Businesses that have the fundamentals right will get through the economic crisis and be well positioned to thrive in better times

Across the world, the effects of Influenza A (H1N1) are being felt business trips and events cancelled, schools closed, and a need for mass screening and meditation.
Public health authorities in most affected countries have issued notices advising people on how to minimize the risk og this pandemic escalating. The three main pieces of advice are:
• Cover your nose and mouth with a tissue when coughing and sneezing;
• Put the tissue in a bin; and
• If you feel you have a contagious virus, stay home or, at least, away from crowded places like schools and offices.
All this is sensible advice, but let’s faces it: it is what we all should be doing anyway-even with a “common”” influenza. Despite the precedents of avian flu and Sars, authorities are unable to provide specific advice for this latest health threat. So, they wisely go back to the fundamentals.
Similarly, past economic downtowns have provided little useful data for global financial crisis. However, those businesses that have the fundamentals right are most likely to make it through, and thrive when the economy recovers. In other words, just like the H1N1 flu advice: Do what you should have been doing anyway!
Two years ago, when business were booming and the greatest challenge for a recruitment firm or HR department was simply to find and place staff, engaging existing staff didn’t receive- or need- much attention.
Personality and behavioral style tests were done, but used only for recruitment, annual reviews and occasional team building exercises. Now, times are different, and these tools provide a valuable resource in staff engagement in tough times.
They will all help you identify how your staff like to be communicated with, how they respond and adapt to change and how they can best contribute.
Let’s look at how important each of these in the current situation.

Communication
Understanding this – the language employee prefer the mode of communication, the time, the place, the context, the benefits/ threats they will perceive-is crucially important when there are difficult messages to communicate.
Today, you need to over- communicate: tell them in many ways, but it’s important to do it in a way that they will respond to. This is a primary component in building trust, and trust is providing to be an essential factor in creating and building employee engagement and client loyalty in these tough times.

Change
In good times, change is a choice the business leadership makes to improve productivity or create a market advantage. In tough times, change is often forced upon them.
This change can be very uncomfortable for staff involving down- sizing, reallocation of duties and changed rules of operation. How these are communicated to them will significantly affect how these changes are accepted.
It is also important to be aware of the likely reaction of valued staff to the change and their preferred way of having the change implemented. These changes can be traumatic- often involving the loss of long- time colleagues – so you need every resource available to avoid negative fall- out with those who remain.

Contribution
In the current situation, you need staff to contribute more than ever before- with little prospect in the short term of additional remuneration. Two factors that can work in your favor – if used wisely – are trust and involvement.
One of the most important attributes that attracts employees in these times is trust. A worldwide survey on employee engagement completed in March of this year put trust at no. 2 in a list of what they looked for in a company, second only to concern for their professional and personal well- being.
One of the best ways to build trust is to demonstrate it. Take workers into your confidence about problem area- rather than glossing over the facts. Instead of compromising confidence in the business, you will find trust and commitment.
The other key factor is involvement. If staff feels they are able to contribute directly to the business’s success, they feel more engaged. Don’t just limit them to participating as implementers. Allow them to contribute as initiators.
Take them into your trust, quantify the problem and ask them to suggest a solution. Some solutions will inevitably involve scarifies or compromises by staff.
Isn’t it obvious that they are more likely to accept these is they have been involved in the decision making? This is another area where your type- testing can prove useful, because it will tell you the way in which they like to contribute and the type of contribution that is likely to give them most satisfaction.
The current flu pandemic has arrived at a time when many businesses are ready struggling. The way forward is the same: stick to the basics or, in some cases, go back to them.

WORKING freelance means that I have had many opportunities to spend the day or days at various instructions and office venues.

At many of these, I get a glimpse of the kitchen facilities. Some of these are nothing more than a microwave on a table but some of them, especially at multinational corporations, are generous full-range kitchenettes with lots of storage space, a refrigerator, oven and even a dishwasher.

It’s a sensible provision considering how much time people spend at work. But I’ve often been frustrated to find dirty glasses mixed with fresh because nobody bothered to remove the clean glasses first, or a colony of ants because of crumbs and stains that nobody bothered to clean up.

Employees I have spoken to are quick to add the list-draining the last of the coffee pot and not bothering to refill it, leaving dishes in the sink, squashing someone else’s lunch in the refrigerator to make space for your own shopping, hogging fridge space and even stealing someone else’s food.

Obviously, this is a case of bad manners in the workspace. The office kitchen, even if it’s nothing more than a sink or

Pantry belongs to everybody.

It’s a communal a space as the meeting room, copier room or restroom. To ensure optimal use, it has to maintain properly. This means that somebody needs to be in charge.

It here is a professional cleaner, a lot of problems can be alleviated, but even he can not be around all day long to ensure proper usage.

Perhaps an employee can be appointed to be in charge of kitchen administration and liaise with the cleaning lady and whoever is replenishing supplies. In fact, this can even be a job roistered among colleagues, with the idea that nobody wants to be known as the one who maintain the dirtiest kitchen.

Some ground rules, can also be laid out:

Kitchen sink: Don’t leave used plates and coffee mugs in the sink unless there is someone hired to do the dishes. Wash and dry your dishes after use and put them in the drying rack immediately. Check in a little later to put things away.

