The power of emotional intelligence

By Wall Street Journal

Have you ever wondered why some financial advisors and branch managers are considered star performers by their firms and clients alike, while others who appear just as knowledgeable and committed, do not experience the same level of success? In fact, we are not judged solely on how knowledgeable we are, or by our training and expertise. Greater weight is being placed on how well we handle ourselves and understand others. As the business world changes, so do the traits needed to excel. In this competitive world, internal qualities, such as resiliency, initiative, optimism and adaptability, are taking on a new meaning. This ability to demonstrate competencies that constitute the effective use of self-awareness and appropriate social skills in personal and work settings is called emotional intelligence.
Research indicates that IQ ranks second to your emotional intelligence in determining outstanding job performance. Emotional intelligence means managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goal. Emotional intelligence is the X factor that makes the intangible difference between whether or not a financial advisor or branch manager is successful.
Your EQ Profile
As a professional, your clients look to you for guidance and expertise. They need to trust you to take care of their financial affairs. To do this, you need to know yourself and be able to convey your commitment to your clients in every communication with them. This means understanding your emotional quotient (EQ) profile and using the emotional strengths you have everyday.
Daniel Goleman, a pioneer in Emotional intelligence research, notes that there are five dimensions of emotional intelligence that determine our potential for learning the practical skills necessary to be a star performer. Here is a quick rundown of those dimensions:
Self-Awareness: Knowing one's emotions is the keystone of emotional intelligence;
Self-Regulation: Managing one's emotions refers to the ability to handle emotions in appropriate manners;
Motivation: Concentrating one's emotions on the achievement of goals within the context of mastery, paying attention and creativity fall into this category;
Empathy: Recognizing emotions in other are an essential people skill
Social Skills: Adeptness at relationships. Skills in this domain refer to the abilities which are common in people who are good at managing the emotions and their interactions with others. This area also refers to aspects inherent in popularity, leadership and harmonious interpersonal relationships.
Our level of emotional competence demonstrates how much of our potential we've translated into on-the-job capabilities. For example, being good at servicing clients is an emotional competence based on empathy. Likewise, trustworthiness is a competence based on self-regulation or handling impulses and emotions as well. Providing great client service and being trustworthy are two behavioral qualities that can make individuals outstanding in their work.

Accurate Self-Assessment Focusing on your internal signals that tell you what you are feeling and using them as an ongoing guide to how you are doing is an essential skill that comes into play in most jobs, particularly those that involve dealing with people about any sort of sensitive matter.
This ability to utilize intuition and relate to people also lies at the heart of self-awareness. That is a vital foundation skill for the following three key emotional competencies of a star performer-emotional awareness, accurate self-assessment and self-confidence.
Emotional awareness is the recognition of how our emotions affect our performance, and the ability to use our values to guide our decision making. Such awareness is our guide in fine tuning on-the-job performance of every kind. It also keeps us self-motivated, helps us accurately tune in to the feelings of those around us, and aids us in developing good work-related social skills, including those essential for leadership and teamwork.
For advisors this means knowing that their own emotions can reverberate in the interactions with clients-for better or worse. Individuals excelling in this competence know which emotions they are feeling and why. They realize the links between their feelings and what they think, do, and say. They recognize how their feelings affect their performance and have a guiding awareness of their values and goals.
Accurate self-assessment is a candid sense of our personal strengths and limits, a clear vision of where we need to improve, and the ability to learn from the experience. Knowing your strengths and weaknesses and approaching your work accordingly is a competence found in virtually every star performer.
Star performers know themselves well and seek continuous feedback. People who excel in this competence are aware of their strengths and weaknesses. They are reflective. They learn from experience, are open to candid feedback, new perspectives, continuous learning and self-development. And, they are able to show a sense of humor and have perspective about themselves.
Self-confidence is the courage that comes from certainty about our capabilities, values and goals. Individuals with self-confidence have a strong sense of their own self-worth. They are also able to present themselves with self-assurance and voice views that are unpopular and go out on a limb for what is right. They are decisive and are able to make sound decisions despite uncertainties and pressures.
The Good News
What if you have evaluated your Emotional Intelligence Competency and it is not at the level you would like it to be? Fortunately, emotional intelligence is not fixed genetically, nor does it develop only in early childhood.
Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned. As we go through life and learn from our experiences, our competence can keep growing and continue to develop. So, the good news is that you can identify those emotional competencies you feel will help you excel as a financial advisor or branch manager and create a behavioral plan to allow you to achieve your goals.

Remember, believing in yourself and a willingness to make changes are essential qualities of star performers.

Dr. Denise Federer is a clinical psychologist, executive coach and founder of Federer Performance Management Group. She has been a consultant to the financial industry for 25 years

Morning Meeting Madness

ehotelier.com
By Bert van Walbeek


Evil Erik means business while, as General Manager, he is addressing the Daily Morning Meeting every day. Cleverly this "morning prayer" is scheduled in such a way and time that his stressed department heads do not have to go out of their way to avoid guests during the busiest time in a hotel.


While breakfast service is in full swing, "early arrivals" and many "checkouts" are crowding the lobby, room service waiters are fighting with the maids for the use of the elevators and the engineering department is still "checking" the guests' complaints about low temperature of the hot water, the leadership of his hotel is faithfully gathering at 08:30 AM in the safety of the executive meeting room, next to his spacious office.

That 3 meeting organizers are fighting to get the attention of the banquet department executives for the last changes in their plans, that a VIP arrival is due in few minutes and a senior minister will open one of the conference are all minor details, since nothing can stop Erik's meeting routine and this "gathering of the clan" .......
S
ince his P.A. has to take the all-important minutes, Erik, as always, assigns the most junior secretary to handle the phone with the instruction to tell everybody : "They are in a meeting! " , and then settles in the chair with the highest back and enjoys his cafe-latte brought up by the stressed room service head waiter himself.

Once all meeting participants have settled themselves in "their" chair, claimed by ranking and seniority of service, put on their "I am important" faces and piled the various reports from the previous day on the table, the ritual of this congregation can start.
E
rik starts the process by grumbling that he had expected more revenue yesterday and after that wonders why the daily budget was not achieved.

Accounting, loyal as always, chips in and observes that Food & Beverage once again, had taken a day off and did not supervise the implementation of her so beloved up-sell program.
Food & Beverage shoots back that if the hotel had more guests, it would be easy to achieve the F&B budget and, more or less, blames Marketing for the floods in the country.
That, of course, upsets Marketing, but doesn't stop him of passing on the blame to the sales people for being too much behind the computer instead of meeting the customers face to face.
Sales, with her 30 years of service in the hotel, looks at Front Office and proclaims for the 2.747th time in her career, that if the front desk staff would be friendlier and the reservation people more proficient, then the Commercial Accounts and the Wholesalers would patronize this hotel much more.

This enrages Front Office, as she is of the opinion that poor IT equipment at the desk makes it impossible to be friendly and that she has told the Engineering 100 times that the telephones in the reservation are outdated and impossible to work with efficiently.

