Effectiveness of Management Training

Management by the word tells us managing different things in a well and proper manner. It shows us the way how to spend or use our valuable resources. We can see that in today's world the most successful organization are the one who knows how to mange well. They know how to manage well their man power along with their possession, and they also know how to manage as a team work. One might say that management is one kind which can also be achieved in birth. It may be correct to some extent but for the better performance in case of applying in an organization and so on. It is a must for a person to undergo training because different organization has different styles of practice, in the different fields..

Let us discuss the effectiveness of management training:

1. In case of a team who are working to bring out a same task, their training helps them to finish their work faster. In a team work one full effort is not only sufficient they should know how to work together, which sources will be relevant to that particular works. In order to know all this for the betterment they must undergo training first and know all the information before the work is done.

2. As communication is very important, team performance is also affected by communication. So, training of the team helps to develop a good and effective communication which in turn leads to the achievement of the organization goals.

3. Training base on how to use the electronic medium which is also considered a part of communication is also important. This electronic medium is like e-mail, fax, telephone...etc. They teach how to use all this things in the most effective way but should not be in kind which can give stress to others.

4. One of the most important things which should not be missing out is the training regarding motivation within the groups. Members can have some mental problem. So. in this case, it is very beneficial if that person gets motivation from his colleagues so that the person will have a felling of oneness which will can bring good deeds.

5. This kind of training also focuses on the leader how to lead and guide the teams, in a very useful and respectable manner. Besides how to utilize the time is too taught in the training.

6. The channels in which authority or power has to be taken in a situation is well known or well taught during training, as well as how communication should to be flow in the teams. There are lots of things to be known when there is a things to be perform in a group.

So, the above mention points can also give us the idea about the effectiveness of management training. Teams which undergo a good training perform their task skillfully and with less time. Besides they even have a good communication with each other in the group where they understand each other in a very good manner and respect each other. They maintain a good atmosphere within the group.

The writer is an expert in content writing, proofreading...etc. He has been working as a Content Manager for more than 5 years. He can be reached at anubhutib4u@gmail.com.

Organising Management Development Programmes

All the biggest multi nationals have constant management training and leadership development programmes for their employees and even for themselves. Learning is the quickest way to growth and that's what management development programmes do. They train you as a cohesive unit to work as a well oiled machine for greater output and productivity. If you are thinking of organising a management training programme for company, here's what you can do.

Start with a specific goal in mind. What is the outcome of the entire exercise? Do you want your subordinates to work better as a team? Or do you want them to become better decision makers and leaders? A specific outcome will help you with the rest of the decisions that need to be made.

The next you have to decide is who is the training aimed at? Upper, mid or lower level management and whether is it a compulsory participation or not. Usually corporate houses have regular training cycles for all levels of management to upgrade their skills and abilities. Compulsory participation is a must if you aim at team building. It is better to make management development programmes mandatory.

Next decide on the duration on training and timing of the programme. You can break it up over few days in between work or can have it extensively over a weekend. Having it over a weekend is always conducive as it causes no hindrance to work schedules. You also have to decide whether you are having the programme on office premises or at another location. Arrangements have to be accordingly. If it's at the office make sure the timing of the event doesn't clash with any other important event. Having it at a country club or a near by retreat is always fun. You can call it a learning getaway.

If you are inviting speakers to come and address the employees make sure you send out their invitations months in advance so they can RSVP. So if they can't make it you have enough time to find another speaker. If you are organising a team building programme include games and a lot of activities that include open communication and mingling. If it's a leadership development programme call motivational and other inspirational people to take about their real life experiences and small lessons learnt along the way.

Have itineraries made, include customised t shirts and also throw in a goodie bag as thank you gift, everyone will love it!

Corporate Commandos provide management programmes and leadership development programmes. They have extensive course structures that specifically aim at improving productivity, work better as team and build leadership skills. Visit their website for any additional information you require on their working style and past experiences. http://www.corporatecommandos.com.

What Matters When You Measure Online Customer Performance?

Online businesses are some of the most thriving ventures at the present time. This is because it is no secret that most people use the Internet when they are searching for a product or service that they want. Quite frequently, one immediately finds what he is looking for. When it comes to customer performance, there are some things that are needed to be measured. However, there are only a few that are required to be gauged. Instead of determining the customer performance in the conventional way, you should have your own customer measures.

In reality, the customer performance from one organization to another will greatly vary. In addition, there is a need to distinguish how the results will be utilized. Although most of the information gathered might not be at all surprising, the metrics will prove to be very interesting. So if you have your own website for your company, you will notice that there is a big improvement on your customer base. They will know your company more and this is your chance to reach out to them and communicate.

When it comes to customer performance, the first thing that you will need to look at is the return rate. This involves the percentage of the visitors that come back to your site or visits your site more than once. This is an indicator that shows customer loyalty. However, you should only measure those visits that are done on a different day. Otherwise, it will only pertain to the same visit on the same day.

The next thing that you are going to measure is demographics. Most sites have their own existing client database. Here, they can easily look up the demographic profiles of the people who log into the site. If you have the same thing as them, you will be able to find out the biggest group that visits the site everyday. For instance, in the age group, you will find that most of your visitors may actually be older than what you have anticipated. This is one of the most important things that you have to measure in customer performance since you can now target the whole content of your site and improve it towards the people who are reading the content.

Another is the time of visit. This is like a time indicator that shows whether the people only visit your site every once in a while or if they are regular supporters of your site. To measure this, you will have to calculate the times between the visits. You will ultimately be guided for the needed rate in the regular changes. The last thing that you will need to gauge is the percentage of the page views of the users. Most sites measure the logged in visits and how long the session usually takes. This will give you information about the length of the vest and which pages in your site is the most viewed.