Counter or work surfaces: Throw away your trash, making sure that you remove crumbs and stains. Don’t sue the counter to thaw frozen food that you want to warm up. Rather, put in on a plate. Otherwise, you’re producing drips as well as creating health hazards.

Refrigerator: Don’t put open or half-open tubs of yogurt, tins of soups and beverages and half-eaten sandwiches back into the refrigerator without sealing them. Food contaminates easily and leaves smells that linger.

If a food items seems to have been abandoned or is obviously past due date, throw it away. You can always leave a note explaining why this has been done.

Don’t hog all the space in the refrigerator by putting your day’s marketing in it.

If you’re going to need the fridge for an

Office party, then give notice in advance by putting up a note. Put notice in advance by putting up a note. Put a notice that the fridge will be cleaned so that people will hace time to remove their stuff.

Microwave: If you are using microwave, make sure that the food is properly covered while it’s being heated or that a window is opened to air the room afterwards. Not everybody likes the smell of curry, herbal soups or garlic. Clean up any spillage immediately as it is a harder to do so when it has cooled against the oven doors.

Labels: If you keep something permanently in the office, such as diabetic sweeteners, label it so that colleagues know it belongs to you. They can also then ask permission to use or borrow something such as a chocolate or milk powder if they know it’s yours.

Supplies: Always mare sure that there is enough plastic to line the trash can. If you realize that you have used the last of the kitchen napkins or a cleaning agent, inform the person in charge.

These tips sound like common sense but people can be inconsiderate. Just talk to any cleaning lady! You can soften these “rules” by presenting them via a poem a cartoon or a witty notice. If memos or even mentions at meetings don’t work, run a YouTube movie. Just type in office, workplace or kitchen etiquette- you’d be surprised by the range! The guilty ones will recognize themselves.

Bob has a way of dealing with people. If a peer asks for his help, he gives only a little. If he makes a mistake, he shifts the blame. When he is told something in confidence, he often breaks that confidence. In short, Bob lacks integrity.

To become a strong and effective leader, you must gain the trust and confidence of your peers and superiors by demonstrating your integrity. Integrity is demonstrated by what you say, do, and believe.

Integrity in What You Say
The first way to demonstrate integrity is through words. Keep your promises. Whether that means maintaining a confidence or completing a project by a promised date, doing what you have said you will do is essential to your credibility.

Integrity in What You Do
The second way to demonstrate integrity is through actions. To become an effective leader, you must act consistently. Treat everyone in a fair and equitable manner, and avoid sudden displays of emotion. Moody managers and those who appear to play favorites will fail when it comes to building trust and inspiring confidence.

Other effective actions are to show support for the behaviors you want to encourage and avoid undo criticism. When you have to criticize, do it constructively. Try to turn mistakes into learning opportunities. When you disagree with something, say so, but do it in a way that shows your willingness to consider other options and ideas.

Integrity in What You Believe
The third way to demonstrate integrity is through beliefs. What you believe is reflected in what you say and what you do. When your words and actions fail to coincide with what you profess to believe, you lose credibility. As a leader, you must guard against compromising the beliefs you profess to hold. This may be difficult when you are faced with a challenge. But remember, revenge, pride and the desire to retain power are poor substitutes for integrity.

To build trust and confidence in your leadership abilities, you must demonstrate your integrity. Not in a hurried, forced, unnatural way but over time as the opportunities arise. You can demonstrate your integrity effectively by what you say, what you do, and what you believe.

We all hear the old saying that we should 'work smarter, not harder', but how many of us actually abide by this? It's easier said than done, isn't it? Experts actually say the key to working smart is to be more effective, not necessarily more efficient. Efficiency is doing the job right. Effectiveness, on the other hand, is doing the right job! Think about that! Here are my Ten Top Tips for managing your time more effectively:

1. Figure Out When You Are at Your Peak
I know I work better from 9am to noon, so that's when I try to do my most important tasks. Figure out when you are at your prime and plan carefully around this.

2. Turn Off Your e-Mail Notifier
Do you really need the pop-up or 'ding' every few minutes? Try turning off your e-mail notifier when you need to concentrate on an important project, then you really can focus.

3. Expect the Unexpected
Block out some planning time. Everyone needs some time for thinking, so try to build in some flexibility into your daily routines.

4. Say “NO” Occasionally
Sometimes we may have to be assertive and say 'no' if something is not urgent or a priority. Saying no courteously may be seen as a strength rather than a weakness.

5. Set Priorities
Categorise tasks according to priority, for example:
1 = The task is Urgent and Important
2 = It's Important but Not Urgent
3 = It's Urgent but Not Important
4 = It’s Not Urgent and Not Important

6. Stay Focused in Meetings
How many meetings have you attended where people go off at tangents? It helps to be clear about the agenda before meetings, and make sure everyone knows what the objectives are. This will help you stay focused and keep the discussion heading in the right direction.

7. Clear Out Your Clutter
I know I can't work effectively if my desk is a mess with lots of paperwork everywhere. So once in a while I have a good clearing and sorting session, and I clear out the clutter on my desk, trays, drawers and files. It's amazing how much better I always feel once the clutter is gone!