And since Engineering is using the hot water problem to stay out the heat in these meetings, she also grabs the chance to have a go at her arch-enemy in the hotel, the Housekeeping and tells the GM that yesterday guests had to wait up to 3 hours because the rooms were reported "clean " much to slow ......... again ............

This remark opens the door for Housekeeping to hold the Human Resources accountable for being too lazy to go up-country and recruit more maids and laundry boys, and for offering those peanuts, thus hiring "monkeys".

That remark closes the responsibility loop by Accounting standing up fuming and claiming he cannot be responsible for everything in this hotel, even while being the best in town in his profession.

This daily " circle of blame " always results in Erik's coffee-latte getting cold and Room Service already knows to have a second one on hot standby, nothing but the best for the boss!
Also, all participants know what will be the next phase of this daily routine.
Erik is now going to say : "Boys and girls, team work is the key to success" and will explain once again, like a mother her naughty child, that team stands for "together each achieves more".

After that there is a 95 % chance that he will continue with: "So, you see, all of you, the owner gave me hell last night, he needs more money to pay the bank's debts".
"What else is new, Mr. Erik ?" his controller will slime again and add, while looking at Marketing : "Hongapore rooms are selling like hot cakes , but to sell them in our city it needs a rebate".

"Great thinking," Evil Eric will then cry, "Rebates, nothing like a healthy rebate to stimulate business. Look into a rebate program for me, will you?"
Erik then glances around the table, "Let's have some more ideas, we need your creativity!"
"How about offering a discount on joiner rate? Front Office will say for the umpteenth time, hoping to get rid of their day by day nightmare .....
Evil Erik will then say, as for ever and a day: "I don't know, that might be costly, and not good for the average room rate."

Front Office then encounters: "We'll offer it only to holders of Asian passports, as they now have a 65 % market share in the city".
"Great thinking", Erik exclaims: "Develop that one for me! Boy, are we building up creativity in this room !"
"How about a secretary program?" Marketing will chime in.
"A secretary program, pass that by me again, normally we only talk to the bosses, they are much more important."
"We give points for every reservation a secretary makes, and those points can apply towards the use of free rooms on weekends with her boss."
"Great thinking" Evil shrieks, beside himself with joy: "Guys, today we're really cruising, come on, let's have some more ideas, we'll pull this hotel out of the slump yet."
"How about painting our hotel in pink color?" said Housekeeping, in charge of the property's colors, due to her ability to change colors within seconds.
"A paint job?" asks Erik carefully, knowing about her red-hot love affair with the owner. "How could a coat of paint help our occupancy?"
"Well," she said lamely, thinking about the commission promised by the Pink Paint Company, "it'll make people think we are a new hotel and therefore reason that we must have low rates, so they will come and ask."
"OK, let's run with that one a little further", said Front Office, suddenly forgetting about her enmity of Housekeeping "Let's paint each floor a different color and develop different rate for different colors, the darker the color, the lower the rate!"
"Great thinking", Eric hollers again, "that sure would work miracles on our visibility in the market place!"
By now Evil Erik is totally lost for words and while thinking about his upcoming salary review, he roars "Boys and girls, you are truly a genius, that's what I call great thinking" and glances around the table, proud as a peacock.
"You really outdid yourselves today, you guys have every reason to look forward to a brilliant hospitality career!"
He then closes the meeting, because it is nearly 11 AM, and by now most of the guests will have left the hotel for the day, the end of another full, hardworking morning.

When Evil Erik finally comes back to his office, overconfident of himself as an accomplished "great thinking"GM and as a great motivator of his staff:
he finds five messages, which he returned three days later,
he cancels all meetings scheduled for this day and instead to do some networking on the tennis court instead, he also will never realize that 2,563 room nights were booked elsewhere, because the junior secretary told the Association's CEO "he is in a meeting"
the Resident Manager, who never had a chance to say that she felt more attention towards the customers could also do the trick, resigned, without further discussion, to become the General Manager at the hotel's biggest competitor!

The evolution of sales person

There was a time when salespeople were called drummers or referred to as peddlers. The image was that of someone with a phony perpetual smile, a loud suit and penchant for slapping people on the back.

Things are different now. Gone are the days of the drummer. In the first place, the fair sex has become well-established as successful members of the sales community. No longer are the ladies relegated to clerk jobs in the dry goods store. Today, they compete with their male counterparts for the top spots as sales representatives or sales managers.

But this is not the only example of the evolution in the marketplace. Buyers insist on knowing more about what they purchase. How is it made? How will it solve the problem? Is it durable? For how long? What does it cost? How does it compare with competitive items?

Professionalism

In other words, the professional buyer wants to deal with a professional seller. There is no place in the modern scenario for the ill-trained representative, no matter how great a personality he or she may possess,

In modern merchandising, precision has taken the place of guesswork. Everything from quality to delivery time must be factual. The office staff needs accuracy, so do production people and certainly the people in sales must be equipped with facts rather than fiction if they are to deal Of course, in most instances, computers are the answer. They assemble and correlate information which is distributed to authorized personnel. Salespeople are provided with current facts about their products or services prepared for them by well-trained professional computer accurately and honestly with their customers and prospects. Periodically data is made available via printouts which provide information that arms the salesperson with facts essential to the buyer.

Intimidating Mounds Of Paper

Granted, these forbidding mounds of paper are intimidating to say the least. However, to ignore them or fail to keep current is to risk being unable to provide the service that the customer deserves. To take such unnecessary chances can result in lost orders and decreased sales.

Obviously, computers have not always been with us, but ingenuity has always been a vital part of selling. Back in the depths of the Great Depression when jobs were scarce and bread lines were long, there was a vacuum cleaner salesman who earned remarkable commissions to the amazement of his peers. Each morning Old Tom, as he was called, made a brief visit to the store where he picked up some samples and disappeared for the day, much to the consternation of the appliance department manager. Next day, he was back bright and early to drop off the cash from yesterday's sales (in those days credit cards had not been invented) and away he would go with a new batch of samples. Where was he selling all those sweepers? Everybody wondered.
The boss quizzed Old Tom who was evasive, because he had a good thing going and was reluctant to share it with his less ingenious associates.
Here is how his plan worked: The federal government had many programs back in those days - just as they do today. One was the Rural Electrification Program, which was designed to bring the miracles of electricity to rural areas where it had never previously been available. So, in his spare time, Old Tom would drive about on country roads looking for new utility poles. When he found them he had an untapped group of eager prospects just waiting to buy a vacuum cleaner. Old Tom was even more eager to accommodate them.
There was little or no help in those days to the likes of Old Tom, but he did not expect any. He was an entrepreneur who did his own thinking, planning and execution. Today things are different, but the same opportunities still await the salesperson who is willing to invest the time and energy that success demands.
"However, as is the case with most phases of progress, competition brought it about. "
The evolution in selling was a long time in its development. However, as is the case with most phases of progress, competition brought it about. In fact, as some farsighted firms saw the advantages of adding more efficiency to their selling programs, they gave buyers new and unusual information that was helpful to them. They liked it! As the trend continued the drummer became an endangered species.
The main product of the evolution of sales has been a change from an individual effort to one of teamwork. The salesperson is far better informed and equipped when facing the buyer thanks to the team providing the ammunition that builds sales. EXAMPLES:

* Market research aids him or her in planning. It specifies who the potential prospects are, where they are and what they are ready to buy.