It is important that you know how to measure the customer performance for your online site so that you can make changes and updates that are necessary for the success of your business.

If you are interested in Customer Performance, check this web-site to learn more about customer satisfaction

Key Ideas on How to Motivate Your Employees

When it comes to your business, your employees are a key component in how successful you are. After all, they're the ones greeting customers, filling orders, and giving your business a "face".

Employees can make or break your business. Which is why it's vital you make sure they're motivated and happy to be working.

There's no "secret formula" for employee motivation. At heart, it's simply about discovering what truly makes your team happy and then giving them what they want. And no, this doesn't have to involve expensive trips to Tahiti or never-ending "Employee of the Month" trophies.

For instance, you could start by giving your team a questionnaire. Use it to find out what they're unhappy about at work, and what they enjoy most. Ask them what changes they'd really like to see happen, or if there are any skills they'd really like to learn.

Most people would love to have flexibility in their schedule, and this is a no-cost way you could really score some points with your employees. Could you offer them a 4-day work week? Or scheduling that allows them to save money on childcare?

Many companies are starting to see the benefits of more flexible scheduling, especially when it comes to a shorter workweek. Recently, the state of Utah went to a 4 day workweek. They're saving 13% on energy costs, and their employees are saving big on gas and childcare costs. The biggest perk? Absenteeism is down, and everyone is happy with the shorter schedule.

Also, don't forget the power of a heartfelt "thank you". Thanking your team for a job well done is something that managers often forget to do. But it can make a huge difference in your team's morale. Everyone wants to feel appreciated, so make a point to thank someone at least once per week.

You can also keep your team motivated by showing a real interest in their lives. Learn about their hobbies, their families, and their goals in life. Try to connect with them on a personal level.

And if your business can accommodate it, give your team the freedom to work more on their own. No one likes having a boss hanging over their shoulder, watching their every move. Give your team a task, project, or goal, and leave it up to them to figure out the best way to get there. This is showing trust in their abilities, and they'll appreciate your vote of confidence.

Motivating your team doesn't have to cost a fortune. In fact, it's the small touches that often make the biggest impact.

Jeff Thomas is a contributing writer for Ideal Computer Systems, a leading provider of business management software for Outdoor Power Equipment/Lawn Mower and Powersports/Motorcycle dealers.

With nearly 25 years of proven experience, Ideal has helped thousands of dealers gain control of their inventory, streamline their service department, evaluate their overall business performance with customized reports, and much more. For more information, visit http://www.idealcomputersystems.com/

How to Handle a Negative Employee

You know the one: he comes in grumpy, and within minutes the atmosphere of the entire office has sunk like a brick. No one wants to work with him, no one likes to talk to him, and people go out of their way to avoid him in the halls.

Negative employees can wreak havoc on a small business. They not only decrease the productivity of everyone else, but they make your team dread coming into work. Negatively is like any virus: it spreads easily.

If you've got a toxic person on your team it's vital that you either try to turn them around or let them go.

Start By Talking With Them

If you haven't approached them before, start by talking with them about their attitude. They might have a specific reason why they've been so unhappy, and if you can fix it easily this is the best way to turn them around.

Ask them specific questions. Is their attitude related to something specific at work? Are they having problems at home? Are they too stressed out with their tasks?

Finding the root cause is important. Of course, if they're just a negative person in general you won't be able to do much.

Keep It Private

It's important not to chastise the person in front of others. When you talk to them about their attitude, do it in the privacy of your office. No one likes an audience when they've done something wrong, and making it public will likely make them act out even more.

Clearly Communicate Your Expectations

Make sure the employee knows that their attitude is unacceptable. Everyone in your business should be treated with courtesy and respect. If they don't have something nice or constructive to say, then they should keep quiet.

Many negative employees start or perpetuate gossip in a company. And, gossip is incredibly toxic. If this person is contributing to the gossip mill then they need to stop immediately. Gossip creates animosity, tension, and stress, and your team doesn't need that.

Communicate Consequences

It's important to be clear that there will be consequences if they don't change their behavior. If there's no improvement after a certain time period, you might have to let them go.

The threat of job loss can be a strong motivator for change, so if all else fails then make sure they know this is an option.

Jeff Thomas is a contributing writer for Ideal Computer Systems, a leading provider of business management software for Outdoor Power Equipment/Lawn Mower and Powersports/Motorcycle dealers.

With nearly 25 years of proven experience, Ideal has helped thousands of dealers gain control of their inventory, streamline their service department, evaluate their overall business performance with customized reports, and much more. For more information, visit http://www.idealcomputersystems.com/

Traits of Successful CEOs

A recent study measured successful CEOs for the Big 5 personality traits (openness, agreeableness, conscientiousness, extraversion, and stability) and found the closest correlation with conscientiousness. The authors of the study, Steven Kaplan, Mark Klebanov and Morten Sorensen ("Which C.E.O. Characteristics and Abilities Matter?") relied on detailed personality assessments of 316 C.E.O.'s and measured their companies' performances. So where do you think you are on the conscientiousness scale? Here are some sample questions:

• I am always prepared.
• I am exacting in my work.
• I follow a schedule.
• I get chores done right away.
• I like order.
• I pay attention to details.
• I leave my belongings around. (reversed)
• I make a mess of things. (reversed)
• I often forget to put things back in their proper place. (reversed)
• I shirk my duties. (reversed)

Regardless of whether you think you score high or low on this scale, you should not leap to the conclusion that these are the most important traits of successful CEOs. On the contrary, I can point to dozens of case studies in which passion, honorable behavior, and humility played a much greater role in defining successful leaders and successful companies. The real difference between the successful and not-so-successful CEO has nothing to do with personality. It has to do with traits that are learned, like persistence, efficiency, analytic thoroughness and the ability to work long hours. It would be easy to miss this point if you were inclined to put too much faith in nature, not nurture.

