Ten Things About Your Career Development

Written by Martin Haworth

Continued from page 1

And they have a Vision; a goal that they want to get to. This gives their activities towards their Career Development energy and focus.

  • Prioritise

    Yet they take it step-by-step, in line with other parts of their lives. Unless they feel there is a moment now whererepparttar time has come to make a dramatic step, they take their time, priority by priority, to preparerepparttar 149175 way.

  • Are Focused

    The best at Career Development are able to deliver their existing role, keep their eye onrepparttar 149176 future ball as well as preparing themselves forrepparttar 149177 next challenge.

  • Know their Strengths

    Vital to be clear on, many who are those round pegs inrepparttar 149178 square holes strive to get much, much better atrepparttar 149179 things they struggle with. Bad idea. Top performers work their strong points well and delegaterepparttar 149180 rest - or find a different role.

  • Are Ambitious

    These folks are on a mission. They wantrepparttar 149181 best for themselves. The very best stop at nothing to get there and use some skills which may verge on selfishness, both inrepparttar 149182 workplace or in their domestic setting.

  • Plan

    Often they may map out their Career Development way intorepparttar 149183 distance. Truth is they are very unlikely to take their future by chance. You can take control over your own destiny - but only 100% ofrepparttar 149184 time, no less. And no-one else will.

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

  • Teamwork Training: Learning to Build a Successful Team

    Written by CMOE Development Team

    Continued from page 1

    Chapter 2 and 3 discussrepparttar problems that start-up teams face. Issues of individuality versus team, low trust, who’s in and who’s out, and an unwillingness to listen will be explored.

    Chapter 4 and 5 studyrepparttar 149091 issues existing groups have in working as a team to solve problems and accomplish their tasks. Specific ways to overcome poor planning, lack of commitment, unequal participation, an inability to deal with difference inrepparttar 149092 group, andrepparttar 149093 under-utilization of resources are presented.

    In Chapter 6 and 7 we look atrepparttar 149094 problems two independent teams have when they must operate and cooperate as one. Managers who confrontrepparttar 149095 challenge of melding two competing groups into one team will find these sections of particular value.

    The subject of teamwork would be incomplete without a discussion of “resistance to change.” Chapter 8 and 9 explore why teams become too comfortable and resist change even inrepparttar 149096 face of extinction. Our focus is on not only why this happens, but what a team can do to overcome this growing entropy.

    Successful teamwork isrepparttar 149097 subject of Chapter 10 and 11. Here readers can watch a group of individuals operate as a winning team. Through this unique looking glass, readers see first handrepparttar 149098 component of effective teamwork and how team members create and maintainrepparttar 149099 element necessary for team survival.

    Chapter 12 is forrepparttar 149100 reader who is concerned with bringing team members to a common vision and way of operating. We discussrepparttar 149101 importance of a team vision, consider what this vision entails, and suggest a process any manager can implement with his/her team to establishrepparttar 149102 commitment needed to adopt a vision of team excellence.

    For those teams or managers who would like to start off by assessing their team’s strengths and weakness, Appendix I isrepparttar 149103 answer. We present a model for thinking about team effectiveness and a questionnaire to assess how your team rates itself on each component of this model.

    Appendix II is provided for readers interested in using outdoor adventure-based training to empower their teams. Specific guidelines, as well as caveats, are presented. In Appendix III we present unique issues when facilitating an outdoor adventure-based teamwork training exercises.

    If you would like to learn more about our books, programs, and workshop on Teamwork Training please contact a Regional Manager from CMOE. You can reach them at (801)569-3444 or visit our website.

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