* Quality control assures reliability and consistency in the product.

* People doing research and development provide up-to-date status on new items and improvements to old products or services.

* Production management keeps the sales department posted on manufacturing and delivery schedules and future availability.

* Add to this an aggressive advertising program, the details and timing of which are regularly called to the attention of the folks in sales.

The foregoing account of this behind-the-scenes activity is in no way evidence that the status of the front-line salesperson has been reduced in importance. In fact, quite the contrary is the case. Today's sales agent is better trained and more able to take advantage of the wealth of assistance provided by the other members of the team as never before. In fact, those in direct contact with the customer are vital members of a true All Star Team! Those individual stars like Old Tom have given way to equally talented people who now have the benefit of having the help of science and technology.

Old Tom would be fascinated with modern selling. He was a master back then, and he did his job his way - alone. He was a hard and conscientious worker, so who knows - perhaps he would be even more successful using today's sophisticated formula than he was decades ago as a loner. After all, he adapted to the changes he encountered in his era - maybe he could be as versatile now.

Old Tom was a whiz in his day.

                 Even then he was earning big pay!

                    Would he find it tough now?

                      Could he ever learn how

                    To sell in today's better way?

We'll never know, will we?

Robert Rohrer is a graduate of Wabash College and Westinghouse Sales and Advertising Institute. He is a retired sales executive and does freelance work for various sales and industrial publications.
Source: http://www.allbusiness.com/sales/sales-tracking-reporting/151266-1.html#ixzz1YOymXLjc

The decision to be remarkable

by Chris Guillebeau

re-mark-able [adjective]: worthy of being noticed, especially as being uncommon or extraordinary

If you want to break out of the mold of average, the first thing you need to do is to make a decision to be radically different. Most remarkable people are people of action, and for a good reason: if you don’t take decisive action, nothing will ever change.

But this first step is entirely mental. It calls for a clear decision to rise above the culture of mediocrity. And then, of course, it calls for action.

How do you decide to be remarkable?

1. Stop making excuses. Just stop. No one wants to hear why you couldn’t do something, so make a conscious decision to stop talking about it.

2. Take responsibility. This is the opposite of giving excuses. Take responsibility for your own success, and take responsibility for the success of projects you work on. When something goes wrong (it usually does), take responsibility for that too.

3. Start questioning rules and expectations. Always ask questions and pay close attention to the answers you hear back. Some good starting questions are: Why is this rule in place? Who benefits from this rule being followed? What are the consequences if I don’t follow this rule or meet this expectation? What is the worst thing that could happen if I don’t follow this rule?

4. Find work that you love and do it well. Depending on who you are, this requires up to two big changes in your life: first, you have to find work that you love, and second, you have to do it well. Do it better than expected and people will be amazed.

5. Begin living your own life. This is what it’s all about–the life you were meant to live. If you don’t know what that is yet, start looking for it. Why would you want to live someone else’s life?
6. Take it up a level. Take what’s already working well and exponentially add to it. Grow your business 300%. Apply for the position of CFO when you’re the Accounts Payable Clerk. Visit five countries instead of one on your next trip (or if you want to explore one place well, stay three weeks instead of one).

Beware of Excellence

But watch out: being remarkable is addicting. It’s like regular exercise or healthy eating. When you first start a new exercise routine or diet, the adjustment is hard for a while. But after about 3-6 months of following it consistently, you build up a natural addiction to it.
Once you get used to regular exercise, you’ll feel bad when you’re not doing it. The same is true with being remarkable: do it once, and it’s scary. Do it a few times, and you love it. Stop doing it, and you’ll get depressed.
Many remarkable people deal with depression and anxiety all the time because they see the world differently than average people do. Their own failures and perceived failures are magnified. When others say, “Don’t worry about it,” they can’t understand why someone would think something like that. For this reason, a lot of geniuses throughout history have been chronically depressed.
Those are the hard things—and you also have to think about the critics, the skeptics, and the competition. We’ll come to those later. On the other hand, there are some great benefits to being remarkable:

Remarkable people are all minorities in a world of average living.

You’ll find help in all kinds of unexpected places and from people you never knew before. No one really knows how this works, practically speaking. It’s okay; just accept the gifts that are given to you. They are given for a reason.

The Brazilian writer Paulo Coelho put this best:“When you want something, all the universe conspires in helping you achieve it.”

All you need to do is 1) start something, and 2) stick with it long enough to see results.
Instead of shrinking over time, your vision will actually get bigger. The funny thing about big goals is that they often take less time to achieve than you expect, and once you achieve them, you’ve already mentally moved on to bigger and better goals. As you proceed with questioning authority, building your army, achieving your goals, and helping others, the vision keeps expanding.

This is why it is not much more difficult to grow a business from $1,000 a month in sales to $10,000. The challenge is in getting that first $1,000 together.

This is why artists scrape together a meager living for an average of seven years before being noticed. Most of them drop out along the way, but for those who stick with it, all of sudden they’re selling paintings for $8 a square inch. (And by the way, art that sells for $10,000 isn’t always better than $100 art hanging in the coffee shop.)

This is your personal tipping point—not when everyone else starts adopting a new trend and makes it mainstream, but when everything comes together for your own vision. But you have to get in the game first, and you can do that by being remarkable.

Of all the steps required to change the world in the way you see fit, the decision to be remarkable is the most important. With this decision in place, other variables can be changed. Don’t rush this—it’s a big commitment.

Once you make the commitment, you need a vision to change the world. What will it be? Whatever you choose, make sure it’s remarkable enough to suit every gift you have ever been given. Once you decide to defy the expectations of being average, there will be a lot riding on your ultimate success.

Oh, and one final thing: don’t expect everyone to understand your decision, because plenty of people won’t get it at all. Don’t worry about them. Just be remarkable.

Dale Carnegie’s...lovely advices

"The ideas I stand for are not mine. I borrowed them from Socrates. I swiped them from Chesterfield. I stole them from Jesus. And I put them in a book. If you don’t like their rules, whose would you use?”

“Who was Dale Carnegie?” you may wonder. Well, he was a guy that was born 110 years ago. He died in 1955. He was a rich man, a very successful man.

He wrote a little book called “How to Win Friends and Influence People”. It went on to sell over 30 million copies. It still sells today and is probably one of the best books on how to improve your social skills.

Carnegie then continued to write more books and to create courses on how to interact with people, on how to make friends and on how to gain influence.

Here are 10 of my favourite tips from Dale Carnegie. And as the opening quote says, these tips have been time-tested for the last few hundreds or thousands of years. They are pretty solid.

1. Create your own emotions.

“If you want to be enthusiastic, act enthusiastic.”

Emotions work backwards too. You can use that to your advantage. If you are stuck in a negative emotion then you can often shake it off. Change your body – how you move, sit and stand – and act as you would like to feel. Enthusiasm and other positive emotions are much more useful and pleasurable for everyone in an interaction. Because…

2. It’s not so much about the logical stuff.

“When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.”

