The Four Work Stresses of Christmas

Written by Martin Avis

Continued from page 1

3. 'What-haven't-I-done-itis'. When I worked for advertising agencies, every Christmas was blighted by worries of what I may have forgotten, what I may have rushed and done wrong, what other people may have messed up and so on. It was only in my last couple of years that I crackedrepparttar problem. I made lists. Big lists. I wrote down everything that needed to be thought about from December 1st onwards. If I had a newspaper campaign running I would call every paper to double checkrepparttar 102048 ad positions. And I would write downrepparttar 102049 answers. I became obsessive about detail. And it worked. On Christmas Eve I would make two copies of all my notes, leave one on my desk and takerepparttar 102050 other home, locked in my briefcase. Then, whenrepparttar 102051 demon thought sprang up during Christmas lunch that I had forgotten something vital, I knew I had it covered - and hadrepparttar 102052 evidence to prove it to myself.

Funnily enough, just knowing that it was there made me forget about it completely and enjoy my holiday.

The moral ofrepparttar 102053 story is - don't plan for Christmas Eve, plan forrepparttar 102054 days you will be home worrying.

4. Photocopiers and backsides. It might sound like fun, especially after a few beers. Don't go there. That glass can splinter! And even if it doesn't, do you really wantrepparttar 102055 evidence of a drunken moment to haunt your career for years? There is always someone who has had a few less drinks than you who thinks it's amusing to hang on torepparttar 102056 evidence.

Have a laugh, but try not to lose all your inhibitions. A broken photocopier could berepparttar 102057 least of your worries!

'Call a truce, then, to our labours let us feast with friends and neighbours, And be merry asrepparttar 102058 custom of our caste; For if "faint and forcedrepparttar 102059 laughter," and if sadness follow after, We are richer by one mocking Christmas past.'

> Rudyard Kipling (1865-1936), author, poet. Christmas in India.

Christmas is a lovely time if worries about work don't poison it for you. Try to plan ahead and have yourself a very merry Christmas this year.

Martin Avis is a management and training consultant. To get your unfair advantage (and 6 free gifts) in Internet marketing, business and personal success, subscribe free to his weekly newsletter, BizE-zine. or visit his information-packed website at

Do You Practice Active Decision Making?

Written by Martin Avis

Continued from page 1

There are two kinds of decisions.

The first kind are those that cannot be reversed. You have to take longer over these, but there is still no value in putting offrepparttar inevitable. In these kinds of decisions, a maybe isrepparttar 102047 same as a no. You will have decided by default. If it all goes wrong then, you will be at fault twice - once for not deciding at all and once for allowingrepparttar 102048 wrong outcome to happen.

The other kind of decisions account forrepparttar 102049 vast majority: those that can be changed, modified or adapted after they have been made. There is never any good reason to put off actively making these decisions.

Go with your gut instinct. 90% ofrepparttar 102050 time it will be right. Even inrepparttar 102051 times it isn't, you can reverse it pretty quickly. Don't be frightened of losing a little face. In business, someone who hasrepparttar 102052 guts to make a decision, and then, inrepparttar 102053 light of new facts,repparttar 102054 courage to decide to reverse it, is someone destined forrepparttar 102055 top.

Don't think too far inrepparttar 102056 future.

Some situations try to force you to decide based onrepparttar 102057 outcome inrepparttar 102058 long term. This is rarely sound. Of course,repparttar 102059 long-term objective is valid, but if it bankrupts you orrepparttar 102060 company inrepparttar 102061 short-term, that decision is flawed.

When to avoid making a decision.

After all I have said aboutrepparttar 102062 power of positive decision making, it might seem odd to condonerepparttar 102063 opposite. However, it is just as valid to decide not to do something as to decide to do it. The important thing is to decide.

Some questions are unanswerable and sometimes you simply don't have enough facts to make an informed decision. In these cases, your active decision is to wait, gather more facts, or seek advice. 'Do nothing' is not an option.

I leaverepparttar 102064 final words to two successful businessmen from opposite sides ofrepparttar 102065 Atlantic:

'If I had to sum up in one word what makes a good manager, I'd say decisiveness. You can userepparttar 102066 fanciest computers to gatherrepparttar 102067 numbers, but inrepparttar 102068 end you have to set a timetable and act.' Lee Iacocca, former Chrysler chief.

'A lot of companies I deal with seem incapable of making a decision. It doesn't matter ifrepparttar 102069 decision you make is right or wrong. What matters is that you make it and don't waste your company's time. If you makerepparttar 102070 decision, you begin to distinguishrepparttar 102071 good fromrepparttar 102072 bad.' Peter Kindersley, UK publisher.

Martin Avis is a management and training consultant. For an unfair advantage (+ 6 free gifts) in business, Internet marketing, and personal success, subscribe free to his weekly newsletter, BizE-zine. or visit his website at

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