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  • Added for You - Is Your Door Really Open - Or Just Blowing in the Wind?

    Got Domains? Get Paid for Them
    Have you ever thought of an idea for a web site and rushed out to buy a domain name, only to quickly lose interest and let it sit undeveloped for months?Instead of letting your domain names waste away unused, you should consider “parking” them.It takes less than five minutes, and once your domain is parked, you can start making money every time that a visitor clicks an ad on your page.If you decide one day that you do want to develop the domain, it is just as painless to un-park it.In order to park a domain, all you need i
    f those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or ca
    Cross Selling Shouldn't Be Crass
    The other night I phoned to activate a charge card, expecting it would take a minute or two, and I’d be on my way.Instead, I was held hostage by a representative who immediately launched into a talk-a-thon about balance transfers and perhaps five more topics that had nothing to do with the purpose of my call.If I didn’t interrupt, I might not have found the time to write this article.Of course, I was being cross-sold, but it was being done so flagrantly, so crudely, and so insensitively, that even I, an ardent advocate of cross-selling (and
    How many of us know managers who proudly proclaim their open-door policy? Although I have no scientific evidence, I believe that those who claim most loudly that they have an open-door policy have employees who use it the least.

    The little white truth is … to have an open door policy means information must flow freely out of that open door before information can flow into that open door.

    The leader who wants to have open dialogue with his employees needs to view sharing information as an opportunity rather than a burden. Having an open door policy means fostering open dialogue with a free exchange of information, especially on the most important issues, where direct reports and people throughout the organization need to be solicited regularly for information.

    The following steps will help develop a true open door policy.

    1. Keep people well informed. Share appropriate information with everyone who could benefit from this knowledge. Executives love reports that deliver a scoreboard of how their responsibilities are performing. Why not share it with everyone involved? The more you can link your strategic priorities with the goals of everyone contributing to the success of those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or cau

    A Measuring Stick for New Projects
    One of the reason we are entrepreneurs is because we have tons and tons of ideas. And fortunately or unfortunately, we are enthusiastic about every one of them. So how do we focus ourselves? How do we pick the projects we would undertake next? What kind of a measuring stick can we build to help us make a decision?Everyone's measuring stick will be different. You are the only one that can pick the qualities that define value for you. After you choose your list of qualities you will need to assign a value to each of them in order to create your own personal
    mation must flow freely out of that open door before information can flow into that open door.

    The leader who wants to have open dialogue with his employees needs to view sharing information as an opportunity rather than a burden. Having an open door policy means fostering open dialogue with a free exchange of information, especially on the most important issues, where direct reports and people throughout the organization need to be solicited regularly for information.

    The following steps will help develop a true open door policy.

    1. Keep people well informed. Share appropriate information with everyone who could benefit from this knowledge. Executives love reports that deliver a scoreboard of how their responsibilities are performing. Why not share it with everyone involved? The more you can link your strategic priorities with the goals of everyone contributing to the success of those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or ca

    On Women Leaving The Canadian Labour Market
    Last week I blogged about a StatsCanada report that noted that the participation rate of women in the workforce was declining, which is a sudden reversal of a decades long trend. This trend was sharpest in Alberta and StatsCanada opined that the availability of day care spaces for children may have been a contributing factor.The Montreal Gazette is carrying an article today that reports that Quebec women are actually increasing labour force participation rates and provides a couple of possible explanations as to why women in other provinces are choosing t
    ee exchange of information, especially on the most important issues, where direct reports and people throughout the organization need to be solicited regularly for information.

    The following steps will help develop a true open door policy.

    1. Keep people well informed. Share appropriate information with everyone who could benefit from this knowledge. Executives love reports that deliver a scoreboard of how their responsibilities are performing. Why not share it with everyone involved? The more you can link your strategic priorities with the goals of everyone contributing to the success of those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or ca

    Competition or Companion?
    Joint ventures can turn your competition into your companion!What are they and are they profitable?You can benefit greatly from sharing the costs of your advertising and promotional campaigns, while doubling the size of your target market.How can that be so? It’s simple! just look at it like this, you are in the coffee business, you have identified your major competitor, he/she is currently servicing a good portion of the customers you wish to attract. This competitor has been servicing these clients for many years and has built up a strong
    ormation with everyone who could benefit from this knowledge. Executives love reports that deliver a scoreboard of how their responsibilities are performing. Why not share it with everyone involved? The more you can link your strategic priorities with the goals of everyone contributing to the success of those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or ca
    Blonds Have More Fun!
    In the book, The Blond Knight of Germany, American authors Toliver and Constable detail the life of the greatest fighter pilot to ever fly, Germany's Erich Hartmann. During WWII, Hartmann recorded 352 confirmed in-flight victories. To put it into perspective, very few American fighter pilots reached 100 in-flight victories. Simply put, Erich Hartmann reached levels of greatness most fighter pilots can only dream about.Would you like your business to achieve such levels of greatness? A common way to learn from the success of others is to look at what t
    f those priorities, the better you create buy-in and dialogue by letting them know how performance relates to the strategic goals. Look at your manager meetings. Most manager meetings I’ve attended consisted of multiple hours of department heads defending themselves or offering excuses, reasons, or causes of falling short of expectations. Seldom does significant forward thinking information come from the leader in charge as to revisiting strategic objectives and vision sharing. Don’t be the leader that keeps people looking at the trees instead of the forest.

    2. Ask how you can more effectively foster open dialogue. So often we try to make something better or more efficient for others without ever asking the others what they really want. Don’t assume you already know the answer. Actively solicit input, not just on how to create open dialogue, but rather consider it in all aspects of your organization. By requesting input, you are telling your employees without proclamation that you practice an open door policy. However, the only way you will get this input is if you create an atmosphere that supports this dialogue. Say all you want about being open to input, but when you let your actions speak for your words, there is no need to tell everyone you have an open door policy. It’s a given that you are a leader who can be approached.

    3. Do not shoot the messengers of bad news when they deliver accurate information. What good is an open door if everyone is afraid of the tirade followi

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