Showing posts with label Effective at Work. Show all posts
Showing posts with label Effective at Work. Show all posts

Friday, August 17, 2012

8 Ways to Find More Time in the Day




[See 10 Questions That Will Help You Earn More Money.]

Their motivation? Often, it's for the money. In today's uncertain job environment, finding more than one source of income can be the best way to guarantee a paycheck. "No job is secure. If you've created multiple streams of income, at least you aren't left with no income, even if it's just to supplement unemployment insurance," says Glinda Bridgforth, financial coach and author of Girl, Get Your Money Straight.

In order to make it work, multiple job holders figure out ways to find more time in their days. Here are eight of their strategies:

1. Organize your workspace. Bridgforth says that when she was writing her first book, she faced major writer's block. Then, a friend gave her a book on feng shui. After staying up until 2 a.m. reading it, she woke up early the next morning to start decluttering. Her office area, she realized, was filled with library books and magazines.

"Once I cleaned up the office, I finished the book. Having a clutter-free environment keeps your mind clear and helps you stop wasting time," she says. That allows her to juggle her writing, financial coaching, and speaking commitments.

2. Make a to-do list instead of watching television at night. Martin Cody juggles two full-time jobs: He's vice president of sales for a medical software company as well as founder of Cellar Angels, an online wine retailer than also supports charities. In the evenings, he avoids television, which he estimates saves him at least 30 minutes a day, or 180 hours a year. Instead, he makes time to write down five things he absolutely must do each day for each of his businesses.

Cody also keeps a notepad by his bed in case other ideas come to him throughout the night. "If anything pops into your head that's causing you anxiety, write it down, and then you can sleep," he says. That way, he starts each day with a game plan--and he wakes up half an hour early to get started on it.

[See 20 Hot Money Moves for Summer.]

3. Live by a day planner. While the proliferation of apps and mobile devices make it easy to get organized electronically, Ford R. Myers, career coach and author of Get the Job You Want, Even When No One's Hiring, swears by the more traditional paper methods. "When you write something with your hand in ink, it has a deeper commitment," he says, adding that he likes to be able to see his entire week at once without having to scroll on a screen.

Myers has used the same week-at-glance calendar for 25 years, which helps him keep up with his multiple commitments as an author, career coach, and consultant. "It runs my life. Once something is on my calendar, it gets done," he adds.

4. Wake up with the birds. Jennifer Teates works 30 to 35 hours a week as the manager of a law firm and she also spends an hour or two each day writing for her local paper, the Examiner.com, and other websites, on personal-finance issues. She's also the mom of a one-year-old. She does it all because she loves it all, and her law-firm work often gives her ideas for article topics.

She gets everything done by waking up an hour or two before her son so she can get in some writing time first thing in the morning, when she's most productive. "If I have something I want to really concentrate on, I try to do that in the morning, when I'm at my best," Teates says. Then, in the evening, she unwinds and gets in bed in time to squeeze in six to seven hours of sleep, which she says is enough for her.

5. Take a sabbatical. Ebony Utley, author of Rap and Religion: Understanding The Gangsta's God and associate professor of communication studies at California State University--Long Beach, discovered an unexpected upside to the two-day a month furlough experienced by all California State University faculty that began 2009. Since she had extra time and needed to make up for the lost cash, she ratcheted up her speaking and writing careers, as well as her website, theutleyexperience.com.

"I sent an email to everyone I knew and said, 'I have free days, can I come and speak?'" says Utley. Soon, she was making the rounds on the university speaking circuit, talking about rap music, racial stereotypes, and the hip-hop generation. Now, Utley is starting a year-long sabbatical, which will allow her to start her next book on infidelity in pop culture and real life, and continue her speaking tour.

[See 50 Ways to Improve Your Finances.]

6. Take advantage of weekends. During the work week, Stephanie Theodore is busy with her full-time job as a department manager at a financial firm. But on the weekends, she has another identity altogether: art studio owner. She runs her own Brooklyn gallery, Theodore: Art, which is open from 1 p.m. to 6 p.m. every Friday, Saturday, and Sunday. (Theodore is there on Saturdays and Sundays.)

"I do everything in my off-time. A lot of what goes on in the gallery is not about the gallery hours but about meeting people, organization, and installations," says Theodore. In addition to her weekends, she usually dedicates one or two evenings a week to the gallery, as well. Like Cody, she avoids zoning out in front of the television. "It's a mind-melting time suck," she says.

7. Take up contract work. When Dana Lisa Young launched her wellness business, Atlanta-based Dragonfly Reiki, in 2008, she also held down a 40-hour-a-week content management job. That meant building her wellness business, which includes Reiki, reflexology, and life coaching, entirely in the evenings and the weekends. That mostly worked out fine, since most of her clients preferred to meet in off-hours as well, but it left Young, who is also a mother, with very little down time.

Young eventually left her full-time job and replaced it with contract work, which means she can work from home on a more flexible schedule. She manages all of her commitments on Google Calendar as well as a family wall calendar. "I'm very conscious of scheduling things and blocking out periods so I know I have those times to work," she says. She often gets back on the computer to finish up contract work after her children go to bed, for example.

