2012 08:53:00 +0000

Today’s economic challenges leave many workers with emotional deficits. Many employees are tapped out, and are not at their best performance potential. One way to reenergize employees is to help them reconnect as team members working on the same or similar goals. Human contact, collaboration, communication, and support can improve performance and worker attitude.

However, many corporations do not see the value in reuniting individuals, or fail to understand how teams can affect the bottom line. Even if teamwork is a valued approach to completing tasks at work, many corporations do not invest the time or money to develop teams in their work place. This article will review some team building activities that can be useful in building effective teams. Team building activities are often called experiential learning activities because they require participation and active learning. Teamwork activities can be created by internal staff or by an external consultant. Team building activities which can be offered internally can include gathering a team and having them share their common goals, set action items needed to accomplish the goals and develop processes and procedures to complete the action steps. Many other approaches can be used by internal staff to facilitate team-building activities. Contacting the Human Resources department is also useful. External consultants also offer experiential learning activities, it is important to understand the needs, and readiness levels a team. Experiential learning activities include case studies; break out creative thinking exercises, physical team building activities and other possibilities.

Experiential learning activities help teams discover a challenge, think about alternative approaches, and complete the challenge using teamwork skills including communication, cooperation, and commitment. Other teamwork activities include team assessments, which help team members discover their strengths and opportunities for improvement. Regardless of the team building activities chosen, most teams benefit from the additional information and time to build their best team approach. Teamwork activities can make the difference between a team being marginal performance or becoming a high performance team. The extra margin of effort, ability, and motivation can create break-through performances, which directly affect a company’s bottom-line, profitability and competitive advantage.

About the Author

Corporate Learning Institute offers Team Building Activities, Team Building Exercises and team building services in Illinois, Chicago. For more information Visit http://www.corplearning.com.