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You
are what you do. Well, that was according to many traditionalist. That
view may have changed significantly in recent years as individuals commitment
to family and self rose above the obligations to ones profession.
We are now in a time of uncertainty, where your job may no longer
feel safe in more ways than one. Where should your priorities be?
Experts agree, every person must find their own balance, what
works for them. The demands on all our lives has gotten
dramatically more complicated with recent events. Your ability to
concentrate on work is being tested. Unfortunately this is not a
time when we can afford to not be at our best. Your company may be
looking to make cuts, perhaps they have started already. Unfortunately
what may have been acceptable performance last year probably isn't
good enough today.
How do you perform better with the additional stress and job requirements
on top of the basic needs in your life? 
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A
Certain Truth
by
Jeff Brown - Pre. Comprehensive Search |
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There will be a
tomorrow and it will be better than today.
Nonetheless, we must contend with the reality that my
business, the built environment industry is as most businesses
very soft. Therefore, in
this months article, I have a brief message on a global issue,
then my ideas on what I believe each business manager must do to
improve the fortunes of our respective businesses.
On Tuesday,
September 25, my wife and I, along with two other couples departed
for a trip to Provance and
Tuscany. This trip involved both business
and some long overdue vacation time. In
retrospect to not have gone would have given the terrorists
another victory. Unfortunately,
as evidenced by reduced occupancy on the plane, cancellations at
hotels and statistics, many
do not agree with me. It
obviously raises the question as to where does prudence end and
boldness start.
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The
Interview questions you must ask.
Or if you are
the prospective employee these are the ones to watch
for. Interviewing
is literally a conversation with a purpose and statistically
it is one of the poorest screening tools to gauge a potential employees success. Combine that with the
legal ramifications of an interviewer possibly
stepping outside the "not always clear" boundaries
and you wonder why it's still around. Probably |
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Who
Needs a Corner Office?
According
to a recent survey by Steelcase on 17% of office
workers still see the corner office as an
ultimate goal. Tops on the list; Home office at 34%
following the corner cube was shared team space at
15%, regular cubicle at 7% and private Think Tank at
5% (Source: Steelcase Workplace Index Survey,
October, 1998) |
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because it is as ingrained in our employment system as the
Resume and just as unlikely to change. The key is to use the
interview time wisely. Plan ahead — to identify
job skills, target personal strengths and weaknesses
and get a feel for someone's true sense of
teamwork and cooperation. That doesn't mean you must
use the tired old questions that get nothing but a
canned response. You can be a great
interviewer or do better in your own interview by
following these guidelines.
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Make
yourself valuable |
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Ready
to make more money? Be sure because it takes
effort. The
top 10 percent of money-earners in America work 50
hours or more per week. The highest-paid 1 percent
of Americans work an average of 56 hours per week.
And more importantly, they work all the time they
work. They do not waste time. They arrive at work
early and they immediately start on their most
important tasks. They work steadily throughout the
day. They are friendly, but they do not spend the
day making small talk or engaging in idle chitchat
with their co-workers. Want to know more go here
to read the 21 sure fire tips.
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Hang
on to the best. |
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In this age of corporate
downsizing decisions are being made for immediate impact.
The real impact may be years down the road. Letting the
wrong people go can condemn an otherwise healthy company
to a slow death. We hear the term "Human
Capital" but how many managers truly see it that way.
Joe, a Department manager in Charlotte says "I was
told to cut 2 people in my department and base it on
lowest seniority" He went on to add that the
brightest talent he had was one of his newest additions
someone he had actively recruited for months. Even on
appeal his company's HR department demanded the cuts be
made. Tales like this are not unique, companies still like
to think it's a numbers game, even when facts say
otherwise. When it comes to layoffs many managers like to
pretend it's not personal, the policy made the decisions.
The fact is that it must be personal. Making arbitrary
decisions about where to cut is dangerous surgery. When
it comes to keeping the best use the following guidelines
to help make your decisions.
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Feedback
to the editor
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