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Doing the Right Thing--Even When Her Job Was At Stake
by: Joe DiSabatino
Here’s a true story I’d like to share about doing the right thing—even when her job was at stake.
Her name is M. and she is an attorney who manages the legal department of an insurance company. As my coaching client I supported her through a really challenging ethical dilemma with her boss. She had finished giving her annual performance evaluations to her small team, two of whom received the highest marks. Their annual salary increments were based on these ratings.
M’s boss meanwhile was on a new track regarding performance evaluations. He felt that the trend in recent years was to for managers to be too generous. He wanted stricter accountability in certain areas and this meant lower ratings in general.
So he called her into his office one day and told her that he disagreed with one of the two highest ratings she had given. He wanted her to lower her evaluation for this individual.
M. genuinely respected her boss but felt that he was mistaken in this case. She really believed that the person to whom she had given the excellent rating deserved it. She thought it would be unfair and potentially very damaging to his morale and commitment to the job if his evaluation was lowered. So what to do?
M. had impressed me from the beginning of our coaching engagement with her deep connection to her spiritual values and how she tried to use them as guides in her work. She was nearing retirement age and was working on a Master’s degree in pastoral counseling, something she looked forward to doing at her church when her lawyer-ing days were over.
So after informing her boss that she didn’t want to change the evaluation rating of her direct report and why, he continued to pressure her to do just that. They had several conversations that didn’t create a win-win resolution.
We discussed her feelings, thoughts and options in a couple of coaching sessions. M. felt very strongly about her position and even concluded that, if push came to shove, she was willing to risk her job rather than back down on the issue. In fact, during one of our sessions, she was convinced her boss would fire her.
Fortunately for her, she was in a financial position where she could take an early retirement.
Would she have taken the same strong position on her value of fairness and honesty if she was at an earlier stage of her career? What if she had a young family to support—how would that have affected her willingness to compromise with her boss? Let’s face it, circumstances do play a role in how far we are willing to go to do the right thing. I guess everyone’s conscience operates differently, so there really isn’t any one “right” moral course of action in so many of the situations we face. We take everything into account—our values, our feelings, our needs, the needs of others who rely on us –and then we make the best ethical or moral decision we can. And that’s not always easy!
In a coaching session, we worked through the steps listed in the “Tips” section below. M. decided to stick to her guns and to let the chips fall where they may. Doing so had an interesting effect on her boss. He stopped trying to persuade her to lower the evaluation. Instead, he took full responsibility for his decision by lowering the evaluation himself and telling the employee that it was his decision. He prepared M. for what he was going to do and she had time to think it over before the three of them met together. She decided that, even though she disagreed with what he was doing, she could live with it as long as the employee knew where she stood.
During the meeting her boss took the high road and made it completely clear that the lowering of the evaluation was totally his choice and he gave M. the opportunity to state her position. The consequence of this was that her relationship with the employee remained solid and M. felt good about herself for taking a stand on one of her core values. Her respect for her boss increased because of the way he handled the situation in the end. The employee wasn’t happy, but his feelings were balanced out some by the show of integrity from both superiors, she found out later.
Notice how M.’s taking the moral high road influenced both her boss and her direct report to do the same. Instead of initiating a nasty grievance process or resigning, her employee dealt with his setback in-house rather than going outside for help or leaving.
This story strongly illustrates the ripple effect of putting trust and integrity principles into practice at a high level. When one person does this, it seems to turn on a light for others, and that’s really beautiful to behold. It’s so easy to take our cues from others, after all we’re social animals. But then someone comes along who takes their cues from somewhere else, from a place deep inside and we call that special place by so many different names. So when a courageous person does this, then we are all reminded that we have that place inside too, and we start to dare to live from there once again. I want to encourage you to be that courageous person.
If you are struggling with an ethical dilemma at work, and aren’t sure how to move forward, email or call me, and I’ll be glad to discuss the situation with you.
Tips for Doing the Right Thing When Facing a Tough Ethical Choice:
* Take your time. Before making a tough ethical decision at work, take the time to identify the core value you feel is in danger of being compromised in the situation.