Eric Douglas is LRI's principal consultant with expertise in strategic planning, leadership development and change management. Discover how your communication style affects your organizational structure by taking our straightalk survey.

It all starts with the CEO and top management. Stay on top with quality content, blog posts, and downloadable tools to help you run your business at our Leadership Development Program website.

Is Your Leadership Style Too Rigid?

I grew up during a time when dads were not expected to be involved with their families. The message for them was to sacrifice everything related to home and to be the sole providers for their families.

Gender roles were at extreme poles. Moms were mons, and dads were...well, unfortunately not allowed to be dads.

Fortunately, times have changed. The 21st century is a time where we are all trying to find the center in our lives.

Women are trying to break in to higher levels of the workplace and men are trying to break out. The reality is that the old suit that men have worn for years doesn't fit them any longer. Like women, men want fuller lives. We may not be completely there yet, but we are certainly moving in the right direction.

But we often come up against the wrath of old thinking. Rigid roles of the past are passé. And yet, they do pop up in our heads too frequently. Dads who choose to stop working at 4pm to rush home to coach their kid's baseball team have to confront this judgment. As do fathers who chose to become stay-at-home dads. Even worst, what about the guy that wants to reinvent himself and step away from a high-paying, high-stress job to pursue a "less practical" passion?

When I wrote my book, The Connected and Committed Leader, my hope was to help redefine leadership in the workplace so that collectively, men and women could thrive. It is not about achieving balance, but finding a center in the extremes that no longer work for us. In other words, creating work that works in today's world. Since my leadership insights draw on the heart-driven aspects of parenting and apply them back to business, many people thought that my book was strictly geared towards women. After all, how often do we speak of home when it comes to men? Not often enough.

However, in my work today with corporate and entrepreneurial professionals, I find men really connect to my insights in different ways than women. Men are seeking permission to shed the corporate armor and to be more human at work and at home. Where as women are looking for validation that they can keep being themselves without the armor and still be successful in business.

In truth, we are all tired of the old ways; the rigid hierarchies and the command and control models no longer work.

Armin Brott, better known as "Mr. Dad" is an author of eight books trying to change how our society and the workplace look at men as dads. He believes that there is still too much societal expectation for men to be "tough" resulting in them becoming emotionally removed and unavailable. As a result, families, workplaces and society as a whole suffer. I agree completely.

Leadership at home and at work requires emotional presence. If we don't allow men to bring this forth, how can workplaces and homes thrive and move beyond where we are today? Men have to be able to shed some of that armor in order to be connected to those around them. Ironically, when they do, they become even more influential and can make a bigger impact.

Here are some things to think about:

Believe and Let Go

Control is not leadership. Believing in others and guiding them to excellence, is. When you control, you are controlled by the need to control. You are unable to connect when you attempt to control and fix everything. When you let go, you can become the leader that is already within you. Start first by believing in that leader within you and let go. The first place to address these judgments and expectations that society has on you, is by addressing it first within yourself. When you start to believe and let go, you give yourself this permission and in turn, help others around you to do the same.

Be Receptive and Yield

The word receptivity is often attributed to women. Women receive, but men don't. However, in order to lead, we must first receive. To receive is to be in a position of guidance. You can only guide others when you are open enough to receive them and their ideas. When men start to receive they begin to loosen that burden they carry, and as a result, they become more available and connected to those around them. This fosters a position of strength that enables growth in you and in others.

Be Vulnerable and Give of Yourself

We all know that the stereotype exists that men don't like to ask for directions. Why? Because that would mean that they are vulnerable. Strength comes from stretching yourself to be more and more comfortable with vulnerability. That stretch develops a resiliency that is necessary for leaders. The best leaders are those that are vulnerable enough to know that they can be on the bottom of the heap tomorrow. Those that believe that they are above-the-rest and can't and won't ever tumble... are in a position to break. Think Bernie.

In summary, when I conducted my research with business professionals and asked them about the leaders who influenced them the most in their lives, 90% said it was a parent. A mom or a dad. So, to all of you dads that are leaders and aspiring to better ones each and every day, Happy Father's Day!

Laura Lopez is a performance strategist, leadership specialist and branding expert with more than 20 years of corporate leadership experience. Most recently, Laura Lopez was a vice president with The Coca-Cola Company. Laura's book, The Connected and Committed Leader, is available via her Web site at http://www.laura-lopez.com, at your local bookstore or on http://www.Amazon.com As the owner of her own business, Laura helps companies and business associations achieve more sustainable business results through the power of leveraging diverse talent with effective leadership and branding. She is available for speeches, workshops and customized programs. Laura can be contacted via her Web site at: http://www.laura-lopez.com

Is Your Leadership Style Too Rigid?

I grew up during a time when dads were not expected to be involved with their families. The message for them was to sacrifice everything related to home and to be the sole providers for their families.

Gender roles were at extreme poles. Moms were mons, and dads were...well, unfortunately not allowed to be dads.

Fortunately, times have changed. The 21st century is a time where we are all trying to find the center in our lives.

Women are trying to break in to higher levels of the workplace and men are trying to break out. The reality is that the old suit that men have worn for years doesn't fit them any longer. Like women, men want fuller lives. We may not be completely there yet, but we are certainly moving in the right direction.

But we often come up against the wrath of old thinking. Rigid roles of the past are passé. And yet, they do pop up in our heads too frequently. Dads who choose to stop working at 4pm to rush home to coach their kid's baseball team have to confront this judgment. As do fathers who chose to become stay-at-home dads. Even worst, what about the guy that wants to reinvent himself and step away from a high-paying, high-stress job to pursue a "less practical" passion?

