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Casual Articles - Managing Your Boss: 4 Rules To Live By and 4 Steps To Take
I heard this story told about film director Cecil B. DeMille. I have no way of knowing if it's true, but the story beautifully captures the communications stall.Mr. DeMille spared no expense to part the Red Sea for his epic production of The Ten Commandments. Actors, engineers, horses, and assorted other animals were everywhere. The dust, heat, and noise were ferocious. Finally, everyone was ready to go and DeMille called out, "Roll the cameras" and "Action." After he finished shooting the scene, DeMille called to a cameraman on a high cliff to check on how that part of the filming had gone. The cameraman reportedly yelled back, "Ready when you are, C.B.!"If the story were true, DeMille should have checked to see if the camera was rolling before shouting "Action."You should do the same. Check first to see if your message is received and correctly understood before going into action. Ask people what they heard and what they plan to do, and keep repeating the message in different ways to reinforce your point.JUST THE FACTS, MA'AM<
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a pe
The reality of home business ifs that not everyone makes it. In fact I knew from my research that 95% are bound to fail. I decided I was going to look for something free. I didn’t want to waste my money if the statistics showed that more than likely I would fail. I found SFI it was free to join so I signed up.When I joined SFI and started as a free member I was skeptical about the reality of home business. I found out that I wouldn't make any money unless I became an EA -meaning you either have to make so much in sales every month or you buy so much every month. Even though I was skeptical about the reality of home business I decided to get my EA status the easy way and buy a $30 membership that would give me EA status every month without having to worry about it.I was put off by this until I realized that by becoming an EA I locked in my position on the powerline and everyone who joined SFI after me would contribute to my check. The first month isn't much but I calculated it out and within 3 months the SFI powerline will be paying for my
You see, John's pet interest was marketing and he expected all of his people to make this their number one priority.
Do you know what your manager's number one or key priorities are?
Although we often have performance discussions with our manager, how clear are we on the order of priority they have for each area of our performance? How clear are they themselves about their "expectations" of us? These "expectations" are often unwritten and in fact may be somewhat different to the formal performance requirements of the role.
So, what's the best way to manage the relationship with your boss? There are two aspects of this; firstly four clear action steps that you can plan for and take at the start of your working partnership and secondly, four "rules" that you should follow in all your dealings with your boss to ensure a productive working relationship is maintained.
Step One: Agree your manager's expectations of you
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a per
Relationships with workers, finding work in the first place, running projects and maintaining detailed and accurate records of all costs are just some of the responsibilities construction contracting firms have to juggle. Strategic planning is a luxury mostconstruction contractors don’t have any time for, and this is where construction estimating programs can help. Providing accurate estimates, monitoring profits and saving time are all benefits offered by good estimating softwareAny quality construction estimating programs will enable you to work project scheduling out from finish to start. It will be clear when materials need to be ordered and delivered, when you can have plumbers and electricians work on more than one job at a time and how the job is going according to the budget.With construction estimating programs you should be able to view accurate costing for projects so estimates will include decent profit margins so you can stop living from paycheck to paycheck. With clear daily monitoring of the big picture contractors c
You see, John's pet interest was marketing and he expected all of his people to make this their number one priority.
Do you know what your manager's number one or key priorities are?
Although we often have performance discussions with our manager, how clear are we on the order of priority they have for each area of our performance? How clear are they themselves about their "expectations" of us? These "expectations" are often unwritten and in fact may be somewhat different to the formal performance requirements of the role.
So, what's the best way to manage the relationship with your boss? There are two aspects of this; firstly four clear action steps that you can plan for and take at the start of your working partnership and secondly, four "rules" that you should follow in all your dealings with your boss to ensure a productive working relationship is maintained.
Step One: Agree your manager's expectations of you
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a pe
Ahhhh... finally something worthwhile in my physical mailbox today.If you are in business for yourself, you must constantly be on the lookout for hot marketing and great examples of well written sales copy.Today, it happened.In Calgary where I live there is a shameful shortage of well written marketing material. Business owners scared of actually doing something that gets results - and a minuscule number of people who actually understand the direct response business (sad for a city of a million people! - but also a good opportunity for helping them learn).Imagine my surprise when I opened the perfect direct mail envelope (white #10 - return address without a name - looks very much like personal mail)... and it came from a furnace company!Headline: 'Troy, Are You Thinking About Replacing Your Furnace?'(hint: why can't you replace replacing your furnace with your business and send out the same headline to your prospects? Also note, my name was in the headline - very good way to improve your response)Subhead: I
You see, John's pet interest was marketing and he expected all of his people to make this their number one priority.
