Ai che lưng cho bạn

Turning conflict into strength

2010-03-01T20:05:00.000-08:00

Conflict is an unavoidable, normal and natural aspect of any relationship. Conflict at work, when dealt with constructively, strengthens relationships and enables the development of new business opportunities. Alternatively, conflict can be a negative force that destroys relationships and organizations while killing creativity. With the stakes being so high, learning how to manage conflict is a powerful skill that will provide you great return from the investment of your time and effort.

The ten steps below will help you turn areas of conflict with colleagues into agreement and the basis of stronger relationships

1. Stop and review your behavior. If you find yourself in a situation that is escalating …STOP. If you or others have become emotionally charged, take a break to give yourselves time to become more objective. Consider how your behavior is impacting others and/or fueling the conflict. (E.g. If you habitually "blow up" during conflict, people will build walls around you which will impact your ability to succeed both personally and professionally.) Building awareness of how you respond to conflict is the first step to strengthening your skills and changing old habits that may be getting in your way.

2. Gain perspective. What is the conflict/issue really about? People in conflict automatically assume that they know what the conflict is about. But generally our perspectives get so clouded with assumptions and misinterpretations of other's behavior that we lose our objectivity. To gain clearer perspectives, ask yourself these questions: Is this issue an isolated event or the latest in a series of issues that reveal a larger difference? Is the disagreement over methods or goals? Is this a conflict over deeply held values or preferences? What are the key factors that are preventing me from understanding other's point of view? Are there outside influences that are driving the conflict? What are the component parts of the issue? What needs to be addressed first? What do I feel most strongly about? What am I willing to compromise on?

3. Deal with conflict do not avoid it. Pretending that there is not a problem or choosing not to deal with a problem is very common and understandable. However conflict does not go away by itself, it may disappear below the surface, but unresolved conflict will fester, damaging relationships, and impacting your business.

4. Find a neutral space. Find a neutral setting away from the public eye, where you will not be watched or interrupted, to meet with the person, or people, directly involved in the conflict. Keep the number of players to a minimum so you can focus on the key issues. If necessary, bring others in after some initial areas of agreement have been reached.

5. Have a good opening. Open the conversation by communicating your commitment to resolving the issue and desire to take a fresh approach. State your opening in such a way that it sets the tone for cooperation and partnership.

6. Maintain self-awareness and control. Throughout the process observe your own reactions as well as those of others. Look out for old habits that have escalated conflict in the past and choose to act differently. Don't allow others to blow wind into your sails. Remember you have control of your reactions. You cannot stop the wind but you can let it spill off your sails! Maintaining your calm, even when you feel like your 'buttons' are being pushed, is a powerful skill that will help you achieve your goals in all aspects of your life.

7. Clarify and acknowledge. Clarify each other's perceptions of the issue(s). Discuss the issues you considered in step #2. This is not about trying to find out who is at fault or who is right. Instead, listen for new information and fresh perspectives. Try to imagine how it feels to stand in the other person's shoes. Identify those areas where all parties share the same goal or point of view. Resolution often comes from building on areas of commonality. Also, focusing on areas where there is agreement both strengthens the desire to solve issues and puts the disagreement in context.

8. Communicate respectfully. Respect is at the heart of building business relationships. Communicating respectfully starts with accepting that people will have different perspectives and that your role is to try to understand their viewpoint. Make sure that you really listen and that your approach is based on curiosity and compromise, not blame and determination.

9. Resolution. Work together to brainstorm several specific options that could resolve this issue. Be creative. Look for options that will be a win/win solution for all. Once you have reached agreement on how you will resolve the issue, take time to clarify the specific actions and individual responsibilities. Agree on a time to check in with each other and discuss progress.

10. Stalemate. There will be times when despite your best intentions and skills, conflict will escalate or an acceptable solution will not be found. One way to move forward is to agree on a temporary resolution by identifying small steps that both sides could start with, to move towards resolving the bigger problem. The action of taking small steps builds trust and in time may lead to resolution of the bigger problem. However sometimes other challenging issues get in the way of successful problem resolution. In these cases bring in the help of a professional mediator or unbiased third party who can meet with all the parties separately and then facilitate a healthy conflict resolution process.

