Communicating CEOs

Written by Robert F. Abbott

Continued from page 1

And, there's often a kaleidescope effect before a vision emerges. All sorts of information tumbles around inrepparttar mind, over and over, like clothes in a dryer, until eventually a new and promising pattern reveals itself.

For example, supposerepparttar 148400 Vice President of Human Resources has just been promoted to Chief Executive Officer, andrepparttar 148401 board made it clear it expects him to put his own, unique stamp onrepparttar 148402 company.

He might retire to his office and spend a lot of time inside trying to think of a new direction. But, it's far more likely he'll reach out, rather than withdraw. He'll talk to staff onrepparttar 148403 front lines as well as managers. He'll read everything relevant he can find in books and magazines.

As that information pours into his mind -- asrepparttar 148404 communication process enriches his imagination and knowledge -- he'll start to envision possibilities. Some will be more promising than others, and he'll talk about them with others inrepparttar 148405 organization. Eventually, some sort of consensus will likely emerge aboutrepparttar 148406 most promising vision.

Those are just a couple of examples fromrepparttar 148407 work of CEOs, but you can see why I'm skeptical aboutrepparttar 148408 50% figure: There's not much about a CEO's job that does not involve communication of some kind.

In summary, CEOs may do more than communicate, but almost everything they do will be driven or influenced by communication processes inside and outsiderepparttar 148409 organization.

Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at:

Chunking the Routine Essentials

Written by Gerry McRae

Continued from page 1

The form you dread filling out, because it involves gathering data from various sources, can be chunked even though it is only one single task. I findrepparttar best way to start is to fill inrepparttar 148180 easy parts such as your name, dates and other memorized information. If that doesn't inspire me to continue completing other sections, I attach a note torepparttar 148181 form or in my daily diary indicatingrepparttar 148182 next step, orrepparttar 148183 bit of information required for that next step. Allrepparttar 148184 while I keep promising myself I can postponerepparttar 148185 processing session at any time.

The other day my call display showed me a client was calling from his office during mid-afternoon. His question was not an urgent one. Knowing he has orders booked five months ahead, my question was, "What are you doing in your office during your busiest season?" His response was not unusual, "I'm just taking a break from all this paperwork that's been piling up." That is so common it inspired me to write this article for allrepparttar 148186 other small business operators coping withrepparttar 148187 same situation. Next, I must visit my "chunking" table.

Breakrepparttar 148188 cycle and joinrepparttar 148189 winners who get allrepparttar 148190 important things done!

Gerry McRae has taught time management techniques in his university courses and at several police colleges. He is also the author of "Time Management for Entrepreneurs - What to do, When & Why" available at

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