June 11th 2009
When the economy entered into the recession, income, salary, bonus went sour. How we are going to fix our economy and pay off the incoming bills?
When everything went down, we may wonder if there is a way to keep our bottom line. Each time the economy in depression, the real estate market seems suffer more. A lot of families in America worry about their homes. Refinancing is almost impossible. Continue Reading »
June 7th 2009
Selling by Mail Order
People in small towns and outlying farming areas often have a great need for products that are not easily available where they live. Also products are sometimes only available in one particular city. Continue Reading »
November 2nd 2008
With all of this talk about the importance of implementing a personal development program, you might say, how is this possible? How do these people have time or resources for reading books and listening to CDs? How am I going to afford a three-day intensive workshop, or scarier yet, long-term one-on-one coaching? And if this kind of training has such an impact, not only on the individual but also on the companies they represent, why don’t employers make this training easier to pursue? Continue Reading »
October 16th 2008
Think back to a time in your life when you had to do without some aspect of the security that so many people today take for granted: comprehensive health insurance coverage, a reliable car that starts on the first try, a regular paycheck. How well were you able to deal with the situation? Continue Reading »
September 15th 2008
Employees must follow certain required steps for all aspects of their role that deal with accuracy or safety.
Take banking as an example. A bank performs many different functions, but in the long run it has value for its customers only if it handles their money accurately and safely. Therefore the foundation of every role within the bank, whether it be trader, investment adviser, or teller, is the need to do it accurately and safely. To show employees exactly what it means to be “accurate” or “safe,” the banking industry has defined regulatory steps, and each bank has its own internal guidelines. The bank’s employees must adhere to these. Continue Reading »
September 3rd 2008
“Everyone is exceptional” has a second meaning: Everyone should be treated as an exception. Each employee has his own filter, his own way of interpreting the world around him, and therefore each employee will demand different things of you, his manager.
Some want you to leave them alone from almost the first moment they are hired. Others feel slighted if you don’t check in with them every day. Some want to be recognized by you, “the boss.” Others see their peers as the truest source of recognition. Some crave their praise on a public stage. Others shun the glare of publicity, valuing only that quiet, private word of thanks. Each employee breathes different psychological oxygen. Continue Reading »
August 25th 2008
Collectors turn first to specialty stores to buy new items to add to their collections. About 35 percent reported they shopped in these types of stores to buy collectibles in the past year. They also looked to mail order, the Internet, and other nonstore channels, with about 28 percent reporting purchase through these sources. Rounding out the top three channels for collectibles purchases are discount department stores, where 21 percent of collectors shopped last year, with women in particular having a preference for the discount stores. Continue Reading »
August 25th 2008
About one-third of households reported buying collectibles in the past year. This percentage has been about flat, when 34 percent bought the same. Merriam-Webster’s dictionary defines a collectible as:
An object that is collected by fanciers; especially: one other than such traditionally collectible items as art, stamps, coins, and antiques.
With little guidance provided by the type of object that is considered collectible, the key to the definition of the term is that it is something anything—that a fancier brings together into one grouping or place. Continue Reading »
August 8th 2008
Each manager’s routine was different, reflecting his or her unique style. Nonetheless, hidden within this diversity we found four characteristics common to the “performance management” routines of great managers.
First, the routine is simple. Great managers dislike the complexity of most company-sponsored performance appraisal schemes. They don’t want to waste their time trying to decipher the alien terms and to fill out bureaucratic forms. Instead they prefer a simple format that allows them to concentrate on the truly difficult work: what to say to each employee and how to say it. Continue Reading »
August 4th 2008
B. If your manager forces you to do things her way . . . she is probably focusing on process too much. Pick your moment, perhaps during your performance planning meeting, and tell her that you want to define your role more by its outcomes than by its steps. Ask her which outcomes she would use to measure your success. As you discuss this, describe for her how your style, although different from hers, will still enable you to achieve the outcomes expected of you. Continue Reading »