8. Dedicate certain time periods to your second job. As a full-time criminal justice student at Marymount University in Arlington, Va., Nicholas Ignacio is busy--and he recently became even busier after launching his student-run lawn care business. After starting Strong Students Lawn Care (www.strongstudentslawncare.com) three months ago, he started spreading word through Craigslist, and soon found that his services were in great demand. Homeowners and businesses are especially happy to support local college students by hiring them, he says.

Now, he dedicates three to four days a week to working on his business and the other days to class and studying. That way, he's able to keep up with his college work--while also earning enough to pay for his living expenses.




Tuesday, July 24, 2012

You work where? Awesome Workplaces Around the World - Yahoo! Singapore Finance



By Shi Tianyun


Some people just have all the luck – like the employees of these companies. Check out these cool offices that they have the privilege of working in. Bet there's no such thing as Monday Blues in these workplaces!




McLaren Technology Centre in Surrey, UK


The Formula One racing-car company is housed in a sleek, futuristic building that overlooks its own huge artificial lakes. Be transported to the future as you make your way along glass walkways amidst the sleek silver interior. All the trappings of an awesome office like a juice and coffee bar, and a swimming pool and fitness centre that look right out a posh country club, pale in comparison with the centre of attraction - the 145m long wind tunnel that the McLaren Team tests out F1 cars in. Plus, F1 drivers make frequent appearances in the centre too! Lewis Hamilton takes you on a tour


here.




Red Frog Events in Chicago, US


One step into the events company's office and you will know why they call it "Camp Red Frog". The office looks just like a holiday camp, complete with foosball tables, rock climbing wall, a zipline and hammocks! Meetings are conducted on comfy beanbags in tree houses and once it is over, just glide down the slide to get back to work. Plus, there's an unlimited candy supply everywhere, courtesy of strategically-placed dispensers. Check out this colourful campsite disguised as an office


here.




Google Headquarters in California, US


And we saved the best for last, the Googleplex. The 500,000 square foot premises houses everything from a beach volleyball court, sculptures of dinosaurs and Android mascots outdoors, 18 different cafes so you never have to step outside for lunch ever (did we mention that meals are free too?), sleeping pods (relaxation devices that are sound- and light-proof) and of course a twisty slide that goes down multiple floors – who wants to take the boring lift, right? Click here for a tour of the Googleplex!




Make your workplace more interesting


If you are seething with jealousy in your drab, tiny cubicle right now – short of joining McLaren, Red Frog or Google , you can make some tweaks so your workday will be more bearable. Always check with HR or your boss before you bring any of the below to the office!




Get your own coffee machine


Tabletop machines that brew coffee from capsules are now affordable and fuss-free. Pool together your colleagues to get one if you can't function without caffeine. An endless supply of fresh piping hot brew that's within arm's reach beats getting your daily cuppa from the nearby café that might have turned cold when you finally reach for it, hands down any day. Or if you are a manager, this is one sure-fire way to win favour with your staff.




Add water features
Be it a small desktop fountain or fishbowl (make sure the fish is fuss-free like tetra or fighting fish), a water feature doesn't only add some life to the décor to your cubicle but the bonus: water has soothing, calming influence.




Spruce it up
Besides water, plants are another great way to inject some colour and oxygen at your work area. But if you don't have green fingers - dead plants are depressing anywhere - why not get a terrarium? These easy maintenance glass-enclosed gardens don't require much watering.




Workout at your desk
So your office doesn't have an in-house gym with personal trainers ala Googleplex but that's no excuse to put the pounds on. Exercise balls are fast gaining popularity with deskbound employees as a means to burn calories while seated. Sitting on the ball forces you to engage your core to keep stable and encourages some to do exercises on the spot.




Add a mirror
While the size of your desk or cubicle isn't going to expand anytime soon, placing a mirror or two strategically will help give the illusion of a bigger space. Plus, you can also look behind easily to spot your boss coming up!




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Sunday, July 22, 2012

How Extremely Successful People Sell Their Ideas Internally (Forbes)


Paul B. Brown, Contributor



Unless you are CEO, or a member of the C-Suite at the very least, you generally can’t convince your organization to create a new structure, but you can persuade it to perhaps attack a given problem from an unusual angle. (“Hey, boss, can we think about this one differently?”) That you can do, especially if what you follow up with is a way to save the organization money, or operate more efficiently.

You can complain “I don’t have any leverage; I can’t change the cubicles, I can’t rewrite the reward system. And the answer is “No you can’t; don’t even try.”But simply through your own thinking, and getting other people to think differently as well, you can have enormous impact without changing any of that stuff even if you are not a member of the board.

The simple fact is “smart is smart,” and we’re talking about you offering up an additional way of viewing problems. You’ll never get in real trouble for doing that, especially if you do it gently by saying “can we think about this in another way?”