Original post is here.

Respect is key

2010-03-01T19:32:00.000-08:00

Respect is at the heart of building business relationships. It is the glue that holds together the functioning of teams, partnerships and managing relationships. (Up and down, peer-to-peer, internally and externally). Respecting the right to differ is a concept like apple pie and motherhood. We all agree with it but can we truly foster it?

The first step is to identify the specific areas of difference. Many people see things in terms of rights and wrongs. "My way" is right and therefore "other ways" are wrong. When a situation is viewed through this lens, a power struggle ensues. When, however, a situation can be seen through the lens of difference, and a position is simply a matter of opinion not fact, then cooperation and compromise is possible. Identifying and understanding differences allows people to shift their position to one of compromise and negotiation. The following steps are the roadmap to success:

Respect leads to accepting a person for what he/she is.
Accepting a person where they are, creates an environment of trust.
Trust, leads to a willingness to be open to:new opportunities, new collaborations, new strategies, new ideas, new products.

Once you understand the above you can use the following list to avoid power struggles, which drain energy from your effectiveness. Here is our top 10 list for type of differences to look for.

1. Communication Styles. All people do not communicate in the same fashion. There are many inventories available to identify differing styles. Once you understand a person's style, this knowledge can lead to respect not conflict.

2. Non-Verbal Communication. All forms of communication must be considered. This form of communication is more covert, but not any less important. Non-verbal communication includes; body language, and tone. Non-verbal communication may differ from the verbal. With this additional understanding of what is really being communicated more effective collaboration is possible.

3. Learning Styles. People learn in different ways. When this concept is in the forefront of understanding then communications can be geared to various styles and will meet with greater success.

4. Differing Values. This concept can be a little tricky. While values need to be identified and respected, there are times when conflicting values can be so different that they cannot coexist on the same team. When mutually exclusive values are encountered, collaboration is not recommended.

5. Boundaries. We all have different space needs and boundary needs. (Boundaries are the limits you place on the behavior of others around you.) The first step is to be aware of peoples' boundaries and then to use this understanding to approach them respectfully. This new behavior often avoids conflict and strengthens relationships.

6. The Self. Self-respect is a vital and primary building block that supports the formation of relationships. By being aware of your own needs and styles you create a healthy foundation and the ensuing relationships are more solid.

The remaining categories are variations on the theme of Cultural Differences. The need to understand, respect, and integrate diversity is a must in today's market.

7. Company Culture. Seasoned employees have come from different companies and each company has a culture. This must be identified and respected in order to insure successful integration into the current company. This concept is especially pertinent to mergers and acquisitions.

8. Culture of the Country. With the global nature of our business, employees often come from different countries, each with a different culture. In order to successfully integrate multicultural differences, these differences must be understood, articulated, and respected.

9. Family Cultures. The influence of our backgrounds is great. Often we ignore these differences because they "do not belong in the workplace". However the reality is that people cannot keep who they are out of the work environment. The key here is to recognize when the source of the conflict is based on someone's family/personal issues. This allows you to choose not to engage in a battle that is based on their family history.

10. Individual vs Team. Balancing the individuals needs with team needs is always an interesting dilemma. However, if this healthy balance is not reached, problems are certain to follow. Taking the time to identify and then address both individual and team dynamics are at the core of this balancing act. Business success is directly related to getting this right.

Original piece is here

How to build your network

2010-01-20T23:30:00.000-08:00

How to Build Your Network

by Brian Uzzi and Shannon Dunlap

A Powerful System

Networks deliver three unique advantages: private information, access to diverse skill sets, and power.

When we make judgments, we use both public and private information. Private information is gathered from personal contacts who can offer some-thing unique that cannot be found in the public domain, such as the release date of a new product, unpublished software code, or knowledge about what a particular interviewer looks for in candidates. The value of your private information to others—and the value of others’ private information to you—depends on how much trust exists in the network of relationships.

The next advantage that a network confers is access to a diverse array of skill sets. Highly diverse network ties, can help you develop more complete, creative, and unbiased views of issues. And when you trade information or skills with people whose experiences differ from your own, you provide one another with unique, exceptionally valuable resources.

