Show Me the Money

Written by Gordon Goh

Continued from page 1

1. Define and describe your dream or vision in writing.

2. Convert that vision or dream into a set of specific goals.

3. Convert each goal into a set of specific steps.

4. Convert each complex step into a specific set of tasks. Look through all ofrepparttar task and circlerepparttar 135947 ones that you cannot achieve on your own due to your lack of know-howl, resources (time, talent or money) or certain personality traits. Then write downrepparttar 135948 specific type of person or outside resource that you need to enlist to accomplish that task.

Set target completion dates for each task, step and goal.

Other Keys To Achieving Your Vision

Keep in mindrepparttar 135949 following pointers:

1. Be flexible and realistic – don’t assign target dates that are so hard to meet that you are likely to miss them.

2. When you are falling behind schedule, ask for help or move your target dates back.

3. Writing down your vision, goals, steps and task is key. Without this road map, trying to achieve your vision will be like climbing torepparttar 135950 roof using a ladder without rungs.

4. You can tackle one dream at a time, or start on as many as are important to you.

If you can achieve your vision, you will be able to getrepparttar 135951 money that you want.

Gordon Goh is webmaster for the free, informative website SEO Website Builder offering quality useful tips for SEO Website Builder

Retail Operations - Effective Branch Manager Support & Guidance

Written by Anthony Dance

Continued from page 1

Many branch managers feel: The area manager may see it as a trivial matter and not important enough to bring to their attention. That seeking advice and guidance will be seen in a negative way byrepparttar area manager. The area manager will go into fault finding mode rather than helping find solutions. The area manager may start questioningrepparttar 135931 branch manager’s ability to dorepparttar 135932 job.

Many managers have inrepparttar 135933 past gone to their area mangers for advice and support on team performance issues but received such a negative, unhelpful reply that many were put off from ever doing so again, even when they changed to a different area manager.

There is also a feeling that area managers themselves do not know what to do either. “Bring me solutions not problems” is a common comment heard by branch managers when they have taken a ‘people’ issue to their area manager.

Offering support and guidance It is a fact that very few area managers actively encourage branch managers to talk about their ‘people’ issues or are prepared to probe belowrepparttar 135934 surface to identify possible performance or behaviour problems that may be affectingrepparttar 135935 business. There are many examples where area managers have placed managers in ‘problem’ branches without preparing them forrepparttar 135936 issues they will face or helped or supported them once they have taken uprepparttar 135937 position. Basically they throw them torepparttar 135938 wolves and then leave them to get on with it.

Another common issue is whenrepparttar 135939 assistant manager ofrepparttar 135940 branch is turned down forrepparttar 135941 manager position. Very few area managers are competent in explaining why an individual was not appointed and give excuses rather than valid reasons. This results inrepparttar 135942 new manager having to experience considerable hostility and resentment from not only their deputy but from many ofrepparttar 135943 team also.

Why do many area managers not offer support or guidance or dig belowrepparttar 135944 surface looking for performance issues? There are a number of reasons for this.

Unconscious Competence There is a saying that

“Good Management will result in good people staying and not-so-good people either improving or leaving. Where as Bad Management will result in good people leaving and not-so-good people staying and possibly getting even worse”.

During their time as branch managers, many area managers did not experience risky, difficult or complicated people issues. If they did, they often resolved them unconsciously. They just acted as good managers should, which resulted inrepparttar 135945 issues being resolved quickly. Ask any manager who is competent in performance or behaviour management “how do you do it or what do you do?” and you will probably receive a shrug ofrepparttar 135946 shoulders and a comment like “I don’t know specifically, I just do it” (Unconscious Competence)

Unconscious competence is not acceptable at area management level as a key requirement ofrepparttar 135947 job is to coach and train branch managers in performance management. Area managers can only fulfil this critical function if they know exactly what is to be done and how to do it. (Conscious competence)

Conscious Incompetence Unfortunately there are area managers in existence who ‘know’ they are not personally competent in dealing with performance and behaviour issues and will go to great lengths not to expose this weakness to others. (Conscious incompetence) These area managers tend to encourage branch managers to not make waves, maintainingrepparttar 135948 status quo and to tolerate rather than develop. They certainly do not dig belowrepparttar 135949 surface in a branch seeking ‘people’ issues that may be affectingrepparttar 135950 business.

One ofrepparttar 135951 most disappointing comments I heard from a seasoned area manager when asked why he was not supporting his managers was “I am not allowed to get involved as I amrepparttar 135952 next step ofrepparttar 135953 appeal process”.

A good measure of an area manager’s competence is to look atrepparttar 135954 performance and behaviour ofrepparttar 135955 area manager’s branch manager team. It is pretty certain that if they cannot coach and encourage branch mangers inrepparttar 135956 tackling of performance and behaviour issues then you can be sure they themselves are not tackling branch manager performance or behaviour issues.

Possible Solutions If a retail organisation needs to tackle performance or behaviour issues at branch levels, I believe they need to developrepparttar 135957 skills and competence of performance management at area management level first as area managers alone haverepparttar 135958 authority and arerepparttar 135959 biggest influence on branch manager effectiveness.

Unconscious competent area managers need to become consciously competent so they can not only develop others but also develop themselves further. Conscious incompetent area managers need to admit that they are not effective in performance or behaviour management and be prepared to learn and developrepparttar 135960 necessary skills. If they are not prepared to do so then they themselves need to be performance managed byrepparttar 135961 company. After all, Executives cannot demand that branch managers tackle performance and behaviour issues one moment and then not do so themselves when they need to. That isn’t leading by example.

Anthony Dance is managing director of outlook management development, a retail performance management and management development organisation. He is also an accomplished speaker on performance management issues and has over 15 years first hand experience of senior operational management roles. Anthony can be contacted through his web site

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