10 Sure-Fire Ways to Get Fired

10 Sure-Fire Ways to Get Fired

Finding a career that is right for you can be a long and time-consuming task. Once you've found a good career fit, you certainly want to make sure your time at the company is long and successful. Experience is the best teacher, and you can learn from the mistakes of others. In this list of "10 Sure-fire Ways to Get Fired," you will find what NOT to do if you want to keep your new job.

1. Use email excessively for personal reasons. Most people have access to email through their company's systems. This is a luxury for some, particularly for those who do not have email at home. However, there's a good chance you company is not providing the email so you can keep in touch with your college friends. Email at work should be used just for that – work.

2. Commit other fatal email errors. Remember that email is completely track able. Businesses can monitor employee use, retrieve old messages, and figure out just what you have been sending, and to whom. Sending or receiving inappropriate materials, putting sensitive company information in email messages, gossiping about co-workers or company personnel electronically – these are errors that will get you a personal escort out the door. If you don't want your manager or others to see it, don't put it in an email.

3. Abuse the Internet. The Internet has become a major issue for U.S. business. A survey by the ePolicy Institute, the American Management Association and U.S. News & World Report found that 35 percent of companies have disciplined or terminated employees for visiting restricted or unauthorized Web sites. Think your company isn't tracking your Internet use? Think again. Leave your personal surfing at home.

4. Consistently show up late for work, and then make sure you leave early. Looking to send a message that you don't care about your position or your personal success? Arriving late and leaving early are two great ways to accomplish this. They tell your manager your dedication is lacking and are two things that will get you noticed, but not in a positive way.

5. Be disrespectful or politically incorrect in the workplace. Political correctness is a hot topic in today's modern workplace, and most companies have zero tolerance for offensive remarks and actions. If you've got a humdinger of a joke but it's just a bit offensive, it's best to leave it home and opt for a simple knock-knock.

6. Do the bare minimum – nothing more. So you complete your "to do" list every day, but do nothing more? Employees like this get passed over for promotions and place themselves on the top of the "dispensable" list. There will come a day when a new, enthusiastic over-achiever will come looking for your position. If you've done the bare minimum, chances are he or she will get it.

7. Consistently handle personal business at work. While most managers understand that personal business comes up from time to time during work hours, this business should be kept to a minimum. Acceptable personal business at work does not mean using company phones to call mom, dad, your friends, your softball team, or your stylist. Limit the amount of personal business you take care of from work, or you might have plenty of time on your hands to take care of it from home.

8. Use illegal substances or drink alcohol during the workday. This one sounds too obvious to mention, but drinking during the day or using illegal substances are two ways that will send you back to the job search market. There's no such thing as a "two martini lunch." Stick to non-alcoholic drinks during the workday, and save the rest for happy hour.

9. Treat the workplace like it's your own personal social club. It's great to make new friends at work and be involved in the company's social scene. However, making friends becomes a problem once you spend more time at other peoples' desks than you do at your own. If you'd like to continue to get to know your co-workers, keep a healthy balance in the workplace.

10. Blatantly look for other jobs. Think it's a good idea to fax your resume out from work and do phone interviews for other positions from your desk? Your manager will beg to differ. If the job you have taken is not right for you, look around discreetly and respectfully.

50 Ways to Manage Your Time

50 Ways to Manage Your Time

 

12 Top Time Savers

1. Reserve an hour each day. Close your door, turn off the phone and concentrate on priorities. It's amazing what you can accomplish in one uninterrupted hour.

2. Write it down. Making a master list of everything you need to do will de-clutter your mind and reduce your stress level. Each day, move a few of these items to your daily to-do list.

3. Keep a running list of errands to do. Group them together by location and do everything at once.

4. Delegate! Taking the time to teach someone else to complete a task for you will ultimately free up your time for more important things. For one week, analyze each thing you must do and ask you, am I the person who must do this or should I find someone else to do it.

5. Develop forms. Is there a sales letter that you write every week? Make a master on the computer. Think about things you do daily and ask yourself if there is a way to standardize them.

6. Make a list of things you can do in five minutes or less. (Examples: write a note to a friend, straighten a drawer, and make a quick phone call) The next time you have a few minutes to spare, choose something from your list to do.

7. Prioritize, Prioritize! It is better to accomplish three very important projects in a day than it is to finish 20 low priority tasks. Think about this as you plan your days.

8. Stock up on supplies. Keep the basics such as stamps, envelopes, notepads and favorite pens in your desk and ready to go. Buy in bulk to save money and time.

9. Keep a reading file. Place in it, letters, memos, reports, newspaper articles (cut out from the paper), magazine articles (removed from the magazine), etc. When you are stuck in traffic or sitting in a doctor's office, pull out your file and read something meaningful to pass the time.

10. Do like tasks together. Make all your phone calls together. Run all your errands during lunch hour one day per week. Write thank you cards to customers once a week. Have a daily, 15-minute meeting with your assistant.

11. Reduce interruptions. Have everyone in the company learn and use these time-saving tips. Some businesspeople put a flag on their door or their cubicle when they are not to be interrupted.

12. Get organized! You can save an hour per day by de-cluttering and organizing your desk, your files and your paperwork.

Organize Your Desk in 8 Steps

13. Start at the beginning. Remove everything from your desktop. Put back only the necessities and keep a large clean space for current projects. What are the necessities? Phone, notepad, calendar, step file organizer, current project. Keep the cutesy items in sight but off your desk.

14. Place your phone. Place your phone on the left side of desk if you are right handed and on the right if you are left handed.

15. Keep a spiral notebook by the phone for messages. Start with the date each day. By doing this, you will have reference info when you need it.

16. Keep or delete? If you use something every day leave it in your desk; if you use something once a week, you should be able to reach it from your chair; if you use something once a month keep it in your office or work area. If you use something less than once a month, keep it elsewhere.

17. Look for ways to daily improve your life.

18. Keep your office supplies in one drawer. Keep only the supplies you use frequently in your desk. Do you really need 25 pens and 15 packages of salt?

19. Sort through your desk files. Keep only personal files and files that you refer to weekly in your desk drawers.

20. Look around. End each day (or at least each week) by tidying up your desk and returning everything to its place. (Yes, everything should have a place.)

Dealing with Paper Overload

21. Read with a highlighter in hand. Highlight any actions required (due dates, appointments, etc.) or important information as you read your mail, reports, and articles.

