Month: July 2016

Get Pioneers Included when Conveying Authoritative Change to Workers

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Every organization, including yours, experiences change. Even if you aren’t currently undergoing a layoff, reorganization, merger, acquisition, outsourcing or big shift in benefits, you probably will be in the near future.

When that time comes, will your senior leaders be on the front line of change? Or will they delegate communicating the change to you?

The answer to those two questions can make or break a change project. Your change efforts are more likely to be successful if leaders—from the CEO to VP’s—are actively involved.

But how can you prepare your leaders to embrace their critical role in supporting change? Try these five tips to build your change communication strategy.

1. Make sure Senior Leaders Know their Roles

Your CEO probably understands his role, but the leaders who report to him—and the VP’s on the next level—may not see themselves as key change communicators. You need to set those expectations by bringing together these senior leaders to not only provide an overview of an upcoming change, but to emphasize how important it is that they meet with employees to explain the change. Then provide a leader communication guide that further explains their role, and give them essential tools to fulfill that role, including key messages and frequently asked questions.

2. Ensure that Leaders Truly Understand the Change

Often VP’s and unit leaders know what’s changing, but don’t get the full extent of the organization-wide implications. Make sure leaders have an opportunity to learn what’s changing, where and when; this is best done through a face-to-face session with senior management.

 

3. Show Leaders how People Experience Change Communication

When key decisions have not yet been finalized and leaders don’t know what they should be communicating, they’ll often stop.

Consider organizing an interactive session for the company’s top 100 leaders to help them understand why employees need contact, even if definitive information isn’t available. Have your CEO explain the change, then break the audience out into teams and have them brainstorm questions they think employees may have. If you have enough time, you might also want to have senior leaders answer some of the key questions generated. This exercise gives participants a way to express their questions and concerns by channeling employees.

Just as important, give leaders help with questions they won’t be able to answer. In some cases, the answer is not yet known; in others, it can’t be shared. Regardless, coach leaders on sample responses to all questions, including what to say about rumors or when someone expresses anxiety.

 

4. Provide Leaders with Easy-to-use Tools

During times of change, leaders have less time than ever. So they need a toolkit that contains key messages and facts, a presentation deck and answers to FAQs. Consider creating a mobile-compatible change communication micro site for leaders.That way they can access all the tools right from their tablets or smartphones.

5. Use Clear Language when Communicating Change

Don’t use clichés or slogans—employees can spot “corporate speak.” Be open, be honest, and most importantly, be respectful. Employees will remember how change is communicated to those most impacted and will see it as a sign of how your company values all its staff.

Leading change is never easy, but by equipping leaders with the help they need, they—and the organization—will be set up for success.

 

Change Communication tips for Leaders

Don’t:

Do:

Think only about the information you need to share.

Focus on the employee perspective.

Use specific examples of what employees need to do differently to help the company succeed.

Deliver a message once, then expect everyone to “get it.”

Consistency and repetition are key. By the time you’re ready to tell employees about a change, you’ve probably been working with the issue for months. But employees are hearing it for the first time, so they need to hear the message multiple times to truly get it.

Do all the talking.

Listen. Letting people give voice to their anxieties has been proven by researchers to release tension.

Get irritated when hearing a question you’ve answered many times before.

Be patient even if you don’t feel that way. How well leaders answer questions can mean the difference between encouraging employees to speak freely and shutting people down. And remember, just because you’ve heard a question before doesn’t mean the employee asking has.

Become defensive when someone asks a tough question.

Answer difficult questions openly and honestly. If you don’t know all the details, it’s OK to say, “I don’t know,” but make sure to tell employees you’ll give them the rest of the information as soon as possible.

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How to Become an Excellent Business Brain Surgeon

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Are you working longer and taking home less than your staff? Are you working all hours of the day and night and still barely managing to keep your customers happy? Are you unable to delegate or outsource work to give you more time to work on your business? If the answer to any of these questions is yes, maybe its time you learnt what Brain Surgeons do.