* What are your needs? Once you identify your core value at play, clarify your needs in the situation. For instance, M. needed to act with fairness and honesty, to maintain her direct report’s high morale and commitment, and to continue her good working relationship with him.
* Look for the third alternative. What are your options for getting these needs met? This can be tricky, because if strong emotions come into play, which they often do, it’s human nature to narrow down our options to one or two courses of action, usually the ones at either extreme such as giving in or getting out. There may be a third alternative you just can’t see yet for meeting your integrity needs. In M’s case, the third alternative presented itself after she drew her line in the sand. I’ve seen that happen a lot. When you take a strong stand, the other person stops trying to change your thinking and changes their own instead.
* Wait and see. Sometimes, if possible, doing nothing is the best response to pressure to do something that feels unethical or against your conscience. The person applying the pressure just stops after a while, often because they regained their emotional balance.
About the author:
Joe DiSabatino helps leaders and organizations reach their goals by creating high-trust work environments. For more support and information about the importance of trust and integrity in business, visit: www.phoenixleadership.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Thursday, May 3, 2007
Back To Main Page
by: Dr. Scott Brown, Ph.D.
Una de las muchas formas de perder dinero en fondos mutuos no basados en índices es la trampa de los impuestos. ¡Podría tener que pagar impuestos hasta cuando su fondo mutuo pierde dinero! Para muchas personas esto se convierte en algo dolorosamente inesperado. Así es como sucede este comportamiento contra-intuitivo.
Si el administrador del fondo vende una acción por más de lo que le costó comprarla, se genera una ganancia. A esta ganancia se le llama ganancia de capital y es tributable a impuestos. Las ganancias de capital son grabadas con una tasa de impuestos común, que está entre el 28% y el 38.6% para la mayoría de los inversionistas si el fondo mantuvo la acción por menos de un año. Si la acción se mantuvo por más de un año, en otras palabras a largo plazo, el impuesto es del 20%. Aunque por ley, los fondos mutuos no pagan impuestos, estos cargos se los pasan a usted, el accionista del fondo mutuo.
Hay un par de razones por la que los fondos mutuos pagan impuestos. Si el fondo tiene un bajo rendimiento los inversionistas se marcharán. Los fondos mutuos tienen que vender acciones para pagar a los inversionistas que se marchan. Aunque usted no sea uno de los inversionistas que salta del barco, de todas formas tendrá que pagar su porción de los impuestos de las ganancias capitales.
Los dividendos son otra razón por la que hay impuestos. Los dividendos son grabados en la distribución de ganancia por acción que las compañías obtienen de sus ganancias trimestrales. Muchos inversionistas les piden a sus fondos mutuos que automáticamente reinviertan sus dividendos. Esto quiere decir que el fondo utiliza el dinero para comprar más acciones en su nombre. Aunque reinvierta y nunca vea ni un centavo de sus dividendos, estos están sujetos a impuestos, de acuerdo con Hacienda (el IRS).
Otra razón por la que quizás le llegue un recibo de impuestos se debe a una alta tasa de rotación. La rotación mide la frecuencia con la que un administrador compra y vende acciones, algunas veces en la búsqueda de la próxima acción de alto vuelo o acciones de bajo monto al borde de despegar. De acuerdo con Lipper (analistas de fondos mutuos), el fondo promedio en el 2000 mostró una tasa de rotación del 122%. Esto significa que la cartera entera cambió entre enero y diciembre, y 22% de las acciones de reemplazo cambiaron también.
¡Esta es la forma más común de timar a la gente! Simplemente tiene que entender que cuando invierte en un fondo está comprando un impuesto a las ganancias. La mejor manera de evitar algunos de estos impuestos es restringir sus compras de fondos mutuos a su plan de jubilación 401 (k) y tratar de comprar solo fondos mutuos basados en índices como lo es Vanguard 500 (VFINX).
