Procrastination and JDI!

Written by Martin Haworth

Continued from page 1

  • Third and finally, considerrepparttar effects of putting off decisions. How much harm does it do torepparttar 119407 organisation, your nearby people and above all you, as decisions lie there atrepparttar 119408 back of your mind, unmade? The result is most often notrepparttar 119409 negative outcome that your worst fears suggest, butrepparttar 119410 subliminal worry that NOT having maderepparttar 119411 decision, i.e. it is still to be worried over, is often much, much worse when added up thanrepparttar 119412 decision itself! So, in most cases, a good chunk of information, weigh uprepparttar 119413 potential downsides and then, JDI. Just Do It - works a treat!

    As a final example, I once, in my early management days, worked with a middle manager who became a real challenge, with his behaviour and attitudes - even I was intimidated by him! It took me 18 months of fear of confrontation and worry to tackle him about it -repparttar 119414 evidence was never really that strong - I told myself...

    The interview took an hour, during which time he completely apologised for his behaviour.

    He had not realised thatrepparttar 119415 way he was experienced by others was so damaging. Once pointed out, he accessed feedback regularly on those days when he was 'off on one', and he encouraged his supporters to bring him down to earth quickly. I took 18 months worrying about that conversation.

    Looking back, I learnt that it is far better to get these things aired early on, for everyone. And never once has this backfired on me since.

    2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).

  • Effective Meetings Begin With a Real Agenda

    Written by Steve Kaye

    Continued from page 1

    4) Assignments. Tellrepparttar participants how to prepare forrepparttar 119406 meeting (e.g. survey your department for travel costs duringrepparttar 119407 last quarter). Also, tell them what they need to bring (e.g., bring a copy ofrepparttar 119408 budget). Prepared participants make a meeting more efficient and more effective.

    5) Logistics. Provide basic information on when and where you will holdrepparttar 119409 meeting. If participants are coming from other offices, be sure to include directions and maps. In general, provide allrepparttar 119410 information that people need so that they can perform at their best.

    The small amount of time required to prepare a real agenda will help you hold shorter, more effective meetings.

    Certified professional facilitator and author Steve Kaye helps groups of people hold effective meetings. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. And his books show how to hold effective meetings. Sign up for his free newsletter at Call 714-528-1300 or visit his web site for over 100 pages of valuable ideas.

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