The final advantage of a network is power. Traditionally, executive power was embedded in a firm’s hierarchy. When corporate organizations became flat-ter, more like pancakes than pyramids, that power was repositioned in the network’s information brokers, who could adapt to changes in the organization, develop clients, and synthesize opposing points of view. These brokers weren’t necessarily at the top of the hierarchy or experts in their fields, but they linked specialists in the firm with trustworthy and informative ties. Brokers are especially powerful because they connect the separate clusters, thus stimulating collaboration and exploiting arbitrage among otherwise independent specialists.

Sometimes, however, the advantages of private information, access to diverse skill sets, and power, can work in opposition to one an-other. Choosing contacts to maximize a sense of trust in your network, for example, can inadvertently undercut its diversity. You can avoid the pitfalls, but first you must learn how to diagnose your network.

Diagnose Your Network

You can use a work sheet to determine what type of network you currently have, discover how your networking practices can lead to one kind of network or another, and overcome the key paradoxes of network building.

Starting with the left-hand column of the work sheet, fill in the names of the most important contacts in your network—people you rely on for the exchange of private information, specialized expertise, advice, and creative inspiration. A crucial contact could be your former college roommate who has become influential in an area of interest to you and your firm, a current business associate, an old colleague from the first company you ever worked for, or your brother-in-law. As you write in each name, think of the resources you exchange with that person, the quid pro quos, and the strength of your ties.

After you identify your key contacts, think about how you first met them. In the centre column of the work sheet, write the name of the person who introduced you to your contact (if you met the person yourself, write “me”). This column will reveal the brokers in your network and help you see the networking practices you used to connect with them.

In the right-hand column, write the name of someone you introduced to your key contact. This column will demonstrate how you act as a broker for others.

Once your data is filled in, look at the number of times “me” appears in the centre column. According to our studies, if you’ve introduced yourself to your key contacts more than 65% of the time, then you’re probably building your network using the self-similarity principle and your network may be too inbred.

The self-similarity principle states that, when you make network contacts, you tend to choose people who resemble you in terms of experience, training, worldview, and so on. We have found that executives, in particular, disproportionately use the self-similarity principle to build their networks. Obviously, it is easier to trust someone who views the world through the same lens you do; you expect that person to act as you would in ambiguous situations. What’s more, working with people who share your background is often very efficient: You both recognize concepts that allow you to transfer information quickly, and you are less likely to challenge one another’s ideas. Finally, like-minded people will usually affirm your point of view and, as a result, gratify your ego.

Our research shows, however, that these benefits offer diminishing returns—and can even turn negative. Too much similarity restricts your access to discrepant information, which is crucial to both creativity and problem solving. If all your contacts think the way you do, who will question your reasoning or push you to expand your horizon? And because, over time, people tend to introduce their contacts to one another so that everyone becomes friends, the similarity of thought and skill reverberates, creating what we call an echo chamber.

Another obstacle to diversity in networks is the proximity principle, which holds that workers prefer to populate their networks with the people they spend the most time with, such as colleagues in their department. The reason this principle works against building efficient networks is that the world is organized by like things—people with the same training tend to be in the same department, just as people with similar backgrounds tend to live in the same neighbourhood. If you follow your natural tendencies and build networks according to the proximity and self-similarity principles, you will create echo chambers in your network and reduce opportunities to enrich your networks with greater diversity.

Forge Better Connections

The secret to understanding the power of shared activities in building networks begins with recognizing that not all shared activities are equally potent.

Shared activities bring together a cross-section of disparate individuals around a common point of interest, instead of connecting similar individuals with shared backgrounds. They let you observe your contacts in a wide range of situations. Participation in a shared activity allows for unscripted behaviours and natural responses to unexpected events—things that rarely show up during business lunches or office meetings, where impressions are managed and presentations are carefully rehearsed. Moreover, because these responses are spontaneous, they are more likely to be perceived as genuine, stable attributes of character that apply not only to the current activity but to other pursuits as well, including commercial endeavours. And because the opportunities for celebration and commiseration generate bonds of loyalty, these diverse individuals can enjoy close working relationships that they might not otherwise have formed.