22. Keep a file of quick tasks – catalogs to review, short articles to read, forms to sign – and take care of them while you wait for something to print or a meeting to begin.

23. Sort through large paper piles efficiently. Sort them: priority mail, junk mail, magazines, bills, etc. before acting on any of it.

24. Deal with paper as you receive it. On an everyday basis, go through your mail, in-box, e-mail, etc. and sort into the following files: trash/delete, to do, to file, to read and to delegate/refer.

25. Establish a place just for paperwork. Keep it accessible and free of clutter.

26. Make a holding file. Use it to store information when you are awaiting follow- up from someone. If you need to follow-up with someone, mark the follow-up date and name in your calendar with an (H) after it.

27. Schedule a certain amount of time everyday. To keep up with your ever-growing paper piles, set a time each day, without interruptions, to process.

28. Use a master list. Get rid of those small slips of paper and sticky notes that accumulate on your desk, in your car, on your computer, and add all information to your master list. Review it daily.

29. Think about it. As you go through your day, really think about the way you do things and ask yourself if there is a better way.

30. Utilize lists. Keep running lists in your planner or in a notebook of the following: gift ideas, i.d. numbers, books to read, clothing needs, web sites to review, general ideas, etc.

Filing Pointers

31. Make a list of your current file headings. Can you delete or combine any? If a file is over 2" thick, break it down into sub-headings.

32. Start each file heading with a noun. E.g., not "house insurance" but "insurance - house."

33. Think about where you would look to find a certain piece of paper. That should be its file heading.

34. Keep an alphabetized list of all your file folders. Attach it to your filing cabinet for easy reference.

35. Buy a step file organizer for your desk top. In it, place files labeled "to do," "to file," "to read," etc. Other options include: "e-mail to send," "to enter (computer)," and reference files for associates, employees, spouse.

36. Keep any current project or work in progress in your standing vertical file. Out of sight many times means out of mind.

37. Treat your computer files (especially e-mails) like paper files. Delete if possible or separate into "folders."

38. Remember this rule: The important part is not how you file but being able to find what you want when you want it.

Managing at Home

39. Make a phone binder at home. Include in it: phone numbers, emergency information, schedules and take-out menus. Keep it by the phone.

40. Take some time out on Sunday. Make sure everyone in the family has five clean, pressed outfits for the week ahead. This will save many headaches during the week.

41. Make a menu once a week. Then make a grocery list and go through your coupons. Go to the grocery store at an off-peak hour.

42. Make each family member responsible. Have everyone put away their own clothes and belongings each night. Even a toddler can throw clothing in a hamper and help clean up toys.

43. Store items where they will be used. Keep one extra set of sheets in each bedroom. Buy a pair of scissors for each room.

44. Buy work clothing in 3 or 4 colors only. Almost everything will go together and you'll feel less stress when dressing. You can still be colorful on the weekends.

45. Make a gift wrap center. Buy a large, clear plastic container and fill it with wrapping paper, scissors, tape and ribbon. Keep it stocked.

46. Make a commitment. Take a walk for five minutes today and every day. You'll find that it is a great tension reliever and many times, you won't stop after five minutes.

47. Make a bill paying center. Buy a clean plastic shoe box and place in it your checkbook, a pen, address stamper, envelopes and stamps. Throw in bills as they arrive.

48. Buy a small hook today. Screw it into the wall next to your door at home. Always place your keys on it when entering.

49. Don't be afraid to get rid of things. If you don't love it or it's not useful on a regular basis, why keep it?

50. Keep your clutter if you love it-- just find ways to work around it so you can still be organized, productive and efficient.

Ten Tips for Successful Negotiating

Ten Tips for Successful Negotiating

The ability to negotiate successfully is crucial for survival in today's changing business world. Negotiation is fun if you know what you're doing. So for all you busy execs, here are Ten Tips for Successful Negotiating:

1. Develop "negotiation consciousness."

Successful negotiators are assertive and challenge everything. They know that everything is negotiable.

"Challenge" means not taking things at face value. It means thinking for yourself. You must be able to make up your own mind; as opposed to believing everything you are told. On a practical level, this means you have the right to question the asking price of that new car. It also means you have an obligation to question everything you read in the newspaper or hear on CNN. You cannot negotiate unless you are willing to challenge the validity of the opposing position.

Being assertive means asking for what you want and refusing to take "no" for an answer. Practice expressing your feelings without anxiety or anger. Let people know what you want in a non-threatening way. Practice "I" statements. For example, instead of saying, "You shouldn't do that," try substituting, "I don't feel comfortable when you do that."

Note that there is a difference between being assertive and being aggressive. You are assertive when you take care of your own interests while maintaining respect for the interests of others. When you see to your own interests with a lack of regard for other people's interests, you are aggressive. Being assertive is part of negotiation consciousness.

2. Become a good listener.

Negotiators are detectives. They ask probing questions and then shut up. The other negotiator will tell you everything you need to know -- all you have to do is listen. Many conflicts can be resolved easily if we learn how to listen. The catch is that listening is the forgotten art. We are so busy making sure that people hear what we have to say that we forget to listen.

You can become an effective listener by allowing the other person to do most of the talking. Follow the 70/30 Rule -- listen 70% of the time, and talk only 30% of the time. Encourage the other negotiator to talk by asking lots of open-ended questions -- questions that can't be answered with a simple "yes" or "no."

3. Be prepared.

The Boy (and Girl) Scouts were right. Gather as much pertinent information prior to the negotiation. What are their needs? What pressures do they feel? What options do they have? Doing your homework is vital to successful negotiation.

4. Aim high.

People who aim higher do better. If you expect more, you'll get more. Successful negotiators are optimists. A proven strategy for achieving higher results is opening with an extreme position. Sellers should ask for more than they expect to receive, and buyers should offer less than they are prepared to pay.

5. Be patient.

This is very difficult for Americans. We want to get it over with. Whoever is more flexible about time has the advantage. Your patience can be devastating to the other negotiator if they are in a hurry.

6. Focus on satisfaction.

Help the other negotiator feel satisfied. Satisfaction means that their basic interests have been fulfilled. Don't confuse basic interests with positions: Their position is what they say they want; their basic interest is what they really need to get.

7. Don't make the first move.

The best way to find out if the other negotiator's aspirations are low is to induce them to open first. They may ask for less than you think. If you open first, you may give away more than is necessary.

8. Don't accept the first offer.

If you do, the other negotiator will think they could have done better. (It was too easy.) They will be more satisfied if you reject the first offer -- because when you eventually say "yes," they will conclude that they have pushed you to your limit.

