As a precursor to having the quick route into how your people are feeling each day, it is a big help if you have open and honest relationships with them to start with. This comes from keeping in regular conversation with them, being true to your word and understanding that it is not always your business that is the most important thing in their lives. Make a start on getting these right and you will be well on your way!

By sensing the following five things, you will build rapport much more easily and learn what's going on with your people quickly, time after time.

1. Mood
   The first, easiest and most powerful thing to sense is mood. As part of your morning welcomes to your people, naturally engaging in conversation will give you a hint about mood. Take care here, many people are overly sesnitive to fault and blame here. It is easy to blame yourself through assumption. It is easy to blame others for behaving 'stupidly'. The truth of mood is usually somewhere in-between or neither. A 'sense' of mood gives you a heads-up on how you might be exepcted to behave with that individual during the day. This can be varied pace, focus, challenge and urgency, amongst others. Know your people well and you will build a picture. Note, a good boss, will not avoid dealing with things which need dealing with, it's more about the 'how you do it'.<
   
2. Workload
   Holding great, open conversations will give you a feel for where they are in their workload. This is a 'good thing' to know and with experience you can judge what it means to each of your people. For example, some of your people will find it hard to say 'no' to you, the intimidating boss that you are (just kidding - I hope!). And that often means they can't cope with the workload they take on. Getting sensitive to how each individual on your team responds is very important to you, and to them. You can help build their saying 'no' skills by encouraging honesty and reality and feedback - to you! Conversely, some people need much more workload to get the best from them - they thrive on the energy they get from a full to-do list. Your sensing their individual needs makes the difference.
   
3. Health
   We all have off days. Sometimes it's subclinical flu; sometimes it's a bit of dodgy catering (as Dickens would say, 'a peice of undercooked beef'). Whatever causes it, we feel under the weather. As a manager, you can get a feel for this if you know your
   Get Committed To Your Job Search
   Review the Sunday paper classifieds. Check. Send out some r?sum?s. Check. Post your r?sum? on Monster. Check. Call that buddy who works in HR. Check. The winter is coming to an end, the days are getting longer, and you’re kick-starting that job search that seems to always find itself on the backburner. The motivation tends to waiver as your attempts garner little more than a few postcards wishing you well in your ‘career endeavors.’ Why? Why did those two perfect jobs not recognize you as the perfect candidate? The truth is that you need to make a real commitment to locking down that next
   always your business that is the most important thing in their lives. Make a start on getting these right and you will be well on your way!

   By sensing the following five things, you will build rapport much more easily and learn what's going on with your people quickly, time after time.

   1. Mood
      The first, easiest and most powerful thing to sense is mood. As part of your morning welcomes to your people, naturally engaging in conversation will give you a hint about mood. Take care here, many people are overly sesnitive to fault and blame here. It is easy to blame yourself through assumption. It is easy to blame others for behaving 'stupidly'. The truth of mood is usually somewhere in-between or neither. A 'sense' of mood gives you a heads-up on how you might be exepcted to behave with that individual during the day. This can be varied pace, focus, challenge and urgency, amongst others. Know your people well and you will build a picture. Note, a good boss, will not avoid dealing with things which need dealing with, it's more about the 'how you do it'.<
      
   2. Workload
      Holding great, open conversations will give you a feel for where they are in their workload. This is a 'good thing' to know and with experience you can judge what it means to each of your people. For example, some of your people will find it hard to say 'no' to you, the intimidating boss that you are (just kidding - I hope!). And that often means they can't cope with the workload they take on. Getting sensitive to how each individual on your team responds is very important to you, and to them. You can help build their saying 'no' skills by encouraging honesty and reality and feedback - to you! Conversely, some people need much more workload to get the best from them - they thrive on the energy they get from a full to-do list. Your sensing their individual needs makes the difference.
      
   3. Health
      We all have off days. Sometimes it's subclinical flu; sometimes it's a bit of dodgy catering (as Dickens would say, 'a peice of undercooked beef'). Whatever causes it, we feel under the weather. As a manager, you can get a feel for this if you know you
      Opening a Dollar Store - Minimize Merchandise Stocking Labor and Time
      One of the challenges faced by every entrepreneur who is opening a dollar store is quickly and properly restocking the sales floor. It is soon obvious that as sales grow so too does the need to continually replace sold items. Restocking high quantities of merchandise requires proper timing of buying and lots of labor.It is important to know what is selling in your store when opening a dollar store. It is even more important to have that merchandise on hand at all times. Since these products will sell quickly, the labor associated with handling during receiving and stocking should be kept to a mini
      to fault and blame here. It is easy to blame yourself through assumption. It is easy to blame others for behaving 'stupidly'. The truth of mood is usually somewhere in-between or neither. A 'sense' of mood gives you a heads-up on how you might be exepcted to behave with that individual during the day. This can be varied pace, focus, challenge and urgency, amongst others. Know your people well and you will build a picture. Note, a good boss, will not avoid dealing with things which need dealing with, it's more about the 'how you do it'.<
      