Shared activities also forge ties between diverse individuals by changing their usual patterns of interaction, letting them break out of their prescribed business roles of subordinate, relationship manager, aide, finance whiz, cognoscente, or president and stand out from the crowd.

Go for Broke(rs)

Returning to your work sheet, take a look at the names of your brokers in the centre column. It’s important to determine who your brokers are so you can discover what activities bring you into contact with them and how you can further develop those ties. Perhaps the individuals you listed are not obviously powerful broker candidates like CEOs or partners at law firms, but you can reach them and they are well connected to clusters outside your current circles.

Now examine the people listed multiple times in the first column and think about how you met them.

To build a network rich in social capital, cultivate powerful brokers who aren’t in positions of formal authority—the places where everyone else looks.

We’ve often been asked if a broker should be told of his or her role once an executive is aware of it. On one hand, telling a person that he is disproportionately important to your network could alter the relational dynamics. The broker might feel used or might want some-thing in return that you cannot give. On the other hand, a disclosure could deepen the relationship by revealing gratitude and sincerity, which, in our estimation, is the best principle of action in a network.

Research shows that if you create your networks with trust, diversity, and brokerage, you can raise your level of information from what you know to who you know.

Đừng bao giờ đi ăn một mình: Link download

2010-01-13T18:23:00.000-08:00

Link download: Đừng bao giờ đi ăn một mình

Ai che lưng cho bạn: link download

2009-11-29T21:31:00.000-08:00

Link download: Ai che lưng cho bạn">Ai che lưng cho bạn (chương 1)

The Key to Powerful Relationships

2009-10-29T07:25:00.000-07:00

Business isn’t business. Business is people. Everything an organization wants to achieve it achieves through its people. Your ability, therefore, to galvanize the support of key individuals, build incredible teams that are relentlessly dedicated, and excite rooms filled with innovators and investors all depends on your ability to build powerful relationships. Below, I’ve included a list of what I have found to be the most important factors to creating these relationships. It may surprise you how much fun it is to network and how simple it is. The bottom line: forget most everything you have ever been taught. The key to developing unreasonably powerful relationships is to be your genuine self.

“It’s not what you know, it’s who you know”

I’ve never liked this age-old adage because it polarizes a phenomenon too complex to be black and white. Really, it’s about how you treat the people you know and don’t know. It’s about being excited and confident about what you do know and honest about what you don’t know. And if you don’t know someone, ideally this blog post will allow you to approach and get to know anyone

The 7 To Do’s

1. The person you are talking to is the Messiah in the room

Have you ever talked with someone whose eyes are constantly flitting around the room? It’s awful. Why? Because as Robert Frost said, “We all have an irresistible desire to be irresistibly desired.” Looking around the room signals that there is something or someone more interesting than the person you’re talking to. One of the most important keys to building powerful relationships is never to avert your eyes when you are talking with someone else. Holding eye contact, even amidst a bustling room or people chatting nearby enables you to be fully present in your conversations and shows the other person how important they are to you. You never know who you are meeting and who or what they may know. Assume, therefore, that the person you are conversing with is the momentary messiah. Focus in on them and allow yourself to be genuinely intrigued.

2. Listen & Learn. Then Speak.

You would be shocked at how common it is for people to jump headlong into their agenda in conversations without learning anything about the person they are talking to. If someone asks me what I do, I immediately throw the question back at them with a comment along the lines of, “I’m excited to tell you about the projects I’m working on, but I’m much more fascinated to learn about what you do and why you do it…etc.” When you meet someone, never start by talking about yourself. Ask them not just what they do (they always get asked that), ask them why they do what they do and how they got to be doing what they do (i.e. their story). This will allow you to listen and to identify their interests, passions, and what excites them. Inevitably, if they like you, they will ask what about you. Now you can speak to their interests and passions. You always want to connect on a human level (not just a professional level) and the key is to understand stories and interests. Learn what gets them excited and then get them excited. It’s just that simple.

3. Be Vulnerable

Your greatest strength in establishing powerful relationships is to be honest about your greatest weaknesses. We have been socially-conditioned to worry about what others will think when we share our failures, sincere thoughts, and what we don’t know with them. The truth is that these moments of vulnerability are the very moments when we connect most with other people. We connect deeply with people who have struggled, who are insecure about something, or who have failed because we’ve all been there. People are also much more likely to find you credible when you’re honest up-front about the risks of your venture or when you answer “I honestly don’t know the answer” to a question instead of trying to come up with a clever defense on the spot. It’s not only okay to be vulnerable, it’s crucial.

