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Other Added - It's Not What You Do; It's What You Do After You've Done It
When most people think of accounting, what comes to mind is usually basic information that's not particularly interesting or beneficial. But there's a lot more to accounting than just the basics.Computers have changed the way accountants and auditors do their job. Accountants can use special software packages to do transactions in basic formats for financial records. Using software they can organize data in financial analysis. This greatly reduces the amount of tedious manual work of recordkeeping and data management. Acc
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as
The tendency to start a business development meeting talking about yourself and your firm is a natural one - but one that should be done selectively, in very small amounts- after you have taken the time to determine the needs of the client. The focus of your meeting must be on your potential client, the problem keeping your client up at night, and how you can help the client solve that problem.Most lawyers are very proud of what they do - as individuals and as law firms. They attended good law schools, mastered the pr
After a project or an event, it's rare that anyone, either individually or as a team, sits down to reflect on what has unfolded.
Ironically, the learning from an event comes primarily from the debrief rather than from the event itself. That's worth repeating because it is so profound and so often overlooked: the learning from an event comes primarily from the debrief rather than from the event itself.
It's a delicate art to conduct a retrospective that's powerful and useful and not a destructive critique.
Most of us don't bother with a post-event analysis. But even when we do, they can be painfully horrible affairs: a combination of passive-aggressive politeness with no one willing to mention the "dead moose" (or "dead elephant" or "dead kangaroo", depending on your country of origin) that is in the room. (For those unfamiliar with the phrase, we're talking about the thing that's big and rotten and getting in the way of everything).
An After Action Review (AAR) is focused primarily on learning and building community. It is founded on two related principles:
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for just getting a sense of what really happened. You can rest assured that your perspective of events is only one of the versions.
The objective here is to collect both "the facts" (such as costs, number of people involved, figures, etc) and differing opinions on what worked and didn't work, what circumstances influenced what happened, and other factors.
When commenting on others' roles, capture specific behavioural events (what they did, what they said) rather than your conclusion about what they did (X did a poor job because...).
3. What can we learn about it?
There will be different levels of learning here, from the very specific ("don't wear Brand X socks - they give you blisters") to the more abstract ("this project wasn't close enough to my life purpose for me to be motivated").
Don't forget to ask here "what did we do well that we need to discuss or else it will be forgotten?" It's very easy to jump to "the mistakes". It's most powerful to start with what's been working.
Capture also "what still puzzles us?" You won't be able to figure everything out. Be explicit about what it is that still is a mystery.
4. What should we do differently next time?
This is powerful because it plants seeds for the "next time" conversation. Without these seeds, we default back to a collective memory of "this is how we do things around here" which most often does not capitalize on the collected wisdom.
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as
Why Use Resume ObjectivesBefore we can discuss the pitfalls you first need to understand the reasons for including your resume objectives and how they relate to your resume and interview selection process.Including an objectives section at the beginning of your resume provides a brief introduction to the purpose of the resume, highlighting your career objectives and the type of job you are seeking.It is very common for job-seekers to include a brief objectives section at the beginning of their resume
An After Action Review (AAR) is focused primarily on learning and building community. It is founded on two related principles:
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for just getting a sense of what really happened. You can rest assured that your perspective of events is only one of the versions.
The objective here is to collect both "the facts" (such as costs, number of people involved, figures, etc) and differing opinions on what worked and didn't work, what circumstances influenced what happened, and other factors.
When commenting on others' roles, capture specific behavioural events (what they did, what they said) rather than your conclusion about what they did (X did a poor job because...).
3. What can we learn about it?
There will be different levels of learning here, from the very specific ("don't wear Brand X socks - they give you blisters") to the more abstract ("this project wasn't close enough to my life purpose for me to be motivated").
Don't forget to ask here "what did we do well that we need to discuss or else it will be forgotten?" It's very easy to jump to "the mistakes". It's most powerful to start with what's been working.
Capture also "what still puzzles us?" You won't be able to figure everything out. Be explicit about what it is that still is a mystery.
4. What should we do differently next time?
This is powerful because it plants seeds for the "next time" conversation. Without these seeds, we default back to a collective memory of "this is how we do things around here" which most often does not capitalize on the collected wisdom.
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as
What can you do to track down your progress on profit or expenses? When progress in numbers is checked, solid evidence is always needed because its the only basis of how much a restaurant is earning or losing each day. Is it doing well by average or is it doing better compared to how much you have expected it to earn from day 1? You need to always check on this on a regular basis because it could make or break your business.You also need to know the volume trend of your restaurant and a report of the managerial efficienc
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for just getting a sense of what really happened. You can rest assured that your perspective of events is only one of the versions.
The objective here is to collect both "the facts" (such as costs, number of people involved, figures, etc) and differing opinions on what worked and didn't work, what circumstances influenced what happened, and other factors.
When commenting on others' roles, capture specific behavioural events (what they did, what they said) rather than your conclusion about what they did (X did a poor job because...).
3. What can we learn about it?
There will be different levels of learning here, from the very specific ("don't wear Brand X socks - they give you blisters") to the more abstract ("this project wasn't close enough to my life purpose for me to be motivated").
Don't forget to ask here "what did we do well that we need to discuss or else it will be forgotten?" It's very easy to jump to "the mistakes". It's most powerful to start with what's been working.
Capture also "what still puzzles us?" You won't be able to figure everything out. Be explicit about what it is that still is a mystery.
4. What should we do differently next time?
This is powerful because it plants seeds for the "next time" conversation. Without these seeds, we default back to a collective memory of "this is how we do things around here" which most often does not capitalize on the collected wisdom.
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as
Human resource management is a major function in an organization. The staff involved in the activities in human resource management has an important role to play. Their responsibilities include recruiting and training employees, managing wages, implementing staff benefits, evaluating job performance, developing staff recreational activities and motivating workers to improve their work performance. In order to work in this area, you need to acquire the specialized skills and knowledge through training.With globalization
3. What can we learn about it?
There will be different levels of learning here, from the very specific ("don't wear Brand X socks - they give you blisters") to the more abstract ("this project wasn't close enough to my life purpose for me to be motivated").
Don't forget to ask here "what did we do well that we need to discuss or else it will be forgotten?" It's very easy to jump to "the mistakes". It's most powerful to start with what's been working.
Capture also "what still puzzles us?" You won't be able to figure everything out. Be explicit about what it is that still is a mystery.
4. What should we do differently next time?
This is powerful because it plants seeds for the "next time" conversation. Without these seeds, we default back to a collective memory of "this is how we do things around here" which most often does not capitalize on the collected wisdom.
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as
The fundamentals of real estate marketing Before we go into the best practices of a personal marketing program, it would be a good idea to touch on the key elements that make up such a program. Call it "Personal Marketing in a Nutshell."Marketing is more than just blasting the neighborhoods with your farming pieces. It's about how you present yourself (and how your company presents itself) to prospects and customers. Effective personal marketing combines elements of direct marketing, public relatio
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up accountability: what will be done, by whom and by when.
Something to Practice:
Look back on a recently completed project or event. It might be a family holiday. It might be a project at work. It might be a date with your girlfriend or boyfriend. Thinking about what happened, write down your answers to these five questions:
What did you intend?
What actually happened?
What did you learn?
What will you do differently in the future?
What should you do now?
If you're feeling bolder, invite the others involved in the process and have the conversation with them as well.
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