With that throat clearing complete, here are seven proven steps you can take in introducing new ideas in your, or any, organization:


1. Link what you want to do to a business imperative. This is just about always fatal if it is overlooked—and it generally is. That’s a shame since it is so easily addressed. Yes, of course, the idea of the rocket backpack that will allow us to fly to work is exciting, but if you work for a company that makes ball bearings it is hard to see the fit. You want to begin the conversation by being able to say something like, “you know, the organization has thebusiness goals of A, B, and C. (You can talk about organizational goals—such as improving team work—as well, but odds are you will find a more receptive audience if you start with business goals.) I’ve got an idea that I think will fit perfectly.”

2. Produce obvious, “local” business results.Don’t focus on organizational or cultural change. Prove the efficacy of your idea in the vocabulary and currency of your organization. Sure, it would be nice if you could change your organization into “the next Google” overnight, a firm that is willing to go wherever the market takes it. 


 But if your boss’ goal is to have the highest performing region in the company, that (a la point number 1) is the place to focus your attention.

3. Make sure there is sufficient autonomy. The unit(s) or individuals working on the new idea must have enough freedom to be different and protected from the “restorative forces” the organization will impose (even in spite of itself.) What this means for you and your project is this. Don’t worry about getting everyone committed. You don’t need to! There are four postures people can adopt: keep it from happening, let it happen, help it happen and make it happen. 


Obviously, you don’t want anyone in the “keep it from happening mode” if you can avoid it. But most people simply have to “let it happen.” You and (and maybe a few others) have to “make it happen.” Your boss (and maybe a few others) have to “help it happen” and create a buffer around you. So, rather than asking “how do I get everybody committed to my idea” keep asking yourself: “What is the least amount of commitment I need to move forward.”

4. Volunteers only, please. Only people who want to can play. This is another important and often over-looked point. It’s not a good idea to compel anyone to work on an initiative. If you do, at the first sign of push back, they are likely to start looking for excuses to go back to doing “their real jobs” (in the way they have always done them.) Changing anything is hard enough without working with people who aren’t committed.

5. No big “kick off” announcements. Focus education, and the like, initially only on the people who need it, i.e. the people who are going to help you implement your idea. Their boss and their boss’ boss? Not so much.

6. Manage expectations. In early phases, keep it low key. Keep it relatively quiet and offer only enough public announcements to allow your sufficient autonomy. Don’t mislead people into thinking that things will change quickly or that their lives will be different (except for the people actually involved in the project.) At all times your mantra should be “under-promise and over-deliver.”

7. Build on successes and manage pace and momentum. Learn what works and what doesn’t. Make sure you’ve got a small bonfire going before you spread the coals. Pick up a couple of small wins before trying to go any further.

Every organization is different, so we will leave it up to you to determine the best way to tweak this approach for yours. But, if you follow this strategy, you will be able to introduce new ideas faster and more effectively, and that is always a good thing.








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Tuesday, April 17, 2012

Stop Blabbing About Innovation And Start Actually Doing It



Stop Blabbing About Innovation And Start Actually Doing It



These days, every established company is at risk of having its industry--and its own business--disrupted by a startup. Cognizant of this, companies devote a lot of time to talking about how important it is to innovate. But here's the truth: most companies can't innovate because everyone is paid to maintain the status quo.

This is the single biggest reason companies fail to do anything new or exciting. You and everyone else are maxed out making sure your company is doing what it's supposed to do; innovation is what the weekends are for.

Despite the real risk involved, this actually makes sense. Companies are set up to do one thing very well. That's the business they're in. All of the roles in the company are defined and structured to create the best environment for doing that one thing as efficiently as possible. The number of people employed by the company fluctuates with the workload. More work, more people. Too many people and too little work means layoffs or mismanagement. Success is doing the same thing you've always done, just a little bit better, achieving just a few more sales or shaving a hair off of costs. Change is discouraged by time constraints and the stifling number of approvals needed. Failure is punishable by pink slip. Every day is the same.

Yet, today, your entire industry can change in the space of a headline. If your business can't innovate, it won't survive when the startup in the garage across town that doesn't have to answer to your shareholders does all the things legal has been telling you that you can't do, all the things that you don't have time for. It's never been more urgent to stop talking about innovation and actually start doing things differently. And, with digital, the opportunities have never been greater. Instead of innovating on your weekends, overcome the structural impediments and time constraints to real change by approaching innovation from two directions: outside-in and inside-out.

"Outside-in," when not based on acquisition, often comes in the form of a skunkworks project. It's colloquially defined as a startup funded by the parent company, but kept separate from the dysfunction and sluggishness of the whole, in order to incubate great technological advancements. I've referenced this tactic before, as the first step big businesses should take to evolve their organizational structures. Google, JetBlue, NBCUniversal, and News Corp. have all used the strategy.


Here's the recipe:

Set the right goals. A skunkworks project should be tasked with developing a new, specific tech product or service.

Give the team freedom to create. Bureaucracy, office politics, and the aforementioned requirement to keep the ship sailing straight ahead all slow down and inhibit big advancements. To succeed, the skunkworks team must be kept free from these deterrents.

Appoint separate senior management. Management by committee is not an option. The quickest route to failure is slow decision making. The skunkworks team should report directly to a senior-level executive who is authorized to green-light initiatives that are separate from the company's main purpose and to implement these new solutions.