9. Don't make unilateral concessions.

Whenever you give something away, get something in return. Always tie a string: "I'll do this if you do that." Otherwise you are inviting the other negotiator to ask you for more.

10. Always be willing to walk away!

Never negotiate without options. If you depend too much on the positive outcome of a negotiation, you lose your ability to say "no." Clients often ask me, "if you could give me one piece of advice about negotiating, what would it be?" the answer, without hesitation, is: "Always be willing to walk away."

You can go pretty far with these basic ideas.

Secrets of Successful Office Managers

SECRETS OF SUCCESSFUL OFFICE MANAGERS

Office managers are a special breed. They possess a job title that's difficult to define, with a myriad of responsibilities that vary from office manager to office manager. If there's any consistency in the position, it's that they're typically multitaskers and the "go to" people in the office. They're the people that know where the bodies are buried. They know what to do when incoming phone lines are ringing like crazy or whom to call when the copier is out of toner or when the cleaning service didn't show up the night before.

Indeed, a job description for the average office manager might state that he or she does just about everything and with enthusiasm. That pretty much describes office manager Lynn Greenwade's role at Aguirre Corp. in Dallas, Texas. "I would even clean the toilets if that's what was needed," says Greenwade. "I don't feel that anything is beneath me." And because of that attitude, she's given many more important responsibilities as well. "My job description is 'Lynn will do it,'" laughs Greenwade.

Greenwade also recognizes that she's part of a team. "I do everything that it takes for people to do their jobs seamlessly," says Greenwade. "They should never notice, as far as I'm concerned, what I do, unless they have a problem."

The business of communicating

Office managers require superior communication skills. "Communication is paramount over anything," opines April Tryck, office manager for Personal Growth Systems in Anchorage, Alaska. But, Tryck maintains, communication works both ways. "If you don't quite understand the entire assignment-and don't want to admit that you don't know-don't keep doing it," advises Tryck. "It's much better to go back and ask, 'Could you please clarify this?'"

Greenwade adds that explaining to your team why you're doing things a certain way helps you get buy-in from the team. "If you're working on a project, it certainly helps to get their buy-in and input on it," adds office manager Sherry Dalton with Johnson Controls in Milwaukee, Wis., "because, they'll support it when it's time to implement it and measure the results." Plus, getting input from other team members will allow others to see particular dilemmas you're experiencing in a new light and could introduce new and more efficient solutions.

An office manager must also have excellent written communication skills. When you send memos and e-mails, there are clearly two types of people who will receive them: those who will read them and those who won't, says Lizi Hagan, an office manager with Spotlight Productions in Louisville, Ky. She uses the "short message and long reason" approach to get her point across. "There are people who care about the reasons why you are sending a memo and those who won't get past the first two lines," explains Hagan. "I divide my e-mails into the short message, 'Please turn out the lights when you go home,' and the long reason, explaining why, how much we pay and how [keeping the lights off] helps us. So, the people who will only read the first sentence get what they need, and the people that care can read the rest."

The ability to communicate information about a new policy, report, or office equipment simply, succinctly, and tactfully so as not to demean anyone is also a necessary skill. "Giving them information-the big picture-in terms they can understand is important," says Dalton. When team members didn't understand some of the financial terms discussed in a meeting about financial statements, Dalton tried a different approach. "I borrowed a presentation that substituted elements of their home checkbooks in place of business terms," explains Dalton. "That helped them understand the financial statements so that when they heard the different terms come up around the office, they knew what they meant."

Visual aids are helpful for communicating specifics in numbers, costs, and directions on how to do something. "We have these all-in-one machines, and it is intimidating to walk up to this big copier and make it fax," explains Hagan. "So, I wrote short, specific, step-by-step directions on how to do it. I even illustrated which button to push and posted [the directions] above the machine. But still people were intimidated." Hagan finally got her co-workers to use the directions by saying, "You know, I've written these directions, and I wish you would help me see if they're any good. Walk through them step by step, and if there's some place that doesn't make sense, tell me, and then I'll change the directions."

It's one thing to know what needs to be done, by when, and by whom. It's completely another feat to actually make it happen. To get their teams to respond, successful office managers must do more than just communicate a point. They must show team members the value of participating. Showing co-workers and team members their role on a project encourages creativity and productivity. "Show them their value in that strategic action item," notes Dalton. "Once they can see their value in the organization, then I've got lights going on in people's heads. They are excited and motivated about what they will do and about the results that I will share with them."

Dalton says that this can be done first and foremost in group meetings or in private meetings with individuals using reports and progress graphs to chart the project's advancement. Also, for high-priority projects, a note dead center on a keyboard is a perfect way to catch a team member's attention.

"When things get busy, keep everybody on one specified task," observes Hagan. "This will keep your team focused on working and not discussing the amount of work."

Attitude goes a long way toward this goal: If you put out a helpful, positive attitude, this is what your team will give you back.

Buying time

Buying supplies can also be a tricky business. Although some office managers are influenced by brand, others tend to buy on price. The best option might be somewhere in between.

Tryck sticks with quality, "If something is top-of-the-line, I know it will last a long time."

Raising children and buying supplies for her home has helped Greenwade bargain shop. "You learn to be firm on price," she says. "Always ask for what you want on service, negotiate and be specific. Take lots of notes when you are talking with new (or old) suppliers. And, make spreadsheets to compare their prices-or ask them to do it."

She also recommends being loyal to good suppliers because they just might return the favor. "Everyone loves to be praised, and asking to be a reference for a company could keep you in their good pricing graces," maintains Greenwade. But often suppliers have to earn Greenwade's business. And sometimes it's the little things that make the difference. "One courier service wanted our business so badly that the rep sat down with my 'Paid' folder and went through six months of records, comparing delivery-by-delivery what [his company] would have charged with what we actually paid," explains Greenwade. "He got my business too."

Greenwade suggests that you compare your suppliers' prices every year or two to keep them on their toes. "If you show them you can get a better deal someplace else, they will do what they can to keep you."

Also, consolidate where you can. "We lease copiers and fax machines, and when I took over, we had four different brands. Now, they are all from one company and much more manageable," Greenwade notes.

Easing the tension through laughter

Offices are like families. They get cranky. Successful office managers who stay positive and genuine in these situations can help matters tremendously. Dealing with a heated situation with a smile can translate the bad energy into something positive and give a manager an edge as a mediator.