8. Remember to Take a Break
We all tend to make more mistakes when we are tired or stressed, so learn to recognise the symptoms when you are flagging and take a break from your work. Yes Mom, I hear you... this is something I'm not so good at!

9. Don't Procrastinate
Tackle what's right now in the present and don't let procrastination get in the way. It's amazing how great it feels when you can tick off those items on your to-do list!

10. Adopt a Positive Attitude
Keep your mindset positive. See solutions instead of problems. See positives instead of negatives. Do your tasks with a happy heart, and smile!

In our knowledge-based economy, information and technology can easily become outdated. Life-long learning is essential for you to succeed and prosper as a sales professional. So why are some people reluctant to embrace the concept of life-long learning?

The answer is that the learning process itself involves some measure of risk and uncertainty. To understand why and to overcome this reluctance to learn, you need to study the learning process.

Abraham Maslow, one of the predominant minds in the field of psychology during the 20th century, described a four-stage process that people go through when learning something new. These four stages are:

1. Unconscious Incompetence
2. Conscious Incompetence
3. Conscious Competence
4. Unconscious Competence

The initial stage of the learning cycle is called unconscious incompetence. This takes place when you don't know that you don't know. At this point, you have yet to realize that there is something more that you need to learn.

The second stage is conscious incompetence, when you realize how much you need to know. This stage often involves the pain of having so much to learn, as well as the fear that your income and self-worth might be affected.

It is during the conscious incompetence stage that you must cope with the urge to turn back. You are trying to learn something new, something that you are not yet proficient in. This means that your results may be less than you hope for, which causes you great stress and produces emotional pressure to go back to what was comfortable. The conscious incompetence stage is the point in the learning cycle where people are most likely to give up.

The third stage of the learning cycle is known as conscious competence. You know what you know. You have begun acquiring a new knowledge but are still conscious of the learning process. The pain of learning is leaving you.

The fourth and final stage of the learning cycle is unconscious competence, when you are no longer conscious of the skills or knowledge you have absorbed. At this stage, you have become so skilled at a particular task that you operate on instinct in performing it.

By the time you reach the unconscious competence stage, you have successfully integrated into your life habits that you were seeking to learn. You are benefiting from your expanded knowledge and skills base. But don't let yourself become too comfortable. If you are committed to continuous improvement, you will soon find yourself at the stage of conscious incompetence once again, as you discover there is still something more you can learn.

Continuous improvement and life-long learning are essential to your success in sales. When you understand the four stages of Maslow's learning cycle, you can eliminate some of the discomfort due to inherent risk and uncertainty in the learning process.

Note: (Applicable to Not Just Sales Personnel)

People talk about the learning curve for acquiring a new knowledge base or skill, but most of them have never considered what this curve really looks like.

The learning process can be segmented into three stages:

1. Set a Goal. - During the goal stage, you must establish a personal goal for increasing your sales production and earning power.

When you set your goal, aim high. Remember Napoleon Hill's words: "Anything the mind of man can conceive and believe, it can achieve."

When you set a goal, you are acting on the realization that something must change in order for you to achieve your desired end result. To achieve your goal, you may need to acquire a new knowledge base or skill set.

2. Maintain Commitment. - As you begin the learning process, you find that you are not as effective using new strategies and skills as you were practicing your old set. The dip, or emotional pain of conscious incompetence, sets in when you realize that you have set a goal that is not easily achieved. Until dissatisfaction with the status quo exceeds the pain associated with change, it is easier to turn away from the opportunity to learn and return to your comfort zone. During this "dip" stage you must fight the urge to give up.

In the vast majority of cases, the depth of the dip in the learning curve is no more than 10 to 15 percent. In most sales situations, it takes about 90 to 120 days to reach the point where you can see yourself reaching your goal. It helps to keep this in mind.

For a period of 90 days from the time you make the conscious choice to acquire a new knowledge base or skill set, commit yourself to investing an extra ten percent of yourself into your business.

To meet the challenge and achieve your goal, give full concentration, energy, and enthusiasm to your profession during these 90 days.

Give yourself an extra half-hour to an hour daily to focus on the strategies and skills you are attempting to master.

When you have made all the calls you can make, make one more. Then make one more after that.

Set aside some time to read about and study your business. Expand your knowledge base in support of your new goals.

3. Anticipate What To Do When Results Flatten Out. - A commitment to life-long learning means a commitment to continually looking over the horizon toward the next curve. When you realize that your results in sales production or earning power are beginning to flatten out, recognize this as the time to anticipate what needs to happen next and assess whether you need to add a new knowledge base or skill set.

If you wait too long, your business may go into decline before you begin to make the change. This can make you fall behind others in the market who have more accurately anticipated the future. Top sales professionals strive to anticipate the next growth opportunity as they become comfortable with their existing knowledge base. They know it is smart to grow from strength, as opposed to waiting until panic sets in.

Ongoing success is directly linked to continued learning. If you allow your knowledge base to become obsolete, your value in the competitive market will depreciate. You must continue to watch for upcoming trends and be ready to move along a new learning curve.

