The 10 Realities of Change

Written by Valarie A. Washington


Continued from page 1

There are 10 things that you should know about change.

  1. Change will come.
  2. Change is necessary.
  3. Change is predictable.
  4. The sooner change is predictedrepparttar slower change appears.
  5. Change always provides opportunities.
  6. Change doesn't define goals, it expands options.
  7. Those who are ready will survive.
  8. Those who anticipate will thrive.
  9. Those who resist will lag behind.
  10. What is now old will be new again.

    Change is inevitable. There is not one among us who is immune. It is non-discriminating and can be relentless. We don't chose how much or how often we are subjected torepparttar 104263 shifts; however we DO chose how we are going to respond. Being prepared means keeping pace.

    A focus on clearly identified goals provides a sense of continuity so that it doesn't feel like starting over every time you are confronted with some "sudden" change in direction.

    CEO of Think 6 Results, Ms. Washington is a knowledge broker with 13 years of experience managing and driving corporate, professional, and personal change. She has worked with organizations in more than 7 industries, produced more than 50 custom courses, coached managers and executives and trained more than 10,000 employees nationally and internationally.


Zero-based budgeting - start fresh, achieve more!

Written by Frank Williams


Continued from page 1

This insidious budgetary creep-factor is routinely accepted in many companies, but it can be effectively neutralized through a simple business technique called zero-based budgeting.

Here's how it works. The CEO or senior department head demands that everything...that's right everything (including his own expense) inrepparttar budget be open for healthy debate and defended logically if it is to get back intorepparttar 104262 newly created budget. These managers and senior leaders should ask their people to start with a clean sheet of paper. Then, and only then begin to put togetherrepparttar 104263 expenses (people, projects, supplies, etc.) that gainrepparttar 104264 organizationrepparttar 104265 best return. Sadly, many firms begin or start with a budgetary baseline made from last year's expense run-rate. This is a fundamental budgeting mistake andrepparttar 104266 root cause of creep-factor.

New and more innovative thinking occurs when zero-based budgeting is inserted intorepparttar 104267 annual budget process. Instead of automatically increasingrepparttar 104268 travel expense by x%, new ideas begin to emerge. If you tie certain bonus considerations torepparttar 104269 budget process and pay on achievement of reaching this budget - you may be surprised atrepparttar 104270 outcome. Nowrepparttar 104271 thinking becomes more non-linear (out-of-the-box) and interesting results usually happen.

Global Marketing has always found that good people like (demand) to be challenged. The courage to act and insist on this type of annual budget process will challenge your good people and ensure that your firm receives a fresh, annual start and perhaps you'll achieve more!



Frank Williams is a marketer. With many post graduate courses in management, leadership, marketing and technology to his credit, Williams is a widely respected speaker, author and technologist. He has significant knowledge in marketing strategies and is the founder and CEO of Global Marketing, Inc. - a leader in business, marketing and sales consulting

Other valuable articles can be found at: http://members.cox.net/glmarketing/glmarketing/index.htm


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