I like to be unreasonable

Written by Arvind kumar

“Progress is made by only unreasonable man” Gorge Bernard Shaw

Unusual is something people dislike to have in their life. It is a change design to after allrepparttar circumstances and environment around you. A reasonable person tries to adoptrepparttar 149693 world around. Once he gets settled, it is very painful to him when things suddenly start to alter. Status quo is broken. Geographical displacement cause personal inconvenience.

But every successful leader knows very well that change is imminent. You can’t sit for long on your laurels, GE, charmas; jack was given a sub name- “Neutron Jack”. He was one ofrepparttar 149694 most unusual leaders in business. He pullsrepparttar 149695 plug when GE was going very well. He sold profitable business. Jump into new Industry which has unseen future. Shownrepparttar 149696 door to many employees. But very few can argue that GE today isrepparttar 149697 mirror image of jack. With a market capitalization of $ 152 billion, it is one of rare Commercial Corporation to dominaterepparttar 149698 19 & 20th century almost 100 years.

The New Staffing: Survival Tactics That Work

Written by Susan Dunn, MA, The EQ Coach

If you've ever been in marketing, you know it's in your blood, and it never leaves. It's also innate to most successful business owners and managers; that constant monitoring of what's going on, withrepparttar eyes, ears, nose and throat ofrepparttar 149692 consumer. I'm reminded of Conrad Hilton's wife who said she refused to travel with him. The founder ofrepparttar 149693 Hilton chain, he couldn't enter a hotel without taking mental notes and giving a running commentary.

Having spent a number of years in marketing in my earlier career years, I'mrepparttar 149694 same way. I never walk into a store, hotel, or restaurant without moving into my "observing ego position" and noting my reactions as a consumer. In other words, I notice things.

Now, bad management is a no-brainer -- waiting 30 minutes for an appetizer, or being insulted or ignored by a sales clerk. But it's oftenrepparttar 149695 smaller, more subtle, mistakes that will cumulatively sink a business. When doing marketing for a living, I never took on an account without visitingrepparttar 149696 place and looking it over, preferably unannounced and incognito. It reveals a wealth of information you can't get from spreadsheets, intellectualized marketing plans, or conversations with "suits" located in a headquarters' office thousands of miles fromrepparttar 149697 scene ofrepparttar 149698 crime, as it were. It's crucial to be able to put on a "consumer" hat and find out what it feels like to walk into your organization or place of business and see how you're treated. Note: This is NOTrepparttar 149699 same as announcing thatrepparttar 149700 CEO is coming for an inspection or a visit.

Many businesses are having problems these days with staffing and I saw a unique solutionrepparttar 149701 other day. Establishments that run close to 24/7, and experience "peaks" and "lulls" face a particular challenge. Some have switched to offering 4- and 6-hour shifts to employees, but this had a new spin on it.


I happened into my favorite cafeteriarepparttar 149702 other day after not having been there in a month or two, and it was like walking into a completely new place. I enjoy eating at this cafeteria now-and-then, for allrepparttar 149703 reasons people like a good cafeteria. I try and avoid peak times there, but I've hit them often enough to see what a challenge they have when people are lined up winding around torepparttar 149704 door.

I usually go at an off-time, when there may be only 2 or 3 of us in line, and here's what happens. The 2 (or 3) of us grab our trays and then stand there. There's someone down byrepparttar 149705 vegetables, but obviouslyrepparttar 149706 salad isn't their thing. Eventually someone comes fromrepparttar 149707 back (the kitchen) orrepparttar 149708 side (takeout orders) and gives us a salad. They disappear back to where they came from, and we move down torepparttar 149709 meat, where there is again, no one. The vegetable person calls someone fromrepparttar 149710 back. And so it goes.

When we get torepparttar 149711 register atrepparttar 149712 end, there's no one there. This person may be out wiping tables, or inrepparttar 149713 kitchen filling those little plastic containers with horseradish. Later, when it's time to pay, it'srepparttar 149714 same thing. The person who should be at that register is not.

Therefore, paradoxically, it can take longer for me to completerepparttar 149715 meal process at a lull time than at a peak time.

Last week I walked in at a lull time and couldn't believe what I saw. I loved it! Now - consider that as a consumer statement. The change was palpable and grabbed my attention and I knew, intuitively, it was a good one. Wouldn't you like that to happen in your place of business?

There were 5 fresh young faces behindrepparttar 149716 counter and they were smiling. I would say these teenagers servingrepparttar 149717 food were atrepparttar 149718 minimum legal age of hire. Those of us in line had smiles on our faces asrepparttar 149719 "kids" dished uprepparttar 149720 food, asked impossible questions, passed thingsrepparttar 149721 wrong way, and didn't seem overly concerned. My feeling, as a consumer who sometimes will complain to a manager, was "Now who am I going to yell at? Not these kids. How could you fuss? They don't know any better. And besides, they're pleasant"

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