When I wrote my book, The Connected and Committed Leader, my hope was to help redefine leadership in the workplace so that collectively, men and women could thrive. It is not about achieving balance, but finding a center in the extremes that no longer work for us. In other words, creating work that works in today's world. Since my leadership insights draw on the heart-driven aspects of parenting and apply them back to business, many people thought that my book was strictly geared towards women. After all, how often do we speak of home when it comes to men? Not often enough.

However, in my work today with corporate and entrepreneurial professionals, I find men really connect to my insights in different ways than women. Men are seeking permission to shed the corporate armor and to be more human at work and at home. Where as women are looking for validation that they can keep being themselves without the armor and still be successful in business.

In truth, we are all tired of the old ways; the rigid hierarchies and the command and control models no longer work.

Armin Brott, better known as "Mr. Dad" is an author of eight books trying to change how our society and the workplace look at men as dads. He believes that there is still too much societal expectation for men to be "tough" resulting in them becoming emotionally removed and unavailable. As a result, families, workplaces and society as a whole suffer. I agree completely.

Leadership at home and at work requires emotional presence. If we don't allow men to bring this forth, how can workplaces and homes thrive and move beyond where we are today? Men have to be able to shed some of that armor in order to be connected to those around them. Ironically, when they do, they become even more influential and can make a bigger impact.

Here are some things to think about:

Believe and Let Go

Control is not leadership. Believing in others and guiding them to excellence, is. When you control, you are controlled by the need to control. You are unable to connect when you attempt to control and fix everything. When you let go, you can become the leader that is already within you. Start first by believing in that leader within you and let go. The first place to address these judgments and expectations that society has on you, is by addressing it first within yourself. When you start to believe and let go, you give yourself this permission and in turn, help others around you to do the same.

Be Receptive and Yield

The word receptivity is often attributed to women. Women receive, but men don't. However, in order to lead, we must first receive. To receive is to be in a position of guidance. You can only guide others when you are open enough to receive them and their ideas. When men start to receive they begin to loosen that burden they carry, and as a result, they become more available and connected to those around them. This fosters a position of strength that enables growth in you and in others.

Be Vulnerable and Give of Yourself

We all know that the stereotype exists that men don't like to ask for directions. Why? Because that would mean that they are vulnerable. Strength comes from stretching yourself to be more and more comfortable with vulnerability. That stretch develops a resiliency that is necessary for leaders. The best leaders are those that are vulnerable enough to know that they can be on the bottom of the heap tomorrow. Those that believe that they are above-the-rest and can't and won't ever tumble... are in a position to break. Think Bernie.

In summary, when I conducted my research with business professionals and asked them about the leaders who influenced them the most in their lives, 90% said it was a parent. A mom or a dad. So, to all of you dads that are leaders and aspiring to better ones each and every day, Happy Father's Day!

Laura Lopez is a performance strategist, leadership specialist and branding expert with more than 20 years of corporate leadership experience. Most recently, Laura Lopez was a vice president with The Coca-Cola Company. Laura's book, The Connected and Committed Leader, is available via her Web site at http://www.laura-lopez.com, at your local bookstore or on http://www.Amazon.com As the owner of her own business, Laura helps companies and business associations achieve more sustainable business results through the power of leveraging diverse talent with effective leadership and branding. She is available for speeches, workshops and customized programs. Laura can be contacted via her Web site at: http://www.laura-lopez.com

Memo to Business Owners, Managers and Supervisors

Here are a few pointers of what to do and what not to do when it comes to dealing with employees. Please follow this guideline, lest you want to get sued by somebody who has all the time and energy in the world to get to the end of a long (or not so long) workplace harassment trial.

RULE #1: Don't expect your new hire to be your "buddy". And if you're looking for somebody to be your pal, let them know in the interview. That way, they'll know what to expect once they're on the job. You might also want to take into consideration that if they are going to be your buddy, make sure you treat them with a modicum of respect so they'll want to be your pal or they'll be hating you all the time, and who wants that. Unless you get off on other people's misery. And they'll just end up quitting anyway, and you'll have to start the quest of "find a new buddy" all over again. Time waster and possible lawsuit in your hands. Stick with the job. Friendship might come later. If you find that this person absolutely didn't work out as your buddy and make up a complete lie/reason to fire them, then might as well just shoot yourself.

RULE #2: Your employee is not a mind reader. When your new hire first starts a job, he/she might have skills and experience, but you also will have to communicate what the tasks will be and how they tie in to what you're trying to accomplish. Or your new hire will be working in the dark and make mistakes. Make sure your new hire learns what he/she is supposed to do. It is not his/her responsibility to learn or figure things out on his/her own when it comes to the inner workings of the job. It is YOUR responsibility. YOU are the manager or supervisor, not them. There's always a reason why employees make mistakes or fall behind, and it's not 100% the employees fault. It's the training they received once they get there, which should be thorough and complete on your behalf. And train them properly. If you don't, they will just agree with you to get away from you. Then they'll make a mistake and you'll blame them.

RULE #3: Don't overestimate or underestimate an employee. Just because you don't know an employee, it doesn't mean you know them. Don't assume you know anything about this person just by the way he/she looks, acts, or talks. The reality is... you don't know. They can surprise you either way. In other words, don't judge a book by its cover. Treat everybody with respect whether they're the CEO of a company or janitor. You never know who you're really talking with. And you never know what can happen in the future.

RULE #4: If you want to fire your employee whatever reason, don't make excuses as to why you want to fire them (unless you were a real asshole to this employee and you want to cover your ass for legal reasons). If you want to cover your ass for legal issues, then lie away. Put it all on the employee.

RULE #5: Take responsibility for your actions. If you're not afraid of legal consequences, then you can come clean and admit your mistakes. Your employee will appreciate it. But if you still think this is showing a sign of weakness, then you're screwed. Pride, especially in the workplace, never helped anyone. Your employee will be disappointed and eventually quit. And unless you like hiring people over and over again, this won't be a fun game to play. Admitting you're wrong wins loyalty and respect, which is far more productive.

