Monday, February 28, 2011

  
1)   Urgent and Important
§  Crisis
§  Problems
§  Deadlines
2)   Important, But Not Urgent
§  Opportunities
§  Progress
§  High value
§  Long term
3)   Urgent, But Not Important
§  Maintenance
§  Routine tasks
4) Not Urgent and Not Important
          Trivia

Sunday, February 27, 2011

Managing Up and Down And Making Youself Invaluable

Managing Up and Down

And Making Yourself Invaluable

Manage Your Boss
Manage Your Boss means the process of consciously working with your superior to obtain the best possible results for you, your boss, and your company.
Questions?
What kind of relationship do you want to have with your boss?
I want the kind of relationship that develops much trust with my boss.
What do you see as the role of your supervisor?
The role of my supervisor is to inform, train, instruct and inspire.
What has been the most positive experience you have had with a supervisor? The most negative?
The most positive experience I have had with a supervisor came when I was caught doing something right.
The most negative experience I have had with a supervisor came when I was caught doing something wrong.

Manager’s Motivation


Managers complete their task through the employees that work with and for them.
These are some of the tasks that are performed:
Complete the task on time.
Maximize employee productivity.
Motivate and encourage employees
Reduce cost
Managers Advance their own careers.

Decision Making Process


Identify Problem          Inform your manager!!
Develop Alternative Solutions       Inform your Boss!!
Choose Best Alternative      Inform your Supervisor!!
Implement the solution                   Inform your Boss!!
Test the solution                    Inform your Boss!!

The 5 levels of Trust


Trust is the measure of one’s personal commitment to identifying the problem, understanding the problem, developing solutions, creating alternative solutions, implementing the solutions and testing the solutions with an attitude that this will succeed.
Ability to Contribution defines one’s level of trust.
The lowest level of trust thru to the highest level of trust:
5. The Slug                                                                            No Trust
The boss will perform these functions:                     The Slug, employee
Find the problems,                                                      will: implement the
Develop alternatives                                                   Solution
Decide on solutions
Gives assignments to employees

4. The Reporter                                                           Low level of trust
The Boss will:                                                               The Reporter will:
Coaches Employee:                                                   Identify the problem
Tells the boss of the
Problem
Develop alternatives
Decide from the various solutions
Gives assignment to the employee                                    Employee 
Implements the solution

3. The Cautious worker                                                        Moderate level of trust
The Boss will:                                                               The Cautious
                                                                                      Employee will:
                                                                                      Identify the problem
                                                                                      Present the problem
                                                                                      With various solutions
The Boss decides on solution
Based employee data
Delegates the assignment                                         Implements the
                                                                                      Solution

4. The Conscientious worker                                               High level of trust
The Boss will:                                                               The Conscientious
                                                                                      Employee will become
                                                                                      More responsible:
                                                                                      Identify the problem
                                                                                      Develop alternatives
                                                                                      Choose Best solution
                                                                                      Inform your boss of the
                                                                                      Solution proposal
Reviews solution proposal
With employee
                                                                                      Implements solution

5. The Independent worker                                        very high level of trust
The Boss will delegate                                                         The  independent
                                                                                      Identify the problem
                                                                                      Develop alternatives
                                                                                      Choose Best solution
                                                                                      Inform your boss of the
                                                                                      Solution proposal
Reviews solution with                                                 Implements solution   
Independent  employee                                              maybe tell the boss
After the implementation                                            later.

The 5 levels of Trust

1.   The Independent Employee
2.   The Conscientious Employee
3.   The Cautious Employee
4.   The Reporter
5.   The Slug

Wednesday, February 23, 2011

Can You Sell Your Ideas?

Can You Sell Your Ideas?

By Geoffrey James
(Adapted from BNET.COM)
Good for you! But be forewarned:
Q. 1. Do you have great ideas? 
Selling an idea is not like selling a product. With a product, customers can see what they’re buying. With an idea, there’s nothing to see except you and whatever visions of the future you can conjure.
Here’s a fun interactive game that tests whether or not you’ve got what it takes to sell your ideas. Make your best move, but watch out!  One false move and you might annoy decision-makers and ruin your chances!
SCENARIO: You’ve got a killer idea that can help your firm (and your career) reach the next level of success. What’s your first move?
A.    1 Assess your own credibility. Are you sure that you want to do this? You may not be the kind of person or have the background that will convince the boss (or anyone else) that your idea is any good. So best you take stock before taking action.
EXCELLENT! YOU MADE THE RIGHT MOVE!
Q. 2.  What’s your next move?
Unless you’re a plausible source, nobody’s going to buy the idea from you. CEOs don’t take corporate strategy tips from mailroom clerks, no matter how brilliant. On the other hand, a top-performing district manager will likely get a fair hearing, even if he’s not upper-management.
So let’s assume that you’re a reasonably credible source for this kind of idea. Now you’ve got to figure out how to move the idea forward.
A.    2. To research the boss’s position. You’ll be asking your boss to make a decision, so you need to know where your boss is coming from, when it comes to issues of this sort. You decide to ask around and find out what’s what, before going any further.
EXCELLENT! YOU MADE THE RIGHT MOVE!
Q. 3.  When you approach your boss, she’s going to have three questions in the back of her mind:
1. Is this person competent, based upon past performance?
2. Is this person speaking with candor or handing me some BS?
3. Does this person care about me and my issues, or just about the idea?
You’re only going to make the sale if the answer to all three questions is a resounding “YES!” And that means thinking through your boss’s position.
OK. You’ve decided that the idea makes sense for your boss. What’s your next move?
A.    3. Adapt the idea to your boss’s “story,” Your boss, like everyone else, has a “story”. Maybe you should try to fit your idea into his plot line.
EXCELLENT! YOU MADE THE RIGHT MOVE!
Q. 4. People don’t get excited about the facts behind an idea; they embrace the story that surrounds the facts. For the idea to be salable, it must make intuitive sense to the idea-buyer. Likewise, it should also make the buyer feel good about the decision to adopt your idea.
The best way to build such a narrative is to tie it to current events within your corporate environment. For example, did your firm just lose a big customer? Chances are boss is worried about a larger exodus-that’s her worldview. So your idea should directly address the question of how to win customers back.
OK. You’ve got a narrative that’s compelling from your boss’s point of view. What’s your next move?
A.    4.  Review it with a trusted colleague. You’ve got a great story, but there may be some holes in it. Maybe you should get some help to find them!
EXCELLENT! YOU MADE THE RIGHT MOVE!
Q. 5.  OK. You know what objections might come up. How do you deal with them?