To excel in the highly competitive sales industry, you need to commit to continuous learning. To overcome the difficulties inherent in learning something new, it helps to understand the learning curve. Studying the three main stages of the learning curve can give you valuable insights. It can help you realize where you stand and what you must do in order to succeed.

NOTE: THIS POST IS APPLICABLE TO NOT JUST SALES PERSONNEL

People who practice personal accountability usually stand out in any organization. They display certain distinguishing characteristics that define how they relate to others in the organization around them. They define their relationship with the organization as a contribution toward the organization's goals. They acknowledge the impact that the quality of their work has on others. They answer for the success or failure of their own work.

Employees who practice personal accountability define their relationship with the rest of their organization in terms of a contribution toward the organization's goals. They display this characteristic in the way they describe the inputs to and the outputs from the work they perform. Input received from others is described as actions or needs that are part of a process. Input is not described as static documents or objects. The output from their own work is described as an input to the work of another member of the organization, or as a final product or service for a customer or client.

Another characteristic that distinguishes employees who practice personal accountability is their acknowledgment of the impact that the quality of their work has on others. They may describe how their work benefits someone else—a coworker or a customer—when the work is performed correctly. They may also describe how a coworker or customer is negatively affected when the work isn't done properly. Employees who practice personal accountability are willing to answer for their own successes or failures. They accept praise when they succeed and criticism when they fail. They don't try to shift blame for poor results or make excuses.

In the workplace, you may answer to feedback from supervisors, coworkers, subordinates, or customers. Personal accountability means being willing to answer responsibly to anyone who offers feedback on your work results. You need confidence and courage to answer for the success or failure of your own work. Many people are reluctant to seem boastful about their successes. They may be even more reluctant to shoulder the blame for a failure alone.

The characteristics of personal accountability are the behaviors that connect the members of an organization. Employees who care about and enjoy their jobs stand out from the rest. They exhibit the characteristics of personal accountability. Do you?

One of the best resources for self-directed learning is other people. However, this process is underutilized in many companies because people are hesitant to admit they don't know something or that they've made a mistake.

There are five basic work relationships you should create in your workplace. Each of them has a different purpose and distinct advantages. The relationships are based on using:

1. Formal or Informal Mentoring
2. Online Mentoring
3. Team Mentoring
4. Coaches
5. People as Resources.

Formal or Informal Mentoring
Traditional mentoring can be divided into informal and formal categories. Both of these are good sources of advice and direction, particularly in soft-skill development, career development, and in creating leadership ability.

In the more informal mentoring, the mentor and mentee choose each other and may or may not even work for the same company. In formal mentoring, a company mentorship program is established, and mentors and mentees are assigned to each other.

Online Mentoring
Online mentoring can take the form of an informal chat room, where people share a common interest in a subject. It can occur in a chat room led by an expert where questions are answered synchronously—in real time. Learners can even use e-mail to ask questions of an expert who usually answers them within 24 hours.

Some real-time mentoring even includes videoconferencing capabilities. Below are some advantages of online mentoring:

* Because online mentoring is anonymous, learners can discuss problems in their company confidentially and without fear of reprisal.
* Chatting with others, possibly from around the world, brings depth of understanding and viewpoints not previously considered.
* Learners can use chat rooms and e-mail at off hours when their work schedules are not making as many demands on them.
* By talking with experts and others interested in a subject, learners stay up-to-date in their fields and recognize the knowledge and skill gaps they need to fill.

Team Mentoring
With the growing popularity of self-directed teams, team members are also learning to mentor each other.

Team mentoring is about knowledge sharing, a crucial concept for those trying to maintain a competitive edge. It can involve learning skills that will benefit the group and then sharing these skills with the whole team.

Coaches
Coaching is not a new idea for corporations, but traditionally it has been a supervisor who coaches his or her direct reports. Now, coaching has taken on a different dimension because the knowledge workers of the new corporation often know more than their supervisors.

Coaches should be selected for their expertise and their communication and feedback skills. Coaching provides supervised practice: It's not practice that makes perfect; it's perfect practice that makes perfect.

People as Resources
When you have a specific question about something, isn't there someone you always ask, someone who has a strong skill set in that area?

Everyone has a source person who tirelessly answers questions that perhaps should not even be asked. This is a relationship that can easily be abused.

Some people seem to encourage questions from their colleagues, but every question is an interruption in their work. Be sure to maximize your opportunities to use people as resources for self-directed learning.

When companies are demanding faster response time from all employees, mentoring, coaching, or just asking a colleague for help may be some of the most efficient ways to bridge your skill or knowledge gap.

When it's time to take action, you have only three choices: Lead, follow, or get out of the way. Of course, "getting out of the way" is rarely an acceptable choice when there's work to be done. So the proper course of action is to either lead or follow. If you know the right way to go about it, the choice is yours. Your goal, however, should be to tailor your decisions to the company culture and supervisory style in which you work.

A company's culture determines who holds the authority to make decisions. If you decide to take the lead in taking action, you have to be sure the organization gives you the authority to act. Good etiquette requires you to observe your company's culture before you assume you have the authority to lead. Consider the following points.