Most business owners we talk to believe almost everything they do in their business, only they can do. They have learnt from experience if they give work to someone else, they mess it up. And then they spend twice as long fixing things. But this is not what Brain Surgeons do. When they operate on a patient, they are not in charge of the theatre- the theatre nurse is. They don’t open up the patient, or close. They leave that to a junior surgeon. Everything is prepared for them, and someone else mops up the blood later. All they do is the brain surgery. And some marketing before hand (client needs), and afterwards (client satisfaction).

How is this possible?
Hospitals have very sophisticated systems, and everyone is highly trained in their use. There are checks and counter-checks. Nothing is left to chance. And the very expensive surgeon, the most highly trained person in the theatre, only does what he or she has been trained to do. They don’t waste their time doing jobs others can do. In other words they don’t spend dollar time on penny jobs. So the brain surgeon only does the brain surgery, and a bit of marketing.

This is, of course, a rather simplistic description of a brain surgeon’s job. And I hasten to add an apology to any brain surgeons reading this if they feel insulted (after all, you never know I might need their services in the future – some might argue my need is immediate!) The point of this for business owners is to understand where the real brain surgery is in their business. The part of their job that is most valuable to the business. The part only they can do.

Examples of brain surgery are: the marketing of your business, the relationships with your key customers, or if you are a consultant, the analysis of the problem you have been asked to solve. Not data entry, or possibly even data collection. And not the bookkeeping. So the challenge for business owners is to identify what part of their role is brain surgery. Theoretically, everything else can and should be delegated or outsourced.

A great theory, but how can you make this happen in the real world?

Business Systems. When you delegate or outsource, you need to document what the person who is doing the work will receive and what they will return to you, complete with standards and the form in which they will provide it to you. Then all involved need training in the system. This takes some work, but for a small investment in your time, the dividends are huge.

The theatre nurse does not know how to do brain surgery, but they know before the operation, what equipment the surgeon will need, and when they will need it. They will also know how the theatre and patient are to be prepared. Detailed procedures will have been developed so everyone in the theatre will know their role, and the brain surgeon will have optimised his or her time doing what they have been specifically trained to do.

When you know where the brain surgery is in your business, you will be able to leverage your time. You will spend more time with your customers, and more time working on your business, rather than in it. Ultimately, you will have a business that runs without you.

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How To Learn 10 Keys to Guaranteed Success in Negotiations

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Negotiating is a skill that like warfare tactics must be honed. It is important to be mentally prepared to win. Do the ground work well before your reach the negotiating table and decide on the “path” you are going to take. Positivity will help as also a sense of confidence and self esteem. Set aside any doubts you may have and stride forward prepared to win at all costs.

The five cornerstones of successful negotiation skills are placing emphasis on common points; presenting clear arguments; being innovative and open to several options; focusing on the problem being dealt with; looking for a clear solution. The key is to be clear about your preferred outcome. However in the back of your mind you must be willing to compromise to some extent.

A good negotiator is an excellent communicator and understands how human beings think, feel, and function. You must be able to befriend the people seated on the other side of the negotiating table. You must know when to push hard, when to accept a compromise, and when to walk away. A negotiator is in many ways an artist he needs a great amount of creativity to steer the negotiations to a successful completion. A negotiator must keep in mind the 3Fs: fair, fast, and firm.

According to the gurus there are tactics to be used for negotiating:

1. Be focused on the problem or issue. Logical arguments are the key to smooth negotiations.

2. It is important to be firm yet polite when making a stand or presenting a point.

3. Clearly emphasize the advantages and disadvantages.

4. Be patient and let the process of negotiation take its course.

5. Put ego aside and concentrate on the matter at hand. It is finding an amiable solution that’s important not self worth or position.

6. Never threaten or manipulate the opposite party-it is completely unethical and unfair.

7. Aim for solutions that are interest based and not what individual desires or aims are. It is best to consider any situation as a whole rather than from a personal view point.

8. Avoid psychological traps and have the magnanimity to admit when you are wrong. Be open minded.

9. Don’t accept weak solutions and try and negotiate a plausible settlement. Temporary measures are not what you need. A permanent solution must be sought.

10. Value time, schedules, and deadlines. A good negotiator will not beat around the bush or adopt delay tactics or waste time talking about mundane matters. It is professional to immediately get down to the business at hand.