Choose a separate location. The team should not be housed in the corporate headquarters. Ideally, it should live nearby, but in some cases, it needs to be in a completely different location to be able to access the right talent. When Johnson & Johnson decided to build a unit oriented to design, creativity, and technology, the division planted a flag in an old industrial building in a trendy neighborhood in New York. Its corporate headquarters are in suburban New Jersey.

Mix up the staff. The staff should be a healthy hybrid of high-performing internal employees and newbies, so that some participants are familiar with the company's core business while others have an open mind and fresh ideas.

Give it time. Really well-developed products often take a year from the time people start working on them until launch. You can get things done in six to nine months, but it's unusual, especially if the team refines it with iterative improvements.

Bring it back into the fold. Once the project is complete, skunkworks team members should move back in with the parent company. They either become a distinct department or are dispersed throughout the company, in order to effectively run and manage the particular product.


On the other hand, "inside-out" innovation is all about incentivizing existing staff members to be revolutionary within their own jobs. The most important ingredients are largely cultural:

Freedom to fail. Traditionally, companies are averse to risk, so if you fail at something, it hurts your career. But to innovate, you need to be able to try new things without risking your livelihood. As Thomas Edison said, "I have not failed. I've just found ten thousand ways that won't work."

Free time. Performance evaluations for managers should include assessment of the volume and quality of new ideas they brought to the table. If the company's priority is solely productivity, no one will have time to think about creating something new, let alone bring it to life.

Training. An office that encourages and facilitates education openly admits there's room to grow and inspires people take that leap.
The risk involved in these changes is less than the risk of not making them. Innovation is outside the comfort zones of most businesses--but so is Chapter 11.


Aaron Shapiro is CEO of Huge, a global digital agency based in Brooklyn, and author of Users Not Customers.

Friday, December 23, 2011

High Low Matrix Coaching Model: Coaching Techniques for Will and Skill Issues

[extracted from 


The High Low Matrix can help managers overcome one of the more challenging aspects of their role which is understanding what motivates their employees. It's easy to assume that because you are motivated by knowing you did a good job or by making an impact on your environment, that others feel this enthusiasm as well. In the real world, people have many different motivations.

In turn, people also have different levels of skill sets for particular tasks. Their level of skill can often depend on their experience, the level of training they have received, or the type of task itself.

Since most coaching techniques rely on the employees skills and their will to accomplish a goal, it is important to understand how these two aspects work together. This knowledge will help you to better craft your approach with your employees and teams to get the best results possible from each individual.

Let's start by introducing the High Low Matrix.

As you can see, the High Low Matrixcoaching model is a punet square of an employee'swill vs. skilland contains some coaching techniques to utilize based on where the associate falls.

Let's get into further detail about how to use this coaching model and discuss each of the coaching techniques to use once we've identified where our employee falls on the High Low Matrix.

First, how do we identify if an employee is exhibiting or feeling a high degree of will? This should be somewhat obvious from how they approach their work. If tasks that are not skill related are still delivered in a less than stellar fashion or their attitude has taken a change recently, you can infer that the associate's motivation has slipped. Utilizing the IGROW Model will help you to determine the root causes for any changes in behavior.

Assessing their skill is typically a much simpler task as it is likely why you are here. You have no doubt seen results from your employee or team that do not meet your expectations and therefore have determined a change must be made. Again, to determine the exact skill that the associate is struggling with that has caused the poor performance, the IGROW Model is recommended.

Now that you have determined both the employee's skill level and their will level, it is time to discuss the coaching techniques that you should apply based on where the employee falls in the High Low Matrix coaching model.

High Low Matrix Coaching Model: Advise


Are you faced with an employee that is highly motivated, yet as much as they want it, they just can't seem to deliver the results needed? This is your low skilled, high willed employee. In order to effectively apply coaching techniques to this type of employee, the Advise phase of the High Low Matrix coaching model should be applied.

Advising is focused on providing the skills necessary to turn the employee's motivation into success. By focusing on teaching or training the skill, you will leverage the employee's desire and provide them with the necessary tools to improve. Throughout the learning process, it is key that you continually give the employee praise and endorsement for their improvements.

Remember, you may be expecting great leaps, but even baby steps deserve some positive reinforcement. Skipping this valuable step could result in a backslide in will and you'll then have a whole other set of challenges to deal with.


High Low Matrix Coaching Model: Motivate



At the other end of the spectrum, you may be faced with an employee who has the necessary skill set to deliver and perhaps has delivered great results in the past, but is experiencing a will issue that is apparent in their performance. 

Again, utilizing the IGROW Model will help you to identify what has occurred or changed and impacted their level of motivation. This coaching model will also help you determine if your approach should be one of Coaching vs. Counseling. When faced with an employee who lacks the will there are some key areas to focus on while trying to re-engage the employee. 

Start by determining what the employee's 'hot buttons' or motivators are. This can be done as simply as by asking what they take the most pride in at work or how they like to be recognized for a job well done. Once you have determined their hot buttons, focus on them. 

Whenever the employee does deliver, use your new found knowledge to show your appreciation. Next you should determine if there are any road blocks or constraints that the employee is experiencing. Often times removing these road blocks or providing options, can alleviate their challenges with motivation.