* One company culture is a strict hierarchy. If workers want to take initiative, they need to work through the chain of command. The first step is to document the actions they want to take. Then they wait until they receive approval to proceed.
* A participatory culture seeks input from many levels in the organization before managers make the final call. Workers who want to take the lead can gather information and prepare solutions without seeking approval, but they should report back to their bosses.
* A company using distributed decision-making expects people to take initiative, so assertive action is welcome. People should start by talking to other workers who may be affected by their actions. They need to build consensus, then implement their decisions.


There may be times when you'd rather take a back seat and let others lead. Perhaps you're still learning a new job responsibility or just don't want to take on a new task. The solution is to provide information so others can lead.

When you make the decision to lead, you first must think about your boss's supervisory style. Some supervisors may be offended by subordinates who are too assertive. However, in most situations, supervisors appreciate workers who show initiative. If you take actions compatible with your boss's supervisory style, you'll avoid giving the impression you're trying to do your boss's job. Keep the following points in mind when dealing with the three types of supervisors: quarterbacks, coaches, or cheerleaders.

* Bosses who are quarterbacks want to be involved in everything. If you want this type of boss to take charge, just ask his advice. Before you know it, he'll make the plan, assign the tasks, and do a big chunk of the work himself.
* Bosses who are coaches like to talk strategy, but then they'll expect you to take over from there. If you want to be a follower, you'll sometimes have to ask the coach to lead. Coaches will lead as a way to help you learn, but don't expect them to change roles frequently.
* If your supervisor is a cheerleader and you want to be a follower, you have a problem. Cheerleaders stay on the sidelines while you do the work. You'll have to convince a cheerleader that you can't handle the task before he'll take charge.

As you can see, there are no simple rules of etiquette to follow when you're deciding whether to be a leader or a follower. But by tailoring your decisions to the company culture and supervisory style in which you work, you can ensure you're successful when you decide it's time for you to take the lead. What's more, you'll be able to choose the right course of action in everyday business situations.

Which do you think is a more accurate predictor of life success: A person's emotional intelligence or a person's IQ? If you're like most of us, you'd probably guess that IQ—a person's mental intelligence—is more important. However, you'd be surprised to learn that a person's emotional intelligence is actually more closely tied to life success. Why? While IQ determines a person's memory, reasoning ability and fluency with language and math, emotional intelligence is linked with a person's moods, attitudes, empathy, and motivation. And these are powerful forces that can result in an individual's success in business or social settings.

The Elements of IQ
IQ measures a person's intellectual ability and generally remains steady throughout a person's life. Interestingly, it contributes to only about 20 percent of the factors that determine a person's life success. Traits exhibited by a person with a high IQ include a wide intellectual capacity and range of interests, confidence and fluency in expressing thoughts and opinions, a tendency to be anxious and to worry, and a critical nature. IQ is linked with the following mental abilities:

* verbal comprehension, which is the ability to understand and define words
* word fluency, which is the ability to think of words rapidly
* number facility, or the ability to do mathematical problems
* spatial ability, the ability to visualize objects and draw them from memory
* memory, which is the ability to memorize and recall information
* perception, the ability to notice details and detect similarities and differences
* reasoning, the ability to follow general rules

The Elements of Emotional Intelligence
Emotional intelligence is comprised of a broad range of abilities, including awareness of one's own emotions, the ability to regulate moods, the recognition of emotions in others, the ability to motivate oneself in the face of frustration, the ability to control impulses and delay gratification, and the ability to empathize. Emotional intelligence contributes to about 80 percent of the factors that predict life success.

Individuals with high emotional intelligence are poised, outgoing, and cheerful. They have empathy for others, express their feelings directly but appropriately, and have a capacity for developing relationships. Therefore, emotional intelligence is a more accurate predictor of life success than IQ is. Fortunately, emotional intelligence is a skill that can be developed more readily than pure intellectual abilities. To be more successful in your job and in your personal life, strive to be aware of your emotional intelligence and to improve the emotional aspects of your life.

Credibility is the quality that makes people trust you and believe in you. If yours is strong, you'll be well prepared to persuade others. To enhance your credibility, you'll need to do the following:


Look the Part
The persona that you project speaks volumes about your credibility. Most business people are very open to—and place their trust in—a persona that projects warmth, professionalism, and intelligence. Other image factors that can affect your credibility are your dress and your posture. If your peers prefer formal attire, follow suit. If you want to project a powerful image, adopt a strong posture.

Speak the Part
You may look the part, but if you don't speak the part, you'll lose credibility fast. To enhance the oral aspects of your credibility, you should:

* Know your subject matter—Astute listeners know when someone is using words to cover up shortcomings in knowledge about a certain subject. If you want to increase your credibility, do your research on the subject matter you're supposed to be talking about. Ineptitude is almost as bad as lying.
* Use appropriate language—Use impact words that catch listeners' attention, but take care not to sound snobbish or pompous—or inappropriately casual.
* Control your voice—Do you know anyone whose voice is baby-like or, worse yet, makes her sound dumb? Control your voice by varying the inflection of your tone, using a lower pitch, and using a softer volume. Practice by reading newspaper articles out loud.

