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  • Other Added - First Step in Becoming an Excellent Supervisor: Self-management

    Why First World Entrepreneurs Are the Third Worlds Best Friend
    Many years ago I watched a television news interviewer allow Flight Lieutenant Jerry Rawlings, the de-facto dictator of Ghana at that time, to rant about the absolute rape of his tiny, poverty stricken west African nation, by multi-national companies like Nestle. Ghana’s major export product was the cocoa bean. Nestle, Hershey and other major chocolate purveyors
    d her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations wil
    Leave the Herd
    On the flight home last night from Boston, I sat beside a very nice IT salesman. He was charming, engaging, and quite polished. Though he was an Executive Platinum member with American, he willingly gave up his aisle seat for a young grad student that needed to walk around occasionally due to a medical condition.He and I had a great conversation in which
    Managers or supervisors need certain skills and knowledge such as how to delegate, communicate, hire, resolve conflict, and work with difficult people. However the first step for people to become excellent supervisors involves their managing themselves.

    Budgeting time multiplies the results gained each day. Time budgeting means a person can and does know how to deal with interruptions, understand and manage procrastination, and learn what to control and what to ignore.

    A manager needs to deal with interruptions wisely: Is the interruption necessary, or can it be “put off” until another time or indefinitely? Unless a supervisor can say, “Let me think about this and call you back,” or “I’m sorry, but I’m busy right now,” then she and her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations will

    Selecting The Right Promo Item
    Last Monday I met with a new client – a representative of a local university. She was a very cheerful lady but had no marketing background, and was completely in the dark about what promo item to choose. At the top of her list were custom magnets – she wanted refrigerator magnets with her university logo, and she wanted the enrollment and inquiry trunk line impr
    ecome excellent supervisors involves their managing themselves.

    Budgeting time multiplies the results gained each day. Time budgeting means a person can and does know how to deal with interruptions, understand and manage procrastination, and learn what to control and what to ignore.

    A manager needs to deal with interruptions wisely: Is the interruption necessary, or can it be “put off” until another time or indefinitely? Unless a supervisor can say, “Let me think about this and call you back,” or “I’m sorry, but I’m busy right now,” then she and her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations wil

    Build Your Own Board Of Experts
    The most successful entrepreneurs rely on their advisory boards to help spot new opportunities and potential pitfalls.Now you can have your own advisory board: a shadow board of directors.A shadow board of directors is a low-tech technique for accessing the expertise of others and increasing your confidence and options. A shadow board can h
    with interruptions, understand and manage procrastination, and learn what to control and what to ignore.

    A manager needs to deal with interruptions wisely: Is the interruption necessary, or can it be “put off” until another time or indefinitely? Unless a supervisor can say, “Let me think about this and call you back,” or “I’m sorry, but I’m busy right now,” then she and her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations wil

    Your Reputation... Take It Seriously
    Your reputation, strengthened or negated by word-of-mouth, is one of the most difficult things to build and one of the easiest to destroy. You must be committed to developing and protecting your good name at all costs… it is one of your most precious assets.How do you develop and preserve an exemplary reputation? First, you must believe that honesty, cred
    essary, or can it be “put off” until another time or indefinitely? Unless a supervisor can say, “Let me think about this and call you back,” or “I’m sorry, but I’m busy right now,” then she and her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations wil
    Where Has The Service Gone?
    Remember the days when the companies with whom you gave your hard earned money to appreciated your business? Today, it is rare to find companies who still get one of the basic fundamentals of successful business; take care of the customer or someone else will.With companies cutting costs and reducing internal support structure within their organization, l
    d her employer lose. Planning ahead can help avoid interruptions; delegating can keep interruptions down; setting up an in-office protocol for when and how to handle emergency situations will avoid many interruptions. Being organized will limit many problems. When unavoidable interruptions occur, as they will, a supervisor who can control her reactions and adjust will find such interruptions managable.

    Procrastination is another problem that wastes time. Something that needs to be done or finished, but isn’t, shows a lack of self-management on the part of a supervisor. According to Time Management on BusinessTown.com, we procrastinate for five reasons:

    1. We haven’t really committed to do the activity.
    2. We’re afraid of the job.
    3. We don’t place a high enough priority on the job.
    4. We don’t know enough to do the task.
    5. We don’t want to do whatever the activity is.

    In all five cases, a manager must f

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