About the author:
SOBRE EL AUTOR: El Dr. Brown puede enseñarle cómo invertir por medio de su compañía El Instituto de Riqueza Delano Max (The Delano Max Wealth Institute http://www.caminoalaabundancia.com). Suscríbase gratis a nuestra revista electrónica de consejos financieros en http://www.abundanciafinanciera.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Una de las muchas formas de perder dinero en fondos mutuos no basados en índices es la trampa de los impuestos. ¡Podría tener que pagar impuestos hasta cuando su fondo mutuo pierde dinero! Para muchas personas esto se convierte en algo dolorosamente inesperado. Así es como sucede este comportamiento contra-intuitivo.
Si el administrador del fondo vende una acción por más de lo que le costó comprarla, se genera una ganancia. A esta ganancia se le llama ganancia de capital y es tributable a impuestos. Las ganancias de capital son grabadas con una tasa de impuestos común, que está entre el 28% y el 38.6% para la mayoría de los inversionistas si el fondo mantuvo la acción por menos de un año. Si la acción se mantuvo por más de un año, en otras palabras a largo plazo, el impuesto es del 20%. Aunque por ley, los fondos mutuos no pagan impuestos, estos cargos se los pasan a usted, el accionista del fondo mutuo.
Hay un par de razones por la que los fondos mutuos pagan impuestos. Si el fondo tiene un bajo rendimiento los inversionistas se marcharán. Los fondos mutuos tienen que vender acciones para pagar a los inversionistas que se marchan. Aunque usted no sea uno de los inversionistas que salta del barco, de todas formas tendrá que pagar su porción de los impuestos de las ganancias capitales.
Los dividendos son otra razón por la que hay impuestos. Los dividendos son grabados en la distribución de ganancia por acción que las compañías obtienen de sus ganancias trimestrales. Muchos inversionistas les piden a sus fondos mutuos que automáticamente reinviertan sus dividendos. Esto quiere decir que el fondo utiliza el dinero para comprar más acciones en su nombre. Aunque reinvierta y nunca vea ni un centavo de sus dividendos, estos están sujetos a impuestos, de acuerdo con Hacienda (el IRS).
Otra razón por la que quizás le llegue un recibo de impuestos se debe a una alta tasa de rotación. La rotación mide la frecuencia con la que un administrador compra y vende acciones, algunas veces en la búsqueda de la próxima acción de alto vuelo o acciones de bajo monto al borde de despegar. De acuerdo con Lipper (analistas de fondos mutuos), el fondo promedio en el 2000 mostró una tasa de rotación del 122%. Esto significa que la cartera entera cambió entre enero y diciembre, y 22% de las acciones de reemplazo cambiaron también.
¡Esta es la forma más común de timar a la gente! Simplemente tiene que entender que cuando invierte en un fondo está comprando un impuesto a las ganancias. La mejor manera de evitar algunos de estos impuestos es restringir sus compras de fondos mutuos a su plan de jubilación 401 (k) y tratar de comprar solo fondos mutuos basados en índices como lo es Vanguard 500 (VFINX).
About the author:
SOBRE EL AUTOR: El Dr. Brown puede enseñarle cómo invertir por medio de su compañía El Instituto de Riqueza Delano Max (The Delano Max Wealth Institute http://www.caminoalaabundancia.com). Suscríbase gratis a nuestra revista electrónica de consejos financieros en http://www.abundanciafinanciera.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Coaching Generation X
by: Terri Nagle
It has been said that Generation X is the most ignored, misunderstood, and disheartened generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the Boomers, no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million). Although Generation X appears to be the accepted term, other labels have been applied. William Strauss and Neil Howe refer to them as the Thirteenth Generation (the thirteenth generation since the founding of our country). Baby Busters and Twenty-somethings have also been used.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the Boomers and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with Boomers and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas Coupland coined the term "Mcjobs,") and they don't exhibit the same loyalty as Boomers do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads Boomers to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
About the author:
Please click here http://www.cmoe.com/coaching.htmto learn more about our Coaching services and the organizations we have served.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
It has been said that Generation X is the most ignored, misunderstood, and disheartened generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the Boomers, no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million). Although Generation X appears to be the accepted term, other labels have been applied. William Strauss and Neil Howe refer to them as the Thirteenth Generation (the thirteenth generation since the founding of our country). Baby Busters and Twenty-somethings have also been used.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the Boomers and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with Boomers and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas Coupland coined the term "Mcjobs,") and they don't exhibit the same loyalty as Boomers do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads Boomers to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
About the author:
Please click here http://www.cmoe.com/coaching.htmto learn more about our Coaching services and the organizations we have served.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
What is Lead Generation? -
by: Jimmy Sturo
Lead Generation is vital to all businesses. All companies try to attract new customers, and this is a kind of lead generation.