Walk the Talk
There is nothing more debilitating to your credibility than to say one thing and to do another. Do as you say and say as you do. Sometimes events may force you to do something other than what you've said. This is unfortunate. One of the best ways to avoid this is by not making any promises. A promise may be held as sacrosanct by many listeners, and breaking it will mean trouble for you.

By improving your credibility, you'll be better able to influence other people because they'll be more inclined to believe you and what you tell them. Even if you have authority, credibility is a powerful asset as you seek to accomplish your goals.

When people work together, conflicts are inevitable. Some company cultures tolerate more conflict than others. But in all cultures, resolving conflicts is the only way to stay productive and efficient. It's up to you to determine whether a conflict remains a small disagreement or erupts into an all-out duel. That's why it's important to be aware of the correct etiquette for handling conflicts. To ensure you're following the correct etiquette, you can follow the three steps described below to work through conflicts.


1. State a clear point of view.
The first step in working through a conflict is to state a clear point of view. Choose your words carefully. That way you can make your position clear without escalating the disagreement. When you're discussing your own point of view, avoid using the word you. For example, don't say, "You're always late completing your assignments." Instead, explain your point of view using the word I. You could say, "I'm frustrated when I don't have the information I need to do my work."

2. Explore what's happening in the conflict.
After both people in a conflict have clearly stated their points of view, the source of the conflict becomes more apparent. The source of the problem usually falls into one of four categories.

* Some conflicts arise because people are working from different sets of facts.
* Conflicts are bound to happen when people who are working together have different goals.
* Conflicts can happen when two people share a goal but disagree about the best way to get there.
* Sometimes people agree on a goal as well as the best way to achieve it. However, conflicts can still happen if people have different priorities.

3. Propose collaboration.
After you've clarified the source of the conflict, you should identify common interests. By offering to collaborate in working toward common interests, the conflict can be minimized. You're also building a more cooperative relationship.

If the other person presents a strong case, surrender is an option. But in truth, you'll feel defeated and resentful. If you defer to others in all conflicts, you'll be less effective getting your own work done. And if you resist making any concessions at all, you might get what you want—this time. But defeating every opponent is time-consuming and creates hard feelings. You won't win any friends this way. That's why collaboration is the best way to resolve conflict.

Workplace conflicts are often complicated. You won't solve them all with one simple formula. But you can keep many small problems from becoming big ones by following the correct etiquette for handling conflicts.

Chivalry in the business world isn't dead; it's just changing. Within a generation, the rules of etiquette that once urged men to fuss over women, have been turned upside down. It's now a level playing field, with women rightfully asserting their power and independence alongside men. Now women are extending some of those age-old courtesies to their male counterparts. Yet members of both genders are sometimes offended by such behavior. How do you know which civilities are off the map? And how should you respond to chivalry in any case? Welcome to the "new etiquette."

Chivalry for the 21st Century
Twenty-first-century business etiquette no longer makes a distinction between which gender should do what for whom and in which situations. Instead, the etiquette of chivalry has become gender-free. It's now a simple matter of courtesy. Whether a man helps a woman, or vice versa, depends on the situation and who's in need. For example:

* The person who arrives at the door first holds it for everyone else.
* The host, or whoever asked the others out for the business lunch, pays the tab.
* If someone's struggling with his coat, give him a hand. Otherwise, allow people to put their coats on themselves.
* A person of either gender typically appreciates an offer to help carry a heavy or awkward load.
* It's still considered polite to rise to greet someone, especially in business situations in which you're greeting a client or superior. However, it's not necessary to stand each time a woman returns from making a call or visiting the restroom.
* It's no longer necessary, or even acceptable, to presume that a female business contact needs help with her chair. People of either gender who truly need help will usually ask.

Chivalry you'd best forget
Obviously, things have changed, and for the better. It's much more practical to help someone based on that person's real need, rather than to offer assistance as a form of flattery or superiority. Nevertheless, there are forms of chivalry that should be avoided. For example, some people may skew what they consider to be chivalrous behavior, or they may take it to an extreme. Some types of "chivalry" to avoid include:

* consistently offering basic courtesies to one gender but not the other
* always having to be the one to offer the civility in the first place, which says to others, "Hey, look at how proper and caring I am!"
* forcing your chivalry on people when they don't want it.

How to respond to chivalry
Maybe you don't need or want someone else to be chivalrous. What's the appropriate way to respond to chivalry in this case? It helps to be understanding. Recognize the kindness when you see it, and thank the person for the gesture. Some people are compulsive do-gooders, and you just may have to accept that in some circumstances.

Chivalry is alive and well in the 21st century—and it's now easier to practice than ever before. Be courteous to others, but don't go overboard. Remember, chivalry is now gender-free. Keep the points listed above in mind when determining whether to act in a chivalrous manner—and accept chivalrous behavior in the manner in which it's intended. And get used to the age of new etiquette, because it has arrived in the workplace.

Have you ever received an email that you misunderstood? Unlike face-to-face conversation, email is very easy to misinterpret as there are no facial expressions or vocal cues to aid understanding. That is why it is important that any emails you send to customers in your role as Customer Support Specialist (CSS) are well-written and concise.