High Low Matrix Coaching Model: Direct


For situations that involve a low skilled and low willed employee, the Direct coaching technique should be utilized. Directing is focused on a combination of the previously discussed coaching techniques applied together. Since this employee is not very skilled and is not very motivated, the two key areas to focus on are training and praising. You will first need to provide the employee with the tools to develop their skills.

This does not mean that the tools you provide, such as training, have to be new information to them, but can offer reinforcement to information they have already been presented with. Because the employee is not delivering results there can often be a challenge with their confidence level that is inhibiting their ability to apply new or existing skills.

Giving the employee low risk opportunities to practice their skills and to succeed, will give you the ability to provide them with the positive feedback they need, and will result in a confidence building experience for them. This is one of the better coaching techniques to apply with this type of employee.

High Low Matrix Coaching Model: Delegate


The last type of employee is the high skilled, high willed employee. These are typically your top performers that consistently provide results and strive to do a good job. They are a motivating force for themselves and typically for your team. If they are succeeding, you may wonder why we are discussing their development? 

Many schools of thought tell us to always focus on bringing up our bottom performers, and this often times leaves a lack of focus on our top performers. Since these high skilled, high willed employees are likely your future leaders, utilizing the Delegate coaching technique can help them to develop to the next level. 

Delegating is often misused in the business world today. Many managers use this technique not for development but as a way to reduce their work load or stress by shoving the work onto their team. This is not always a bad thing, but what most managers don't do is follow up on the opportunities they've delegated to others or provide them with the tools or resources to succeed. 

Delegation, when used effectively, will often take more time than just doing the task yourself. You should not be using this technique as a means to reduce your workload as you will be working through the task with your high performer, helping them to learn and master it. This is how development through delegation works. 

Giving your highly motivated top performers the opportunity to be challenged and to continue to learn will ensure they continue to be your highly motivated top performers. While delegating you should also focus on praising and endorsing what they do well as well as offering them opportunities to either make decisions or to collaborate on decisions being made. This will continue to instill a sense of ownership in them.

As we have discussed, each scenario you are faced with requires a different approach or coaching technique to achieve the desired results. To ensure you are successful in your approach, be sure to spend time prior to your coaching session thinking about where the associate falls, what motivates them, and what options you may want to offer. Being prepared for the discussion will make a great difference.

For greater details on how to build skill and motivation, see the article on the Motivational Chain of Events.

Tuesday, October 25, 2011

Effective Communication

It is not about what I said that matters, more importantly it is how "WORDS" landed on the person hearing it.

Focus on communicating from the receiver's perspective to encourage effective communication.

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Thursday, October 6, 2011

Where Steve Jobs Ranks Among the Greats


Apple products are famous for their user-friendliness and their ability to enhance productivity, whether through third-party apps or ingenious features like the iMovie software that lets amateurs create videos with a professional look and feel. Perhaps more than anything, Apple customers simply enjoy using their products.

Monday, September 5, 2011

How People is MOTIVATED



1) Autonomy - given the chance to work by Yourself

2)
Mastery - making a Contribution


3)
Purpose - we are purpose Maximizer





.www.congitivemeadia.co.uk

Sunday, August 14, 2011

How to Manage Remote Workers



Letting people work outside of the office – at home, at client sites or even in the local coffee shop – can improve productivity and morale. It can also help reduce office costs. Many businesses are reluctant to take advantage of these benefits for fear of giving up management control.

If you're considering making the move, we've pulled together a list of best practices to consider when giving employees the option to work remotely:



1.        It's all about time. Set deadlines. Book phone calls and chats using instant messenger (IM) software. Set yourself a reminder. 
 
2.        Know your team. Make sure you spend some face-to-face time with your team, both at work and informally. 
 
3.        Share documents. Web services like Windows Live Skydrive make it easy to share documents over the Internet and for remote teams to collaborate. It's free for personal and small business use. For larger teams, an intranet tool such as Microsoft SharePoint may be more efficient. 
 
4.        Measure. Find ways to monitor and track work that people are doing. This will build trust and replace more informal, face-to-face supervision. 
 
5.        Delegate effectively. Set objectives that are SMART: Specific, Measurable, Achievable, Relevant and Time-bound. 
 
6.        Respect people's personal time. Don't fall into the trap of treating remote workers as if they're on call 24/7 simply because you can contact them outside 'normal' office hours. 
 
7.        Take pictures. Post pictures of your team members (or people on a conference call) on a website or pin board so that you can visualize people when you talk to them. 
 
8.        Listen. In an office you can see when someone is upset, angry or bored. When they're on the end of a telephone, you need to listen actively and ask questions to find out how they're doing. 
 
9.        Trust and be trusted. Trust builds when people do what they say they are going to do. As a boss, you need to set the highest standards of consistency and reliability. When you say you're going to do something, do it. 
 
10.         Take turns. Let other people run meetings occasionally. 
 
11.         Get objective feedback. Use 360-degree appraisals and customer or peer surveys to make sure your virtual team is working well. 
 