4. Isn’t Networking Slimy?

When we think about networking, words like slimy often come to mind. We think of people who cleverly manipulate others to get what they want. Instead, Keith Ferrazzi, who has been called the greatest networker in the world and is the author of “Never Eat Alone,” defines networking as “sharing my knowledge and resources, time and energy, friends and associates, and empathy and compassion in a continual effort to provide value to others, while coincidentally increasing my own.” In other words, you should be seeing how you can help other people achieve their full potential. It’s not about what you can get from others; it’s about how much you can give to them. It’s not about asking “How can you help me?” It’s about the great scene in Jerry McGuire, where Tom Cruise is on his hands and knees, repeatedly asking a simple question, “How can I help you? Help me help you!” Relationships are built on trust. You gain trust by helping others, not by asking what they can do for you. Over time, your generosity will come back to you (but don’t keep score).

5. You Have to Make the Ask (no excuses):

One of the most important rules of building relationships and networking is simply to ask. It all boils down to being truthful. If someone can really help you with something, do not be hesitant to ask. Indeed, most people are reluctant to ask for money, for advice, or for anything that could help them to a realized dream. When you ask for help, and if you do so genuinely, the worst anyone will say is “no.” Then you are no worse off than if you hadn’t asked for help at all! Even if the person across the table from you can’t help, there is always one more question to ask (possibly the most important): “Do you know anyone who may be excited about what we are doing or who may be able to help in this regard?” You would be amazed at how many doors this simple question will open up.

6. Follow Up and Follow Through:

When I was working on my first social venture as a Freshman at the University of Colorado, I had lunch with a local entrepreneur and asked him one pointed question: “what will set me and my team apart from the rest?” He simply responded, “follow up and follow through.” After any great conversation, follow-up by simply letting the person know how much you appreciate their time and thoughts. And if you want to distinguish yourself from nearly 99% of everyone out there, follow-through on the promises you make. The key to this statement is to make certain that when you tell someone you are going to do something, you will have the time to do it well. This will do wonders for building relationships of mutual respect and admiration.

7. Be Confident and Passionate

If you are going to get others excited about what you are doing you truly have to believe in what you are doing. Anything less and the person across the table from you may wonder: “why should I help them with this idea when they don’t even believe in it?” Don’t be afraid to express your excitement and your unreasonable ambition. Be bold and be confident. Remember though, you must be confident about what you do know, but also about what you don’t know. This level of transparency is key to building quality relationships and to networking. People are perceptive. If you aren’t genuine, they will know it.

So What?

According to Al Gore, there is an old African Proverb that says “if you want to go fast, go alone. If you want to go far, go together.” Whether or not the source is correct, I couldn’t agree more with the proverb. The moral of this blog is that if you want to create Unreasonable Impact, you are going to have to be able to build unreasonably powerful relationships with your teams, partners, investors, networks, and friends. The key is simple: be human… for in the end, business is not business, business is people.

Written by Daniel Epstein
Original post here

7 Steps to Building a Genuine Relationship With Your Readers

2009-10-29T07:20:00.000-07:00

1. A genuine relationship starts with you — you have to take responsibility for it. You can’t expect your readers to automatically be encouraging, supportive, kind, positive, loyal, helpful, and generous … just because you’re the awesome person you are. So start with a positive mindset, and be willing to work on the relationship, be open to what emerges.

2. Make your posts as helpful and useful as you can. Your posts shouldn’t just be about you, and how great you are (as true as that may be), but about your readers and their problems, and how you can help them solve them. Really try to help your readers in some way in every post. They will appreciate it.

3. Be helpful and positive in all interactions. In every comment you respond to, in every email with a reader, in every interaction on forums and Twitter and other social networks, you should try to be positive, try to be helpful, and try to build your relationship in some way. It’s the same when you build a friendship or working relationship with a co-worker, isn’t it? Being online doesn’t change how relationships are built — if you are always critical, defensive, offensive, attacking, sarcastic … well, that’s the kind of relationship you’ll have. If you’re just trying to sell stuff to people all the time, it won’t be a genuine relationship.

