Office Rage!!

Written by Syd Stewart


Inrepparttar last five to ten years,repparttar 104705 phenomenon of road-rage has been increasing, now we learn that office-rage is onrepparttar 104706 increase too. What is going on? What has changed? How would you react and deal with office rage?

Today, customers are more demanding. Competition is fiercer. Deadlines are tighter. Workload is increasing. There is less time to accommodate less capable or less committed staff. These increased pressure and demands, have possibly made people become less tolerant of one another, and so office-rage is onrepparttar 104707 increase.

A 'Smiling Manager' or 'Genetic Manager' is one who tries to applyrepparttar 104708 principles of genetics and evolution to lead their businesses. This incredibly simple principle of natural selection or ‘survival ofrepparttar 104709 fittest’, now confirmed byrepparttar 104710 science of genetics, has created powerful, elegant, awe inspiring organisms that have remained resilient and successful for millions of years. The process of evolution, which has constantly adapted torepparttar 104711 ever-changing environment, is also a very slow one, cumulatively building, in small steps, only on what has succeeded before.

Your genes determine your traits or features and capabilities. In business, genes can be thought of as you procedures, knowledge and experience as well asrepparttar 104712 traits and capabilities of you and your staff.

So, what wouldrepparttar 104713 Smiling Manager do about office-rage? If you were a Smiling Manager here are a few key things you might do.

First, you would understand your own personal genes, and that of your staff. Personality differences could lead to conflict when work pressures increase. Personalities can readily be understood by doing simple, quick computer based personality tests. Your good intuition about people can sometimes be fooled or misled. These objective tests, which should indicate their reliability,repparttar 104714 will revealrepparttar 104715 suitability of staff for certain jobs, how you and staff work under pressure, and whether staff will make good team workers or managers. You would then build and blend individuals so that everyone is working to their strengths with minimum tension.

11 Easy Checklist Secrets to Save TIME

Written by Syd Stewart


Where does your time go? Are you constantly fire-fighting? Frustrated? Do you have time to do these long term improvements? Are you always having to correct mistakes and lapses... humans will always fail especially when they under pressure, tired, or inexperienced?

Just imagine if you could readily and quickly:

-Eliminate lapses or mistakes?

-Improverepparttar quality of your service?

-Create operational stability acrossrepparttar 104704 generations of new staff?

-Train new staff faster and better?

-Capture your best practice and experience?

-Capture improvements easily?

-Demonstrate that you have not been negligent?

Checklists are your answer torepparttar 104705 above issues. Checklists are so simple. They will save you time.

Airline pilots use checklists allrepparttar 104706 time. Checklists permit good professional practice.

Here's how to create checklists that will save you time:

1)Take a simple task where things are being forgotten or missed and create a checklist. Start in a small way and build it up. Don't worry about getting everything right first time.

2)Make a list of tasks to be done inrepparttar 104707 correct order on a sheet with check boxes to mark off thatrepparttar 104708 tasks that are completed. Just write down what you are doing now as a starter. Incorporate instructions into your checklist.

3)Break down complex tasks into small manageable building blocks. Try to break uprepparttar 104709 task into pieces where minimum or low risk links or interfaces exist. Keep it simple.

4)Use diagrams. Remember, a "picture is worth a 1000 words."

5)Use checklists to controlrepparttar 104710 interface between staff and departments. Failures often occur at interfaces.

Cont'd on page 2 ==>
 
ImproveHomeLife.com © 2005
Terms of Use