Do you know what your manager's number one or key priorities are?
Although we often have performance discussions with our manager, how clear are we on the order of priority they have for each area of our performance? How clear are they themselves about their "expectations" of us? These "expectations" are often unwritten and in fact may be somewhat different to the formal performance requirements of the role.
So, what's the best way to manage the relationship with your boss? There are two aspects of this; firstly four clear action steps that you can plan for and take at the start of your working partnership and secondly, four "rules" that you should follow in all your dealings with your boss to ensure a productive working relationship is maintained.
Step One: Agree your manager's expectations of you
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a pe
In fact, her father explained the fundamental principles to my father over 30 years ago: A renewable energy source that’s not subject to Arab oil embargoes or Mid-East wars ... cleaner fuel for the world’s automobiles... more jobs... less pollution.Now, that future is here:Every country on the planet wants to see more of its automobiles running on renewable fuels like ethanol. And with 600 million gas- and diesel-burning cars and trucks on the road today, that implies the most massive transformation since the industrial revolution. Every major government is implementing policies that stimulate ethanol consumption. And with hundreds of billions of public money pouring into research and development, this is not exactly a temporary fling. Wealthy individuals, large banks, major mutual funds are all looking more seriously at ethanol. And yet, the big flows of investment money into ethanol have barely begun. Why the Hesitation?I Count Three Reasons ...• First, some investors seem to think investing in ethanol is strictly for envir
So, what's the best way to manage the relationship with your boss? There are two aspects of this; firstly four clear action steps that you can plan for and take at the start of your working partnership and secondly, four "rules" that you should follow in all your dealings with your boss to ensure a productive working relationship is maintained.
Step One: Agree your manager's expectations of you
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a pe
As a patient, we want to believe that our lives are in the hands of people who we can trust to do their job of medical billing without looking at the bottom line. But the sad truth is, it's the size of the claim and not the seriousness of your problem that gets the highest priority when it comes to crunch time.The biggest problem with medical billing is that it's still a business. The medical billing agencies get their money from getting a premium paid on each claim based on how much the claim itself is. If you're doing bulk business, this really ads up over time. The doctors are willing to pay for this service because they just don't have the time to do the billing themselves. So that's where the big companies come in.The problem arises when the company gets backed up. How does this happen? Simple. As claims get submitted, a certain percentage of them are going to get denied. There is no way around this. Medical billing personnel make mistakes and claims get fouled up. Well, when this happens, these claims have to get resubmitted.
A simple way of doing this, is to have a discussion with him or her (preferably soon after you start in the role). Ask your manager;
• "What are the top three priorities in the role that you would like me to focus on?"
• Or, if you have a formal performance discussion, ask your manager to assign a percentage figure of "importance" against each one of your key responsibility areas (each area should be given a percentage out of a total for all areas of 100%) so that you can assess his or her priorities. You should also ask "Why this is so important?" as the answer will give you a lot of good clues for developing the relationship.
Should this discussion merely be a repeat of the formal performance requirements of your role, then you will need to gather some of the "unwritten" ways your boss will assess both you and your performance. Sometimes, the boss may not even be consciously aware of these expectations, but none the less they will be there. One good way of doing this is to ask him or her to explain their ideal employee. You can do this with a question such as: "You've probably had many good people working for you previously. What is it about these people that you particularly liked?" If you want some more information, you can always ask your manager to describe some of the characteristics and behaviours of their most disappointing employees.
Step Two: Assess yourself
What is it about you that impedes or facilitates working with your boss? Draw up a (short) list of "Things that I like about working with my boss" and "Things that I don't like about working with my boss". Work out some ways to overcome, or at least manage, the things that you don't like, for these are probably the areas that your boss is least happy with. If necessary, ask some of your peers for assistance, particularly those who seem to have a good relationship with him or her.
You should also review the information about your manager's ideal employee and most disappointing employee that you obtained in step one. What will you need to do to ensure that you take account of your manager's likes and dislikes in his or her employees?
Applying this step doesn't mean that you have to change your style or personality. However, it does mean that you need to be careful that your behavi
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