This is so key. Logic is good but in the end, in interactions and in life, we are emotional creatures. We send and receive emotions from other people. That is one reason why body language and voice tonality is often said be up to 93% of communication. Now, those numbers were for some specific situations but I still believe that these two ways of communication are very, very important.

The body language and the voice tonality is a bit like the rest of the iceberg, the great mass below the tip of the words we use. Those two things communicate how we are feeling and give indication to what we are thinking. And that’s why it’s important to be able to change how you feel. To be in a positive mood while interacting. Because that will have a great impact on how you say something and how you use your body. And those two things will have a big impact on your results and relationships.

3. Three things you are better off avoiding.

“Any fool can criticize, condemn, and complain but it takes character and self control to be understanding and forgiving.”

Now these things may not be easy to avoid all together. Much of our interactions and perhaps even bonds are created and maintained through those three negative C’s. There is a sort of twisted pleasure in criticising, condemning and complaining. It might make you feel more important and like a better person as you see yourself as a victim or as you condemn other people’s behaviour. But in the end these three C’s are negative and limiting to your life. Bringing up negative stuff and wallowing in it will lower your mood, motivation and general levels of wellbeing. And this can trap you in a negative spiral of complaining, complaining with other complainers and always finding faults in your reality.

You will also be broadcasting and receiving negative emotions. And people in general want to feel good. So this can really put an obstacle in the way for your interactions or relationships.

4. What is most important?

“The royal road to a man’s heart is to talk to him about the things he treasures most.”

Classic advice. Don’t talk too much about yourself and your life. Listen to other people instead. However, if they ramble on and on, if they don’t reciprocate and show and interest in your life then you don’t have to stay. Some things people may treasure the most include ideas, children, a special hobby and the job. And…

5. Focus outward, not inward.

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”

A lot of people use the second, far less effective way. It is appealing because it’s about instant gratification and about ME, ME, ME! The first way – to become interested in people – perhaps works better because it make you a pleasant exception and because the law of reciprocity is strong in people. As you treat people, they will treat you. Be interested in them and they will be interested in you.

I would like to add that one hard thing about this can be to be genuinely interested in the other guy/gal. Your genuine interest is projected though your body language and tonality. So, just waiting for the other person to stop talking so you can talk again isn’t really genuine interest. And that may shine through. And so your interactions will suffer.

6. Take control of your emotions.

“The person who seeks all their applause from outside has their happiness in another’s keeping.”

It wrote about this problem a few days ago in 9 Great Ways to Make Yourself Absolutely Miserable. And it basically consist of being too reliant or dependent on external validation from other people. External validation is something someone communicates to you that tells you that you are person of value. That you, for example, are pretty, smart or successful.

This leaves much of your emotions in the hands of other people. It becomes an emotional rollercoaster. One day you feel great. The next day you feel like just staying in bed.

But if you fill that inner cup of validation for yourself instead then you take over the wheel. Now you’re driving, now you control how you feel. You can still appreciate compliments of course, but you aren’t dependent on them. This will make you more emotionally stable and enables you to cultivate and build your emotional muscles in a more controlled way. You can for instance help yourself to become more optimistic or enthusiastic more of the time. This stability and growth can be big help in your relationships.

7. No, they are not holding you back.

“Instead of worrying about what people say of you, why not spend time trying to accomplish something they will admire.”
Caring too much about what people think will create and feed imaginary monsters within your mind. You may for instance think that people will condemn you if you try something. Maybe they will. But most of the time people are thinking about their own challenges and ups and downs. They just don’t care that much about what you do. This may feel disappointing. It can also be liberating. It helps you remove inner obstacles that are you holding yourself back.
As you, bit by bit or in one big swoop, release those inner brakes you become more of yourself. You become more confident, you have a better chance at success, and you will feel more positive feelings and less negative ones. All these things can give a big boost to your interactions and help you sharpen those social skills.

8. So, what’s in it for me?

“There is only one way… to get anybody to do anything. And that is by making the other person want to do it.”

If you want someone to do something then will they care about your motivation for getting this thing done? Perhaps. Often they will not have that great of an interest in what you want out of something.

They want to know what they will get out of it. So, for the both of you to get what you want out of something tell that person what’s in it for him/her. And try to be genuine and positive about it. A reason for them to do it delivered in a lame, half-assed manner may not be so persuasive. And so you both lose.

9. How to win an argument.

“The only way to get the best of an argument is to avoid it.”

Getting two egos wrapped up in an argument, having two sides defending their positions desperately, will not improve relationships. You are more likely to feel negative feelings towards each other long after the argument is over. And so you both wallow in negativity and you both lose. When possible, just avoiding unnecessary arguments is a win-win situation.

10. It’s about more than your words.

“There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four contacts: what we do, how we look, what we say, and how we say it.”

I often feel that there is a bit too much emphasis on the third way of contact (what we say). Don’t forget about the rest. Most people stereotype people at their first meeting. They might not want to but it is a way for their – and perhaps your – mind to organize impressions and people. So think about how you look. Think about how you make first impressions. Think about your body language. And how you are saying your sentences.

Think about how you feel because that will be reflected out into the world. And the world will often reflect back something similar.

"I have a dream" by Martin Luther King

I am happy to join with you today in what will go down in history as the greatest demonstration for freedom in the history of our nation.

Five score years ago, a great American, in whose symbolic shadow we stand today, signed the Emancipation Proclamation. This momentous decree came as a great beacon light of hope to millions of Negro slaves who had been seared in the flames of withering injustice. It came as a joyous daybreak to end the long night of their captivity

But one hundred years later, the Negro still is not free. One hundred years later, the life of the Negro is still sadly crippled by the manacles of segregation and the chains of discrimination. One hundred years later, the Negro lives on a lonely island of poverty in the midst of a vast ocean of material prosperity. One hundred years later, the Negro is still languished in the corners of American society and finds himself an exile in his own land. And so we've come here today to dramatize a shameful condition.

In a sense we've come to our nation's capital to cash a check. When the architects of our republic wrote the magnificent words of the Constitution and the Declaration of Independence, they were signing a promissory note to which every American was to fall heir. This note was a promise that all men, yes, black men as well as white men, would be guaranteed the "unalienable Rights" of "Life, Liberty and the pursuit of Happiness." It is obvious today that America has defaulted on this promissory note, insofar as her citizens of color are concerned. Instead of honoring this sacred obligation, America has given the Negro people a bad check, a check which has come back marked "insufficient funds."

But we refuse to believe that the bank of justice is bankrupt. We refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation. And so, we've come to cash this check, a check that will give us upon demand the riches of freedom and the security of justice.

We have also come to this hallowed spot to remind America of the fierce urgency of Now. This is no time to engage in the luxury of cooling off or to take the tranquilizing drug of gradualism. Now is the time to make real the promises of democracy. Now is the time to rise from the dark and desolate valley of segregation to the sunlit path of racial justice. Now is the time to lift our nation from the quicksands of racial injustice to the solid rock of brotherhood. Now is the time to make justice a reality for all of God's children.