"Some years ago, I worked in an office with engineers who all knew I had a teaching background," recalls Hagan. "One day, two engineers were screaming at each other in the middle of the office, and nobody seemed to be doing anything about it. They were just sitting there with their mouths open, watching. So, I walked right up between them, and I looked at them with my best teacher look, and I said, 'If you don't stop this, you're not going out to recess!' It broke the tension, and they realized, yes, they were acting like children."

Power of positive thinking

Successful office managers also have a positive attitude. "You have to dress for success, which also includes dressing your attitude for the day," says Dalton. "You must be positive almost 100 percent of the time."

"If you want to be a good office manager, you must be flexible, roll with the punches, and do almost anything," says Greenwade. "When I interviewed candidates for an administrative assistant position last year, I told every candidate, 'You may be asked to take coffee into a meeting. But that doesn't mean that we think of you as the coffee [gofer].'"

Adds Greenwade, "Whomever I hire here, I am hiring for [his] brain. [That person] might be asked to review a proposal before it goes out to a client. So, [he's] an important part of this group."

Dealing with stress

It takes a special person to multitask at the speed of sound, and taking time to catch your breath at work and outside of work is essential. "Chances are I'll get a five-second break if I give myself that," says Tryck. "When I'm stressed, I take a walk to cool down or do some neck stretches, but I don't ignore my stress."

She maintains that scented candles or an occasional piece of chocolate might give her the break she needs. Most of all, she tries to leave her work at work when she goes home at the end of the day. "That's easy to say, but if I want an ounce of lucidness left for Friday, it's therapeutic," says Tryck, who concedes it's not always easy to forget about work. "When I go home and I'm still thinking about work, I have to remind myself that I'm not at work anymore and I'm not getting paid right now. That usually works for me."

Ten Tips for Better Business Writing

TEN TIPS FOR BETTER BUSINESS WRITING

Where once Medieval monks toiled for a lifetime over handwritten manuscripts, today's electronic technology allows us to zap our words around the globe in seconds, but it hasn't made us better writers. Arguably, the opposite has occurred. In deference to speed, our writing has often become increasingly terse and sloppy as we sacrifice quality to communicate faster.

Clear, effective business writing not only reads well, it's also good for one's business and career. Managers routinely turn down job candidates whose resumes and cover letters contain mistakes in grammar, spelling, and punctuation. Likewise, supervisors can use such mistakes to weed out candidates for promotions.

The best rationale for good writing falls under the heading of common sense. People won't respond to communications they don't understand. One of the master keys to success in any line of work is the ability to convey your ideas effectively to others, be they team members, superiors, or customers. You may have the greatest idea in the history of modern thought, but unless you can bring it beyond the confines of your own mind, it isn't worth much.

In the interest of improving written communication, try the following tips next time you write a business letter, memo, proposal, or other document. You will be able to send it with confidence, knowing your message will be better understood, because good writing makes for good business.

1. Know your purpose - Before you put down the first word, you need to know what you are writing about. This is a twofold question in that you not only need to know your subject matter; you also need to understand why you are writing. Do you intend to inform the reader, persuade him or her to accept your point of view, elicit a desired action by the reader, or some combination thereof? Keeping in mind the reason you are writing helps keep you focused and concise while avoiding the temptation to wander off topic.

Sherry Roberts, a Greensboro, N.C.-based writer who offers seminars on improving business writing, suggests beginning any written piece with a one-line synopsis of the main point you wish to convey, not unlike the one-line descriptions of movies found in TV Guide. Use the synopsis as a focus point as you write.

"Your one-line synopsis is a grain of sand; it will help you begin. Large projects can be built from it, but the grain of sand itself is neither overwhelming nor intimidating," Roberts writes in the companion booklet to her seminar. "As you write, reread your one-line reminder. It will keep you grounded, focused, and on target. Know what you want before you begin to write, and the writing will come more easily."

2. Know your audience - Understanding your readers' needs and expectations will help you craft your written work to better meet those needs and expectations. If you are writing a report to insiders with whom you share detailed knowledge of the business task at hand, you can safely skip lengthy background information and use specialized jargon without having to stop and define it.

On the other hand, if you are writing a proposal for outside investors, who may not understand all the nuances of your industry, use patience in explaining potentially unfamiliar terms and processes.

3. Be a reporter - The old news reporters' style of telling the who, what, where, and why makes good sense for business writing. "The chief financial officer (who) reports sales of widgets are up 20 percent (what) in the North American market (where), thanks in part to several large orders from defense contractor General Doohickey Corp.(why). Make sure you cover these basics to ensure you haven't left out anything important.

4. Keep it concise - Regardless of what you may have been taught in school, writing more doesn't necessarily equate to writing better- especially in a business environment, where time is precious. When you send someone a written communication-be it a memo, a proposal, or an annual report-you are asking them to invest time reading the document and mentally digesting its contents. Because the reader usually has many other pressing matters, make things easy by minimizing excess verbiage and organizing information in an accessible manner. Following the list below can help keep your writing concise.

o Avoid long, convoluted sentences - keep it simple and direct.

o Provide a summary for long documents.

o Use bullet lists to express multiple ideas with minimal verbiage.

o Avoid redundancy.

o Be direct-don't wander off topic or bury your most important points under unnecessary verbiage.

5. Keep it simple - The importance of simplicity cannot be overstated. We learn in school to make our writing sound sophisticated by using complex sentence structures and big, fancy words, but in business writing, these characteristics only make writing harder to understand. For best results, use simple, direct sentence structures and plain, unambiguous words.

6. Use active voice - Passive voice, telling what happened, but not who did it, is one of the most easily overcome pitfalls to good writing. By using active voice, telling not only the action but also the actor, you provide more information for your reader and give your message a more authoritative tone.

Writing "Our team closed the deal Thursday" makes a stronger statement than "The deal was closed Thursday" because it places the emphasis on who closed the deal, instead of that the deal was closed.

7. Don't offend - Political correctness may seem a nuisance, but a major part of knowing the needs and expectations of your readers is being aware of their sensibilities. Avoid language that could be interpreted as a slight against a particular gender, ethnic group, or other segment of the population.

