Asking for Help

Written by Sue Edwards

Continued from page 1

Inrepparttar past week, how have you asked for support from others? How clear was your request?

In recent research I conducted intorepparttar 149885 behaviours that leaders demonstrate when they successfully transition into new organizations, “asking for help” made it ontorepparttar 149886 list of “Top 10 Success Factors” forrepparttar 149887 critical first 90 days with a new employer.

In this era of hyper-awareness regarding business ethics, “asking for help” has become associated with high-integrity. People who are able to conduct an honest self-assessment and seek support inrepparttar 149888 areas where they lack expertise or need to draw on skills that don’t come naturally to them are seen as both humble and strong atrepparttar 149889 same time.

As an sole practitioner entrepreneur forrepparttar 149890 past 10 years, I have long prided myself on independence and self-sufficiency. I now recognize that relying purely on my own perspective and expertise can be quite limiting. In stepping up to ask for help more often, coupled with my commitment to work collaboratively, my circle expands exponentially through each connection created. The impact on my business has been nothing short of transformational.

So how can you go about asking for help?

When I broke-downrepparttar 149891 formula that works for me, I came up withrepparttar 149892 following steps:

1.Recognize that you can’t know or be able to do absolutely everything, allrepparttar 149893 time. 2.Trust that in asking for help, you are honouringrepparttar 149894 other person. 3.Decide to “‘just do it”. The more you agonize,repparttar 149895 less likely you are to makerepparttar 149896 request. 4.Be specific. Make it easy forrepparttar 149897 other person to providerepparttar 149898 help. 5.Express your gratitude. Letrepparttar 149899 other person know specifically how their support helped you. 6.Offer your sincere support inrepparttar 149900 future… not to “evenrepparttar 149901 score”, do it because it genuinely means a lot to you to be able to help.

What important goal are you stuck on right now? How could “asking for help” get you jump-started?

I’m interested in hearing your stories aboutrepparttar 149902 impact of “asking for help” for you. Send me an email with your feedback or questions to

President of Development by Design, a Business & Leadership Coaching and Human Resources Consulting firm. Her Coaching clients are high potential leaders and profitable business owners who are redefining the terms of their success and taking their impact to a new level. One of the niches of her practice is supporting new leaders and senior professionals in successfully transitioning into new organizations.

6 Steps to Six Sigma

Written by Michael Nelson

Continued from page 1

Step 4

Now you must analyze all ofrepparttar data that has been collected so far and identifyrepparttar 149864 difference between perfection and your current operating efficiency level. The goal is to constantly closerepparttar 149865 gap betweenrepparttar 149866 two.

Again, as stated in Step 2, staff buy-in is extremely important. If management does not show a link between "total quality improvement" and "workplace improvement," then allrepparttar 149867 data collection will go to waste. The staff will not willingly takerepparttar 149868 extra steps (which often require harder, more detailed work) if they are not being rewarded. Some companies use bonuses to provide incentive, other companies offer prizes for attaining goals or add employee perks based on improvement levels.

Step 5

Now isrepparttar 149869 time for improvement. Changes in procedure and operations should have been in place, and more data should be collected to gaugerepparttar 149870 level of overall quality improvement. Eitherrepparttar 149871 hired consultants or an internal team of Six Sigma Black Belts should superviserepparttar 149872 data collection. Again, this step will be expensive. Gatheringrepparttar 149873 vast amount of data needed to accurately assess performance takes a great deal of time, resources, and capital. But without proper data and measurement, you will never know ifrepparttar 149874 changes are working or not.

Step 6

After improvement begins,repparttar 149875 constant chore of ongoing control must be monitored. Unforeseen variables will arise. Employees may turn over, competitors might introduce new products, your facility may undergo changes, and many other things could happen which will impactrepparttar 149876 overall quality of your business. Top level Black Belts need to be constantly analyzing data to gaugerepparttar 149877 impact of any future changes, spot possible trends, and formulate actions to keep onrepparttar 149878 path of consistent and eternal improvement.

If you're truely interested in the Principles of Six Sigma, check out the tons of news, articles, and information at Six Sigma Principles

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