In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
The culture of your company is perhaps your most important competitive advantage. For the most successful companies they build their culture as often as they breathe.
A new job and new co-workers represent a clean slate and a fresh start. It is chance to build or re-establish reputations and a professional network.
For some, it can also be a period of anxiety and discomfort as they attempt to carve out a comfort zone from the new and unknown.
The following are some helpful hints that can help you or someone you know navigate the first few days with a new organization.
“The Twenty” is a guide for excellence.
Originally designed for sales excellence, to limit these 20 Competitive Advantages to only sales associates would be an injustice. These powerful, but very simple and easy to apply lessons can be used in virtually any career and by any organization.
Many small and medium-sized organizations do not have a human resources person or department. This very important function can be just one more very important function that one of the organization’s senior people does along with their other important functions.
Many people will say that small and medium-sized businesses and organizations are the economic engine for our country; in many ways, they are also the socio-economic conscience.
Being a good leader doesn’t have anything to do with titles.
Being a good leader is about respect.
Respect is earned.
Retail, manufacturing, non-profit, charity: it doesn’t matter the field of endeavour, we’ve said this or know people who have said it. These people are super-dedicated, high-achievers, passionate about what they do and stubbornly refuse to admit that they are completely wrong. Anyone who consistently works these kinds of hours, either does so because they want to or because they can’t (or won’t) delegate.
The culture of your organization, like its training, is one of the few elements that an organization can control completely. Like training, building an inclusive culture not only sets your organization apart; it is the element that makes good, great.
Finding the right associates, like most things, is easier when your organization has a plan. The following short checklist will dramatically improve your organization’s ability to find and on-board the people you need.
Your organization will be stronger when people are encouraged to contribute what they really think and to help the organization avoid mistakes. By developing and listening to your associates, good people will want to join your team. Your organization will grow past the point that it would have if you were the only one driving ideas.
Providing your associates with timely feedback as part of an interactive plan to develop their skills and abilities should be a key component in every type of organization. Training and building a culture of excellence is one of the few things that an organization has complete control over.