It would be fatal for the nation to overlook the urgency of the moment. This sweltering summer of the Negro's legitimate discontent will not pass until there is an invigorating autumn of freedom and equality. Nineteen sixty-three is not an end, but a beginning. And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as usual. And there will be neither rest nor tranquility in America until the Negro is granted his citizenship rights. The whirlwinds of revolt will continue to shake the foundations of our nation until the bright day of justice emerges.

But there is something that I must say to my people, who stand on the warm threshold which leads into the palace of justice: In the process of gaining our rightful place, we must not be guilty of wrongful deeds. Let us not seek to satisfy our thirst for freedom by drinking from the cup of bitterness and hatred. We must forever conduct our struggle on the high plane of dignity and discipline. We must not allow our creative protest to degenerate into physical violence. Again and again, we must rise to the majestic heights of meeting physical force with soul force.

The marvelous new militancy which has engulfed the Negro community must not lead us to a distrust of all white people, for many of our white brothers, as evidenced by their presence here today, have come to realize that their destiny is tied up with our destiny. And they have come to realize that their freedom is inextricably bound to our freedom.

We cannot walk alone.

And as we walk, we must make the pledge that we shall always march ahead.

We cannot turn back.

There are those who are asking the devotees of civil rights, "When will you be satisfied?" We can never be satisfied as long as the Negro is the victim of the unspeakable horrors of police brutality. We can never be satisfied as long as our bodies, heavy with the fatigue of travel, cannot gain lodging in the motels of the highways and the hotels of the cities. We cannot be satisfied as long as the negro's basic mobility is from a smaller ghetto to a larger one. We can never be satisfied as long as our children are stripped of their self-hood and robbed of their dignity by signs stating: "For Whites Only." We cannot be satisfied as long as a Negro in Mississippi cannot vote and a Negro in New York believes he has nothing for which to vote. No, no, we are not satisfied, and we will not be satisfied until "justice rolls down like waters, and righteousness like a mighty stream."

I am not unmindful that some of you have come here out of great trials and tribulations. Some of you have come fresh from narrow jail cells. And some of you have come from areas where your quest -- quest for freedom left you battered by the storms of persecution and staggered by the winds of police brutality. You have been the veterans of creative suffering. Continue to work with the faith that unearned suffering is redemptive. Go back to Mississippi, go back to Alabama, go back to South Carolina, go back to Georgia, go back to Louisiana, go back to the slums and ghettos of our northern cities, knowing that somehow this situation can and will be changed.

Let us not wallow in the valley of despair, I say to you today, my friends.

And so even though we face the difficulties of today and tomorrow, I still have a dream. It is a dream deeply rooted in the American dream.

I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident, that all men are created equal."

I have a dream that one day on the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood.

I have a dream that one day even the state of Mississippi, a state sweltering with the heat of injustice, sweltering with the heat of oppression, will be transformed into an oasis of freedom and justice.

I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.

I have a dream today!

I have a dream that one day, down in Alabama, with its vicious racists, with its governor having his lips dripping with the words of "interposition" and "nullification" -- one day right there in Alabama little black boys and black girls will be able to join hands with little white boys and white girls as sisters and brothers.

I have a dream today!

I have a dream that one day every valley shall be exalted, and every hill and mountain shall be made low, the rough places will be made plain, and the crooked places will be made straight; "and the glory of the Lord shall be revealed and all flesh shall see it together."

This is our hope, and this is the faith that I go back to the South with.

With this faith, we will be able to hew out of the mountain of despair a stone of hope. With this faith, we will be able to transform the jangling discords of our nation into a beautiful symphony of brotherhood. With this faith, we will be able to work together, to pray together, to struggle together, to go to jail together, to stand up for freedom together, knowing that we will be free one day.

And this will be the day -- this will be the day when all of God's children will be able to sing with new meaning:

My country 'tis of thee, sweet land of liberty, of thee I sing.

Land where my fathers died, land of the Pilgrim's pride,

From every mountainside, let freedom ring!

And if America is to be a great nation, this must become true.

And so let freedom ring from the prodigious hilltops of New Hampshire.

Let freedom ring from the mighty mountains of New York.

Let freedom ring from the heightening Alleghenies of Pennsylvania.

Let freedom ring from the snow-capped Rockies of Colorado.

Let freedom ring from the curvaceous slopes of California.

But not only that:

Let freedom ring from Stone Mountain of Georgia.

Let freedom ring from Lookout Mountain of Tennessee.

Let freedom ring from every hill and molehill of Mississippi.

From every mountainside, let freedom ring

And when this happens, when we allow freedom ring, when we let it ring from every village and every hamlet, from every state and every city, we will be able to speed up that day when all of God's children, black men and white men, Jews and Gentiles, Protestants and Catholics, will be able to join hands and sing in the words of the old Negro spiritual:

Free at last! Free at last!

Thank God Almighty, we are free at last!³

Човешките ресурси и кризата

Естествено всяка криза е период на нестабилност и заплаха за организацията. Но тази криза не е организационна, не е породена от отношения в бизнеса, от проблеми с технологиите и екологията. Както се изразява проф. Макс Оте, това е “криза на модела” . Но най-лошото е, че никой не знае кога точно и как ще приключи. Предизвикателствата и задачите, с които трябваше да се справят повечето от фирмите в условията на криза, най-общо изглеждаха така:
- Рязко снижаване и оптимизиране на разходите, оптимизиране на числеността на персонала.
- “Замразяване” на инвестиционните проекти и преразглеждане на програмите за развитие в новите условия.
- Съсредоточаване върху ключовите клиенти и подобряване на тяхното обслужване.

- Организационно преструктуриране и фокусиране върху основната дейност.
- Изнасяне на аутсорсинг на част от административните и поддържащи дейности.