Even the boldest decision-makers want to cover their bottoms, so you need to handle potential problems and objections right up front. Turn to a trusted friend or colleague to act as a reality-check, to ensure that you’re not just huffing your own fumes. Get your friend to list every doubt or glitch that comes to mind.
A.    5. Minimize the risks. If your boss is going to sign on to your big idea, she’ll want to know exactly how you plan to handle the inevitable problems.
EXCELLENT! YOU MADE THE RIGHT MOVE!
Q. 6. OK. You’ve written the memo and you’re ready to email it to your manager? Who should be on the mailing list?
You avoided the temptation to brush-off the objections and instead are treating each objection as a practical problem that demands an effective response.
For example, if the objection is “we did this before and it didn’t work,” be ready to articulate how your idea is substantially different. Similarly, if the objection is that the idea will cost too much to implement, you should prepare a spreadsheet that shows to fit it into the current budget.
The end result of this process is an internal memo describing all of the above.
A.    6. Email only your manager. Big opportunities need to be approached with caution. Many a career has been ruined by overconfidence and too much gung-ho, way too soon.
CONGRATULATIONS!
Now that you’ve done your homework and written the memo, all you need to is the “close” which in this case is making sure that the boss signs on to take the first steps.
The future is bright, and so are you!

Monday, February 21, 2011

Monday Notes

Linkedin.com
Personal Profile from resume
Groups
Networking
Slideshare  Application
Recommendations
Blogger.com
Blog: Personal
Articles: Class Notes , Homework Assignments
Presentations
Videos
Research Paper
Slide share. Net
Repository of files
PPT
Videos
Any files
On line Form – A groups of people of similar interest and values sharing ideas.

Homework
Slideshare.Net
Open account upload
Linkedin  Complete resume Profile

LEARNING IN AN ATMOSPHERE OF JOY

Isaac Hepburn

SPE201 – Speech presentation Techniques
Persuasive Speech
August 1, 2010

LEARNING IN AN ATMOSPHERE OF JOY
Specific Purpose: To convince my audience that they can learn more efficiently and effectively an atmosphere of joy.

Introduction
1.  How would you like being in a classroom that is painted black?  How would you like being in a classroom that is painted yellow?   How would you like being in a classroom that is painted red?  How would you like being in a classroom that is painted blue?
2. Attitude is vital. Expectancy gives way to willingness to learn. Joy, being cheerful and energetic makes one’s mind aware. Curiosity is the art of asking yourself and other questions.
3.  .  How would you like being in a classroom that is filled with hard rock music? How would you like being in a classroom that is filled with classical music?
Body
1.     You can learn more efficiently and effectively by having a Positive Attitude.
A.    Attitude is vital. An Attitude is a belief or opinion that predisposes us to act in a certain way. Attitudes have a powerful effect on the way we see the world.
B.    Positive thinking means focusing on what is good about ourselves, other people, and the world around us.
C.     Optimism is the tendency to expect the best possible outcome.
2.     You can learn more efficiently and effectively by having a climate of joy and success.
A.    Different colors make it more pleasure for us to learn.
B.    Blue is considered to be very elegant and comfortable.
C.     Gray is considered to be mellow yet strong.
3.     You can learn more efficiently and effectively by being curious.
A.    Curiosity the art of asking yourself and others questions
B.    What power could you unleash by asking some simple but powerful questions?
C.     A genuine quality of life comes from consistent quality questions.

Conclusion
1. Set Goals that drive you to action.
2. Define your purpose and find ways to fulfill them.
3. You have the power and authority to make it happen.

Bibliography
“Awaken The Giant Within” by Anthony Robbins
“Psychology Of Success” by Denis Waitley
Boucouvalas, M., & Krupp, J. (1989). Handbook of adult and continuing education. San Francisco: Jossey-Bass.

http://www.hrdq.com/content/articles/Designing%20and%20Facilitating %20Adult%20Learning.pdf


Ingalls, J. D. (1984). A trainer's guide to andragogy. Washington, DC: Peace Corps. Kirkpatrick, D. L. (1976). Evaluation of training. In R. L. Craig (Ed.), Training and development handbook (pp. 18-27). New York: McGraw-Hill.

Knowles, M. S. (1980). The modern practice of adult education. New York: Adult Education Company.
http://proquest.umi.com/pqdweb?did=2094538741&sid=3&Fmt=3&clientId=11123&RQT=309&VName=PQD