   4. Workload
      Holding great, open conversations will give you a feel for where they are in their workload. This is a 'good thing' to know and with experience you can judge what it means to each of your people. For example, some of your people will find it hard to say 'no' to you, the intimidating boss that you are (just kidding - I hope!). And that often means they can't cope with the workload they take on. Getting sensitive to how each individual on your team responds is very important to you, and to them. You can help build their saying 'no' skills by encouraging honesty and reality and feedback - to you! Conversely, some people need much more workload to get the best from them - they thrive on the energy they get from a full to-do list. Your sensing their individual needs makes the difference.
      
   5. Health
      We all have off days. Sometimes it's subclinical flu; sometimes it's a bit of dodgy catering (as Dickens would say, 'a peice of undercooked beef'). Whatever causes it, we feel under the weather. As a manager, you can get a feel for this if you know you
      Business Cultures Old & New
      In my travels visiting different businesses I am amazed at the various different ways that companies have of treating their staff. Each culture has its merits, but some are nearly impossible to live with. Which culture does your business utilize?------------------------------------------------------------------------------------------------------------Work hard & don't have a good time: People in your business are there for only 1 thing; work. They are not there to socialise, romance or have a good time. They receive the legal requirements & no more in relation to holidays, pensions etc. Du
      
      
   6. Workload
      Holding great, open conversations will give you a feel for where they are in their workload. This is a 'good thing' to know and with experience you can judge what it means to each of your people. For example, some of your people will find it hard to say 'no' to you, the intimidating boss that you are (just kidding - I hope!). And that often means they can't cope with the workload they take on. Getting sensitive to how each individual on your team responds is very important to you, and to them. You can help build their saying 'no' skills by encouraging honesty and reality and feedback - to you! Conversely, some people need much more workload to get the best from them - they thrive on the energy they get from a full to-do list. Your sensing their individual needs makes the difference.
      
   7. Health
      We all have off days. Sometimes it's subclinical flu; sometimes it's a bit of dodgy catering (as Dickens would say, 'a peice of undercooked beef'). Whatever causes it, we feel under the weather. As a manager, you can get a feel for this if you know you
      Entrepreneurs Understand how Opportunities Make Money
      number six in a series taken from:How to Evaluate and Profit from a Business Opportunity - The Entrepreneur's GuideIt's important that you understand how the business makes money. You must take that business down to its essence. For example banks make money by loaning it out at higher rates than it pays to get the money. What it pays to investors as interest, to its shareholders as dividends, and what it pays in interest to the other institutions it borrows from are its costs. It has to get the money (Its inventory) it has and has access to out into our hands as loans at rates that produce m
      eir saying 'no' skills by encouraging honesty and reality and feedback - to you! Conversely, some people need much more workload to get the best from them - they thrive on the energy they get from a full to-do list. Your sensing their individual needs makes the difference.
      
   8. Health
      We all have off days. Sometimes it's subclinical flu; sometimes it's a bit of dodgy catering (as Dickens would say, 'a peice of undercooked beef'). Whatever causes it, we feel under the weather. As a manager, you can get a feel for this if you know your people well enough. And let them know it's OK to have a slower day sometimes. Hey, they've shown up, so lighten up and let people make their own pace on a bad day - by recognising this as their need right now you will build a reserve of trust in you, that will be in your favour in the future.
      
   9. Relationships
      It happens. Sometimes things get a bit strained. It might be between you and one of your key people, or it might be between two of them. We are all individuals and because of that we bring richness to our organisations and team. But - and it is a big but, the downside is that we can sometimes have different viewpoints - and that's OK! If you are managing a team of your people, you will develop an understanding of just who is getting on well enough with whoever else - and conversely, you will develop a sense of who isn't. Intervene with care. Choose the right time and place. It is worth the trouble to prepare and also to avoid it going on too long. By having a good ability to pick up on clues, you will be in the advance party to get things rolling positively again. Don't let things drift for too long.
      
   10. Home
       Without effort, your people will bring their whole lives along with them to work. And sometimes they will need some help with their 'domestics'. Now, it does require some skill to tackle these issues with them. Often it is best to appreciate their needs, listen a lot and use great coaching skills to help them see solutions. You will try hard not to become their 'advisor'. But by being able to sense that they have troubles and need a little of you to help them, it works well for building your business relationship - and that is an investment which pays off. Taking care not to be too open here will pay dividends. You need to have a fall-back position where you can draw the line on your responsibility to them, yet be there for them.
       
   By knowing your people in ways that only come from keeping in close, intimate touch with them, you will soon get to know them well, day by day, by honing and using your senses.