- Повишаване на производителността.
- Реорганизиране на длъжностите, въвеждане на гъвкавост в работното време и преструктуриране на екипите.- Усвояване на две и повече професии, обучение в съответствие с новите компетенции.
- Задържане и мотивиране на ключовите специалисти, създаване на ядро от хора, подкрепящи промяната, активизиране на вътрешнофирмените комуникации и изграждане на съпричастност в новите условия.
При сблъсъка с тези предизвикателства в практиката се наблюдаваха най-често два типа корпоративно поведение - снижаване и борба за оцеляване в настоящето и борба за оцеляване в бъдещето. А какво ще бъде то? Трудно е да се предскаже, но от сега е ясно, че след кризата нищо няма да е такова, каквото е било. Икономиката няма да е същата, тенденциите на пазарите няма да са същите, методите на конкуриране няма да са същите и изискванията на клиентите няма да са същите.
В тази ситуация печели този, който се сети навреме за посланието на древните китайци, според които “опасност” означава и “възможност”. И двете понятия се изписват с един писмен знак. И може би това е мъдро. Защото точно по време на криза се появяват и нови възможности. Защото всеки сам избира своята карма в бизнеса: обрича се на страх, на пасивност и потъва в морето от “опасности” или устоява и продължава, като развива нови “възможности”, с подкрепата на мотивирани и компетентни хора, които знаят, че връщане назад няма.
Сега не малка част от работодателите у нас уволняват с размах и не си дават сметка за стратегическия проблем, който ще си позволя да нарека “криза след кризата”. А тя ще бъде за качествени кадри. Защото пазарът на труда няма да им върне обратно хората, които те са прогонили, нито тяхната съпричастност и професионализъм. Фирмите на нашите конкуренти, които ще изплуват и оцелеят в новите условия, ще бъдат обновени. Техният човешки потенциал няма да е същият, а много по-ефективен. И това, което отсега е ясно и безспорно, е, че основното и решаващото конкурентно корпоративно предимство отвъд кризата ще бъде качеството на човешкия капитал на компанията. Както казахме, кризата е опасност, внезапно и болезнено събитие за фирмата. Настоящата икономическа криза е неочаквана и динамично развиваща се промяна във външната среда, която води до проблеми в бизнеса и заплашва съществуването на предприятията. Кризата е събитие, което може да засегне или нещо повече - да унищожи цялата компания. Повечето анализатори оприличават настоящата криза на балон, който се е надувал в периоди на бурни спекулативни инвестиции и свръх печалби, до степен, която неизбежно замъглява реалните представи за възможностите на икономиката и бизнеса. “Компаниите плуват в своите розови очаквания, докато балонът се спука. И тогава започват верижните фалити. Спасяват се само онези, които са осъзнали, че печалбите не са нормални и са предусетили кризата” 2 . Управлението в условията на кризата изисква да се състави и започне реализирането на кризисен план преди събитията да предизвикат непоправими последствия за фирмата. Това означава да се разпознаят потенциалните рискове, да се пресметнат разходите и да се предприемат действия за преодоляване и смекчаване на последствията. Или както ни съветва Норман Р. Аугостин 3 : “Направете списък с всичко, което може да затрудни бизнеса ви. Обмислете възможните последствия и предвидете колко ще струват усилията, с които ще избегнете кризата.”
Управление на промяната в условията на криза На практика управлението в условията на криза, означава управление на промяната. Целта на кризисния план е да се осъществят действия и да се постигне такава промяна, която ще направи фирмата по-устойчива и по-конкурентна в новите условия. Мисленето, че хората са уплашени от кризата и с готовност ще изпълняват мерките, свързани с промяната във фирмата, е меко казано, наивно.

Стремежът да се запази статуквото и съпротивата срещу промяната са напълно естествен процес. И това е характерно за всички поколения в предприятието. В условията на криза и заплаха за организацията хората стават още по-консервативни и недоверчиви към всичко ново. Според популярния психолог Курт Левин (фиг. 1) , всяка промяна е своеобразен сблъсък между движещите сили (активи) на промяната и задържащите сили (съпротиви) срещу промяната. Ако нищо не се случва и няма промяна, то това означава, че силите на задържане в компанията са равностойни или по-мощни от движещите сили на промяната.

Фиг. 1.
Анализ на полето на силите по Курт Левин
Кои са активите на промяната в условията на настоящата икономическа криза? Това е преди всичко натискът за промяна, породен от въздействието на факторите на външната среда, външните сили - поведение на клиентите, тенденции към свиване на пазарите и изостряне на конкуренцията, понижаване на цени, ограничаване на ресурси, поведение на кредиторите, влошаване на бизнес-климата, ниво на инфлация, дефлация и пр. За да преодолеят тези проблеми, фирмите трябва да разработят свои антикризисни програми. Но самт по себе си това не е достатъчно. Нужна е воля, енергия и ресурси, за да бъдат реализирани тези програми. С други думи, необходимо е активизиране и допълнителен натиск от страна на вътрешните сили за промяна - воля и професионализъм на мениджмънта, адекватно формулиране на целите, открити комуникации и действена обратна връзка, лидерски стил на управление, ангажиране на линейните ръководители, създаване на екипност, мотивиране и изграждане на съпричастност и ангажиране с промяната на работниците и служителите, усъвършенстване на процесите, повишаване на ефективността и капацитета на човешкия, организационния и информационния капитал, адаптиране на организационната култура към промените в стратегията и пр.
Кои са задържащите сили и причините за съпротивата срещу промяната? Преди всичко - чувствата и страховете на хората. А те не са за подценяване, ако искаме промяната да стане реалност. Даваме ли си сметка какво се случва с тези чувства при т.нар. “редуциране на персонала”, наложено от стремежа ни да снижим разходите поради кризата? Или може би си вярваме, че хората ще забравят как сме постъпили с техните колеги, че все още ще ни имат доверие и ще бъдат съпричастни. Ако си давахме сметка за този проблем, би трябвало да изследваме под лупа всички “корпоративни дупчици”, всички неефективни направления и дейности, в които изтичат средства, и чак след това, да се обърнем към човешките ресурси. Както посочих, съпротивата срещу промяната е част от процеса на адаптиране към нея и няма защо да ни изненадва и впечатлява повече от необходимото. Тази естествена реакция не трябва да се заклеймява, а да се предвижда и преодолява чрез подходящи методи. Според организационните психолози причините за съпротивата срещу промяната са свързани с:
- недостатъчна информираност и поява на слухове;
- недоверие, липса на откритост в отношенията между мениджмънта и работещите;
- страх от загуба на работното място;
- страх от неизвестността;
- различия в оценката на ситуацията и в необходимостта от действията за преодоляване на проблемите;
- чувство за загуба на контрол над ситуацията;
- предубеждения и предразсъдъци;
- несигурност и страх от последствията;
- чувство за риск и загуба на лични ползи и придобивки;
- чувство за загуба на професионална репутация, неувереност в своите възможности, чувство за недостатъчна подготвеност за посрещане на последствията от промяната;
- дискомфорт, свързан с необходимостта от мобилизиране и активизиране, от промяна в навиците и утвърдените стереотипи;
- ниска поносимост към промените;
- липса на ясна визия за бъдещето и целите на промяната;
- първоначални грешки в реализирането на промяната (фалстарт).
Съпротивата срещу промяната се изразява в отрицателни реакции на работещите под формата на отчужденост, пасивност, податливост на слухове, конфликтност и пр.

Повечето от работещите в крайна сметка се адаптират към промяната, но е фатално да се мисли, че това ще стане отведнъж, или че промяната се е провалила, защото има съпротива. Адаптирането е динамичен и болезнен процес, който според изследователите преминава през четири етапа 4 на реакция:
Първи етап: Шок. Работещите се чувстват застрашени и объркани. Затварят се в себе си. Не поемат никакви рискове. Доминират пасивността, страхът и напрежението. Намалява производителността.
Втори етап: Отбранително оттегляне. След преодоляването на шока следва гневна реакция. Открито негодувание срещу промените. Зачестяват конфликтите. Активно или пасивно бойкотиране на мерките, свързани с промяната. Опити да се върне предишното статукво. Жалби и сигнали към външни институции. Нараства текучеството.
Трети етап: Признание. Активната съпротива затихва. Примиряване. Мърморене за загубеното. Работещите започват да търсят и нещо положително в промяната. Започват да разглеждат по-обективно плюсовете и минусите на новата ситуация. Ако първите крачки в промяната са сполучливи, готовността за поемане на риск се засилва.
Четвърти етап: Приемане и адаптация. Приспособяване към промяната. Заетите виждат себе си “преди и след” промяната и дори неохотно признават, че промяната може и да е “за добро”. В крайна сметка времето лекува. Приемането и адаптацията означава отказ от старата ситуация и преживяванията, свързани с нея. Ефективност на промяната в условията на криза Според психолозите Давид Глейкер и Артур Литъл, ефективността на усилията за промяна зависи от следните фактори: С = (А х В х D) - X, където: А е ниво на неудовлетвореност от сегашното положение; B - ясна визия, разбиране за бъдещото състояние; C - ефективност на промяната; D - практически първи стъпки; X - цената, която хората трябва да платят.

