Creating a Peace Plan

Posted by Janet Pfeiffer on January 01, 2000
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Category : Blog

While it's important to understand, express, manage, diffuse, and heal your anger, imagine how much easier it would be to prevent outside forces from irritating you from the get go? You can learn to be emotionally unaffected by the drama and chaos around you. Rest assured, I'm not suggesting that you allow people to behave badly and simply shrug them off. Nor am I recommending that when you see an injustice or someone being hurt that you ignore it so as not to become upset. What I am saying is this: anger is a choice. So is inner peace. It

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Follow Your Dream

Posted by Al0703 on January 01, 2000
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Category : Blog, Dreams

Have you ever wondered what it means to follow your dream? This past weekend I had the privilege of escorting one of my daughters down the aisle in order to give her away in marriage. Both she and her new husband are young professionals and have many young professional friends that attended the ceremony. In speaking to a number of them I determined that almost all of them were engaged in following their dream in one way or another. When I asked them how things were going, most gave me the indication that they were somewhat lost. I’m writing this

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   BLACK BELT LEADERSHIP Black Belt Leader as Beginner: Part Ten “Two roads diverged in a wood, and I —  I took the one less traveled by,  And that has made all the difference.”  — Robert Frost, The Road Not Taken   Black Belt Leaders have learned that in any given situation we have the opportunity to either focus on our possibilities or our limitations. It’s up to us. This fact has never been clearer to me than when I was teaching a public two-day leadership program a few years ago. At the end of the first day, I was

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New Data – New Questions: Management’s Link to Higher Profit and Faster Change Kay Sever, CMC, CQIA Optimization/Change Management Consultant, Coach & Strategist – Performance, Culture, Projects, Management Development Companies view optimization mostly as an investment exercise – new equipment and systems that will improve tonnage and reduce cost just because they are installed and being operated/maintained by the workforce. It is important to recognize that these assets don’t come with barriers that prevent optimization from occurring – the barriers reside in the management system and culture and are caused by weak or non-existent links to optimization efforts. Understanding and

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Step 1: Write down your goals. Make them specific and be sure you can measure progress toward the goal.  Track your progress to all goals. Step 2: Write down why you want to achieve the goal.  List all the ways you will personally benefit from achieving the goal as well as any losses you will avoid.   Step 3: Determine exactly where you are now in reaching that goal. Note the strengths that will help you, the weaknesses that could hurt you, and the opportunities you can use to attain what you want.   Step 4: Write down what you will need to invest to achieve your

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The Fork In The Road

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

Yogi Berra said, “When you come to a fork in the road…take it!”   Many of Mr. Berra’s amusing quotes leave us scratching our heads.  The obvious question remains: which fork? Choosing the correct or better fork is a matter of decision making.  All leaders at one time or another must make a critical decision.  The fork the leader chooses often determines whether the organization experiences success or not.  Which fork the leader chooses determines joy or heartache, profit or loss, adds energy or takes it away.  So, when little information is available how does a leader decide which fork to choose? 

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Black Belt Leader as Beginner: Part Eleven

Posted by Robert Elliott on January 01, 2000
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Category : Blog

  BLACK BELT LEADERSHIP   Black Belt Leader as Beginner: Part Eleven   “The only lasting truth is Change.” ? Octavia E. Butler   Change cannot be managed any more than we can direct the rising and setting of the sun. Change is too dynamic and unpredictable for that. The nature of change is mysterious since it is a manifestation of the natural world, which is rooted in mystery. What we, as “Black Belt Leaders in the Making,” can do, though, is facilitate the experience of change, i.e. make it easier, by pointing out — to those we lead —

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Customer Service GURU   As an author, speaker and expert trainer on customer service I often get the following question asked in my classes or presentations:   Why is body language such an important communication in marketing and sales? Because the majority of human communication is conveyed through body language. It decodes the spoken words and communicates from the subconscious level what both sides are really saying. It can’t be based on any one signal or expression, but it does reveal a difference between what you say and what you believe. Use positive body language to signal confidence, honesty, and

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One Key Eliminates Fighting Forever

Posted by Janet Pfeiffer on January 01, 2000
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Category : Blog

Conflict and fighting are not synonymous. Although they very often go hand-in-hand, disagreements need not end up as arguments, fights, or physical altercations. A  conflict is simply two forces in opposition: a husband and wife disagree on where to spend their vacation; you support the Republican party, your friend is a staunch Democrat; best friends listen to radically different music. Conflict can actually be a very positive force in our lives as it introduces us to new ideas, new possibilities, and the opportunity to learn and expand our world. Fighting, on the other hand, is based on hostility and struggle

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Companies are willing to invest millions of dollars to get the latest equipment and improve performance.  Getting the facts about the maintenance liability is an essential part of the investment analysis because if the maintenance liability is under-estimated, the ROI is over-estimated. Unachievable ROIs and misunderstood maintenance liabilities trigger other problems that have long-lasting effects, such as: Flawed long-term plans are used for years as inputs to budgets. Unachievable production targets are given to plants, setting them up for failure and creating mistrust between management and the workforce. Management teams make promises they can’t keep to the Board of Directors

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