Asking for Help

Written by Sue Edwards

For many of us, asking for help is a difficult concept. It can require a certain amount of vulnerability. We may feel as if we are admitting a weakness thatrepparttar world would not have known about, had we not asked for help.

Ironically, it’s been my experience that people who are able to deliver well-positioned requests for help are seen as very strong individuals. When they demonstraterepparttar 149885 humility to ask for help, they earnrepparttar 149886 respect of others. Recipients of a heartfelt request for help are usually honored byrepparttar 149887 request. In turn, we are strengthened byrepparttar 149888 very help that is provided.

One of my clients (we’ll call her Kira), recently made a shift in how she was interacting with her boss. When asked to prepare presentations, she assumed that she was expected to go away, developrepparttar 149889 content, deliver it atrepparttar 149890 required meeting and then wait for feedback from her boss. Her boss was highly-regarded forrepparttar 149891 impact of his presentations, while Kira often felt that her presentations were lacking. When she took a hard look at how this approach was working for her, Kira was able to recognize that she was not fully leveraging her boss’s support. She could learn far more about creating presentations with “oomph” by walking-through a draft with her boss—focusing onrepparttar 149892 content plus her delivery—and obtaining feedback earlier inrepparttar 149893 process rather than atrepparttar 149894 back-end. So…she maderepparttar 149895 request for his upfront support.

The outcome? Her boss was delighted to coach Kira and was enthused aboutrepparttar 149896 opportunity to leverage his own strength by imparting presentation skills more effectively to her. By takingrepparttar 149897 time to work together on preparation for a number of Kira’s key presentations, she benefited from her boss’ thought process and was able to distinguishrepparttar 149898 critical components to enhance her own presentations. Kira’s presentations now have punch! She delivers withrepparttar 149899 confidence of someone who has great material and is well-prepared. She now rarely needs corrective feedback after-the-fact. Equally important is that inrepparttar 149900 very act of asking for help, Kira has demonstrated to her boss that she is effectively leveraging resources around her.

How are your assumptions aboutrepparttar 149901 appropriateness of asking for help getting in your way?

Some of us are uncomfortable asking for help because we believe that our request places burden onrepparttar 149902 other person. Ironically, we may be missing an opportunity to show others’ how we value and respect them. People who know you and think well of you, are often highly motivated to help—and withrepparttar 149903 reality of their busy work lives, they need to be asked. Furthermore,repparttar 149904 more specific you can be about what you need from them,repparttar 149905 easier it is for them to assist you.

6 Steps to Six Sigma

Written by Michael Nelson

Step 1

Getrepparttar proper level of Six Sigma expertise atrepparttar 149864 executive level ofrepparttar 149865 company. Ifrepparttar 149866 top leaders don’t understandrepparttar 149867 advanced six sigma principles,repparttar 149868 company has no shot to attain total quality. This will probably require a hefty budget, entailingrepparttar 149869 hiring of several high-priced consultants for long periods of time. The consultants need to observe and gather data aboutrepparttar 149870 companies operations, and showrepparttar 149871 executives how to interpretrepparttar 149872 data.

Step 2

Getrepparttar 149873 staff involved. The ones inrepparttar 149874 trenches arerepparttar 149875 most knowledgeable aboutrepparttar 149876 day-to-day operations, andrepparttar 149877 day to day’s are where most costs are spent. This means getting people likerepparttar 149878 shop foreman,repparttar 149879 line supervisor, andrepparttar 149880 office manager involved inrepparttar 149881 training. Not only do they need to understandrepparttar 149882 thinking behind six sigma, but they also need to buy intorepparttar 149883 benefits. Since they’rerepparttar 149884 ones carrying outrepparttar 149885 orders and directingrepparttar 149886 vast majority of employees, ifrepparttar 149887 trench-level staff isn’t aligned with management,repparttar 149888 company is sunk.

Step 3

Measurerepparttar 149889 data - quantifyrepparttar 149890 number of defects per unit. This applies not only to manufacturing, but to services as well. It’s easier to measure defects on an assembly line. You just dividerepparttar 149891 number of defective units by total output (that’s really simplified, but you getrepparttar 149892 point). Services are more vague.

This is why it is vital to get input from your customers. Ask them how things are going from their perspective. Is there anything they would like to see you improve on that would make their experience more favorable? You’re looking to increase overall quality. Nobody knows your faults better than your customers.

Everything must be measured and quantified into actual numerical data. How long does it takerepparttar 149893 average customer order to ship? What percentage of customers is satisfied with your performance? What isrepparttar 149894 average employee break time? How long does it takerepparttar 149895 customer service department to answerrepparttar 149896 phone? Once enough data is gathered to answer questions like these,repparttar 149897 six sigma process andrepparttar 149898 path to quality improvement can begin.

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