Lead generation includes anything that a business does to gather a list of new or potential clients and involves a number of techniques used to create interest in potential customers. Some techniques commonly used for lead generation are direct mail, telemarketing, requests for proposals, requests for quotes, referrals, trade show demonstrations, seminars, and advertising. If done correctly, each of these methods will generate a list of interested potential clients for the business.
Advertising is perhaps the most obvious way to generate leads. People who respond to a company’s advertisements often become customers. Requests for proposals involve potential clients asking the business to come up with solutions and price ranges for particular problems or issues the customer may have. For example, if a city asks for a bid on a project from a construction contracting firm, then the contracting firm has generated a lead.
Requests for quotes are similar—for example, car insurance companies offer free rate quotes. When the potential client asks for the quote, they give the insurance company information about themselves that the company can then save for future use. Direct mail is when a business sends out fliers or brochures to a large number of people in the hope of attaining new customers. When a business has employees make cold calls to a list of people, they are telemarketing. The business hopes that some people will listen to the callers and become interested in the business. Trade show demonstrations and seminars are designed to appeal to people who are already interested in the business’s product.
The business always tries to present itself as better than its competitors. Referrals are common in many types of business. Some firms use personal information to make lists of potential customers to be sold to interested businesses.
Generating leads is a vital part of any sales related operation. Without knowing who may be interested in their products, companies would have no idea how to generate revenue and would have to rely solely on repeat business from existing customers.
About the author:
Lead Generation Info provides detailed information about sales, mortage, MLM, business-to-business, internet, and insurance lead generation, lead generation telemarketing, and more. Lead Generation Info is the sister site of MLM Leads Web.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Lead Generation is vital to all businesses. All companies try to attract new customers, and this is a kind of lead generation.
Lead generation includes anything that a business does to gather a list of new or potential clients and involves a number of techniques used to create interest in potential customers. Some techniques commonly used for lead generation are direct mail, telemarketing, requests for proposals, requests for quotes, referrals, trade show demonstrations, seminars, and advertising. If done correctly, each of these methods will generate a list of interested potential clients for the business.
Advertising is perhaps the most obvious way to generate leads. People who respond to a company’s advertisements often become customers. Requests for proposals involve potential clients asking the business to come up with solutions and price ranges for particular problems or issues the customer may have. For example, if a city asks for a bid on a project from a construction contracting firm, then the contracting firm has generated a lead.
Requests for quotes are similar—for example, car insurance companies offer free rate quotes. When the potential client asks for the quote, they give the insurance company information about themselves that the company can then save for future use. Direct mail is when a business sends out fliers or brochures to a large number of people in the hope of attaining new customers. When a business has employees make cold calls to a list of people, they are telemarketing. The business hopes that some people will listen to the callers and become interested in the business. Trade show demonstrations and seminars are designed to appeal to people who are already interested in the business’s product.
The business always tries to present itself as better than its competitors. Referrals are common in many types of business. Some firms use personal information to make lists of potential customers to be sold to interested businesses.
Generating leads is a vital part of any sales related operation. Without knowing who may be interested in their products, companies would have no idea how to generate revenue and would have to rely solely on repeat business from existing customers.
