Seven Tips to Become a More Positive Thinker

Posted by Debi Silber on January 01, 2000
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Category : Blog

Have you ever noticed how good things happen to good people? There’s no mistake here. These people didn’t just “get lucky” but instead were proactive within their lives as opposed to simply reacting to things as they occur. They created the experiences they have beginning with the thoughts they think. How does this work? Positive thoughts lead to positive feelings. These feelings lead to positive emotions. These emotions then promote positive behaviors. Finally, the positive behavior creates positive outcomes. In applying these steps to a real example, it may look something like this. Let’s say you’re thinking about how nice

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It isn’t often that I will diverge from the business aspect of business to the personal aspects of my life, but this time I will.  You see, I became a socail media addict, Facebook to be exact.  It escalated when, as a self-employed businesswoman, I found that I had some time on my hands (yes, I know, hard to believe!).  I was promoting my Fundraising Consulting business, reaching out to potential clients, and then, playing Bejeweled Blitz. As we all know, it really isn’t as simple as that.  My new book is bound to send a few Facebook users to

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Leadership Dancing

Posted by Mark Sorrels on January 01, 2000
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Category : Blog

Leadership dancing?  Few ever think of dancing as one of the skills of an effective leader.  However, learning the “dance of leadership” is important if one is going to help take the company, church or civic club forward.  When properly done, the dance of leadership is the result of a healthy relationship between the leader and those being led.  This healthy relationship has a rhythm and movement that calls to mind the image of elegant ballroom dancing.  When learned and executed properly, this dance flows as smoothly as Fred Astaire and Ginger Rogers dancing across the sound stage in one

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5 Ways to Engage Your Employees

Posted by Bonnie Cox on January 01, 2000
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Category : Blog

According to a study done by Mercer, 21% of current workers have negative feelings about their jobs, but have no plans to leave or move on. This means that many workers are apathetic, negative, and mentally-checked out at work. Think about that for a second. Do you think that it’s possible almost a quarter of your workers are simply hanging on for their paycheck but are not actively engaged? It does not even have to be a quarter of employees; even a few disengaged workers can seriously harm an organization’s productivity and profitability. It might seem like there is no

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Shareholders measure success through share price, debt ratios and other financial measures. For this reason and others, management teams make decisions that attempt to maximize financial performance – buying equipment, investing in systems, right-sizing the workforce, etc. What about the subjective decisions that management makes? These decisions involve interactions with people – attending meetings, solving problems, encouraging feedback, protecting power, etc. These decisions seem somewhat disconnected from dollars, so little thought may be given about their impact to earnings. We sometimes accept these decisions as part of “the culture” – proactive if they are good and reactive if they bad.

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What if…it was possible to view corporate cultures in a whole new way? What if… the ways people interact at work could be re-framed as an engine capable of generating profit? Both are possible. Designing a “Culture Engine” is something every company could be doing. Unfortunately, executives see their people as more of a cost or liability than an asset that could supplement the bottom line. The First Step in this work: A shift in perspective is required before construction on a “Culture Engine” can begin. The word engine implis movement – a culture engine is always moving, always seeking

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Many problems are identified, valued and placed on project reports for future work. Solutions may require capital and/or process improvement work. What about the problems that never make it to the project report but are frequently talked about behind closed doors? No meetings are held to solve these problems, but people spend a lot of time wrestling with the conflict, confusion and losses that stem from them. Management and sometimes the workforce are aware of them and are watching and waiting for a solution. You deal with some of these hidden problems on a daily basis. You may even work

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Team Building and Your Management Power Grid

Posted by Kay Sever on January 01, 2000
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Category : Blog

Everyone knows that it takes a lot of power to run production equipment and facilities. You can see the physical power lines, cables and transformers as you travel around the property. You budget for the monthly power bills, often in the millions of dollars. You know that without electrical power, there would be no production.   There is a second stream of power that is invisible and rarely recognized because most of the time it is TURNED OFF! This power has to do with making choices to release potential and achieve sustainable change. Management has the power today to make

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This program is one of my favorites. Every Friday night a CEO “discovers” good people when he cuts through the management layers, policies and processes to learn the truth about his organization. The same is true in mining – good people are caught up in bad processes. High level managers judge people’s performance and potential by what they deliver to the bottom line. What if management barriers are creating hurdles that hide the potential of assets and people to deliver better results? Maybe your organization is filled with great people chomping at the bit for the opportunity to make real

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Process changes would be easy and relatively quick if they could be done in a vacuum (i.e., isolated from barriers that are often management-induced). How many times have you begun an improvement project and “bumped up against” a department that would not work with you to capture the benefit or a management process that could not be changed? When this happened, you had two choices: 1) modify the process to accommodate the barrier and compromise the benefit or 2) abandon the project. You may have found that your scope had been watered down and/or shifted to someone else’s agenda and

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