Most human beings are born negotiators. From the first breath a baby takes it makes all around him dance to his tunes. Most of us consciously or unconsciously do what we have to do to get our own way in life. And, if we look closely it is just mastering the art of negotiation.

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Fantastic Tips How to cultivate Entrepreneurial Skills and become a strong business personality in the world of today

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You possibly already have enough good idea about the skills you should have, if you want becoming a successful entrepreneur. Among all skills, most commonly mentioned are branding, strategy, finance, planning, sales, initiative and vision. These all are incredibly essential, yet these are not the end of the list. Entrepreneurs will need some other unexpected skills also for succeeding, yet you only may not be thinking regarding them.

In this article, we are going to discuss about 7 major entrepreneurial skills that all business owners should master. Just read on:

1. Vision:

Having a clean market vision is important for growing a business, yet many entrepreneurs over-focus on their own business world by mistake. The entrepreneurs who understand markets genuinely, what makes a company successful, business management principles, and chances when they see them, these are the ones with the possibility for growing achievement.

2. Adaptability:

Having the skill of adaptability, the capacity of changing your approach is now more essential than ever. With the entry of new services and technologies in the market, they can widely change the scene in a month. Keep in mind the effect of updates of Google algorithm on businesses. Great entrepreneurs should be comfortable to go with flow and creating fast business decisions for minimizing the effect of such a quick-changing marketplace.

3. Consumer Focus:

Online marketing has changed the game for many entrepreneurs. Thus, plenty of success is now dependent upon knowing the requirements of consumers and getting ways of fulfilling them with your business. Entrepreneurs should work for understanding really the thought of people who create their business potential, then cater your items, marketing campaigns, policies and services to those individuals. You might be able finding somebody for building purchaser personalities for your efforts of content marketing, yet it will not be efficient unless the leader behind it all is as aimed on the clients as their staffs seem to be.

4. Curiosity:

It’s impossible for a modern-day entrepreneur to succeed, if you are not interested to learn. People who actually succeed are the individuals who put true efforts on learning new methods and technologies for keeping their business on the leading position. Every work cannot be outsourced, and in fact if it can, you still need having some basic knowledge of it for getting the outcome you want. All entrepreneurs require the curiosity skill, which drives them learning as the field of playing changes.

5. Communication:

Because of internet, nowadays it is now much simpler conducting most of your business from the computer without actually communicating with anybody face-to-face. You people can think that the days of charming entrepreneur are gone, and we all can only pout behind our PCs. However, it is actually opposite as communication skill is more essential than ever. Surprisingly, it is challenging delivering the type of message you want through social media, phone communication and email. Nowadays, entrepreneurs should put additional effort for communicating efficiently for building relationships which once would have happened in person organically. Communication skills become dire, if you have employees working for you, particularly remotely. If you can’t express yourself and your expectations properly, it can impact the ability or productivity of your staffs for delivering what you want. Interpersonal skills are the essential trait of every successful entrepreneur. Presently, entrepreneurs should be capable of writing proper instructions and using increasingly distant channels of communication for building and networking relationships.

6. Stress Management:

Being an entrepreneur, you are not only a boss, you also have an active hand in various areas for keeping things running with ease and manage with possible failures and setbacks along the way. Every entrepreneur who wants succeeding long-term should be really good in managing stress. Important to this skill is being acquainted with delegating and understanding when it is time for taking a break.

7. The Capacity of Inspiring People:

Undoubtedly, an entrepreneur is ardent about their working. Yet, it is the capacity of instilling that inspiration in people which actually drives achievement. However, this is communication skill’s extension. You must be able of explaining things in a comprehensive way and then take a further step for making the project resound with your people. In fact, if you are a self-employed person, there is no way you are actually doing each work on your own. For example, inspiring your influencers’ network can be a prime driving force behind your business. The momentum created can be huge, if you can get people interested about your tasks.

So, now you have the complete knowledge about the major entrepreneurial skills that every entrepreneur should master.

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What is the Role and Work Flow of the Human Resources Department

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Hello there,

On special request of one of our readers, here an interesting article about the role and work flow of the HRM Department in many organizations.