12.         Keep a schedule. Use a shared calendar to book meetings and share your schedule with your team (and vice versa). 
 
13.         Be a role model. Set an example with your own punctuality, commitment, reliability and availability.


14.         Give recognition. It costs nothing to write a thank you note or to give praise where it is due. Recognition is a powerful motivator. 
 
15.         Change your management style. Switch from managing by input (time in the office) to managing by output (goals met). 
 
16.         Avoid second-class citizens. Once you've proven the concept, everybody should get a chance to work flexibly (unless their job prevents it). Don't give one person a notebook while chaining a colleague to their desk. 
 
17.         Training. Train managers and employees about the challenges and techniques of flexible working. Don't assume that everyone knows how to do it well – they don't. Individuals may need extra help with, say, writing reports or using IT. 
 
18.         Don't isolate people. Encourage regular visits to the main workplace and include flexible workers in company social events. Put procedures in place to monitor for stress and counteract it. 
 
19.         Over-communicate. Many remote and home workers use VoIP (Voice over Internet Protocol, or using the Internet as a telephone connection). Many notebooks include a built-in webcam that makes it easier to do video conferencing. 
 
20.         Share applications in real time. Services like Virtual Rooms can help teams in different places share their desktop applications and documents in real time. It's a great companion to conference calls. 
 
21.         Get the right technology. It goes without saying that you need technology to make virtual and remote teams work effectively. But there is a big difference between 'good enough' and 'best practice.' It can be very frustrating when people try to video conference and their PC isn't fast enough to cope with HD graphics and desktop sharing at the same time, or if you don't have a fast enough mobile broadband connection so that people can't log in and download files quickly. 


 
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(Food for Thoughts) A baby step towards the real stuff.....

Often we are caught up in our daily work that we have forgotten our ability to question and imagine....      

always start with a question to challenge the status-quo....    

a good start would be to ask a What-If question....        

Always be prepare to ask and challenge yourself to workout a better solution.


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7 good computer habits to have



You've always been taught to cultivate good habits and avoid bad ones. The same applies to your computer use, where habits are good, bad or ugly. Good habits can maximise your IT investment and optimise your operational efficiency, while bad ones can cost you money and slow you down. The ugly ones can lead to disaster and an ugly mess. Here's a list of computer habits you should kick start into your regular routine to keep you going – in the right direction!


1.        Save frequently
To avoid any data loss in case of software or system freezing, regularly save your changes to documents. Doing so only takes a second and won't interrupt your productivity groove. Use the keyboard shortcut "Ctrl + S", or click on the "Save" icon – the old floppy disk in the toolbar. Don't rely on "AutoSave", as it's not a feature on every program. 

 
2.        Backup
Don't risk losing your files by not having them backed up. With damage, loss and theft all possible, no hard drive is guaranteed to be functional forever. Recovering data is often impossible and more costly and time consuming than people think. Tireless efforts on work-related documents can be preserved by simply copying files to a few DVDs, USB drive or portable hard drive, at regular intervals.

 
3.        Think before you print
A hard copy is required sometimes, but not every time. So before clicking "Print", determine if you really need to hold a copy of the document in your hand. And if you do, do you really need the entire thing? Use "Print Preview" and the option of selecting a "Page range" to print only the pages you actually need. And use the double-sided printing feature where available – to print multiple pages onto only one sheet of paper. It would also be helpful to set your printer to print in black and white by default, manually choosing colour prints only when necessary. All of these printing habits will have a positive impact on your environmental initiatives and can save you money by using less ink and paper. 

 
4.        Structure folders
Where do you save your files? Is everything scattered all over the desktop or stuffed into the "My Documents" folder? Maintain some order by creating folders and subfolders while giving your files appropriate names. It will only take a few extra seconds to do so, but will save you much more time in the future by being able to easily find and sort through files. 

 
5.        Store software keys
Make a note of software licence keys and store them safely. In the event of your needing to re-install or activate a program, having its corresponding licence key handy can be the difference between completing a simple re-installation and having to go out and purchase a new one. 

 
6.        Invest in security software
Protect your IT investment, your hard work and yourself! Viruses, spyware, adware and other malicious software are topics in the news for a reason. These threats can infect your computer without your even realising it. But do you know what kind of damage they can cause? They can delete or damage files, track your online activity, steal personal information and just outright annoy you by having a poorly performing computer. Take action before they do by investing in sufficient security software. When you do, keep the software up to date and scan your computer regularly to maintain optimum performance and productivity. 

 
7.        Blink. Yes, with your eyes
Staring at a computer screen for extended periods of time can have a negative effect on your precious eyesight. Computer users tend to blink less frequently, so make it a habit to blink more often. Why? Blinking produces tears that coat the eyes, keeping them lubricated and moist. Other habits to preserve and protect your eyesight include focusing on distant objects every 15 minutes to relax your eye muscles, and to just take a break every hour or two to reduce eyestrain. Your eyes will thank you.


Where each of these habits ranks on a scale of importance is up for debate. However, it's essential that you incorporate them into your daily routine, to prolong the life of your computer, save time, hassles and money, and free yourself to focus on the business that really matters. 