You can make your messages easier to read and understand by following a system of rules often referred to as email etiquette. In the support center, it is important that you are as comfortable communicating with customers using email as you are using the telephone.


When sending professional emails, you should:

* Use proper case: Correct usage of capitalization will make your message easier to read. In email culture, words written in uppercase are considered "SHOUTING."
* Review and check for spelling errors: Email language is usually more casual than that used in a formal letter, so it's easy to approach email communication in a somewhat sloppy manner. However, a misspelled word or the incorrect placement of a comma can change the meaning of a sentence. Most email software includes a spelling tool that checks documents for errors. You should always use this spelling tool to check your messages before sending.
* Ask the recipient's permission to send attachments: Attachments can create difficulties for email recipients. They can be incompatible with the recipient's software, as well as time-consuming to download. Also, some workplace systems place limits on the size of files that can be received.
* Send only worthwhile messages: Because email is so easy to use, users generate a large amount of unwanted email. Junk email, or spam, is annoying and time-consuming to deal with, and can also slow your server down. Most business people today are extremely busy and time-conscious. They generally do not wish to receive junk email or mail that is unrelated to their work.
* Include original messages when sending replies: Unless they are reminded of what the previous message was about, recipients can lose track of email discussions, particularly long ones.
* Make the subject line specific and eye-catching: If the subject line is specific, the recipients will have a better idea of how to prioritize your email among the many others that they receive. For example, the subject line on a reply to a customer query about software installation steps might read "Installing Software."

By following the rules for email etiquette, your messages will be more easily understood, you will save time, and the recipient will be more aware of your motivation and intentions.

It is important to practice the rules of email etiquette. The use of proper case, along with the practice of reviewing and checking for spelling, will make your email messages easier to read.

Remember to check with your recipient before sending attachments over email. Send only worthwhile attachments, include the original message with your reply, and remember to include a specific subject line. These are all valuable practices that will make your email easy to understand.

Serving Customers on the Information Expressway

The acceleration of change in today's society is having a huge impact on customer service.

What's different about the customers of today? Aside from the fact they are better educated than customers of the past, they are:

* Bombarded with far more choices due to increased levels of competition.
* Cashing in on an increasingly global marketplace that gives them even more options.
* Capitalizing on telecommunications and computer advances that are revolutionizing the way we do business.

With ways to transmit information instantaneously, customers expect quicker response times because their customers are pushing them to pick up the pace. Software now enables the company to track the whereabouts and progress of any item shipped.

Clearly, the consumers of tomorrow are being raised with constant, quick stimulation, and rapid response. These trends have "upped the ante" considerably. Competition is fierce. Customers expect us to work quickly and decisively on their behalf. They expect us to help them increase their market share and level of success.

The clothes you wear in the workplace are as much a part of business etiquette as the words you say or the actions you take. That's why it's important to carefully consider what you wear on the job. Your choice of clothing can send subtle but clear messages that reinforce the positive—or negative—impressions of others. When making decisions about how to dress on the job, you can ask yourself three important questions, which are listed below.

1. What's the dominant style of dress at my company?
The first question you should consider is about your company's culture. During the 1990s, the number of businesses that allowed workers to dress casually—at least part of the time—increased sharply. But different companies have different ideas about what's appropriate and what's too casual. Although some companies issue a written dress code, every company has an unwritten code that determines what's expected from employees.


Generally, there are four styles of attire appropriate in companies. They are, from most formal to least formal, traditional, professional, collegiate, and casual. Traditional business attire includes dark wool or wool-blend suits for men, and suits or dresses for women. Professional attire includes blazers, skirts, and dressy blouses for women, and sport coats and ties for men. The collegiate style includes khakis, denim shirts, casual jackets, and no ties, while the casual style usually includes jeans, t-shirts, and sneakers. Which style is most appropriate for your company?

2. What will my clothing choices say to co-workers?

This doesn't mean all your clothing choices have to reflect your company's style instead of your own. But it's important to recognize how your choices signal your attitudes to those around you. Different people you work with will interpret your clothing choices in different ways. Think about the signals your personal style sends. Does your clothing say you're one of the team, upwardly mobile, or a unique individual?


3. What risks am I willing to take?
No matter what image you choose, there's always a risk that someone you work with will be uncomfortable with your clothing choices. So the third question to ask reflects your goals. For example, if you're a manager who wants to get ahead, you may have to dress a little better than the rank and file to stand out from the crowd. If you want to stay in your current position for quite a while, you may decide to dress casually, like most of your co-workers.


And what if your personal preferences are vastly different from the prevailing style at the company? Shouldn't you express your individuality and dress the way you want? Well, a few eccentric geniuses and artistic visionaries can get away with ignoring the etiquette of business attire. Everyone else, though, should carefully consider the impact of their decisions.

Asking yourself these three important questions about clothing etiquette doesn't mean you can't express your individual style. But your answers to these questions will help you recognize the impact of your decisions on the people you work with. By asking yourself these three questions and carefully evaluating the clothes you wear on the job, you'll be meeting the requirements of business etiquette established by your company.

