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Other Added - Why Don't They Just Get It Done: 7 Performance Tactics for CEO's
The Law of Obligation can backfire on you or become a matter of ethics if it's used for the wrong reasons. Manipulation is the flip side of obligation. If you use obligation to manipulate, I guarantee that you will lose your ability to persuade. People will catch on to your tactics, quickly declining any gifts you might offer or even refusing to be around you. Your gifts will be perceived as set-ups. People will instinctively know that it's only a matter of time before you come back around asking for that favor to be recipr
Think this situation doesn't apply to you? Think again.
Consider the stra
When you go on to legally form your own business, you will in many cases be faced with a few options: registering an llc, a corporation, a partnership or just be self employed. The option of forming an llc is the one discussed in this article, as it is probably the best one in many situations.LLC stands for Limited Liability Company. That means that the company is a separate legal entity from the person who founded it. The meaning is that the person cannot be personally responsible for the losses the company accumula
Sound familiar? It's a troublesome trend that is likely happening in your firm right now. Despite the belief that their strategic plan is "ready to go," corporate leaders are discovering that their best-laid plans are not producing expected results.
Think this situation doesn't apply to you? Think again.
Consider the strat
We draw conclusions about people through observation, their behavior, past experiences, other people’s comments, etc. We assume who people are, what they think/need/want with such speed we fail to recognize how our own viewpoint colors the way we connect with and relate to people and situations. We even hold assumptions about ourselves!Let’s focus for a moment on verbal communication. Making assumptions has become a part of the way we communicate (or don’t communicate) with each other.During my coach training,
Sound familiar? It's a troublesome trend that is likely happening in your firm right now. Despite the belief that their strategic plan is "ready to go," corporate leaders are discovering that their best-laid plans are not producing expected results.
Think this situation doesn't apply to you? Think again.
Consider the stra
Leading a change programme is a risky business, for the leader and the lead. The law of unintended consequences applies in full as change involves people. People see the the starting and finishing points and the intention of change from their point of view and act accordingly.At a micro level, people have a unique ability when communicating to filter the inputs based on their environment, their mood, their upbringing and the degree of trust in which they hold the communicator. At a macro level this means that people
Sound familiar? It's a troublesome trend that is likely happening in your firm right now. Despite the belief that their strategic plan is "ready to go," corporate leaders are discovering that their best-laid plans are not producing expected results.
Think this situation doesn't apply to you? Think again.
Consider the stra
During a recent presentation to a local bank's small business clients, I was questioned specifically as if I could share everything that I know about performance improvement for businesses, what would that be in one simple sentence? Even though I had never been asked that specific question, I knew immediately the answer to that query.Before I provide you with my response, I challenge you to answer the same question. As a business owner or executive coach or even an individual, if you could share everything that you
Think this situation doesn't apply to you? Think again.
Consider the stra
Gone: Customers, sales, profits. Following is a simple little tale about how it happens.Jones was a typical entrepreneur who worked long hours and wore many hats.The problem was that all the hats screamed for attention. Jones solved the problem by wearing the hat that screamed the loudest.Unfortunately, this was only a temporary solution since all the hats kept screaming until they were worn.There was, however, one hat that never screamed. It never complained, whined or whimpered, even though it
Think this situation doesn't apply to you? Think again.
Consider the strategic plan from a CEO's perspective.
- The company has a good product.
- Talented people are in key positions.
- Performers have solid processes to achieve objectives.
Given this short list, many CEO's assume that expected results will follow. The plan is good. Now the performers only need to band together to hit the margin objectives. But unforeseen blind spots and inadequate execution join forces to undermine the carefully crafted plan,
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