RULE #6: Don't pretend you're the employee's friend when you're having "the talk" if you were a jerk the rest of time. When you sit the employee down to try to "save" their job, just don't. The employee sees through it. You both know it's a bunch of BS and that you never cared in the first place. Too late to start acting humane.

RULE #7: If you like to play the cat and mouse game with your employee and be a tyrant and actually enjoy it, get ready. A lawsuit is not far from the horizon. Don't say I didn't warn you.

RULE #8: Your employee will test you. You heard me. I know you're the boss but in reality, an employee is actually interviewing you when you're interviewing them (no matter how modest they may seem). An employee is constantly testing you in a variety of ways everyday to see if you're a good person to work with/for and if you care about their well being. They will add or deduct points as they see fit. They want to be happy on the job, just like you, but everybody has a breaking point. And if you're points are too negative, they will fire you (or quit, or do things to get fired).

RULE #9: Get over the power trip. Nobody cares if you're the CEO, the CFO, if you've got a BS, Masters, or if you work for the best company in the world. By trying to belittle or humiliate your employees, you're showing what an idiot you really are. Doesn't matter how many titles you got in your business card. Don't try to be Hitler. Again, not attractive or productive. Unless you want to start recruiting your own posse for after work activities and like to torment employees in their every move. By the way, anybody who's in this game of "let's bully an employee just cause we have nothing better to do" might get their asses hauled into court as well. Again, don't say I didn't warn you about that lawsuit.

RULE #10: Don't always listen to other supervisors when it comes to employees. If another supervisor has a complaint about your employee, don't be quick to judge the situation. Especially if you haven't been around to know what's really going on. That supervisor/manager who come up to you with the complaint might have a hard on for that employee and it's trying to get him/her fired. You can listen blindly, that's fine. But if you make a wrongful termination, it's your ass. You look good in front of your fellow supervisor, but look like an idiot to them and the employee you just fired as well. If you don't mind playing the "puppet" to your fellow supervisors, then that's fine.

RULE #11: Don't be ridiculous with your work rules. Is an employee really supposed to sit there all day long doing nothing? All because they have to stay in their station or by a phone? If they want to volunteer to do something, let them do it and be productive at the same time. Don't get in their face about it. Especially if it was their first time doing it and thought it would be ok since there was nothing else to do! Let them read a freakin' book while sitting there doing NOTHING. Are there really hundreds or even 10s of people coming in through the door that need attending to? Let the employee learn something while he/she is doing NOTHING. Stop trying to play the lion tamer while your employee plays the lion in the cage. Other situations apply as they arise.

RULE #12: Don't throw employees in situations where they're not properly trained just so they can mess up and you have an excuse to get them fired. Instead, just fire them. OK? Just fire them. It saves time and money.

RULE #13: Don't fire an employee for personal reasons. If an employee has an office romance with another employee and you have the hots for that other employee, just leave them alone. They've all been handed the sexual harassment manual and the office romance office rules. Let them make the mistake. Don't get in the middle and try to break them up because you are jealous. You look like an idiot and everybody will find out eventually.

RULE #14: Appreciate. If you're giving them complicated tasks or long hours that are beyond what you and your employee originally agreed to, pay them accordingly. You're not running a slave factory, are you? And if you are paying them less than what they deserve, make it up to them by giving them a bonus or a raise shortly thereafter. Employees are not tables or chairs, they're living, breathing living beings and they have lives and families. You or your company is not the center of their universe. Make it known you appreciate their work verbally or by actions. Keep them loyal or else they walk (in some cases sooner than you think).

RULE #15: Everybody is different. Teach Accordingly. People are different, therefore people think differently. If you are smart, you would take advantage of that to see things from different angles so you and your company can profit (especially in certain fields). Not everybody is going to like the way you teach. Why? Because their brain might work differently than yours. So you have to change your teaching style; you have to personalize teaching for your employees. If you want them to learn anything. Don't assume an employee is dumb just because he's not getting what you're saying. If both of you see the same thing in a different way, it's up to you to speak their language. Some people learn better visually. Some people are more "hands-on". If you have to, explain another employee the task so they can let "translate" to other employee. But for this to happen and to be effective, you have to be aware. Awareness of how other people think. And this is VERY important. Why? Because if you know how employees think, you can place them in positions that match their skills, making them more productive. If you throw an employee to do any random task and he/she is not happy with it, guess what? It's a matter of time before they start moaning about their job. Match employees with their strengths and you will see results. I'm just sayin'.

RULE #16: Talking down to your employee won't help him/her learn. Intimating your employee into learning something or while putting him/her down won't help either. People can't learn if they're on the defense. It just doesn't work. Get it through your thick head.

RULE #17: Know that you are protected... for now. Sexual harassment is illegal, but office bullying is not. Other countries such as Canada, and Sweden have strict policies against office bullying and the USA has not caught on. But this is becoming more and more in the open as new people come forward with their stories. Soon there will be laws against bullying in the USA, and you won't be safe. If there were only more laws against being a HORRIBLE BOSS in general... one day.

The rules above should be no brainers to all employers, yet it seems like many blatantly want to ignore these facts. I've seen and experienced it so many times. Many brilliant minds are wasted and turned the other way because of negligence and ignorance by managers/supervisors. Half the time, the owners of companies don't even know what's really going on in their own businesses because these nitwits are running the show for them. If there's one rule I have for some of these owners is: pay attention. One of these "professional supervisors" might be their downfall. But it might be too late and they might be left to pick up the pieces and the damage would have been done. Not to mention the money spent on legal fees if cases go to court. Or money spent on advertising trying to find new employees because of high turnover, which is detrimental for a company's productivity. But all the money in the world can't quiet the ignorance that has already been spread and will continue to spread if somebody doesn't nip silent epidemic on the butt.

