Cellular Number Portability

Written by Sharon Housley


Continued from page 1

2.) Provide details torepparttar new carrier to makerepparttar 104890 switch this might include account and password information.

3.) The new carrier will submit a transfer request torepparttar 104891 old carrier. In additionrepparttar 104892 new carrier will send details ofrepparttar 104893 transfer intorepparttar 104894 portability database. The database alerts all subscribing carriers thatrepparttar 104895 transfer has occurred.

4.) The old phone will work untilrepparttar 104896 transfer is complete; whilerepparttar 104897 transfer is taking placerepparttar 104898 new phone will only be able to dial out.

Carriers are aiming to process transfers within 2 1/2 hours but there are no penalities in place should a delay occur.

If you are using software to send text messages to phones be sure to updaterepparttar 104899 carrier information for any transfers.

Aboutrepparttar 104900 Author - NotePage, Inc. develops SMS, alphanumeric paging and wireless messaging software solutions. http://www.notepage.net

About the Author - NotePage, Inc. develops SMS, alphanumeric paging and wireless messaging software solutions. http://www.notepage.net


POWERFUL PARTNERING

Written by Manya Arond-Thomas


Continued from page 1

Competence issues relate torepparttar actual work. It's useful to make explicitrepparttar 104889 similar and different skill sets that people bring torepparttar 104890 partnership, and where problems might emerge as a function of that. A successful partnership is based onrepparttar 104891 belief and experience that we can work together in a positive interdependence.

Motive issues relate to whether I experiencerepparttar 104892 “other” as trustworthy, and whether I trust their underlying motives for enteringrepparttar 104893 partnership. Here,repparttar 104894 ability of transparency comes into play for there must be a certain degree of self-disclosure to engage in mutual exploration built on integrity and authenticity.

Each person must answerrepparttar 104895 question “Will I be able to trust this person as we work together?” Other useful questions atrepparttar 104896 beginning ofrepparttar 104897 exploration are “What is my/your biggest fear about this new venture? What isrepparttar 104898 worst thing that could happen? What compromises are you willing to make to ensure that it does not occur?”

The third concern that potential partners hold is that of status, which reflectsrepparttar 104899 balance of power and control that each person experiences in relation torepparttar 104900 other. The core ability of influence is pivotal here, for each partner must feel that they haverepparttar 104901 ability to influencerepparttar 104902 other, and atrepparttar 104903 same time, be willing to be influenced.

Without self-awareness,repparttar 104904 ability to consciously developrepparttar 104905 relationship is limited. Similarly, self-disclosure on such deeply held inner experiences as status, motive and competence becomes easier and richer torepparttar 104906 degree that one is able look at oneself objectively.

If you're entering, or considering a new partnership, spend some time thinking about these issues. While you don't need to put “motive, status, and competence” on your agenda, find a structure forrepparttar 104907 conversation that allows you both to explore these issues. Your partnership will only berepparttar 104908 richer and more likely to succeed forrepparttar 104909 intention you put into it.

*********************************************** ACTION STEPS YOU CAN TAKE!

1. For a free list of questions that potential partners can ponder, send an email to manya@arond-thomas.com with “Partner Questions” inrepparttar 104910 subject line.

2. Assessments are a great way to get data and insight intorepparttar 104911 strengths you have that you can maximize and atrepparttar 104912 same time, learn how to manage your weaknesses so they don't get in your way. To learn about how our assessments can help you, click here http://www.arond-thomas.com/assessments.

3. To learn more about executive leadership coaching and how it can help you get even better results, visit http://www.arond-thomas.com/services.

884 words

(c) Copyright 2003. Manya Arond-Thomas, all rights reserved.

Manya Arond-Thomas, M.D., is the founder of Manya Arond-Thomas & Company, a coaching and consulting firm that catalyzes the creation of “right results” through facilitating executive development, high-performance teams and organizational effectiveness. She can be reached at (734) 480-1932 or e-mailed at manya@arond-thomas.com. Subscribe to Emotional Intelligence at Work mailto:manya_list@aweber.com


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