За да се появи поддръжка за промяната, хората трябва да изпитват достатъчна неудовлетвореност от сегашното състояние, която да мобилизира енергия към промяната. Трябва да се разбират целите на промяната, да се знае до какви резултати и последствия ще доведе тя. Да се създаде убеденост, че ползите от промяната са по-големи от усилията и дискомфорта. Първите стъпки са много важни. Трябва да се създаде чувство за реален успех. Поддръжката за промяната е резултат от ангажираността на работниците и служителите. Това е тяхното устойчиво поведение, което влияе пряко върху резултатите на компанията.

Ангажиран е този човек, който се чувства мотивиран да дава най-доброто от себе си за фирмата всеки ден и се разглежда в настояще и перспектива като част от нея. Кризата и свързаната с нея несигурност поставят на изпитание ангажираността на хората към своята компания. В условията на криза и промяна някои работодатели съсредоточават своите усилия най-вече към пазара, клиентите, ефективността, разходите и оставят на заден план взаимоотношенията с персонала. Това е фатална грешка, която може да коства съдбата на предприятието. За да се преодолее съпротивата към промяната, е изключително важно да се разговаря честно, открито и недвусмислено с хората. Мениджмънтът трябва да бъде по-отворен и достъпен за диалог с работещите. Категорично трябва да се отделя време и да се дава възможност на служителите да изразят и споделят своите безпокойства.

Мотивиращо и успокояващо действат и усилията от страна на ръководството да информира служителите си за мерките, които се предприемат, за да се стабилизира ситуацията и да се гарантира работата им в компанията. За да запазят мотивацията си и качеството на работа, служителите трябва да виждат и грижите, които ръководството на компанията полага за колегите им, които предстои да бъдат освободени. Така оставащите служители ще бъдат по-спокойни и уверени относно собственото си бъдеще. За да успее промяната, е необходим позитивизъм и оптимистична визия за бъдещето.

Лошите вести, стряскащите анализи, негативизмът и песимизмът на ръководителите може единствено да притеснят и блокират действията на работещите. Точно в момент на криза мениджърите трябва да покажат, че държат на всеки един от хората си, че имат доверие в техния професионализъм, че разчитат на тях както сега, така и в бъдеще. Кризата поставя работещите и организациите пред изпитания, където прилагането на традиционните фирмени мотивациионни системи е почти невъзможно. Трябва да се намери начин дори с ограничени средства системите за стимулиране да постигат по-голям ефект. Експертите на Hewitt и “Мандей инсайт” 5 съветват да се увеличи гъвкавата част на възнагражденията - да се плаща за представяне и резултати. Трябва да се отделя повече внимание и признание на ключовите специалисти и младите хора в компаниите, на най-продуктивните служители, като се насърчава и подпомага тяхното развитие. Изключително важно е да се поощряват конкретните резултати и поведението, свързано с целите на промяната. По-активно трябва да се използват непаричните и моралните стимули.
В заключение на казаното, не можем да подминем факта, че макар и да не го признаваме, или с голяма степен на сигурност дори да твърдим обратното, все още не сме усетили напълно истинския и оригинално горчив вкус на кризата, а в медиите вече гастролират мениджъри-победители и експерти от типа “на всяка манджа мерудия”, които са преборили проблемите. Те не са “засегнати” и знаят как, защото “кризата е за посредствените”. Колкото повече си затваряме очите обаче, колкото повече си внушаваме, че кризата “ще ни подмине”, толкова по-неподготвени ще ни завари тя. Какъв е смисълът на кризисния план, ако той вече не може да се реализира, защото сме изпуснали момента. Често, когато предприятията най-много се нуждаят от промяна, те най-малко са способни да я осъществят поради ситуацията, в която се намират. Промяната в компанията не е линеен процес, при който крайният резултат може да се види ясно от точката на стартиране. Осъществява се в условията на икономическа криза, която няма аналог. И в тази ситуация може би най-добрият съвет е да не разчитаме на съвети, а да заложим на опита, на работещите модели, на потенциала на хората и да поемем своята отговорност за последствията.

Ст. ас. д-р Томчо ТОМОВ , мениджър “Човешки ресурси” в “ТепроМетал” ЕАД, председател на Асоциацията за развитие на човешкия потенциал в индустрията

Маймунска ДеМотивация

Явор Янкулов, доктор по икономика

В една клетка затворили няколко маймуни (екип). В клетката имало кашони (ресурс) и банан, закачен на тавана (награда).

Една от маймуните (лидер) наредила три кашона един върху друг, покачила се по тях и взела банана. От тавана започнала да пръска студена вода (намеса на Топ Мениджмънта). Маймуните се разбягали. Закачили нов банан. Друга маймуна наредила кашоните, покачила се по тях и взела банана. Пак запръскала студена вода. Останалите маймуни я набили и изяли банана (работа в екип). Закачили нов банан. Сработил "рефлекса на Павлов" - щом една маймуна решила да вземе банана, другите я набили, защото знаели, че всички ще бъдат намокрени, но не всички ще ядат банан (групова отговорност). Действие Второ: Силата на екипаНамесил се HR отдела. Подменили една от маймуните (развитие на екипа). Новата маймуна решила да вземе банана, но останалите веднага я набили (фирмена култура).

Постепенно подменили всички маймуни. Последната нова маймуна решила да вземе банана. Другите усърдно я набили, без да знаят защо - те никога не били мокрени (Team Spirit).

Най-общо мотивацията е съвкупност от сили, каращи човека да постъпва по определен начин.

Именно Мотивацията е градивната сила, която мобилизира неподозираните възможности на всеки от нас. Мотивацията, обикновено произтича от някаква потребност, която не е удовлетворена. Ние правим нещо, защото имаме необходимост от него, стремим се да постигнем някакви резултати, имаме определени желания, вътрешни позиции, цели и ценности, които ни карат да избираме това поведение.

Това е механизмът на мотивацията.Мотивацията има най-общо три измерения:

1. Целите и причините, поради които хората правят своя избор на поведение; 2. Мисловният процес, на основата на който формират поведение;

3. Социален процес, посредством който някой променя поведението на друг. Мотивацията е градивна сила, но неправилното й управление може да доведе до апатия и съпротива. А решенията в организацията се реализират само и единствено, ако хората с които работим възприемат делегираните им задачи и отговорности като свои. Нека да проследим какви са фазите на загуба на мотивацията за работа в една фирма и какви причини ги обуславят.

