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 ability to make presentations is not a skill that you are born with. You may know people who seem to be perfectly calm and natural in front of groups of people; maybe they are, but I am willing to bet that they can still be a little uncomfortable in front of a crowd. They have simply practiced the skill of public speaking. This post will give you some tips and tools that can help you get better at presenting in front of people.
For profit or not-for-profit, many organizations do not properly utilize meetings as a tool for communication. Many times meetings are not effective because the three simple rules of meetings are forgotten.
For most of my career, I was tasked with creating schedules for whichever organization I was a part of. From that, I learned many lessons … usually the hard way. A schedule is a compromise between the needs of the organization and the needs of the associate. If done fairly, consistently, and with a degree of accommodation, schedules can be made to work for almost everyone. What follows is a compilation of some lessons and tips for scheduling that work.
Recently I wrote about how an unexpected departure can dramatically affect your career and your life.
If this has happened to you or someone you know, like it did to me, know the sun will come up the next morning, the job is over, but you are not.
This post is about reinvention, resilience, and rediscovery. It will not be easy and there are no guarantees; but it is a guide to the road ahead.
Being a successful merchant means doing many small things better than everyone else. If success were the result of doing one or two things well, everyone would be successful. Success though comes from everyone pulling and working together.
How does your organization approach failure?
Silly question?
Okay, let’s ask another … How does your organization approach innovation?
It is rare for any new idea or concept to be fully formed and perfect the day it is suggested. Most fresh ideas and products go through much trial and error before they reach their final form. This leads us back to the initial question …
It can happen for any number of reasons: the how and why doesn’t really matter.
One day you are a senior level executive, manager or associate with many successful years with the same company behind you, and then the next day you are gone.
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.
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.
What knowledge or advice would you have liked to know at the start of your career that you know now?
If you could make a list of a dozen of the most important truths for your younger self, what would you include?
Once you have written this list, your challenge is to share it with as many people as possible. This is my list.