Leadership Development & Talent Management - Productive Performance is the Goal

The goal of all leadership development and talent management is to develop people so they are consistently showing productive performance.

The formula for getting top performance is P = MC3(cubed)

Productive Performance is having the competence and motivation to consistently achieve maximum outcomes, in minimum time, with "just-right" efforts, that results in maximum time to enjoy life.

P = M x C x C x C which means:

Productive performance is a function of Motivation x Competence x Congratulations x Cash.

Motivation -- is the ability and willingness to keep going in spite of set-backs.

Motivation is measured by 3 criteria:

1. Interest -- does the person show active interest in engaging in the task?
2. Willingness to take calculated risks
3. Ability and willingness to take responsibility

The 3 Motivation Levels:

High Motivation Level = Exceeds Expectations (gets engaged with doing the task, asks questions; tries new, better ways of doing things; consistently meets deadlines) on this specific goal/task = M2

Moderate Motivation Level = Meets Expectations (exhibits interest off & on; becomes hesitant & loses confidence; sometimes does not complete task on time) on this specific goal/task = M1

Low Motivation Level = Does Not Meet Expectations (is indifferent to the task, gives up easily; doesn't try out new ways of doing things; often does not complete task on time) on this specific goal/task = M0

Competence -- is the ability to carry out a specific task or goal to CONSISTENTLY produce the desired result.

Competence is task/goal specific - not universal. A person can be highly competent at programming but not very competent at managing people.

Competence is made up of 4 criteria:

1. Technical skills
2. Emotional Intelligence (Self-Awareness, Self-Management, Empathy, Social Skills, Leader Assertiveness),
3. Job knowledge
4. How to collaborate with other people in the company.

The 3 Levels of Competence:

High Competence - Has all 4 skills to do the task/job well, requires little to no supervision. (Is well trained, technically; listens well; has a good grasp on how to do the task at hand; plays well with others) = C2

Moderate/Some Competence - Has some of the 4 skills, does well most of the time, and needs some supervision. (is well trained, technically; sometimes does not listen & so makes mistakes; sometimes does not understand the task; can get into conflict with others) = C1

Low Competence - Lacks skills needed to do task/job well. Needs close supervision to help the person or team develop the skills = C0

Congratulations - are about letting people know when they've done a good job. Congratulations also means leaders/managers give people the feedback they need to correct mistakes and improve on their productive performance.

Cash - people need to be paid an appropriate amount of money for the work they do. Preferably people get paid for productive performance, not time on the job.

To get your F.REE Instant Copy of -- A TASTE of GENIUS -- your key to productive performance -- go to http://www.subject2change.ca
From Dr. Jim Sellner, PhD.,DipC. -- Helping Zoomers & Super Zoomers find more joy, health and a sense of abundance. Subscribe to my blog at http://www.subject2change.ca/blog

Successfully Managing the Daily Operations of Your B&B

Running a bed and breakfast can be like directing an 8-ring circus. The innkeeper keeps the show moving, a constant and simultaneous set of activities, making your business a huge success. The better you do your job as an innkeeper the easier your job looks to your guests. I feel it's the "back-stage" elements of planning, inn policies, organization, and training that create the look of effortless-ness. Those same elements do make the job easier for you and your assistants.

However, no amount of preparation makes this job effortless. You can't begin to fathom how the simultaneous demands on your time and energy can drain you, as well as invigorate you. No matter how I stress this aspect of innkeeping, people can't comprehend my message until they are in the middle of "the circus". I have had clients call me several months after beginning their innkeeping careers, either as owners or managers, to comment on their realization of the workload that I had tried to describe and explain to them. It's not any one activity that makes this difficult, it is the entire set of activities happening all at once that makes this career challenging.

Part of the trick of managing your bed and breakfast is assigning different circus rings to assistants. Don't relinquish is your obligation to oversee their work though. You will be busy and involved at all times. Can you handle the "attention tugs" that will come from different directions at the same time and still love your work? Can you be an effective innkeeper under those circumstances?

Innkeeping is a wonderfully gratifying lifestyle for most people. Is it for you? Will you thrive or shrivel in this environment, will you be invigorated or driven crazy? Let's look at the circus rings and discuss what is involved.

The different circus rings include Innkeeper, Maintenance, Cleaning, Breakfast, Training, Check-in and -out, Bookkeeping, Reservations, and Marketing. Each department or activity is like a circus ring, but I also think of each as a juggled ball. The order I'm discussing the rings, or balls, indicates the order in which I feel you can give away that task. To help you understand my theory better think about each department, circus ring, or juggled ball as having a different price/hour value. Your mission is to give away the lower priced balls so you can focus on the higher valued balls.

The Innkeeper supervises all that happens in each department. Stay ever vigilant to your brand so the guest experience is everything you want it to be.

Maintenance should be an ongoing and regular activity. It's one way to protect your investment. I've seen too many innkeepers who deferred their maintenance because of lack of time or money, only to find they were so far behind the task was monumental. For example, not keeping the wood trim on your windows painted can cause the wood to rot so when you do get to the window project you have to repair the wood before you can paint. Pay attention to your locks, paint, carpet and flooring, HVAC, the grounds, and the roof -- for starters.

Cleaning is another ongoing, regular activity -- daily, in fact. Even if you don't have guests on a given night, it's prudent to still dust the common areas and double check the guest rooms. The common areas are what people see first upon entering your B&B, and their first impression should be a good one. A clean house creates that first good impression. If a surface is dusty, the guest has to wonder if other things, like the toilet or shower, are clean. After having been the housekeeper for a period of time you will be prepared to train your employees to do the job the way you want it done.

