Very important presentation as Tom Peters lists his six strategies for changing the attitude and outlook of businesses during a recession. He bases his findings from studying multiple companies through three recessions. What works, what doesn’t. http://server.enterprisemedia.com/blog/?p=45

Human beings are social creatures. However, most of us require some coaching in order to interact effectively with the people in our business life. Here are eight important ways you can tend to these relationships so that both you and they can succeed to your highest aspirations.

1. Always keep your word.
It has been said that you are only as good as your word. Keeping your promises and doing what you say you will do is how you earn the trust of others. If you are known as reliable, you will attract more business, earn the respect of those who work with you, and polish your reputation to a rich sheen. You also will feel good about yourself and therefore will be naturally inclined to do better in the world. Doing what you say you will do lets others know that you are someone to be counted on and reinforces your self-respect.

2. Appreciate those around you, and let them know it.
Be sure to thank them for work well done, for their support or guidance, or for their business. Thank them in both words and actions. A verbal “thank you” is a great basis, yet every now and then there needs to be more. Pay attention to how you feel when thanking them, and also to their reaction. If the verbal recognition does not feel sufficient, you will know. Then decide what is needed; perhaps a public acknowledgment, flowers, a raise, or bonus will let them know how you feel. Do not take anyone for granted. Honor everyone’s contributions and acknowledge the part they all play in your work life.

3. Go the extra mile for them.
If you do this even though it does not benefit you directly or immediately, you will embody “right action.” Doing this will not only create goodwill and make you feel good about yourself, it also will serve as a personal deposit in the karma bank. Remember, what goes around comes around.

4. Treat others with respect.
Listen when they speak. Show up on time. Be responsive and timely with phone calls, faxes, and e-mails. Pay attention to their priorities, not just your own. Treat them as people worthy of consideration.

5. Forgive when necessary.
Forgive mistakes, practice empathy and compassion. As long as people put forth their best effort and conduct themselves honorably, make room for the occasional error.

6. Honor the human in them.
Show your co-workers that you care about their well-being. Be interested and involved with their victories and disappointments. My mother always took the time to inquire about the families of people who supported our family. The carpenter, the policeman down the street, the cleaning lady were all treated with respect, concern, and genuine interest. As a result, all would strive to go the extra mile for her in exchange.

Within each person, regardless of his or her title or job description, dwells every facet of being human. If people feel valued by you, as a person, they will become a precious resource, not merely temporary co-workers.

7. Pay attention to the details.
Make it easy for people to do business with you. Take the obstacles out of their way. Make their day brighter by easing the stumbling blocks. Listen to their needs and wants. Do what companies like Amazon.com do and pay attention to what your customer buys. Then make recommendations based on that information. Build loyalty and trust, which in turn increases your business.

8. Communicate clearly.
Articulate your expectations. Express your concern when necessary. Ask for what you need.

Most people are not mind readers. Be clear about your intentions, your desires, and your needs. Ask for the same in return. It will save time and effort if you get this information right the first time.  █

