Other Added - Business

Dress to Get Hired
Dressing down, business casual and the like, which are sometimes described as benefits by companies, are not appropriate for job interviews. Many of the “rules” established nearly three decades ago in business literature still apply when it comes to interview attire. Whether what one wears to an interview should matter will not be debated here. Rather, it should be assumed by anyone interviewing for a job, whether a newly minted college graduate or a veteran to working world, proper attire still does matter for first impressions.For men, the interview outfit has changed little over the years. Suit: T

ity to restate the particular problem/concern, and this time makes as clear as possible what they consider a positive outcome

d. The set member considers all possible resources available to address the issue

e. The other set members once they have listened to and believe they understand what the problem/concern/issue is, then asks questions that will lead the `problem holder’ to a viable solution. Questions may include some of the following:

* Who or what can help in this situation?

* What is the best possible outcome?

*What is the worst that could happen and to what extent are you prepared to deal with this?

* What information would be useful to have and who (person/organisation) has the information

Stress Management Techniques - The Top 5 To Cultivate to Succeed at Work
What are your favourite stress management techniques?The techniques described here take time to cultivate, but is well worth your effort. The ultimate objective being to develop a habit of these techniques - so that it becomes second nature to you.As a career builder newbie, I urge you to start developing some of these stress management techniques in order to manage the stress you will experience as you climb the corporate ladder.1. Greet People Warmly Greeting people warmly especially in the morning is important to manage stress. You wonder why? Have you ever noticed how

1. As a manager do you feel isolated?

2. Do you experience problems, whether it be staffing, policy, communication etc on a regular basis with no one to discuss them with?

3. Do you have a thirst to meet with like minded individuals who are committed to finding solutions?

4. Is the glass half empty or half full?

5. Do you think every problem/issue has a unique and elegant solution?

If you answer yes to any of the above, it’s likely that you are thirsting for a place to get together with other managers and be creative in finding solutions to your daily challenges.

Participating in an action learning set might be exactly the tonic you need.

Here’s how it usually works, although you and your organisation may wish to make subtle changes.

There is usually a two day programme that explains what action learning actually is and how it can help you as an individual as well as how the organisation might benefit. You get an opportunity to practice the skills of action learning in small groups.

For maximum benefit action learning sets are usually made up of between five to eight people, who meet on a monthly or six weekly basis for half a day, over six sessions.

There are some basic assumptions about action learning that will help to make the experience even more productive:

1. As managers you come with a fair amount of curiosity about problem solving and are open as to how these problems will be solved

2. You’ll be motivated to achieve and in this context this is where the depth of the learning takes place – managers generally thrive on learning new things and this is a huge motivator to find solutions

3. People generally learn best by doing and this process of action is a very active process, less to do with `navel contemplation’ and more connected to finding workable solutions

4. As the learner, you will be clearest about what it is you need to know, even if you don’t always know how you will set about learning it. This is where the help of the set facilitator comes into play and the support of other set colleagues.

In terms of basic set protocols the following will likely be put in place, naturally after a good deal of negotiation:

1. Everyone introduces themselves

2. Agree boundaries and ground-rules – how the set wants to work, time commitments, how set members `bid for space’ etc

3. Feedback on achievements, any challenges and how they were overcome

4. It would be helpful, time permitting for every set member to have a chance to explore the issues/problems they have been grappling with

5. Once the above is identified each individual set member in turn has the chance to:

a. Provide details about the situation they need help and support with, giving as much detail as possible – the aid of a flip chart is often useful for this process

b. Examine their own thought process, feelings etc about the situation

c. The set member then has an opportunity to restate the particular problem/concern, and this time makes as clear as possible what they consider a positive outcome

d. The set member considers all possible resources available to address the issue

* Who or what can help in this situation?

* What is the best possible outcome?

*What is the worst that could happen and to what extent are you prepared to deal with this?

* What information would be useful to have and who (person/organisation) has the information?

Maryland Legislators and Lawyers Propose Franchise Rule Change
Recently the Maryland State Legislature thought it prudent to require more disclosure than is already required by law and a complete audit of each franchisee of every company, which was franchising in their state and providing jobs and tax base. It is the typical thing dumb politicians do when they have no clue as to how free enterprise models work. There ought to be a test for all Maryland State legislators and lawyers on the reality of the market place. The entrepreneurs cannot build as fast as the lawyers and bureaucracy is stealing from us. Caesar was right, maybe we should follow his thought process on

y wish to make subtle changes.