Some of the most difficult bad habits to break involve gender, as many devices commonly used in business writing show an outdated gender bias. Many women in the workplace, for instance, take offense at receiving a business letter that opens with the salutation "Dear Gentlemen." Likewise, many of us learned in school to use masculine personal pronouns (he, him, his) in situations where a gender is not specified. Today, this practice receives an almost universal thumbs down. Although some writers move to the opposite extreme by using the feminine pronouns (she, her, hers) in an inclusive manner, the more acceptable practice is to be truly inclusive by using both (he or she, him or her) or circumvent the issue by using a plural. Instead of saying "each employee must wear his or her ID badge," it is better to say "all employees must wear their ID badges."

8. Be consistent - There is more than one way to construct a grammatically correct sentence. Take, for instance, the issue of serial commas. The Chicago Manual of Style suggests using them (Crosby, Stills, Nash, and Young), while the Associated Press Stylebook recommends avoiding them (Crosby, Stills, Nash and Young). Likewise, whether you write a phone number as (123) 456-7890 or 123-456-7890 is largely a matter of taste.

Unless your organization uses a specific style manual for its written communications, the most important thing is to remain consistent, both within a particular document, and from document to document.

9. Don't depend on spell check alone - Sure, your word processor's spell checker is good for finding misspelled words, but we all know it's not perfect, especially if your typo happens to be a word in its own right, such as typing "fro" instead of "for." Always supplement an electronic spell check with good old-fashioned eyeballing. Even better, find a co-worker who is willing to give it a once over before you turn it in. It may even be to your mutual advantage to agree to check each other's work as a matter of course.

10. Don't just write - rewrite! - Revision is a necessity in good writing. Written work seldom, if ever, reaches its complete, final, and polished form in a single draft. Revising a document-usually more than once-allows an opportunity for making major and minor fixes to improve the message. Fortunately, modern word processors make the task of revision quick and painless.

A three-draft method works well for creating well-polished documents. When working on each draft, focus on a specific set of tasks. The first (rough) draft is for setting the ideas in place, more or less as you need them to appear in the final version. The second (content review) draft is for refining those ideas, adding missing points, deleting superfluous items, and sequencing the result for a logical and comprehensible flow. The third and final (proofreading) draft is for addressing mechanical issues such as spelling, punctuation, and sentence structure. While it is fine to fix a misspelled word or misplaced punctuation mark on the first or second draft, or shift a couple of sentences around in the third draft, it is best to focus on editing tasks specific to that draft.

James P. Mullan, CMDSM, EMCM, MDC, MDP, CSSGB - 2006 Mail Manager of the Year

James P. Mullan, CMDSM, EMCM, MDC, CSSGB

2006 Mail Manager of the Year

The Millennium Group’s James Mullan has been named The Mail System’s Management Association’s Manager of the Year. The Mail Systems Management Association (MSMA) announced the recognition of James Mullan, CMDSM, EMCM, MQC as MSMA Manager of the Year for 2006.


The Manager of the Year Award is established by MSMA to recognize an outstanding MSMA member for his/her contribution(s) to the profitability of their company and profession. This award takes into consideration accomplishments made by the applicant throughout the past year, but is not limited specifically to that period. Projects can entail years of planning before execution, and all activities that lead up to a major accomplishment are to be provided for review.


Mr. Mullan was nominated for this award by both the MSMA New York and New Jersey Chapters. In his current position, he provides leadership, operational support, ensures Best Practices compliance and client satisfaction. He has earned his CMDSM, EMCM and MQC certifications in the past two years. His positive attitude and never ending quest for new and improved ways, makes Jim the true champion in the industry.


Mr. Mullan is the New York Regional Operations Manager for The Millennium Group. He also currently serves as an Executive Board Member on both the MSMA New York and New Jersey Chapters.


The Mail Systems Management Association has chapters in 20 major market cities and new chapters are forming each year. Any person needing more information about certification or forming a chapter in

Good Leaders

Good Leaders


Some argue that leaders are born while some say leaders are made but the fact remains that good leaders are a blend of both experience as well as inborn hidden talent. Leadership is leading a particular group by example. It is guiding a particular group. It is solving their problem and making them trust and believe in your abilities. Leadership is an art which requires extra-ordinary talent and perfection. A good leader should always diagnose the problems of his followers.

Qualities of a good leader are as mentioned below-

1. Should be a good listener.


2. Should not be afraid to guide one's followers by example.


3. Should understand the basic problems of his area or field.


4. Should be immensely patient and focused.


5. Should never present wrong examples before one's followers.


6. Should never give up easily any task undertaken.


7. Should be of a never say die attitude.


8. Should always lend ears to one's followers.


These all qualities are the pre-requisites of a great leader. History always reveals that good leaders have always led others by examples. "A good leader is one who always takes a little more than his share of blame and a little than his share of success."

All the management trainees who aspire to become successful managers must enhance their leadership skills. A good leader is a good manager always but it's vice versa is not true. A great leader always interacts with his subordinates; he becomes a part of their lives so that they can connect with him; look up to him whenever they are in a crisis situation. An organization cannot be run by a single individual it's a team work and a great leader always carries his subordinates along with it. Another important aspect of a good leader is motivation. A good leader always motivates his subordinates to bring about the best in them. Victor H. Vroom gave an expectancy model of motivation that all leaders should follow in their organization to be successful.

Many great business tycoons like Bill Gates, Jack Welch & Donald Trump, all were great leaders who made the optimum use of their resources. Leading in business requires the dedication to guide one's juniors, extract maximum out of them and to press all obstacles with an iron hand. Any leader can't succeed until having the full confidence and backing of the followers. Their leadership qualities masterfully extracted gold out of the employees thus citing perfect example of leadership.

Leadership quality is best tested in the field of politics. No politician can ever survive until being a good, mature leader. A good leader should be close to the masses. He should touch all issues touching the masses. Leader is for the masses. No leader should think vice-versa that masses are for the leaders. Leaders who think so suffer heavily. All those leaders who move away from their followers are surely bound to disappear in the shadow of loneliness. Leaders are mortal but their thoughts are immortal.

James P. Mullan, CMDSM, EMCM, MDC, MDP, CSSG B - 2010 Franklin Award - Recognized for Industry Excellence

James P. Mullan, CMDSM, EMCM, MDC

Recognized for Industry Excellence

Thursday, May 20, 2010

In today’s post I would like to congratulate Jim Mullan, Executive VP of the Greater NY Chapter of the Mail Systems Management Association (MSMA), on recently receiving the prestigious Franklin Award at the Mailcom Awards luncheon, which took place at the Atlantic City Convention Center.