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Are your e-mails falling into a black hole? Here's why...




It's so frustrating: you regularly send out emails and then sit staring at your computer, waiting for some sort of response. Don't you sometimes get the feeling that you're just sending words out into a black hole?

Of course, you can never "ensure" that emails are going to be read or acted upon. It's a sad result of the information overload we suffer from. People who sit working at their computers for hours every day might have the time, energy and interest to open the numerous messages which fill their inboxes – or they might not. So what is it exactly that tips them over the delicate, crucial line between "read" and "leave for later/delete"?

The answer is that most recipients of emails often decide whether or not to read them because of two things: the "subject" line and the "from" line.

  • They must recognise who the email is coming from
  • They must see a benefit or reason to open it
So consider these useful tips before you send your next mail:
 
1. Keep it short Would you immediately open and read an email with this subject line? "When you get the chance, it would be great if you could possibly get in ..." When an email arrives in an inbox, only about 70 characters are displayed in single byte characters. If you use double byte characters, only about 35 characters (70 bytes) are displayed. The rest usually gets cut off. That's why the crucial information contained at the end of this subject line ("get in touch with Paul to set up a meeting before he goes on holiday") will not be seen by most recipients.
 
2. You want action If busy people receive an email that says "When you get the chance", then obviously they are going to deal with other, more urgent-sounding emails before yours. By the time yours gets read, Paul will be lying on the beach. You need to write a subject line that gives the crucial information at the beginning – and, if possible, starts with an action word. For example, in this case you could write, "Set up final meeting before holiday". Other examples could be, "Advice for next steps required", "Want to see first draft in 15 mins?", "Server down – save documents now", "Is this right? Quick confirmation", "Next paper delivery – July". Try to grab the recipient's attention with just a few words.  

3. Don't sound spammy What typifies spam subject lines and might trigger Outlook to send an important mail to your junk mailbox? Choice of words; punctuation; and the use of capital letters (in languages which use them). Certain words have the unmistakable flavour of spam and will condemn your email straight to junk. Examples are "cheap", "promise", "order now", "opportunity",  "guarantee", "compare", "amazing", "explode" and "apply", but there are hundreds more. Of course, you can't always avoid them, but just bear the point in mind. Be careful when you use words which have more than one meaning. For example, in English try not to use the word "free", because it looks like those emails which contain trial offers of exotic products. If you want to ask someone if they are "free" to meet you for an appointment, our advice is not to write it at the beginning of your subject line, in capital letters or in combination with lots of exclamation marks. So instead of writing, "FREE this Tuesday for a meeting?!!?" try: "Meeting this Tuesday – are you free?" or, "Tuesday meeting – do you have time?"
 
4. Be intriguing Asking a question seldom fails to grab attention, so instead of writing, "First draft of my analysis ready in half an hour", try: "Time to read first draft?" or, "Report – could you read first draft?" 

5. The "from" line The decision to open an email is not only based on curiosity but also on trust and recognition – this is crucial. Your subject line must be punchy and attention grabbing; the "from" line should therefore include a name your reader will recognise, proving your email comes from a trustworthy source.  

6. Time it right There are better and worse times to send out emails. The first and last days of the working week are not good, as people are either drowning in their inboxes or trying to leave early for the weekend. Otherwise, there are no set rules: you just need to try it out and see what works for your type of communication. The combination of recognition and good subject line copy will help your emails have a better chance of getting read. If you manage to instil in your recipients the magic combination of "trust and curiosity", it will be your mails which get read – first.



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Wednesday, June 29, 2011

Useful online tools

  1. http://www.quickmockup.com/webapp/QMockup.html#
  2. https://www.dropbox.com
  3. http://www.sliderocket.com
  4. https://www.proposable.com
  5. http://www.freshbooks.com/
  6. http://www.box.net
  7. http://cacoo.com
  1. http://speckyboy.com/2010/01/11/10-completely-free-wireframe-and-mockup-applications/

    Tuesday, June 21, 2011

    Five Ways to Re-Energize Sales

    [ extracted from yahoo - Scott Gerber, On Thursday 31 March 2011, 19:36 SGT ]




    I'm a firm believer that businesses must always grow or face extinction. So, early last year when
    my business -- which specializes in producing short promotional videos known as "sizzle reels" -- was seeing high levels of return business but not much in the way of new customer acquisition, I immediately set out to make some big changes.

    Over the next 30 days, my sales team and I conducted a full assessment of the sales operation -- everything from lead generation through the point of sale -- with the goal of improving new client acquisition. After careful analysis, we came up with a five-point game plan that helped to significantly improve revenues in less than six months.

     
    Here are the five steps we came up with, as well as some of the lessons we learned along the way.





    1. Instruct the sales team to operate with a 2-for-1 mindset.  

    Whenever we sold a new client we encouraged our team to turn that one client into two. We created a program that gave free gift cards and catered breakfasts to clients who gave us referrals. Not long after, our business's bottom lined surged without having to spend a dime on lead generation.

    Today, most of our clients have morphed into as many as four new clients. For every $250 we've spent on referrals, we've received an average of $4,000 in gross sales.
     