Team blogzynergy.com is doing it again……

cooltext183169670509584

A.    Recruitment and Placement

–          Plans for the organization’s short and long term manpower needs

–          Gets requests from various HODs of their manpower needs

–          Selects the candidates after various recruitment process and places at a suitable position

–          Finalizes the compensation

–          Conducts the document verifications

–          Conducts induction, training program

B.     Performance Evaluation

–          Designs procedure for evaluating the employees performance

–          Conducts the evaluation program periodically i.e. either quarterly or half yearly

–          Monitors the self-appraisal, supervisor’s appraisal, HR appraisal and provides the feedback to the appraisee

–          Conducts the managerial staff performance evaluation

–          Evaluates the technical and general tools of the employer performance

–          Recommends to the management regarding financial/ non-financial beneficiaries, training needs – technical / non-technical, employee retention and actions

–          Makes employees to work with great satisfaction

C.    Training and Development

–          Plans and manages the training programs on regular basis for the employees on technical and interpersonal skills as per the organization needs

–          Conducts the regular follow up of the training program needs

–          Plans and manages the in-house and external-house training programs

–          Makes arrangements for knowledge sharing

D.    Compensation and benefits

–          Manages the balance between the organizations financial strength and employee expectations, performance and the market value

–          Encourages the employees performance by providing various financial and non-financial benefits

–          Controls the employee attrition rate

–          Monitors the employee job satisfaction levels

–          Monitors the employee social needs and status

–          Preparation of salary statement and salary slips

E.     Personal records, attendance and punctuality

–         Monitors employees all in and out movements: leaves and absents

–          Maintains all types of employee personal records

–         Acts according to the HR policy

F.      Working Environment and Welfare measurements

–         Making arrangements for team work culture

–         Creating good working environment like work place, lighting, ventilation, A/C, refreshments, software and hardware provisions, transportations, communication systems, relaxation programs, handling grievances, personal attention i.e., celebrations and other needs

G.    Change Management

–         Making arrangements for up-to-date knowledge to the employees according the industry levels

–         Suggesting various changes to the other departments for the organization development

–         Making every employee accountable to the organization

–         Making HR department as helping tool for everyone

H.    Individual recognition and development

–          Having one-to-one discussions, periodically

–          Analyzing the expectations of the employee and sharing the expectations of the organization

–          Placing the right person into right place by using various systems

–          Maintaining regular rapport with all the employees

–          Assuring the employees for their better development

 I.       Periodical Reports

–          Monthly status report of the Department (activities, status, plan of action)

–          Monthly budget report – expenditures and fore-cost

–          Salaries

–          Recruitment

–          Career Development

–          Welfare (Food, refreshments, relaxation, communication & transportation)

–          Administration (Security, House-keeping, Power & Stationery) (5th of every month)

–          Salary statements – last working day of the month

–          Salary slips – day after issuing the salaries

LET US KNOW IN THE COMMENTS IF YOU LIKE IT !

THANK YOU SO MUCH FOR READING.

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How to develop an action plan for bigger success

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  • What is an action plan?
  • What are the criteria for a good action plan?
  • Why should you develop an action plan?
  • When should you develop an action plan?
  • How to write an action plan

What is an action plan?

In some ways, an action plan is a “heroic” act: it helps us turn our dreams into a reality. An action plan is a way to make sure your organization’s vision is made concrete. It describes the way your group will use its strategies to meet its objectives. An action plan consists of a number of action steps or changes to be brought about in your community.

Each action step or change to be sought should include the following information:

  • What actions or changes will occur
  • Who will carry out these changes
  • By when they will take place, and for how long
  • What resources (i.e., money, staff) are needed to carry out these changes
  • Communication (who should know what?)

What are the criteria for a good action plan?

The action plan for your initiative should meet several criteria.

Is the action plan:

  • Complete? Does it list all the action steps or changes to be sought in all relevant parts of the community (e.g., schools, business, government, faith community)?
  • Clear? Is it apparent who will do what by when?
  • Current? Does the action plan reflect the current work? Does it anticipate newly emerging opportunities and barriers?

Why should you develop an action plan?

There is an inspirational adage that says, “People don’t plan to fail. Instead they fail to plan.” Because you certainly don’t want to fail, it makes sense to take all of the steps necessary to ensure success, including developing an action plan.