Jim is the most energetic person I have met in the industry, and when notified of the award, he shared that he did not feel he deserved to be singled out for accomplishments that his staff, family and management make happen on a daily basis. For any of you who have met Jim, you would know that he is not a person you would categorize as shy. However, he does believe that service excellence starts and ends with a cohesive team of co-workers that provide delivery of the best in service. He told me that all of them should be receiving the award and not him.


That is the most important ingredient in what separates true leadership from people who are “in charge.” Jim sees the process of inclusion and delegation as the only management method, and treats all in his care as partners who work together to achieve a goal. From some of the greatest military leaders, to corporate magnates, and even the most successful sports coaches, these same characteristics are why people form a motivated team and execute behind Jim’s guidance, as he is always trying to share the accolades with those who directly service customers.


Congratulations to Mr. Mullan on a successful career, and to all responsible for working as a team. His results are a credit to everyone who is a part of his success. Jim Mullan also is an Océ Business Services’ National Operations Manager at Chubb & Sons in New Jersey.

What A Leader Must Know to Be Successful

What A Leader Must Know to Be Successful




Today there is too much focus on analytics, technology, and software as the answers to management problems. Many experts will tell you that systems dictate process rather than support process. Many experts will also focus on managing things like process, equipment, inventory, space, data, and information. But very few experts will tell you that without leadership intertwined with reality, the improvement efforts of enabling technology, information systems, process reengineering, and knowledge management are doomed from the start.



In your Transportation and Logistics operations and your workers’ eyes, your leadership is everything you do that affects operation accomplishment and his/her well-being. If you want to be a respected leader, concentrate on what you are (your beliefs and character), what you know (human nature, process application, your job), and what you do (provide direction, implement, and motivate).



LEADERSHIP FACTORS



The four major factors of leadership are The Follower, The Leader, Communication, and The Situation. They each have a significant impact on what actions a leader should take and when he/she should take them.



The Follower. The first major factor of leadership is the follower. Different workers require different styles of leadership. For example, a truck driver fresh from driver training requires more direct supervision than an experienced driver. An inventory analyst with a poor attitude requires a different approach than a highly motivated one. A union shop warehouse with older, long term employees requires different work incentives than a non-union, high turnover facility with a mostly under 30 or “GEN Y” workforce. A purchaser with very little industry or commodity expertise will need more coaching.



You must know your employees if you want to take the right leadership actions at the right time. The fundamental starting point for knowing your people is a clear understanding of human nature (needs, emotions, motivation). You must understand the be, know, and do attributes of each one of your people. The be is what he or she is - human nature, beliefs, values, and character. The know is his or her knowledge based on experience, training and expertise. The do is what he or she is capable of accomplishing through their skill sets.



One of the keys to good leadership is to hire the right people in the first place. How? It comes down to two factors: job competence and values fit. You must know what job performance factors are key to being successful in your environment, and hire for a values fit with the functional team you already have. If the person doesn’t have both of these elements, do not hire them under any circumstances.



Also, you need to remember that you are a follower as well as a leader. You have to find ways of meeting the goals of your boss, other key people, and yourself. To accomplish this, you must understand the different levels of people, have good communication with each, and develop relationships based on trust and respect.



The Leader. The second major factor of leadership is you - the leader. You must have an honest understanding of who you are, what you know, and what you can do. You must be able to separate perception from reality. By way of example, good leaders show clear thinking and coolness when under pressure. Do your perceptions of yourself and your employees’ perceptions of you coincide within the reality of high pressure situations? This understanding is necessary in order for you to control and discipline yourself and your employees effectively. Remember that leadership is:



- 10% technical direction

- 20% administration

- 30% employee guidance

- 40% employee motivation



Communication. The third major factor of leadership is communication. You lead successfully through effective two-way communication. Much of this is not verbal. You teach, coach, counsel, persuade, and discipline through both verbal and non-verbal communication.



The way you communicate in different situations is important. Your choice of words, tone of voice, physical gestures, and the look in your eye affect the way a person feels about what you communicate. Leadership is more than just setting the example. The right word or the right body language spoken quietly at the right moment or an acknowledgement gesture after a difficult job is also an important part of leadership!



What and how you communicate either builds or harms the strength of your relationship between you and you employees. In a healthy relationship between people, there are bonds of mutual trust, respect, confidence, and understanding. These bonds form the basis of productivity and cohesion in any supply chain or logistics operation. They are built over time as your followers learn - from training, from experience, and from what you communicate - that you are a competent leader whom they can trust and respect.

R. I. S. K. – The Four Elements of Networking

R. I. S. K. – The Four Elements of Networking


Since reading and reviewing Jeffrey Meshel’s One Phone Call Away, I decided to reread Harvey Mackay’s Dig Your Well Before You’re Thirsty. Both books are excellent resources for anyone looking to build their network. I hope to do a full review of Harvey Mackay’s book, but for now will concentrate on something I read in Chapter 14: R.I.S.K. IT. – The Four Elements of Networking.

As you can probably guess, R.I.S.K. is an acronym, which stands for:

Reciprocity
Interdependency
Sharing
Keeping at it

Now let’s look at each of the elements:

Reciprocity

Although you should never come right out and ask, “What’s in it for me,” reciprocity is what makes a network work. If each member of the network were to focus on how they could help the other members, the network will be a success. Of course there will always be those who take but never give. Those cases usually end up with the “user” getting pushed out of the network.

Interdependency

Think about all the different careers out there. Now imagine having to perform them all yourself! You couldn’t do it. That’s what makes a network interdependent. If you have a plumber in your network, you know who to call when the toilet overflows (or when you need to replace the ballcock). Or, say you need to draw up a will. If you have a trusted lawyer within your network, you don’t have to try to find one via the Yellow Pages.

Sharing

Information sharing has to be easy to come by if the network is to operate properly. Thankfully, with email, blogging, and websites like MySpace, sharing is now easier than ever before.

Keeping at it

You have to maintain your network. You do that by keeping up with the people in your network. Calling them on their birthday or sending them a card every now and then will help you keep your network up-to-date.

These are all pretty straight-forward elements of a network. Sometimes the simple stuff isn’t that clear. Hopefully this post will help you to start thinking about your own network. Let me know if you have any other networking tips you would like to share.

Employee Motivation

EMPLOYEE MOTIVATION


The topic of motivating employees is extremely important to managers and supervisors. Despite the important of the topic, several myths persist -- especially among new managers and supervisors. Before looking at what management can do to support the motivation of employees, it's important first to clear up these common myths.