Фаза А - Мотивиран за работа - работещия току що е назначен си е поставил високи цели и напълно се е амбицирал.

Фаза Б - Объркване - Сътрудникът установява, че не получава търсената подкрепа в началния период на навлизане в работата. Мениджърът е зает с решаването на други проблеми. Колегите слабо се интересуват от проблемите на новодошлия, за тях малко неща са трудни. Служителят забелязва, че останалите не са ентусиазирани и се оплакват. Ако неговата прилежна работа не бъде оценена навреме и той не след дълго ще започне да работи не толкова усърдно.

Фаза В - "Може би така е нормално" - мисли си новия сътрудник. Той става все по-малко инициативен, не подава бързо необходимата информация. Обикновено си казва - това няма значение. Желанието да направи нещо за останалите спада.

Фаза Г - Отказ от съдействие - Сътрудникът се отдръпва, става неактивен и безразличен към работата. Изрази като "И без това нищо няма да се промени" изразяват неговото отношение станало му присъщо.

Фаза Д - Търсене на друга възможност - изпълнява задълженията си формално, намира за излишно престараването. Търси нова работа.

Какви са индиректните външни сигнали, характерните признаци на демотивацията.

° Отсъствия - все по-чести, отпуск по болест

° Текучество на персонала на фирмата

° Необходимост от контрол на времето за почивка

° Ниско качество и количество на работа

° Слаб интерес към работата на колегите

° Липса на интерес към организацията - проблеми, успехи, перспективи.

МОТИВИРАЙ.МЕ

НЯКОЛКО ДУМИ ЗА УВЕРЕНОСТТА

Увереността е разликата, между това да усещаш, че нищо не може да те спре и да се чувствуваш уплашен от всичко. Начинът по който се възприемаш има огромно въздействие върху това как те възприемат другите. Възприятието е реалност – колкото по – уверен си в себе си, толкова по – голяма е вероятността за успех. Въпреки, че много от факторите, които влияят на увереността са извън контрола ти, има някои неща, които можеш да правиш съзнателно, за да увеличиш своята увереност. Използвайки тези 10 стратегии ще увеличиш потенциала си, ще се пребориш със страховете си и ще станеш уверен.

1. Обличай се добре.

Въпреки, че дрехите не правят човека, те със сигурност влияят на начина, по който се чувства. Никой не е повече заинтересован от начина, по който се обличаш, отколкото ти самия. Когато не изглеждаш добре, това променя начинът, по който се отнасяш към себе си и другите. В повечето случаи значителни подобрения могат да се направят като се къпеш и бръснеш често, обличаш се с чисти дрехи и си в течение на най-новите модни тенденции.Това не означава, че трябва да харчиш много пари за дрехи. Едно важно правило е: „Плати два пъти повече, купи два пъти по – малко”. Вместо да купуваш много евтини дрехи, купи по – малко, но качествени. В дългосрочен план това намалява разходите, защото по-евтините дрехи се износват по-бързо от по-скъпите.

2. Върви бързо.

Един от най – лесните начини да разбереш как един човек възприема себе си е да наблюдаваш походката му. Дали е бавна? Изморена? Болезнена? Или е енергична и целенасочена? Уверените хора вървят бързо. Те има къде да отидат, хора, които да видят, и важни неща, които да вършат. Дори и да не бързаш, можеш да увеличиш увереността си като вкараш малко тежест в стъпките си.

3. Имай добра стойка.

Стойката казва много за човека. Хората с отпуснати рамене и летаргични движения демонстрират липса на увереност. Те не са ентусиазирани за това, което правят и не считат себе си за важни. Като практикуваш добра стойка, автоматично ще се почувстваш по – уверен. Стой изправен, вдигни си главата и гледай хората в очите. Ще направиш позитивно впечатление на другите и незабавно ще се почувстваш по – уверен.

4. Рекламирай себе си.

Един от най – добрите начини да изградиш самоувереност е да слушаш мотивираща реч. За съжаление, възможностите да слушаш добър лектор са малко. Затова можеш да си направиш реклама на себе си. Напиши 5 – 10 мин. реч, която разкрива твоите силни страни и цели. След това я рецитирай пред огледало на висок глас /или наум ако искаш/ винаги, когато се нуждаеш от повдигане на увереността ти.

5. Бъди благодарен.

Когато прекалено много се фокусираш над това, което искаш, мисълта ти започва да си измисля причини защо не можеш да го имаш. Така започваш да мислиш за своите слабости. Най – добрият начин да избегнеш това е да се фокусираш съзнателно над това, за което си благодарен. Отдели си време всеки ден да мислиш за всички хубави неща в твоя живот за които си благодарен. Това са твоите предишни успехи, любовни връзки, уникални качества и позитивни моменти. Ще бъдеш учуден от това колко много хубави неща има в живота ти и това ще те мотивира към успех.

6. Прави комплименти на другите хора.

Когато мислим негативно за себе си, често проектираме това чувство към другите под формата на обиди и клюки. За да излезеш от този цикъл на негативност, създай си навик да хвалиш другите. Когато търсиш най-доброто в другите, ти индиректно показваш най – доброто от себе си.

7. Седни на първия ред.

В училищата, офисите и публичните събирания по света хората постоянно се опитват да седнат в края на стаята. Повечето хора предпочитат задните редове, защото ги е страх да бъдат забелязани. Това се отразява на самоувереността. Като седнеш на първия ред това ще ти помогне да преодолееш този нерационален страх и ще ти вдъхне увереност. Освен това, ще бъдеш по – забележим за важните хора, които говорят пред другите в стаята.

8. Взимай думата и говори.

По време на дискусии в групата, много хора много хора никога не взимат думата защото ги е страх, че другите ще ги съдят ако кажат нещо глупаво. Този страх не е наистина оправдан. Общо взето, хората са много по – възприемчиви, отколкото си представяме. Всъщност, повечето хора имат същите страхове. Като направиш усилие да вземеш думата поне веднъж в групова дискусия, ще станеш по – добър говорител пред публика, по – уверен в твоите мисли и ще се изявиш като лидер сред другите.

9. Спортувай.

Също както и външния вид, физическия фитнес има голям ефект върху увереността. Ако не си във форма ще се чувствуваш несигурен, непривлекателен и по – малко енергичен. Ако имаш дисциплината да спортуваш, това ще те накара не само да се чувствуваш по – добре, а създава позитивен момент върху, който можеш да градиш през останалата част от деня.

10. Фокусирай се над това да допринасяш.Т

върде често мислим единствено за собствените си желания. Фокусираме се твърде много върху нас, а недостатъчно върху нуждите на другите хора. Ако престанеш да мислиш за себе си и се концентрираш върху това, което допринасяш за останалата част от света, няма да се притесняваш толкова много за собствените си недостатъци. Това ще увеличи твоята увереност и ще ти позволи да даваш максимално ефективно. Колкото повече допринасяш за света и другите хора, толкова повече ще бъдеш възнаграден с успех и признание от тях.

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