There are lots of good reasons to work out the details of your organization’s work in an action plan, including:

  • To lend credibility to your organization. An action plan shows members of the community (including grant makers) that your organization is well ordered and dedicated to getting things done.
  • To be sure you don’t overlook any of the details
  • To understand what is and isn’t possible for your organization to do
  • For efficiency: to save time, energy, and resources in the long run
  • For accountability: To increase the chances that people will do what needs to be done

When should you create an action plan?

Ideally, an action plan should be developed within the first six months to one year of the start of an organization. It is developed after you have determined the vision, mission, objectives, and strategies of your group. If you develop an action plan when you are ready to start getting things done, it will give you a blueprint for running your organization or initiative.

Remember, though, that an action plan is always a work in progress. It is not something you can write, lock in your file drawers, and forget about. Keep it visible. Display it prominently. As your organization changes and grows, you will want to continually (usually monthly) revise your action plan to fit the changing needs of your group and community.

How to write an action plan

Determine what people and sectors of the community should be changed and involved in finding solutions

If you have been using the VMOSA (Vision, Mission, Objectives, Strategies, Action Plans) model, you might have already done this, when you were deciding upon your group’s objectives. Again, try to be inclusive. Most of the health and development issues that community partnerships deal with are community-wide, and thus need a community-wide solution. Possible sectors include the media, the business community, religious organizations, schools, youth organizations, social service organizations, health organizations, and others.

Some members of the community you might consider asking to join the action planning group include:

  • Influential people from all the parts of the community affected by your initiative (e.g., from churches and synagogues, the school system, law enforcement, etc.)
  • People who are directly involved in the problem (e.g., local high school students and their parents might be involved in planning a coalition trying to reduce teen substance abuse)
  • Members of grassroots organizations
  • Members of the various ethnic and cultural groups in your community
  • People you know who are interested in the problem or issue
  • Newcomers or young people in the community who are not yet involved

Let’s consider some of the people who were involved with the planning group for the fictional Reducing the Risks (R.T.R) Coalition that hopes to reduce the rate of teen pregnancy. Some of the members of this planning group included teachers at the local high school, local teenagers and their parents, members of the clergy, counselors and school nurses, staff of the county health department, and members of youth organizations, service agencies, and other organizations that focus on youth issues.

Convene a planning group in your community to design your action plan. This might be the same group of people who worked with you to decide your group’s strategies and objectives. If you are organizing a new group of people, try to make your planning committee as diverse and inclusive as possible. Your group should look like the people most affected by the problem or issue.

Once everyone is present, go over your organization’s:

  • Vision
  • Mission
  • Objectives
  • Strategies
  • Targets and agents of change (e.g., youth, parents and guardians, clergy)
  • Proposed changes for each sector of the community (e.g., schools, faith community, service organizations, health organizations, government)

Develop an action plan composed of action steps that address all proposed changes. The plan should be complete, clear, and current. Additionally, the action plan should include information and ideas you have already gathered while brainstorming about your objectives and your strategies. What are the steps you must take to carry out your objectives while still fulfilling your vision and mission? Now it’s time for all of the VMOSA components to come together. While the plan might address general goals you want to see accomplished, the action steps will help you determine the specific actions you will take to help make your vision a reality. Here are some guidelines to follow to write action steps.

Members of the community initiative will want to determine:

  • What action or change will occur
  • Who will carry it out
  • When it will take place, and for how long
  • What resources (i.e., money, staff) are needed to carry out the change
  • Communication (who should know what)

Things to note about this portion of the RTR action plan:

  • It appears complete. Although this step seems fully developed, we would need to review the entire action plan to see whether all community and system changes that should be sought are included.
  • It is clear. We know who will do what by when.
  • It seems current. We would need to know more about other current work (and new opportunities and barriers) to judge whether this portion of the action plan is up-to-date.

Review your completed action plan carefully to check for completeness. Make sure that each proposed change will help accomplish your group’s mission. Also, be sure that the action plan taken as a whole will help you complete your mission; that is, make sure you aren’t leaving anything out.

Follow through. One hard part (figuring out what to do) is finished. Now take your plan and run with it! Remember the 80-20 rule: successful efforts are 80% follow through on planned actions and 20% planning for success.