About the author:
Lead Generation Info provides detailed information about sales, mortage, MLM, business-to-business, internet, and insurance lead generation, lead generation telemarketing, and more. Lead Generation Info is the sister site of MLM Leads Web.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Employee Evaluations: Four Tips to Help Managers with Performance Review Conversations
by: Dick Grote
Managers talk with the people on their teams every day. Whatever the topic, most of these conversations happen with no stress, little anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties often abound. Here are four ways to reduce the tension and defensiveness that too often surround performance evaluations.
1. Don’t wait for the meeting to deliver the performance appraisal form.
I worked for large corporations for fifteen years before beginning my consulting career. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal very seriously. And my bosses at those companies also took their responsibilities for performance evaluation seriously as well. But all of my bosses kicked off the appraisal discussion in a way that was guaranteed to get it off to a bad start. How did they begin? They set up the time for the meeting and then waited until I was sitting across the desk to hand me their completed appraisal form.
At the start of the meeting my boss would give me his appraisal form and I would engage all of my speed-reading skills, whipping through the document as fast as I could to see what he had said about my performance. While I was reading the evaluation (and probably missing some key points in my haste to take everything in) my boss would be behind his desk, pretending to work, but in truth trying to gauge how I was reacting to the evaluation he had written.
What a terrible way to begin! Don’t wait until the meeting starts to give the employee your performance appraisal document. It’s far more effective to go up to the employee an hour or so in advance of the meeting, and say something like this: “Mary, you know we’re getting together at two o’clock to go over your performance appraisal. Here it is. Why don’t you take some time between now and then to review it? Read it carefully and jot down any questions that you’d like to ask.”
Giving the person the appraisal to review in advance of the meeting can lessen defensiveness. It allows her time to think about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually find that giving the person a chance to read what you’ve written in advance produces much more effective business discussions.
2. Set a time frame (and give yourself an extra fifteen minutes).
Your discussion of a person’s performance evaluation may be one of the most important interactions you'll ever have with that individual; make sure you’ve allowed enough time. In most cases, an hour should be sufficient to review the appraisal document itself as well as discuss many of the other subjects that often pop up during performance reviews — development activities, career plans, and future goals and projects. Make certain that the very next activity you’ve scheduled after finishing the review isn't one that must begin at a set time. If you provide yourself with a little flexibility at the end, you can take the time to wrap up the discussion comfortably.
3. Don’t start by discussing the form itself.
Yes, the form is important, but the form simply serves as the formal record of your assessment of how well the individual has done over the past year. Rather than beginning with the first entry on the appraisal form and moving lockstep through the document item-by-item, it’s more effective to start by asking a general question that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to read the appraisal. Why don’t you start by telling me how you feel the past year has gone?” Then listen as the individual responds and continue the discussion from there.
4. Don’t fixate on getting the employee to agree with your performance appraisal.
One of the most common questions managers ask me during training sessions involves how they can gain an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn't entirely favorable. “Don’t try!” is my advice to them.
What is a performance appraisal? It is a formal record of the supervisor’s opinion of the quality of the employee’s work. Pay attention to the key phrase, “. . . the supervisor’s opinion . . .”
Of course the employee is going to have a different opinion — all of us believe we’re above average. The goal in the performance review discussion is not to gain the employee’s agreement, although it is nice if that happens, the goal is to gain the employee’s understanding. As long as the employee understands how you came up with the evaluation, you’ve done your job. Of course, he may disagree (particularly if you’ve set the bar high and have tough, demanding standards). But don’t waste time trying to convince a person that you’re right and she’s wrong. The important thing is that she understands your expectations and how her performance was assessed.
There’s a lot more to conducting good appraisal discussions, of course. But these four tips should make a tough job just a little bit easier.
About the author:
Dick Grote is one of America’s best-known consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach web-based performance management system at http://www.groteapproach.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Managers talk with the people on their teams every day. Whatever the topic, most of these conversations happen with no stress, little anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties often abound. Here are four ways to reduce the tension and defensiveness that too often surround performance evaluations.
