Groove Network. Good, but how good?

Written by Mike Nielsen


Continued from page 1

Are there any other options?

An alternative solution torepparttar centralized collaboration software is NextPage. NextPage 1.5 Collaboration Software tracks documents with Digital Thread technology. Say, for instance, that you are working on your company's budget. You want to make sure that your facts and figures are correct so you send your spreadsheet to several of your co-workers for review. They look overrepparttar 119442 spreadsheet and makerepparttar 119443 necessary changes. They then return their spreadsheet version to you, and with NextPage 1.5, you simply mergerepparttar 119444 document versions together into one. NextPage 1.5 lets you see all of this visually via a graphical version history. Withrepparttar 119445 graphical version history, you would always know whererepparttar 119446 various versions of your spreadsheet are stored, what changes have been made, who has reviewed your spreadsheet, whenrepparttar 119447 revisions were made, and howrepparttar 119448 revisions fit together. NextPage makes it easy to see whererepparttar 119449 document has been and what revisions have been made.

So what arerepparttar 119450 major advantages of using NextPage?

The major advantages to using NextPage's collaboration software includerepparttar 119451 following:

• Do NOT need a centralized server • Do NOT need an IT infrastructure • Installation can be done in a matter of minutes • Will work with associates who are NOT NextPage subscribers • Solves document management problems where they originate

In conclusion, if you are in a business that could greatly benefit from using collaboration software, look at and evaluaterepparttar 119452 possible software options out there and see which one will be ofrepparttar 119453 most benefit to you in your company. I have presented a few ideas for you to think about and get you started in your decision. So get out there and organize your document management!

Mike Nielsen is a client account specialist with 10xMarketing - More Visitors. More Buyers. More Revenue. For more information about Groove Network, visit NextPage.com


"He Hate Me": Turning Their Bad Attitude Into Your Great Results

Written by Brent Filson


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VALIDATE: Validate their anger. Their anger is real and important to them. It's who they perceive themselves to be (atrepparttar moment they feel angry) in their relationship with you. Many people embrace their anger. They may see it asrepparttar 119441 one thing that they can control in an environment in which they feel out of control. If you try to ignore that anger or belittle it, they will feel you are belittling them. Tell them that you know they are angry and that you want to find out why. Avoid saying things like, "I know you're angry ... but ... " That "but" can harden them against you. Saying, "Help me understand why you feel angry about what I'm doing." can get you farther thanrepparttar 119442 "but." This is not to condone their anger nor approve of it but simply to come to an agreement with them that it exists and that you intend to do something about it in a way that will be mutually beneficial.

TRANSLATE: Their anger is your opportunity, an opportunity to translate their anger into your results. Because, as you'll see, their anger can be great raw material for results.

People get angry for many reasons. * Their time is being wasted. * Their individual worth is not respected. * They feel threatened. * Their efforts are not appreciated. 5. They are not given voice or choice in their work. * Their values are not recognized or given credence. * Their leaders cannot do their jobs well. * Their leaders focus on their own needs. * Their leaders don't understand and acknowledge their needs. * Their leaders don't provide clear direction. * They are being overworked. 11. They are being set up to fail.

Here is a process for translating their anger into your results.

I call itrepparttar 119443 problem/solution/action process. The key to this process is that people's anger usually stems from an unresolved problem. A. With their help, identifyrepparttar 119444 problem. B. Come to an agreement with them as torepparttar 119445 causes of that problem. C. Help them find a solution. D. Challenge them to take action to solverepparttar 119446 problem. E. Link that action to increases in results.

You can apply this process to any ofrepparttar 119447 aforementioned reasons people get angry. As an example, let's apply it torepparttar 119448 first reason. Often, a key challenge in getting others to take new action is their complaining you are wasting their time.

A. Draw up two lists, one composed ofrepparttar 119449 aspects of their job they believe waste their time, andrepparttar 119450 other ofrepparttar 119451 aspects they feel are crucial.

B. Come to an agreement with them on which aspects are truly a waste of their time and which aren't. Without such agreement, they may remain angry with you. For instance, they may feel that their having to complete a particular report or aspects of that report wastes their time. If you think that such reports are absolutely essential, you cannot continue this process unless you convince them thatrepparttar 119452 reports are essential or that you will change them to make them essential. C. Once you come to that agreement, work on each aspect inrepparttar 119453 "waste of time" list by applying this analytical tool: Decide if you want to leave it alone, change it, or eliminate it. There is no fourth choice!

D. If you have chosen to change it, have them suggest actions they will take to do so. Noterepparttar 119454 sequence here. Your first step in changing an aspect is to elicit from them what needs to be changed andrepparttar 119455 actions required to affectrepparttar 119456 change. If need be, you can always veto their choice. But if you first let them make that choice, you may find that they have delineated actions that tap a new vein of results. Atrepparttar 119457 very least, they will be committed to those actions, since they go right torepparttar 119458 heart of solvingrepparttar 119459 problem of their anger.

E. Link those actions to increases in results. For instance, now that they have reduced, eliminated or changed a particular aspect of their job that was a problem for them, how will that translate into money saved/earned?

Be advised: You may be confronted by "professionally angry" people who will be angry and stay angry no matter what you do. Just being you or just being a leader or just being you as a leader gets them angry, and nothing you can do or say seems to change that. But keep workingrepparttar 119460 four-step process. It's your best way of remedying evenrepparttar 119461 "professionals" anger.

2005 The Filson Leadership Group, Inc. All rights reserved.



The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at www.actionleadership.com


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