1. Myth #1 -- "I can motivate people"

Not really -- they have to motivate themselves. You can't motivate people anymore than you can empower them. Employees have to motivate and empower themselves. However, you can set up an environment where they best motivate and empower themselves. The key is knowing how to set up the environment for each of your employees.

2. Myth #2 -- "Money is a good motivator"

Not really. Certain things like money, a nice office and job security can help people from becoming less motivated, but they usually don't help people to become more motivated. A key goal is to understand the motivations of each of your employees.

3. Myth #3 -- "Fear is a damn good motivator"

Fear is a great motivator -- for a very short time. That's why a lot of yelling from the boss won't seem to "light a spark under employees" for a very long time.

4. Myth #4 -- "I know what motivates me, so I know what motivates my employees"

Not really. Different people are motivated by different things. I may be greatly motivated by earning time away from my job to spend more time my family. You might be motivated much more by recognition of a job well done. People are not motivated by the same things. Again, a key goal is to understand what motivates each of your employees.

5. Myth #5 -- "Increased job satisfaction means increased job performance"

Research shows this isn't necessarily true at all. Increased job satisfaction does not necessarily mean increased job performance. If the goals of the organization are not aligned with the goals of employees, then employees aren't effectively working toward the mission of the organization.

6. Myth #6 -- "I can't comprehend employee motivation -- it's a science"

Nah. Not true. There are some very basic steps you can take that will go a long way toward supporting your employees to motivate themselves toward increased performance in their jobs. (More about these steps is provided later on in this article.)
________________________________________

Basic Principles to Remember

1. Motivating employees starts with motivating yourself

It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs.

A great place to start learning about motivation is to start understanding your own motivations. The key to helping to motivate your employees is to understand what motivates them. So what motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc. How is your job configured to support your own motivations? What can you do to better motivate yourself?

2. Always work to align goals of the organization with goals of employees

As mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees (various steps are suggested below), ensure that employees have strong input to identifying their goals and that these goals are aligned with goals of the organization. (Goals should be worded to be "SMARTER".)

3. Key to supporting the motivation of your employees is understanding what motivates each of them

Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them.

4. Recognize that supporting employee motivation is a process, not a task

Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself.

5. Support employee motivation by using organizational systems (for example, policies and procedures) -- don't just count on good intentions

Don't just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc., to support employee motivation. Also, establishing various systems and structures helps ensure clear understanding and equitable treatment of employees.

The 5 Biggest Communication Mistakes We Make

The 5 Biggest Communication Mistakes We Make


Everyone knows that the office can be a minefield of miscommunications, mishaps and misinterpretations. Most people think they personally do a great job of communicating but complain that their peers and managers are lousy at it—their boss never shares enough information, or shares too much. A manager barks orders endlessly or doesn’t give enough guidance. John from accounting goes on and on without getting to the point; Mary Ann in sales sends seven emails instead of picking up the phone just once. The truth is, most of us can improve our workplace effectiveness exponentially by becoming better communicators on the job. Effective communication is both an art and a science, but it can in fact be taught and learned. Here are some of the most common mistakes we make at work and how to fix them:

We don’t ask for help in a smart way

No one knows everything. At some point, everyone needs help with a project or task. But our fear of looking helpless or uninformed often precludes us from asking for and getting the help we need. Asking for help in a smart way, however, shows you to be thoughtful and have good judgment. If you’re given an assignment you don’t know how to do, ask your boss if she has any recent or good examples to take a look at, an outline or template in mind, or a recommendation of someone to speak with who may be able to help. The goal is to set yourself up for success by getting the resources and guidance you need upfront. If there are no resources available, then offer to put your initial thoughts down on paper and come back to your manager with a first draft, bullet points, or an outline. Get your manager invested in the process early on and make sure you have sign-off on your approach before going down the wrong path. You’ll avoid lots of wasted time and energy by making sure you and your boss are on the same page from the get-go.

We don’t communicate our expectations clearly

A group of young managers was recently asked if their subordinates knew how often they their managers wanted to hear from them. One manager replied that she liked to hear from one of her analysts daily (because she was new and needed guidance regularly) and from her other analysts on an as-needed basis when they had questions to ask or milestones to share. The manager was then asked her if her analysts knew which group they fell into. She sheepishly admitted that no, her analysts probably didn’t know. How are your employees supposed to meet and exceed your expectations if they don’t know what those expectations are? Whether it be timing or deadlines, information you want included in a report or the key outcomes you’re hoping to see in a strategic review, if you don’t tell people exactly what you’re looking for, you’re likely not going to get it. The quick and easy fix is to tell people what you want and when you want it. As a junior employee, ask the pointed questions to make sure you know what’s being expected of you.

We hide behind email when we have problems

When you have a problem at work, no good can come of sending someone a nasty note, voicing a complaint online or arguing a point via email. As anyone who’s been on the receiving end of a snarky email knows, you seldom (if ever) accomplish your goals without taking it offline and discussing it in person. Tone and tenor are lost in email and people are highly predisposed to misinterpret information without additional context. When something goes wrong, you’ve got to get up out of your seat and go to your boss’ office to raise the issue or pick up the phone and have a tough conversation live—so that you can explain your position and give your colleague a chance to voice his or hers. The back and forth is what solves problems—not the one-way email that makes people have to read between the lines or guess at your true meaning.

We Bury the Lead

Mark Twain famously quipped, “If I had more time, I would have written a shorter letter.” Everyone is short on time these days. We’re all being asked to do more with fewer resources. So when you have to update your team or post your boss, make sure you’re thinking ahead about your message and leading with your punch line. Don’t make people guess at your meaning or listen to a five-minute voice mail when they could have gotten all of the information they needed in half that time. Ask yourself what is new, different or important about the information you’re sharing and then start off with that. If you can’t satisfy that requirement, you probably shouldn’t be taking up someone’s time in the first place.

We fail to focus on forward momentum

Business relationships are all about momentum. The best conversations we have are the ones that lead to another conversation. When you’re getting off the phone or taking leave of your manager’s office, keep him posted on next steps. Offer to keep him in the loop on what happens next or promise to apprise him of a change in the situation. Let your boss know that you’ll close the loop when the final report comes in or ask if there’s anything else he needs from you. Always be thinking two steps ahead so your boss doesn’t have to.

The 5 Qualities of Remarkable Bosses

The 5 Qualities of Remarkable Bosses

Consistently do these five things and the results you want from your employees--and your business--will follow.