1. Don’t wait for the meeting to deliver the performance appraisal form.
I worked for large corporations for fifteen years before beginning my consulting career. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal very seriously. And my bosses at those companies also took their responsibilities for performance evaluation seriously as well. But all of my bosses kicked off the appraisal discussion in a way that was guaranteed to get it off to a bad start. How did they begin? They set up the time for the meeting and then waited until I was sitting across the desk to hand me their completed appraisal form.
At the start of the meeting my boss would give me his appraisal form and I would engage all of my speed-reading skills, whipping through the document as fast as I could to see what he had said about my performance. While I was reading the evaluation (and probably missing some key points in my haste to take everything in) my boss would be behind his desk, pretending to work, but in truth trying to gauge how I was reacting to the evaluation he had written.
What a terrible way to begin! Don’t wait until the meeting starts to give the employee your performance appraisal document. It’s far more effective to go up to the employee an hour or so in advance of the meeting, and say something like this: “Mary, you know we’re getting together at two o’clock to go over your performance appraisal. Here it is. Why don’t you take some time between now and then to review it? Read it carefully and jot down any questions that you’d like to ask.”
Giving the person the appraisal to review in advance of the meeting can lessen defensiveness. It allows her time to think about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually find that giving the person a chance to read what you’ve written in advance produces much more effective business discussions.
2. Set a time frame (and give yourself an extra fifteen minutes).
Your discussion of a person’s performance evaluation may be one of the most important interactions you'll ever have with that individual; make sure you’ve allowed enough time. In most cases, an hour should be sufficient to review the appraisal document itself as well as discuss many of the other subjects that often pop up during performance reviews — development activities, career plans, and future goals and projects. Make certain that the very next activity you’ve scheduled after finishing the review isn't one that must begin at a set time. If you provide yourself with a little flexibility at the end, you can take the time to wrap up the discussion comfortably.
3. Don’t start by discussing the form itself.
Yes, the form is important, but the form simply serves as the formal record of your assessment of how well the individual has done over the past year. Rather than beginning with the first entry on the appraisal form and moving lockstep through the document item-by-item, it’s more effective to start by asking a general question that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to read the appraisal. Why don’t you start by telling me how you feel the past year has gone?” Then listen as the individual responds and continue the discussion from there.
4. Don’t fixate on getting the employee to agree with your performance appraisal.
One of the most common questions managers ask me during training sessions involves how they can gain an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn't entirely favorable. “Don’t try!” is my advice to them.
What is a performance appraisal? It is a formal record of the supervisor’s opinion of the quality of the employee’s work. Pay attention to the key phrase, “. . . the supervisor’s opinion . . .”
Of course the employee is going to have a different opinion — all of us believe we’re above average. The goal in the performance review discussion is not to gain the employee’s agreement, although it is nice if that happens, the goal is to gain the employee’s understanding. As long as the employee understands how you came up with the evaluation, you’ve done your job. Of course, he may disagree (particularly if you’ve set the bar high and have tough, demanding standards). But don’t waste time trying to convince a person that you’re right and she’s wrong. The important thing is that she understands your expectations and how her performance was assessed.
There’s a lot more to conducting good appraisal discussions, of course. But these four tips should make a tough job just a little bit easier.
About the author:
Dick Grote is one of America’s best-known consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach web-based performance management system at http://www.groteapproach.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
What’s the .382 Fibonacci Ratio in Forex Trading?
by: Adrian Pablo
It was mentioned in a past article that Fibonacci forex trading is the basis of many forex trading systems used around the world by profitable forex traders. These systems are all based on the famous Fibonacci ratios (.236, .50, .382, .618, etc.) and each of them can specialize in a particular ratio along with other minor indicators in order to make the pinpointing of the entry and exit levels as accurate and profitable as possible.
One of the widely used Fibonacci ratios is the 0.382 ratio. As it can be easily seen on any forex chart, currency prices are continually changing and they follow an oscillatory pattern with peaks and valleys. The limit of the peak is usually called a resistance level while the valley is usually called a support.
