Trade Finance Alternatives for Export Companies
Are you selling goods or services to companies in other countries? Although expanding your company beyond your national borders is very exciting and profitable, it will also subject you to the payment habits of your foreign customers. Many times, customers can take as long as 60 days to pay for their goods. Although large export companies can wait that long to get paid, most small and medium sized businesses can't. This cr

Don't Damage Your Brand With The Next Cheesy Cable Ad
We’ve all seen, and laughed at, the cheesy cable ads. From the low-quality video production, the ugly flashing headlines, the silly scripts, the ridiculous acting…they’ve been entertaining us for years. And, they've raised the question "What were they thinking?" What is so hard to understand, is that the very advertisers who continue to spend good money to produce and run these brand-damaging ads, had to have seen ads like

Set Yourself APART - if You Dare
Follow these steps to stand out from the crowd and achieve the results you want:(A) ActionsEverything you do, has an impact on your life and on the impression you leave with the people around you. Consider all that you do. How do you respond to others? How do you treat those who help you in your daily activities? How much effort do you put into your work, your sport, relationships? Everything counts. organizations is to aggressively seek responsibilities.

Each of these options produces its own predictable results.

To just avoid responsibility means at best to stay in place and in time to drift downward into the routine of bureaucracy.

To accept responsibility is to advance in lock steps with a lot of other people in the pack who believe that is enough to satisfy their ambitions.

To seek responsibility is the way to move ahead of one's peers.

The upwardly mobile person, however, also knows that the reach for responsibility must never exceed the grasp – the ability to handle it.

BE SURE YOU CAN DELIVER

Promise only what you can deliver and deliver what you promise is wise career advice.

The irresistible urge to seek out and take on more and more assignments is a sure sign of career health, if it is controlled. But taking on additional assignments until there is an impossible overload is a sure road to big headaches, if not worse.

If your supervisor has seen you as a reliable, ambitious producer, he will be only too glad to let you take on more and more. However, he may not recall all that you already have on your plate.

He gives you another responsibility and he expects you to do your usual good job on time. But if the assignment is not completed as promised, he forgets "what you've done for him lately." His chagrin and disappointment will not be lessened by the excuse, "I have had much to do. I have been here every night until ten or eleven o'clock."

Lou Gerstner, the recently retired CEO at IBM, says the ambitious person needs to learn early on that it is perfectly acceptable to decline an assignment. That is, he says, if you are already overloaded and know that you cannot deliver on an additional project.

Far better, declares Gerstner, to say up front: "Sorry, although I would like to do that job for you, I am so overloaded right now that I simply can't deliver the kind of quality you and I both want on the schedule you need. Can you give me a little more time or can we delay delivery of another one of my assignments?"

The message is clear. Reach out and grasp all of the responsibility you can handle. But once an assignment is taken there is absolutely no viable excuse for not completing it as promised.

Ask yourself two questions:

• When I have finished an assignment, do I wait for my leader to give me another one or do I go looking for the next task to do?

• Am I looking ahead to the challenge of increasingly difficult responsibilities?

The answers to these questions are a sure

nly what you can deliver and deliver what you promise is wise career advice.

The irresistible urge to seek out and take on more and more assignments is a sure sign of career health, if it is controlled. But taking on additional assignments until there is an impossible overload is a sure road to big headaches, if not worse.

If your supervisor has seen you as a reliable, ambitious producer, he will be only too glad to let you take on more and more. However, he may not recall all that you already have on your plate.

He gives you another responsibility and he expects you to do your usual good job on time. But if the assignment is not completed as promised, he forgets "what you've done for him lately." His chagrin and disappointment will not be lessened by the excuse, "I have had much to do. I have been here every night until ten or eleven o'clock."

Lou Gerstner, the recently retired CEO at IBM, says the ambitious person needs to learn early on that it is perfectly acceptable to decline an assignment. That is, he says, if you are already overloaded and know that you cannot deliver on an additional project.

Far better, declares Gerstner, to say up front: "Sorry, although I would like to do that job for you, I am so overloaded right now that I simply can't deliver the kind of quality you and I both want on the schedule you need. Can you give me a little more time or can we delay delivery of another one of my assignments?"

The message is clear. Reach out and grasp all of the responsibility you can handle. But once an assignment is taken there is absolutely no viable excuse for not completing it as promised.

Ask yourself two questions:

• When I have finished an assignment, do I wait for my leader to give me another one or do I go looking for the next task to do?

• Am I looking ahead to the challenge of increasingly difficult responsibilities?

The answers to these questions are a sure

ompleted as promised, he forgets "what you've done for him lately." His chagrin and disappointment will not be lessened by the excuse, "I have had much to do. I have been here every night until ten or eleven o'clock."

Lou Gerstner, the recently retired CEO at IBM, says the ambitious person needs to learn early on that it is perfectly acceptable to decline an assignment. That is, he says, if you are already overloaded and know that you cannot deliver on an additional project.

Far better, declares Gerstner, to say up front: "Sorry, although I would like to do that job for you, I am so overloaded right now that I simply can't deliver the kind of quality you and I both want on the schedule you need. Can you give me a little more time or can we delay delivery of another one of my assignments?"

The message is clear. Reach out and grasp all of the responsibility you can handle. But once an assignment is taken there is absolutely no viable excuse for not completing it as promised.

Ask yourself two questions:

• When I have finished an assignment, do I wait for my leader to give me another one or do I go looking for the next task to do?

• Am I looking ahead to the challenge of increasingly difficult responsibilities?

The answers to these questions are a sure

kind of quality you and I both want on the schedule you need. Can you give me a little more time or can we delay delivery of another one of my assignments?"

The message is clear. Reach out and grasp all of the responsibility you can handle. But once an assignment is taken there is absolutely no viable excuse for not completing it as promised.

Ask yourself two questions:

• When I have finished an assignment, do I wait for my leader to give me another one or do I go looking for the next task to do?

• Am I looking ahead to the challenge of increasingly difficult responsibilities?

The answers to these questions are a sure indicator of the direction and pace of your career.