In the eyes of his or her employees, a remarkable boss is a star. Remember where you came from, and be gracious with your stardom. Remarkable bosses aren’t great on paper. Great bosses are remarkable based on their actions. Results are everything—but not the results you might think. Consistently do these five things and everything else follows. You and your business benefit greatly. More importantly, so do your employees.

1. Develop every employee. Sure, you can put your primary focus on reaching targets, achieving results, and accomplishing concrete goals—but do that and you put your leadership cart before your achievement horse.

Without great employees, no amount of focus on goals and targets will ever pay off. Employees can only achieve what they are capable of achieving, so it’s your job to help all your employees be more capable so they—and your business—can achieve more.

It's your job to provide the training, mentoring, and opportunities your employees need and deserve. When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: Progress, improvement, and personal achievement.

So don’t worry about reaching performance goals. Spend the bulk of your time developing the skills of your employees and achieving goals will be a natural outcome.

Plus it’s a lot more fun.

2. Deal with problems immediately. Nothing kills team morale more quickly than problems that don't get addressed. Interpersonal squabbles, performance issues, feuds between departments... all negatively impact employee motivation and enthusiasm.

And they're distracting, because small problems never go away. Small problems always fester and grow into bigger problems. Plus, when you ignore a problem your employees immediately lose respect for you, and without respect, you can't lead.

Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.

3. Rescue your worst employee. Almost every business has at least one employee who has fallen out of grace: Publicly failed to complete a task, lost his cool in a meeting, or just can’t seem to keep up. Over time that employee comes to be seen by his peers—and by you—as a weak link.

While that employee may desperately want to “rehabilitate” himself, it's almost impossible. The weight of team disapproval is too heavy for one person to move.

But it’s not too heavy for you.

Before you remove your weak link from the chain, put your full effort into trying to rescue that person instead. Say, "John, I know you've been struggling but I also know you're trying. Let's find ways together that can get you where you need to be." Express confidence. Be reassuring. Most of all, tell him you'll be there every step of the way.

Don't relax your standards. Just step up the mentoring and coaching you provide.

If that seems like too much work for too little potential outcome, think of it this way. Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these qualities. If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.

Granted, sometimes it won't work out. When it doesn't, don't worry about it. The effort is its own reward.

And occasionally an employee will succeed—and you will have made a tremendous difference in a person's professional and personal life.

Can’t beat that.

4. Serve others, not yourself. You can get away with being selfish or self-serving once or twice... but that's it.

Never say or do anything that in any way puts you in the spotlight, however briefly. Never congratulate employees and digress for a few moments to discuss what you did.

If it should go without saying, don't say it. Your glory should always be reflected, never direct.

When employees excel, you and your business excel. When your team succeeds, you and your business succeed. When you rescue a struggling employee and they become remarkable, remember they should be congratulated, not you.

You were just doing your job the way a remarkable boss should.

When you consistently act as if you are less important than your employees—and when you never ask employees to do something you don’t do—everyone knows how important you really are.

5. Always remember where you came from. See an autograph seeker blown off by a famous athlete and you might think, “If I was in a similar position I would never do that.”

Oops. Actually, you do. To some of your employees, especially new employees, you are at least slightly famous. You’re in charge. You’re the boss.

That's why an employee who wants to talk about something that seems inconsequential may just want to spend a few moments with you.

When that happens, you have a choice. You can blow the employee off... or you can see the moment for its true importance: A chance to inspire, reassure, motivate, and even give someone hope for greater things in their life. The higher you rise the greater the impact you can make—and the greater your responsibility to make that impact.

In the eyes of his or her employees, a remarkable boss is a star.

Remember where you came from, and be gracious with your stardom

Practicing Good Listening!

Practicing Good Listening All of us have had years of training in reading and writing. It’s the basis of education. But few of us have had training in listening and speaking, the two activities that many times we spend far more time doing as professionals. Our job today is to focus on the topic of listening. How many times have you said to your people, “I have a constant open door. Come in to talk to me anytime you would like.” And then while you’re working busily at your computer, your colleague comes in and you say, “Go ahead. Tell me. Tell me.” But you continue to work. You see, just because you have ears doesn’t necessarily mean you’re listening. And even if you could repeat back what it was they were saying, the message you’re giving them is, “I really don’t care about what you have to say.” The choice to be a good listener requires a conscious decision to go off scan and into focusing on the message that the person is sharing. Don’t pretend that you have an open door. If you’re busy, let them know. I'd much rather have a boss that would let me know, “Hey, I need five minutes to get to a good breakpoint. Then I’ll give you my full attention.” But instead, we pretend to listen, and we convey a message that communicates we don’t care about the input or the decisions or the questions that our people have. So that requires a conscious choice. I often will find that when you say you’re busy, most people don’t mind coming back in five minutes, if it’s an important issue. You can say, “Just a minute. Let me write a brief orienting note about where I was going.” I actually will physically put the word "orient" in my computer file. Next to it I will identify my train of thought about where I was going, and then I save it. That way, when I come back to that particular project later or when I’m finished with my conversation, all I have to do is go find "orient." I’ve got my train of thought and it gives my reentry back into my work. It also conveys to the person that I care enough to be emptying out to be ready to really listen to what it is that you have to share and the questions that you have. Keep in mind also that where your eyes are is where your true focus is. It isn’t just whether or not you hear the content; it’s the energy you give to a person. So if I’m focused on the computer, I’m giving a very different message. Now you can defend against this, but think about it, if the president of your company came in and you said, “Sure. Go ahead. Tell me, tell me.” And you continue to look at your computer? I don’t think you’d do that. The message you give when you give your focus to people is that, “I care about you and you count.” Take the time in the midst of that to also be a good note taker. Note takers make better listeners. Research out of the University of Minnesota, it surprised me in fact because I always felt when you’re writing notes, you’re not processing. But what happens when you’re writing notes is you’re organizing the receipt of that information. You’re looking at the key points that are being said and you’re giving evidence to the person that you’re taking them seriously. If anyone ever reacts to you taking notes, you can just say, “I just want to make sure I make record of this because I want to make sure that we do something about it.” Our key point, and I want you to really isolate this; listening is not a passive habit. It’s an active one where your eyes are focused, where your content is focused, where you keep yourself taking notes about what it is that you want to see accomplished, you’ll find that we all know how to listen when it’s important, but realize there is no more important investment in your people than taking five minutes to listen to what’s important to them.