Success at Work : People Skills : Dealing with New Ideas

Written by Stephen Bucaro


---------------------------------------------------------- Permission is granted forrepparttar below article to forward, reprint, distribute, use for ezine, newsletter, website, offer as free bonus or part of a product for sale as long as no changes are made andrepparttar 122974 byline, copyright, andrepparttar 122975 resource box below is included. ----------------------------------------------------------

Success at Work : People Skills : Dealing with New Ideas

By Stephen Bucaro

Re-organizing, re-engineering, re-training, down-sizing, outsourcing, changing-changing-changing. Organizations today think they need to be constantly changing or they will perish. Corporate leaders worship atrepparttar 122976 alter of new ideas whererepparttar 122977 motto is, "Any new idea is a good idea".

Every organization operates based on work-flow and processes. The reasonrepparttar 122978 current processes are in effect is because overrepparttar 122979 years, many different ways of doing things have been tried, andrepparttar 122980 organization adaptedrepparttar 122981 current processes because they work.

There's nothing wrong with new ideas. Business conditions are always changing. New competitors appear, new regulations are enacted, and new technologies become available. The smart organization needs to adjust and innovate. But here'srepparttar 122982 problem - 99 percent of all new ideas don't work.

- If you want to be successful at work, you have to learn how to handle a constant barrage of new ideas andrepparttar 122983 chaotic work environment that results.

New Ideas fromrepparttar 122984 Corporate Board Room

The most destructive new ideas come fromrepparttar 122985 Board Room. A corporate executive has an idea. He knows that 99 percent of new ideas, even his ideas, won't work. He proposesrepparttar 122986 idea in order to receive feedback fromrepparttar 122987 managers. Instead of pointing out flaws inrepparttar 122988 executive's idea, managers heads start bobbing.

No one hasrepparttar 122989 courage to tellrepparttar 122990 executive that his idea won't work. In fact, each manager is thinking to themselves, "I'm going to MAKE his idea work and get some browny points."

There are three reasons why most new ideas fromrepparttar 122991 corporate board room don't work.

1. People atrepparttar 122992 executive level get all their information from "head bobbing" managers. Atrepparttar 122993 executive level, reality is replaced by political fantasy.

2. They produce one-size-fits-all solutions. Most new ideas don't work when they have to accommodaterepparttar 122994 complexity of reality.

3. Rather than taking time to study an idea, managers begin immediate implementation. After all,repparttar 122995 way all those managers heads were bobbing,repparttar 122996 idea must be great.

When your job is affected by an idea passed down from management, DO NOT respond by saying "that won't work". Managers have a built-in filter that convertsrepparttar 122997 phrase "that won't work" to "I have a bad attitude". If you have a reason whyrepparttar 122998 idea won't work, say it this way, "How does that work with (reason whyrepparttar 122999 idea won't work)".

Saying it that way, you have not rejectedrepparttar 123000 idea. In fact, you may have givenrepparttar 123001 manager an opportunity to fix a problem before it arises. If you see a problem with an idea and you provide a solution to that problem, you will be considered a great team player.

New Ideas from Co-workers

If a co-worker approaches you with an idea that varies fromrepparttar 123002 company's policies and procedures, don't respond by approving or disapprovingrepparttar 123003 idea. Say this, "that's an interesting idea. Check withrepparttar 123004 supervisor/manager before doing things that way. Until then, we should followrepparttar 123005 current procedure."

Key Things I've Learned From Studying The Lives of Great Achievers

Written by Josh Hinds


Key Things I've Learned From Studying The Lives of Great Achievers By Josh Hinds (c) 2004

I've long been a student of those who have achieved high levels of success. Overrepparttar years I've noticed several common threads inrepparttar 122973 makeup ofrepparttar 122974 people I've studied. I'd like to recount several of those traits for you inrepparttar 122975 hope that in identifying them, you can implement these qualities into your own life and in turn be better as a result.

Responsibility, Persistence, and Belief in your own greatness - In virtually allrepparttar 122976 cases I've studied, every person at some point was faced with obstacles that could have kept them from reachingrepparttar 122977 level of success they are at now.

Certainly it would have been easy for each of these individuals to simply blame their life's circumstances for their lot in life and choose to surrender torepparttar 122978 idea that greatness was not something they deserved.

Notice I didn't say thatrepparttar 122979 "super achievers" I've studied did not have issues or pitfalls occur in their lives. No, what makes them different is that they acceptrepparttar 122980 short falls and get on withrepparttar 122981 business of overcoming and correcting those things as quickly as possible.

My friend,repparttar 122982 fact is that none of us can control where we come from, orrepparttar 122983 poverty that we may or may not have been born into. However, what we can do is to begin moving past what stands in our way now, and start doing what it takes to improve our place in life. To accept where you are now, because you might happen to have less then someone else is simply not an excuse that I hope you will allow to stand in your way.

I assure you that no matter what might be standing in your way, there is someone inrepparttar 122984 world that has a story of things that stood in their way that will put yours or mine to shame... Yet somehow they plugged on until they foundrepparttar 122985 "magic key" that unlocked what was blocking their way.

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