Keep everyone informed about what’s going on. Communicate to everyone involved how his or her input was incorporated. No one likes to feel like her wit and wisdom has been ignored.

Keep track of what (and how well) you’ve done. Always keep track of what the group has actually done. If the community change (a new program or policy) took significant time or resources, it’s also a good idea to evaluate what you have done, either formally or informally.

Keep several questions in mind for both yourself and others:

  • Are we doing what we said we’d do?
  • Are we doing it well?
  • Is what we are doing advancing the mission?

You can address these questions informally (ask yourself, chat with friends and other people), as well as formally, through surveys and other evaluation methods.

Celebrate a job well done! Celebrate your accomplishments; you and those you work with deserve it. Celebration helps keep everyone excited and interested in the work they are doing.

After you’ve written your action plan: Getting members to do what they said they would

Every community organization has undoubtedly had this happen: you plan and you assign tasks to get everything you’ve planned to do accomplished. Everyone agrees (maybe they even offer) to do certain tasks, and you all leave with a great feeling of accomplishment. The problem? At the next meeting, nothing has been done. Besides tearing out your hair, what can you do?

Fortunately, there are several things you can try. It’s particularly tricky in the case of volunteers, because you don’t want to lean too hard on someone who is donating their time and energy to begin with. Still, you can make it easier for members to get things done (and harder to avoid work) without acting like the mean neighbor down the street. Some of these gentle reminders include:

  • Regular phone calls from staff members or dedicated volunteers asking others how they are doing with their tasks. This should be a supportive call, not a “are you doing what you’re supposed to” call. The person calling can offer emotional support “how are you doing?” as well as see if the group member needs any other assistance. A friendly call such as this can be seen as helpful, give the member the sense that he is a very important part of the group, and serve as a great reminder to do what he said he would do.
  • Distributing the action plan in writing to all members, with names attached to specific tasks. (Additionally, this can be a great time to ask for feedback before the plan becomes “official.”)
  • Making sure timelines (with due dates) are complete, clear and current.
  • At regular group meetings, such as committee meetings or board meetings, ask members to report on accomplishing the tasks they have set out to do. Consider making this a regular part of the meeting.
  • Celebrate the accomplishment of tasks. It’s important that getting something done actually means something, and is recognized by the group as a whole.

Follow up on the action plan regularly. You are asking members to be accountable, and to get things done on a regular basis. If they have agreed, you should help them fulfill their commitment as best you can.

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How to become a free international viewer of ads on the internet

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Have you heard about the new upcoming hype on advertising and how to become a free member of this hype. Then you are on the right internet track to benefit from it.

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The best way to put your online business in a positive and stable progression

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You are in your earlier days of making your dreams come to reality, you are super enthusiastic, you are full of energy and you want to make it happen and happen right now, but things are not that simple as it looks like. When it comes to the online business world, then there is a lot of factors which you have to keep in mind and then these points would make your business stand tall above the rest if taken care brilliantly.

The brilliance of entrepreneurship is making the right decision at the right time and making the most of the resources available at his/her disposal. Here are few things which are considered to be the building blocks of any business and this would definitely help in a positive progression of your business…

Above all is your online representation, which means taking care of your official website and how are you going to do that. For this I have a simple solution; suppose you have an e-commerce website and your traffic is not converting into sales, then have a look on this factor first. Try buying something on your website and figure out the buying experience and then compare it with the buying experience with that of your competitors. You might figure out the exact problem, why and where you are lacking. The topmost factor which influences your sales is the buying experience of your website, so you have to make your website user friendly with easy navigation. The latest trend in this industry is making your websites responsive and this is really a big factor which could lead to better sales and growth.

The content becomes the second most important factor on your websites as information is the driving force and the ultimate reason why your target audience may be looking for your website. You must put your key information short and crisp and easily accessible to your target audience. Your content should be impressive in language, relevant and must have that charm needed to grasp the reader and of course the presentation is always something very important.

Marketing your brand and your business is another important where you can’t afford to go wrong. Your business would be of no use if you cannot market it to your target audience. Connecting to your customers, increasing brand loyalty, trust factor, credibility factor for your business are few of the main goals to achieve in your early days of marketing.

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