4. Encourage discussion in comments. You aren’t the only person who has good ideas or knowledge, so ask your readers to contribute their thoughts, to share their experiences, to add tips of their own. I like to do that at the end of a post, but even if I don’t, readers understand that I want this stuff by now. When readers give comments, thank them, respond to their questions and thoughts, interact. Sometimes, it’s good to get discussions going by asking reader questions in an “Ask the Readers” post — just pose a question and ask them to respond in the comments.

5. Accept criticism with grace. Bloggers have to have a thick skin, because inevitably we will be criticized. It’s the nature of the Internet, or any discussion of ideas actually — there is always criticism, and sometimes it’s harsh. And it can hurt. You get angry, or defensive, and when you respond to criticism in this way it’s not a good thing: 1) you look immature and defensive; 2) it discourages an open and frank discussion; and 3) you harm your relationship with your readers. Instead, thank your readers for their criticism, respond positively, and sometimes, acknowledge that they may be right. Because a lot of the time, they are, but our egos are too wounded for us to admit it to ourselves.

6. Build relationships in other channels. Having discussions in blog comments is great, but there are other ways to build relationships — through email, on Twitter, on Facebook, in forums (maybe even your own forums). While I can’t possibly respond to all the email I get now, I certainly did when my blog first started out, even when I had 10K subscribers — I tried to answer every question or thank them for every kind email. I miss that level of personal interaction, but I still try to connect with readers on Twitter and in comments. It’s a great way to take the relationship to another level.

7. Give back on other blogs. Many times, readers and commenters on your site will be fellow bloggers — which is actually how blogs emerged when they went beyond a log of interesting web links: they became a way to have a larger discussion on the web, as bloggers linked to each other and commented on each other’s posts. And so as other bloggers comment on and link to your posts, do the same for them. Go to their blogs, comment on their posts, link to them now and then if it’ll be useful to your readers. Write guest posts for them and invite them to do the same. Share their posts on Twitter if you like them. Building relationships with other bloggers is a great way to become immersed in the wonderful community of bloggers, and to build a relationship with some of your most active readers.

Tips from Leo Babauta at Zen Habits
Original post here.

The Five Levels of Relationship

2009-10-27T07:27:00.000-07:00

The five levels of relationship are belief, faith, know, love, and trust.

Belief is the lowest level wherein we don't really know a person, but we really like them and believe that we might be able to have a good relationship with them.

We have faith in a relationship once we can confess, without wavering, a lifetime commitment to another. This faith is an expression of a sincere hope that the marriage we dream of can be fulfilled. Moreover it is hope in that which we fully expect to receive and a happy anticipation of good. However, we have no evidence to support our faith. We just hope that we are right.

After spending time and obtaining intimate knowledge of a person, we begin to know the relationship will be good. Knowledge comes via intimacy. Marriages break down before they begin because intimacy comes through conversation not intercourse. Couples spend too much time in intercourse and very little time building intimacy. Thus, they get cold feet at the wedding because they don't really know their intended intimately. Ladies, there is no reason for a man to give you intimate knowledge of himself once you have sex. It is unproductive, then, to share physical intimacy before receiving spiritual, mental, and emotional intimacy. Intimate knowledge is the path that leads to love.

Please review my post on "The Essential Elements of Love" so that I won't have to repeat those details here. However, love does not start in a man's heart, it begins in his mind. If you want to get to a man's heart, you have to get into his head.

In order to have a long lasting relationship there must be trust. Trust begins with a belief that we can have a good relationship and moves to faith. Faith becomes knowing after we have obtained intimacy which leads to love. Love will lead to trust.

Trust is the highest level of relationship where a couple can be open and naked before one another emotionally and have no doubt that their mate will not use their vulnerability against them. No matter what hardships they must endure to be and stay married, they will endure because they trust that they can reach their destination together.

Original post is here.