    Related: Get More Referrals by Asking 



    2. Adjust our keyword strategy based on client feedback.

    Over many lunches, conference calls and email exchanges, we asked our clients to tell us what they thought about our service, where they heard about us and why they hired us. The most telling thing we learned was that most of our clients found us online but rarely by using any of our traditional keywords. Some were minor differences (while we were already using the phrase "sizzle reels," we found that "sizzle reel," the singular form, generated 10 to 15 times more interest). In other instances, our clients were using keywords we hadn't even considered.

    This led us to the conclusion that how we defined our product and how our clients defined our product were on two separate wavelengths. Adjusting our pay per click and organic search engine optimization strategies increased our online traffic by nearly 100% in a single month.

    It also helped fortify our market position online. Based on the keywords our clients suggested to us, we bought up several keyword-rich URLs, for anywhere from $100 to $4,000 per URL. After reviewing a year's worth of Google analytics, we realized that buying these "hot ticket" URLs and turning them into highly-optimized landing pages was helping us to build our search engine rankings while also locking out the competition.


    Related: Google's Keyword Tool Can Point You Toward Profits 




    3. Simplify the information-gathering process. 

    Client feedback also taught us that they didn't want to call us or send an email through our general inquiry address because they didn't know what to ask in order to get a quote. In response, we added a "request a quote" page which asks customers to answer questions we think they might ask us in order to get a quote. This way, we can collect everything we need to provide them with an accurate quote without needing to have an actual conversation. The page cost $100 to build and helped us book $15,000 in new business in just the first week it went live on our site.



     


    4. Compute in the cloud.

    Moving our company's operations online not only helped us provide information to customers quicker and close deals faster, it also slashed our overhead expenses by $2,500 a month on average. 

    We were able to develop a much leaner, more efficient selling system by using online tools such as SlideRocket.com and Proposable.com -- both of which offered us instant access to our most updated documents and real-time viewing analytics for our proposals and presentations -- and others such as Freshbooks.com, Box.net and Google Docs.

    Related: How to Move Your Business to Cloud Computing 




    5. Use testimonials to build our reputation.

    We were fortunate to have a roster packed with name-recognizable clients including Old Spice, Pampers and Gap. We needed to reach out to several of our clients for testimonials, which we could then use to sell new clients. We collected those testimonials and display them on all sales materials and online. While we can't put an exact dollar amount on what this tactic generated revenue-wise, it is clear that it has made it much easier for our sales people to close sales. Big names equal instant credibility.





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    Monday, May 30, 2011

    The Best Presentation of the Year

    [extracted from a email by Carmine Gallo - communications coach to the world’s most admired brands as well as a best-selling author of books on communication and innovation]

    I recently had the honor of judging the World’s Best Presentation Contest for a very popular site called Slideshare.  Judges included entrepreneur Guy Kawasaki, digital marketing expert David Armano, along with social media experts Beth Kanter and Jane Hart. Together we reviewed dozens of impressive presentations. I can assure you that one look at the winners and you won’t view your own presentations the same way again.

    Presentation design firm,  Empowered Presentations, created the first place winner: Smoke, a Convenient Truth.  The presentation itself is a call for more action to support global anti-smoking campaigns.  I spoke to the designers after the contest had ended to gain more insight into how they approached the topic.

    Put your audience first. Designer and Empowered Presentations CEO, Corey Jim, said he is passionate about the topic because his father had passed away from lung cancer.  He wanted to create a story using presentation slides that would change people’s lives.  The best presentations put the audience first.  The fastest way to put your audience to sleep is to begin with an “About Us” slide and to spend the first five minutes talking about yourself, your company or your product.  Your audience members don’t care about you—they care about themselves.

    Sketch the story. The most engaging presentations have a strong visual appeal and you can’t create visual PowerPoint slides by opening the software. You create visually interesting images by doing what a movie director would do—storyboarding, sketching, drawing.  Many experts use white boards or old fashioned pen and paper.  Jim uses Post-It notes he sticks to a wall.  One useful technique that Jim taught me—stick to one idea per note.  Next convert that point to a visual representation of that idea.  Finally, create one slide from that idea.

    One idea per slide.  Many poorly designed presentations cram too much information on one slide, leaving the audience confused, frustrated and bored.  For example, in one sequence of slides, Jim delivers the statistic that 1.7 trillion cigarettes are consumed every year in China alone.  On one slide we learn that it is the equivalent of 3 million cigarettes a minute.  Instead of simply showing the data, Jim combined it with an image of a watch.  But the minute and second hands were made of cigarettes.  Arresting visuals take thought, and storyboarding.

    Take your time. Jim’s colleague, Yancey Unequivocally, says it takes 60 to 90 hours to create a truly impactful presentation.  That means you should set aside about ten hours a week a full six weeks before your presentation.  This isn’t as overwhelming as it sounds.  In most cases, you can create a master presentation or template and re-use the slides with slight modifications for other audiences.


    Your PowerPoint presentation is often the one chance you have to influence your audience to action. PowerPoint does not have to dull.


    Great presentations can move people and truly inspire.








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