Breakfast is a great time for you to interact with your guests. It's one of the three important times to spend time with them. That doesn't mean you need to be cooking or doing the primary serving. Serve coffee as you chat with your guests. Again, doing this job yourself better helps you train your staff and understand what goes into the job.

Training requires a constant effort because the details are so important. Up to now, you've performed the various tasks at your inn, you've trained others to take over some of the tasks, and now it's time for you to give the job of training to someone else. Training is a more time-consuming job than the jobs discussed above because it's critical to the quality of your inn and the guest experience. By having someone you trust as a trainer you focus more of your attention on the jobs you can do best.

Checking guests in and out is an important job that's can be overlooked. These are the other important times to interact with your guests. That interaction doesn't have to be done by you, the owner/innkeeper, but it does need to be done by a person who cares about the inn and the guest's experience. One reason these tasks are important is because of the opportunity to set the tone for this or the next stay and to find out what they need now or next time they visit.

Bookkeeping is an incredibly important job because you are tracking the money through the business. By doing the books yourself for several years you develop a knowing about the numbers so when things aren't right you have a better idea of what the problem is. The problem could be a data entry error, a departmental problem, or a theft. To this point theft from B&B's is a minimal problem, but it could happen, More often than not it's a math or data entry problem and one you can "fix" with your strong background in your inn's bookkeeping.

Taking reservations is one of the most important jobs in the inn because it's the task that shows your guests more about your inn than your marketing ever can or will. This is a guest's first interaction with you and the way you handle it will show them how they will be treated when they arrive. The person who takes reservations needs to be knowledgeable about the inn, policies, and even the activities of your community. That kind of knowledge helps you guide a guest's experience both at your inn but also in the area. Taking a reservation can take about five minutes, time you can better spend elsewhere once you have both the background and the employees to fill in for you. It's a very important task and can make or break your business. Don't give it away lightly, quickly, or easily. Train your replacement carefully and watch them closely so that reservations are done "right".

Marketing, the task of getting the word out about your inn, is the one circus ring you never give away. Nobody can market your inn the way you can. The main reason you've been slowly giving the other balls away is so you have time and energy to focus on marketing. Marketing is the more than your web site, brochures, advertising, and promotions, it's also your guest interactions and customer service -- your hospitality. The way you treat your guests may be the most important marketing you do. If you treat them well they will return and tell their friends, family, and associates about you. If you treat them badly, or in a way that disappoints them, they will also tell everyone -- just more often. If you are too busy working the inn you don't have the energy or focus for your guests. Don't forget part of "marketing to your guests" is making sure your employees are doing their jobs right; your management of them is part of marketing to your guests.

The focus of this discussion has been to underline the importance of you working the inn, not having it work you. You should manage it, not the other way around. Your challenge is to work on the business, not in the business.

Managing the bed and breakfast's daily operations is an involved, multi-dimensional job. You can't do it all, unless you have only a couple of rooms, so learn how to manage the people who will help you maintain a fantastic operation at your B&B. You'll enjoy the business more, and probably make more money too.

* Sage Blossom Consulting *
Sustainable Hospitality Is Our Business
Kit Cassingham, Member ISHC
http://www.SageBlossom.com

Kit Cassingham, Founder and Chief Sustainability Officer of Sage Blossom Consulting, is a hospitality consultant to the B&B and hotel industries. Her focus includes market niche, and sustainable and green operations.

Leadership Responsibilities Concerning Benefits

It may be the military, government or corporate America; they all have some form of benefits. What role should a leader take to ensure everyone is aware of benefits and the procedures to utilize them?

Benefits are typically explained when someone becomes a new member of any organization. The question being how many people remembers them or understands them 30 days later? If you are a true leader you don't count on someone else to take care of your team. I am not suggesting that you shouldn't use your support teams what I am suggesting is that you ensure your team knows who they are and how to contact them,

Let's use an example: Joe desires to take college courses at night to improve his education and to increase his future opportunities. He doesn't have the money to attend school and he has let the past six month's pass without going to school. You have discovered this while having a conversation about his future being surprised that he was unaware of tuition assistance available to him through the benefits program.

It's a common theme people not realizing the benefits available, a few other common examples are: insurance, discounts, retirement savings and vacation. Yes as previously stated they were explained initially but also remember the excitement of starting a career and the desire to get started. The key things they remember are when do I start and how much money will I be making.

Leaders expect great results from their teams and the teams expect great things from their leaders. I would much rather have my team learn about opportunities from me rather than have them learn it from someone else and wonder why I never told them. It's what great leaders do, lead.

Ron Kirby is a world traveled educational and motivational speaker that has over 37 years of Leadership experiences in Corporate America and the Marine Corps. His passion is speaking on Leadership concerning Business Growth, Personal Development, Innovation, and Educational Experiences. Sergeant Major Kirby served 32 years in the United States Marine Corps deploying to over 40 countries and having the privilege of providing Leadership training in a myriad of cultures. Ron takes great pride in the fact he has contributed to the Leadership and promotion success for countless individuals during both his military and corporate career. Invite Ron to make your next event a smashing success! Contact him by phone at (843) 304-6111 or by email at RBKSR51@HOTMAIL.COM. Read more about his background at http://www.egSebastian.com/RonK

Recognition - A Terrific Way to Motivate Employees

Executives and managers seeking an effective, low cost way to motivate their employees don't have to look too far. Often overlooked and dismissed as an ineffective or short-term fix is "employee recognition."

THE RATIONALE

It must be understood that people don't work for money alone. Yes, there's no denying that the principal reason for going to work is to earn a living. But there are many ways to earn a living, and many places to satisfy that requirement. Plus, we want people to excel, not just do the minimum. So, obviously, we need to be creative in our approach to gain that "extra effort."