Keith Ferazzi, Seth Godin & John Jantsch on Relationships

2009-10-27T07:21:00.000-07:00

1. A broad network will give you a wealth of information

2. Real feedback is vital

3. Constructive feedback are important pieces of data and should be thought of as generous

4. Create a peer to peer support group to hold you accountable, kind of like AAA

5. Acknowledge the truth: letting your guard down is courageous, not weak!

6. Embrace others to achieve the success and dreams in their lives

7. Lifeline: Embrace one person that could be a lifeline relationship. Create a strong relationship with this person and care, genuinely. “Lets sit and talk about where you are going, how can I help you?”

8. If your not happy with what you’ve got, don’t expect someone to just fix it

9. Go for your full potential and receive great success

10. If you can create circles of people who have something to talk about it helps everybody

11. Seth Godin: Go fail, fail often, fail with people it’s ok to fail with

12. John Jantsch: Just go do it

Posted by Bretton Jun.12, 2009@ 10:00 am
Original post here.

Link download

2009-10-27T07:14:00.000-07:00

Link download Who's got your back (Notes by Frumi Rachel Barr): 20 pages.

Who's got your back in the office?

2009-10-26T10:38:00.000-07:00

By Carrie Mason-Draffen
(original link here)

Are you loathe to tell a co-worker he has spinach in his teeth? You are not alone. Many people are reluctant to point out embarrassing situations to co-workers.

But employees are more likely to point out the embarrassments to their peers than to people in higher positions, according to a survey from the job website CareerBuilder. And the greater the embarrassment, the less likely workers will say anything at all.

About 4,400 workers participated the nationwide survey. They were asked: Given the following embarrassing situations, which of your co-workers would you tell? Here are the results.

1. Your zipper is undone.

a. Same level co-worker – 67 percent
b. Lower level co-worker – 62 percent
c. Higher level co-worker – 50 percent

2. You have something in your nose.

a. Same level co-worker – 51 percent
b. Lower level co-worker – 46 percent
c. Higher level co-worker – 33 percent

3. You have food in your teeth or on your face.

a. Same level co-worker – 66 percent
b. Lower level co-worker – 60 percent
c. Higher level co-worker – 49 percent

4. Your hair is messy.

a. Same level co-worker – 33 percent
b. Lower level co-worker – 30 percent
c. Higher level co-worker – 13 percent

5.You have a stain on your clothes.

a. Same level co-worker – 51 percent
b. Lower level co-worker – 47 percent
c. Higher level co-worker – 34 percent

6. You need a breath mint.

a. Same level co-worker – 33 percent
b. Lower level co-worker – 29 percent
c. Higher level co-worker – 14 percent

7. You need a shower

a. Same level co-worker – 28 percent
b. Lower level co-worker – 28 percent
c. Higher level co-worker – 11 percent

8. Your apparel is not appropriate for the office.

a. Same level co-worker – 32 percent
b. Lower level co-worker – 37 percent
c. Higher level co-worker – 10 percent

Link download: Who's got your back

2009-10-26T10:33:00.000-07:00

Link download: Who's got your back (summary)

What is networking?

2009-10-26T10:15:00.001-07:00

What is networking?

So what is the point of networking? Let me tell you something. Everything that you want to achieve in life, is going to be with and through other people. I don’t care what your dreams are; you know, it can be being ahead in the PTA or riding to the top of the corporation, or just being a great , or administration in a business. I don’t care what it is, everything that you want to achieve, can be with or through other people. Just think about it for a second, just think about the thing that you are most proud of today, the thing that you’ve done that from your perspective really shines in your life, the thing that you’re holding out there. Think about the people who made that happen for you. Imagine the faces of the team members, the friends, the coaches, the mentors, the teachers, the people who are there for you.

Now just a moment, think ahead. Think about your great dreams, all the dreams that you have that I just mentioned a second ago. There’s going to be 25 people between now and your achieving those dreams, that will kind of rock your world. These are the individuals that are going to be there for you, that you’ll going to be there for them, with real, unique, intimate relationship, mentorship, friendship, you know, leaders, team members, following you. It’s about the people. It’s ultimately about the people.

The question is Are you leading in this world, walking around in this world and finding those people in. That’s what networking is.

Ai che lưng cho bạn trên truyền hình thế giới

2009-10-26T09:48:00.000-07:00