Dr. Chérie Carter-Scott - Author, Life Coach and Motivational Speaker

• Watch your language.
  You may use metaphors to offer something your audience can relate to — a common thought or feeling. But many leaders rely on battle metaphors or violent, divisive language such as “Let’s conduct guerrilla warfare,” or “obliterate the competition.” These metaphors reinforce win-lose, self-interested behavior rather than collaboration. Even many sports metaphors have becomeempty clichés. Opt for clear, positive language and straightforward sincerity to foster shared understanding and earn the support of your group.
• Follow through.
  Failure to follow through on rhetoric accounts for no small amount of the cynicism and weariness seen in today’s workplace. If you make a promise, follow through with action, even if the action ends up being an explanation of why the promise can’t be enacted. Also, don’t contradict your rhetoric by, for example, talking about great customer service while treating fellow colleagues arrogantly or rudely.
• Deal with uncertainty.
  Don’t be afraid to talk about failure, mid-course adjustments, or “bugs” that the organization must work through. Create the expectation that these will be a normal part of organizational life. You’ll be telling the truth. Throughout a transition, clearly communicate the context of what it means and why decisions were made (goals, reasons, participants, estimated effects, costs, etc.).
• Be an active listener.
  Good listening is an art too few people have mastered. Concentrate on the speaker’s message, and resist distractions. Keep an open mind to others’ ideas. Don’t tune out if you disagree. Indicate you understand what the speaker said by reframing key points: “Let me be sure I understand correctly. You’re saying?“
• Manage conflict.
  Identify and involve major stakeholders. Hold one-on-one or very small group discussions early to vent anger. Make sure that everyone knows in advance why meetings are called. Set ground rules that create an “attack-free,” safe haven for dialogue. Use nonjudgmental, noninflammatory language like “I perceive?” or “It seems to me?” Reiterate that personal attacks and blame aren’t constructive. Identify and reiterate common ground or common goals; focus on areas of agreement. Don’t force a resolution; it’s OK to agree to disagree.
• Respond, don’t “re-act.”
  We often “re-act” to others based on something that happened to us before. Responding mindfully rather than re-acting emotionally requires self-knowledge and discipline, but it allows us to be more effective in our communication. As a leader, you’re a role model - you set the tone for what’s appropriate in the organization. Reflect on your hot buttons, and identify a “keep calm” strategy for when they get pushed.
• Give feedback.
  Many of us soften feedback - at the expense of clarity - to avoid confrontation. Provide specific examples that illustrate your critique. For example, instead of “Your attitude is bad” or “That just didn’t work,” say, “When you miss deadlines, then cross your arms and look away when I talk with you, it gives me the impression you don’t care about the quality of your work. Can you help me understand this differently?” Don’t forget positive feedback; studies show that a high percentage of employees rarely receive positive feedback from their manager.
• Invite participation.
  Hold meetings that include employees from different areas, and encourage everyone to contribute. Ask employees to send you e-mail regarding their ideas for doing things more effectively, and respond to all queries. Have a “graffiti wall” where employees and leaders can exchange concerns and ideas. This will provide the group with different perspectives of the issues discussed and help ensure the top-down/bottom-up information flow.
• Keep your team up-to-date.
  Let employees know how their efforts compare to their performance goals and how they are supporting the total picture. Be honest; communicate bad news as well as good news.
• Connect personally with employees.
  Since some employees may not have frequent contact with you, create opportunities to do so. Sincere face-to-face interaction is key; it gives more weight to telephone, e-mail, or print communications between meetings.
• Take advantage of communication resources.
  Studies show that the most successful entrepreneurs and leaders know their limitations and seek outside counsel and resources.

contributed by Sarah Fenson

The young man’s reasons for leaving should serve as a guidepost for employers and job-hunting workers, Laws noted.

The letter helps answer two questions I hear often:

Why is it so hard to keep young workers?
Where are good places to work?

The resignation letter cited six specific complaints:

1. Lack of collaboration or teamwork: In 18 months on the job, the young worker was never invited to a meeting or even a meal of his work group.
2. Negative communication: Despite being recognized as performing in the top 20 percent and getting a bonus, the worker said words from his boss were always demeaning.
3. Lack of constructive feedback: He got no acknowledgments of his assignment reports and had gone more than a year with no formal or informal performance evaluation.
4. Lack of direction: Projects were assigned without being clear about the purpose and without providing necessary support to do them well.
5. No appreciation: He couldn’t recall a thank you for completing any project
6. No concern about personal development: He felt that the focus was entirely on company productivity, with no effort to help workers learn and grow in their jobs.

Turn those negative perceptions into positives and you find the atmosphere in “best places to work” organizations. Those perceptions are what job hunters should try to investigate by talking to people who already work there.

Another important point from this individual’s experience: The worker specifically named and complimented one of his former bosses in this resignation letter. But, in this exit interview he also named and descried the behaviors of another boss who set the negative tone. Such responses from reasonable workers should help make management decisions.

Contributed by Diane Stafford

Despite the proliferation of college-educated, the new hires human-resources professionals find often lack core skills, like professionalism and analytical aptitude.

If your organization is fueled by efforts of a handful of top performers, don’t let them slip through your grasp. Here are six reasons highly skilled workers tend to seek greener pastures:

1. They receive few rewards for good behavior. If high performers receive no extra kudos or compensation, they’ll begin to wonder whether it’s worth putting in the extra effort. It’s important to acknowledge those who work to promote the success of the whole company. If you can’t afford to reward them financially, find another way to recognize their contributions.
2. They resent being micromanaged. Top performers tend to be self-directed, out-of-the-box thinkers who enjoy problem-solving. They’re likely to feel creatively and intellectually stunted by a manager who insists on controlling every aspect of their performance. For best results, give top performers the room to answer challenges in their own ways.
3. They feel underutilized or unchallenged. Because of their need for mastery, high-performing employees can get easily frustrated and bored when their roles become too stagnant. Feed them a steady diet of challenges.
4. They see no room at the top. Top performers tend to thrive in an environment that allows them to learn and grow. If they find themselves in a situation that offers no obvious opportunities for advancement, they may feel stuck and their eyes may begin to wander.
5. They’re faced with unreasonable demands. Some employers overload high performers with an ever-increasing list of projects. There’s nothing wrong with increasing responsibility, but be careful not to make reckless demands on people.
6. They aren’t apprised of changes in the organization. If you outfit is undergoing changes that threaten to affect your top performers, don’t leave them in the dark. Seismic shifts in the office hierarchy can be upsetting to employees at every level and high performers may seek out safer ground.

Contributed by Marshall Loeb