In order to find the 0.382 ratio level what you do is, first; measure the size of the drop or rise over your time of interest. Once you have that value you multiply this by 0.382. Now depending on what you are looking at, a rise or a drop on the price of the particular “currency pair” you are trading, you will add the last value you calculated to the total drop or subtract the value from the total rise.
These operations will give you the 0.382 Fibonacci ratio level, either for a rise or a drop on the chart you are analyzing. Once you have the value you can then start planning the strategy you will follow in order to make a high probability profit from this valuable information. For the 0.382 ratio level calculated for a recent rise in the “currency pair” exchange price, your calculated level will be a highly probable support and for the case of a level calculated for a recent drop of the prices your level will be a highly probable resistance.
Knowing this ahead of the market and having the proper secondary indicators, will give you a huge advantage over most forex traders, and that’s something any trader would like they could count on. That’s why Fibonacci trading is so widely accepted over the world, and of course, why it’s so profitable and successful.
About the author:
Adrian Pablo; Forex trader and freelance writer.
http://www.1-forex.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
It was mentioned in a past article that Fibonacci forex trading is the basis of many forex trading systems used around the world by profitable forex traders. These systems are all based on the famous Fibonacci ratios (.236, .50, .382, .618, etc.) and each of them can specialize in a particular ratio along with other minor indicators in order to make the pinpointing of the entry and exit levels as accurate and profitable as possible.
One of the widely used Fibonacci ratios is the 0.382 ratio. As it can be easily seen on any forex chart, currency prices are continually changing and they follow an oscillatory pattern with peaks and valleys. The limit of the peak is usually called a resistance level while the valley is usually called a support.
In order to find the 0.382 ratio level what you do is, first; measure the size of the drop or rise over your time of interest. Once you have that value you multiply this by 0.382. Now depending on what you are looking at, a rise or a drop on the price of the particular “currency pair” you are trading, you will add the last value you calculated to the total drop or subtract the value from the total rise.
These operations will give you the 0.382 Fibonacci ratio level, either for a rise or a drop on the chart you are analyzing. Once you have the value you can then start planning the strategy you will follow in order to make a high probability profit from this valuable information. For the 0.382 ratio level calculated for a recent rise in the “currency pair” exchange price, your calculated level will be a highly probable support and for the case of a level calculated for a recent drop of the prices your level will be a highly probable resistance.
Knowing this ahead of the market and having the proper secondary indicators, will give you a huge advantage over most forex traders, and that’s something any trader would like they could count on. That’s why Fibonacci trading is so widely accepted over the world, and of course, why it’s so profitable and successful.
About the author:
Adrian Pablo; Forex trader and freelance writer.
http://www.1-forex.com
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Start A Hauling/Shopping/Taxi Business
by: Jenny Harker
Here is a simple business anyone with a van or SUV can perform: haul stuff for other people who don't have a way to do it themselves.
You could move lawn mowers, bags of garden soil, playground equipment, Christmas trees, musical instruments, furniture, big dogs from the groomers-you get the idea.
Starting this home business is easy. Make sure your vehicle is in good shape. Be sure your car insurance is up to date. You don't want any trouble if your vehicle should get into a fender-bender.
Now, print up flyers advertising your business. Place the flyers in furniture stores, garden centers, grocery stores, laundromats, and wherever else you can find a bulletin board. College bulletin boards are prime hunting grounds for business. Also, place ads in your local newspaper.
Once your business takes off your customers will soon be telling their friends, "Hey, I know a guy with a van who will haul it". Word of mouth is a priceless form of free advertising.
How much you should charge for your service depends on what you're hauling and how far you have to haul it. You want to keep the price reasonable, or word will spread of your high prices and your customers will go elsewhere. Reasonable prices and friendly reliable service will build your hauling service fast.
Here's another way to put your gas-guzzler to work: Start a grocery shopping service.
Your customers would call or fax their grocery order to the supermarket. Your customer gives you the money to pay for the groceries. You go to the store and pick up the order for your client.