Although motivational theories abound, and everything from pay to "perks," to "Theory X" controls and prodding has been tried, simple recognition of desired behavior and accomplishment is a powerful incentive. Leaders seeking performance improvement must rely on "soft skills," essentially human interactions, to advance their agenda. This generally translates into meeting your employees' needs through a variety of approaches which increase the incumbent's desire to perform. Only when both sets of needs - the employer's and the employee's - are met does the employment "contract" make sense.

There are many obvious and compelling advantages to recognition as a means to reinforce superior employee performance. First, it is straightforward: You show appreciation for the efforts and results you like to see. Second, it is inexpensive. It can be practiced at no cost or little cost. Simple comments, commendations, public accolade, and the like, are effective. Third, it is consistent with motivational theories (e.g., Maslow's "Hierarchy of Needs," B. F. Skinner's "Reinforcement Theory," Goal Theory, Equity Theory, etc.)

Many companies have formal employee recognition programs and/or policies, but some do not. However, there are always opportunities to show appreciation and recognize high performers.

PRACTICAL APPROACHES

There's an old song called "Fifty Ways to Leave Your Lover," (by Paul Simon, 1975) -- and there are probably many more. Likewise, there are lots of ways to recognize your employees. Here's a few for your consideration:

Formal commendations, plaques, certificates, awards, "pat's on the "back," public praise, lunch, luncheons or dinners, donuts or bagels in the morning, letters of appreciation, time off, reserved parking spaces, employee of the month or year designation, appreciative comments, gift cards, parties, bonuses, pay increases, performance evaluations, promotions, cards, observations of significant occasions, "we missed you" comments, genuine smiles and enthusiasm, special projects or choice assignments, a chance to "shine," small gifts, introductions to key individuals, spending time with the employee, encouragement, positive feedback, conference attendance, workshops, training, celebrations, etc.

Good managers are a reflection of high caliber, motivated employees, and vice-versa. So go ahead and apply some, or all of these techniques, and perhaps you already do. Just make sure that what you do is deserved and consistent. Unfair treatment and undeserved recognition may, in some cases be worse than no recognition at all, and can have a demoralizing effect on other employees. Get started-- practice employee recognition techniques skilfully and frequently to develop a happy and motivated workforce.

Ben A. Carlsen, Ed.D, MBA, is an experienced CEO and manager. Dr. Carlsen has over 30 years experience in management, consulting, and teaching. Currently the Head of the Business Department at Everest Institute, Hialeah, FL., he was Chairman of the Los Angeles County Productivity Managers Network and President of the Association for Systems Management (So. Calif. Chapter). Additional information can be obtained at http://drben.info

Employee Empowerment Done Right!

First, ask yourself...
Would you like to be able to empower your employees to make more decisions on their own?

Empowering employees helps free up the manager's time for more important tasks, and helps to develop the employees' skills and increase their engagement at the same time. Empowerment is obviously a good thing, but how come we are not always able to empower our employees as much as we would like? Well, many factors contribute, but one that is often overlooked is the amount of information we share with them, and how this act (information sharing) directly impacts our ability to empower, and their success when empowered!

When we actively and openly share information with our employees, 3 major outcomes are likely to occur:

• Commitment and overall employee engagement will increase since they will feel like a bigger and more integral part of the team
• The amount of innovation and proactiveness on their part will skyrocket
• They will have the knowledge and ability to make decisions on their own. No longer will they have to run to us every time they have a question, or encounter a problem or challenge.

So what info do we share? Well, each organization is different, and each employee is different. A few ideas to get you started: company financial data, the needs and wants of the customers, strengths and weaknesses of the organization, info about competition, and overall organization and team goals.

This tip was taken from "Empowering Others for Success" which is the July session of The Compass Program. Click Here to view the schedule of all 12 sessions for The Compass Program.

This article was written by Jeff Rosset, President of Compass Coaching & Development LLC. Compass C&D is an organizational training & development firm located in Hoffman Estates, IL. For more information about Compass Coaching & Development, please visit http://www.Compass-CD.com

Creativity in Volunteers and Staff

From time to time I encounter volunteers who really give association management professionals a run for their money, in terms of creativity and what they can get done with limited resources.

Recently, I marveled at the accomplishments of some small groups of volunteers who had essentially no financial resources at their disposal. The problems they had to solve would have been easily solved if they had access to ready-money. But they didn't. All they had were problems and some creative volunteers to solve them.

Instead of throwing money they didn't have at a problem they had to solve, they tapped the creativity of the group to unleash exciting, fresh, innovative ideas. They searched for and implemented free technology tools that enabled them to harness the power of other members to "spread the word." They worked "deals" with other organizations to get products to sell to supplement event revenue. They took advantage of low-cost and free online services to get printing and promotion done.

In short, they did what we always expect association staff to do. But too much time in an office, watching deadlines approach, can stifle the recognition that being creative is more valuable than rotely turning to "the way we've always done it." It's certainly easier to just do what you've always done, but it makes one worth less and less as time goes by. That's why it's important for association staff to get out from under the routine on a regular basis...try something new and different! And it's important for staff to tap into the creativity of volunteers.

The reason volunteers can sometimes seem so much more creative than the staff they work with is that the tasks at hand are NEW to the volunteers, but they may be viewed as "old hat" to the staff, who tend to think they have all the answers. When a volunteer comes up with a brilliant idea, sometimes a staff member feels slighted or threatened or just annoyed that it was not HIS idea! Staff members need to recognize this, but so do volunteers. The volunteers who work with staff can spark creativity in the staff, just as the staff member sparks creativity in the volunteer when she says, "we didn't budget for that."

Volunteers who are alive with creativity can put staff members on their toes by challenging them to respond to creativity with creativity. Staff members who truly understand their roles respond to that challenge with creativity of their own.