The first rule concerning customer expectations is: "there are no rules." Customer expectations can shift quickly and dramatically for a variety of reasons.

There are many factors that influence customer expectations, including:

* previous experience with your products or similar products
First impressions can make or break customer relationships. If customers love your product or a had a good experience with a similar product, they will have high expectations when they buy from you. If, however, they are disappointed by quality, performance, or service, they may abruptly switch to another source.
* the customer's state of mind (and state of business)
Economic and industry trends can change customer expectations. Economic trends can change perceptions about price and durability while industry trends can change expectations about quality and functionality. Another factor to consider is the changing needs of the customer—for example, a single customer marries or a married customer has their first baby.
* word of mouth from other customers
Customer expectations about your product or service are also influenced by word of mouth. When an existing customer praises your product, expectations rise. When an existing customer criticizes your product, expectations fall.
* the competition
If a competitor offers a similar product at a certain price, the customer will expect the same from you. If the competitor offers a special gift with a purchase, the customer will look to see what you might do as an incentive.
* your advertisements
When your ads tell people you perform to a higher standard, they will expect you to live up to the promise. If you under-promise and over-deliver, you'll gain customer commitment.

Customer expectations are ever-changing. Understanding the factors that influence customer expectations is essential if you want to anticipate customer needs and provide them with exceptional service.

“Service is in the Eye of the Beholder”

Perception is a critically important business concept, especially when discussing customer service. You might even say, "Service is in the eye (and mind) of the beholder," (the customer).

What the customer perceives is often more important than the reality of the situation.

Customer perceptions are created during an experience with your organization and after it, as well. There are three concepts that always hold true.

* Perception is based on how the experience measured up to expectations.
* Customers are happy if their experience is good.
* Customers are unhappy if their experience is less than their expectations.

There are no rights or wrongs to your customers' expectations. They just are, and there is little you can do to influence whether or not their expectations are realistic or unrealistic.

Perceptions develop from a person's background and previous experience. What one person sees as attentive service, another may see as inattentive.

I start my first blog post for the those who are not perfect with use of punctuation and will teach you how to use punctuation in your office correspondence properly. I got these tips in my email and feel like i should share with my readers on my blog which will of course help my readers in some way. After all nobody is perfect in this world and we are nobody :) I am sure once you finish reading this post you will have idea regarding proper use of punctuation in your office for writing letters/stories/blogging etc..

Punctuation

Punctuation means making points. It means putting the right kind of points in the right place so as to mark the exact length and meaning of sentences. Proper punctuation is essential in writing to enable the reader to understand what it is you are trying to say.

Full Stops - [.]

Full stops go at the end of sentences that are statements. You do not put a space before a full stop, but you do need at least one space after one (two spaces for purists).

For example:-
My name is Lynne. I am a teacher.

Question Marks - [?]

Question marks go at the end of sentences that are questions. As with full stops you do not put a space before a question mark, but you do need at least one space after one (two spaces for purists).

For example:-
Is my name Lynne? Of course it is.

Exclamation Marks - [!]

Exclamation marks act as a full stop. It is most often used to show shock, surprise, horror or pleasure. As with full stops you do not put a space before an exclamation mark, but you do need at least one space after one (two spaces for purists).

For example:-
Oh! Ah! Wow! Brilliant!

Commas - [,]

Commas point out brief pauses in a complex sentence or separate items in long lists. They are useful for breaking up long sentences, but only to show a natural break. You do not put a space before a comma, but you do need a space after one.

For example:-
There were a lot of people in the room, teachers, students and parents. The teachers were sitting, the students were listening and the parents were just worrying.

Note - we don't usually put a comma before the word – and.

Colons - [:]

Colons precede a list, an explanation or an example. You do not put a space before a colon, but you do need a space after one.

For example:-
"There are two main shopping areas in Nottingham: Broadmarsh Centre and Victoria Centre."

Semicolons - [;]

Semicolons are used to separate two sentences that would otherwise be joined with a word such as 'and', 'because', 'since', 'unless' or 'while'. You do not put a space before a semicolon, but you do need a space after one.

For example:-
"I'm looking forward to our next lesson; I'm sure it will be a lot of fun."

Quotation/Speech Marks - [" "]

Speech marks are used to show words that are directly spoken. Only the words that quote a person are enclosed by speech marks. You need a space before the opening speech mark and a space after the closing one, but no space before the closing one.

For example:-
"Could everyone sit down please," said the teacher.

Another general rule is to use a comma after the introduction to quoted speech or writing.

For example:-
Amie said, "I admire you."

Sometimes when writing a spoken sentence it is split in two. The speech marks must then be placed at the beginning and end of each part of the sentence. Commas are used to separate the spoken part from the rest of the sentence.

For example:-
"I wonder," she said quietly, "whether people will ever truly understand each other."

However if you need a question mark or exclamation mark the markers that punctuate the quoted words are enclosed by the speech marks.

Apostrophes - [']

Apostrophes next to the letter ('s) indicate belonging. No space is needed before or after the apostrophe.

For example:-
Inne's web site.

They are also used to show missing letters in shortened words. No space is needed before or after the apostrophe.

For example:-
It's a nice day today, isn't it?