Career Authenticity - Step 5 - What Payoff Are You Getting At Work?
You get what you pay for does not just apply to shopping. You are paying a price, whether you know it or not, at work and you are getting exactly what you pay for.Step 5 – If in step 4 you were unable to identify any way for you to express your authentic self, determine what the payoff is for working in this job. When we continue to do the same thing over and over - in this case going to work at the same job day after day - and we resist making a change, it is partially because there is a pay off for us to stay. We must be get

Offline Advertising - A Great Way to be Seen!
Making it Big Online by Straying Offline!I bet you were thinking that really doesn't make sense, how am I supposed to make money online if I am not working all the hours god sends infront of my computer?The answer to that question is so simple and yet not many people think about it and if they do they soon forget it and continue to do battle with the thousands of other 'Internet Marketeers' out there.Don't get me wrong there is nothing wrong with working online and I think that to make it big you need a healthy balance

Do You Know the Difference Between Commercial and Executive Suites?
If you don’t, it could cost you a lot of money. Particularly if you’re a small business, start-up or a company looking for short-term office accommodations. At first glance you might say to yourself, “Executive suites sound way too expensive for my budget.” But don’t be fooled by a name. If you’re looking to set-up and staff an office, executive office space could save you as much as 70% over commercial office space. Executive suites go by several different names. They might be called: Shared Office Spacedia often portrays these people as tough guys who drive their people by the force of their personality, shouts and threats - no wimps allowed.

Jack Welch the ex CEO of General Electric writes in his book "jack" - "Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs".

Now that statement may be true however it leads managers to believe that they most certainly have to be strong. There's no way that a manager wants to be perceived as weak. However, it's how you define tough and strong that decides how successful a manager you'll be.

We're all aware of the big tough sports coaches who run successful teams. In the United States the legendary Red Wings coach Scotty Bowman, often billed as the greatest coach in hockey, was well known as a relentless, heartless and humourless task master.

Another legend, football coach, Vince Lombardi, was known to work his teams hard. He pushed his players and made them repeat plays over and over till they got it right. He yelled at his teams for any mistakes, even after games they had won. One of his famous lines is - "Winning isn't everything. It's the only thing." He had rigid rules, imposed discipline and had no tolerance for mistakes.

Sir Alex Ferguson, Europe's most successful soccer coach was once in the news due to a dressing room incident at Manchester United. The team had just lost a game that he felt they shouldn't have lost and he was letting the players know how he felt about that. Apparently, in his temper, he kicked a football boot across the dressing room and hit one of his star players, David Beckham, just above the eye.

Unfortunately the media presents these situations and character traits as what makes a successful manager. Managers and particularly those new to a leadership role, try to model themselves on those that they read about and see on TV.

In a recent seminar I asked a young manager why she thought Roy Keane played so well under Sir Alex Ferguson at Manchester United - "It's because Alex regularly kicks his ass" was her reply. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field. I asked this young manager how she thought Roy would respond to having his ass kicked regularly. She didn't seem to have an answer to that.

Here are some other comm

that decides how successful a manager you'll be.

We're all aware of the big tough sports coaches who run successful teams. In the United States the legendary Red Wings coach Scotty Bowman, often billed as the greatest coach in hockey, was well known as a relentless, heartless and humourless task master.

Another legend, football coach, Vince Lombardi, was known to work his teams hard. He pushed his players and made them repeat plays over and over till they got it right. He yelled at his teams for any mistakes, even after games they had won. One of his famous lines is - "Winning isn't everything. It's the only thing." He had rigid rules, imposed discipline and had no tolerance for mistakes.

Sir Alex Ferguson, Europe's most successful soccer coach was once in the news due to a dressing room incident at Manchester United. The team had just lost a game that he felt they shouldn't have lost and he was letting the players know how he felt about that. Apparently, in his temper, he kicked a football boot across the dressing room and hit one of his star players, David Beckham, just above the eye.

Unfortunately the media presents these situations and character traits as what makes a successful manager. Managers and particularly those new to a leadership role, try to model themselves on those that they read about and see on TV.

In a recent seminar I asked a young manager why she thought Roy Keane played so well under Sir Alex Ferguson at Manchester United - "It's because Alex regularly kicks his ass" was her reply. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field. I asked this young manager how she thought Roy would respond to having his ass kicked regularly. She didn't seem to have an answer to that.

Here are some other comm

It's the only thing." He had rigid rules, imposed discipline and had no tolerance for mistakes.

Sir Alex Ferguson, Europe's most successful soccer coach was once in the news due to a dressing room incident at Manchester United. The team had just lost a game that he felt they shouldn't have lost and he was letting the players know how he felt about that. Apparently, in his temper, he kicked a football boot across the dressing room and hit one of his star players, David Beckham, just above the eye.

Unfortunately the media presents these situations and character traits as what makes a successful manager. Managers and particularly those new to a leadership role, try to model themselves on those that they read about and see on TV.

In a recent seminar I asked a young manager why she thought Roy Keane played so well under Sir Alex Ferguson at Manchester United - "It's because Alex regularly kicks his ass" was her reply. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field. I asked this young manager how she thought Roy would respond to having his ass kicked regularly. She didn't seem to have an answer to that.

Here are some other comm

l manager. Managers and particularly those new to a leadership role, try to model themselves on those that they read about and see on TV.

In a recent seminar I asked a young manager why she thought Roy Keane played so well under Sir Alex Ferguson at Manchester United - "It's because Alex regularly kicks his ass" was her reply. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field. I asked this young manager how she thought Roy would respond to having his ass kicked regularly. She didn't seem to have an answer to that.

Here are some other comments I've read about successful sports coaches and managers -

John Wooden -
"One of the true gentlemen in sports or any other walk of life" "He taught them to be good people, good sports and still be competitive"

Scotty Bowman -
"A great sense of humour that people never see" "Deep down, a caring man"

Mike Krzyzewski -
"You cannot mistake the fact that he loves his players. He cares about their schooling and them being model citizens" "Coach K still puts up the wins proving once and for all nice guys can finish first"

Wayne Graham, baseball coach, Rice University:
"A demanding coach is redundant. If they are going to be happy with you and produce, they have to know you care"

Managers are misreading the signs sent by the media and our culture and it's creating difficulty for them. Some managers can adopt the tough guy approach very easily but most feel uneasy with it. The ones, who're uneasy, in an attempt not to be seen as weak, then manage their people in a way that makes them as a manager feel uncomfortable. This ultimately causes problems with their teams. I think we should look at what really makes a successful manager and it certainly isn't just about being a "tough guy."