The growing senior population would love this service. Make sure you place ads in the paper and flyers in supermarkets, laundromats, and senior citizen clubs.
Here's one more way you can put your vehicle to work! If you have a safe driving record you could provide a taxi service for senior citizens and any latchkey kids who need to get to an after school activity.
You could charge five or six dollars per trip. Give your frequent travelers a break by offering a free ride after a certain numbers of trips.
It would be wise to provide the parents of any kids you transport proof you can be trusted. If the parents say it isn't necessary then insist they check out your driving record, car insurance, and whether or not you have a criminal record. You are protecting yourself by doing this. Bad things happen. You don't want to get caught in the crossfire.
Make sure your vehicle is comfortable and clean for your travelers. Have a fully outfitted first aid kit, a primed fire hydrant, and a toolbox in your car. Accidents do happen, people, even to the safest of drivers. You need to consider the safety of your passengers so insist everyone buckle up.
Prove to be a reliable and trustworthy taxi service and many other parents will soon have you shipping their kids to and from soccer practice.
Hauling furniture, grocery shopping, and a taxi service. You use your vehicle to do these chores for yourself all the time. Start making money doing them for others!
About the author:
Jenny Harker is on the hunt for fun new work at home ideas. Visit: http://jennyharker.blogspot.comtoday to read her other free money making ideas.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
Here is a simple business anyone with a van or SUV can perform: haul stuff for other people who don't have a way to do it themselves.
You could move lawn mowers, bags of garden soil, playground equipment, Christmas trees, musical instruments, furniture, big dogs from the groomers-you get the idea.
Starting this home business is easy. Make sure your vehicle is in good shape. Be sure your car insurance is up to date. You don't want any trouble if your vehicle should get into a fender-bender.
Now, print up flyers advertising your business. Place the flyers in furniture stores, garden centers, grocery stores, laundromats, and wherever else you can find a bulletin board. College bulletin boards are prime hunting grounds for business. Also, place ads in your local newspaper.
Once your business takes off your customers will soon be telling their friends, "Hey, I know a guy with a van who will haul it". Word of mouth is a priceless form of free advertising.
How much you should charge for your service depends on what you're hauling and how far you have to haul it. You want to keep the price reasonable, or word will spread of your high prices and your customers will go elsewhere. Reasonable prices and friendly reliable service will build your hauling service fast.
Here's another way to put your gas-guzzler to work: Start a grocery shopping service.
Your customers would call or fax their grocery order to the supermarket. Your customer gives you the money to pay for the groceries. You go to the store and pick up the order for your client.
The growing senior population would love this service. Make sure you place ads in the paper and flyers in supermarkets, laundromats, and senior citizen clubs.
Here's one more way you can put your vehicle to work! If you have a safe driving record you could provide a taxi service for senior citizens and any latchkey kids who need to get to an after school activity.
You could charge five or six dollars per trip. Give your frequent travelers a break by offering a free ride after a certain numbers of trips.
It would be wise to provide the parents of any kids you transport proof you can be trusted. If the parents say it isn't necessary then insist they check out your driving record, car insurance, and whether or not you have a criminal record. You are protecting yourself by doing this. Bad things happen. You don't want to get caught in the crossfire.
Make sure your vehicle is comfortable and clean for your travelers. Have a fully outfitted first aid kit, a primed fire hydrant, and a toolbox in your car. Accidents do happen, people, even to the safest of drivers. You need to consider the safety of your passengers so insist everyone buckle up.
Prove to be a reliable and trustworthy taxi service and many other parents will soon have you shipping their kids to and from soccer practice.
Hauling furniture, grocery shopping, and a taxi service. You use your vehicle to do these chores for yourself all the time. Start making money doing them for others!
About the author:
Jenny Harker is on the hunt for fun new work at home ideas. Visit: http://jennyharker.blogspot.comtoday to read her other free money making ideas.
Circulated by Article Emporium
© 2007 - All Rights Reserved
For more information visit http://www.profitliner.com
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