Change is what everybody needs in order to alter the course of events in oneâÂ?Â?s life. This is especially true for marketers and those who are in sales. If you donâÂ?Â?t change and just keep on doing the same thing, youâÂ?Â?re just going to have the same results over and over again.

How is that working for you? ItâÂ?Â?s the fastest way to making a mess of your life and your business. Hence, your selling doesnâÂ?Â?t accomplish anything to make profits.

So what should you do t change your ways? First and foremost, you have to change even before you fail. This is what many marketers and business owners often do âÂ?Â? they change only when they see themselves failing in their endeavors. So before they can do anything about it, itâÂ?Â?s already too late.

This is precisely what you should not do when youâÂ?Â?re in sales. Do not change only when you are in pain or in a quandary before you make yourself alter your plans. You might not be able to do anything because youâÂ?Â?re in so much pain to even move a small bit.

Take the time and effort to look at your marketing strategy last year. Is your business card printing online not giving you the ROIs you expect? Or are your color business cards not getting the right clients to your business? The bottom line is to not do the same things that failed you last year. Think about the pain and money your marketing collateral caused you. Think about the lost sales and opportunities, the missed chances that highlight your failure with your marketing campaign. Then make that small step to change for the better.

This is the key to making that change to your business âÂ?Â? do it in small steps. DonâÂ?Â?t overwhelm yourself with too big a responsibility. Instead, do it in bite-size pieces that you know you can very well accomplish. Just make one small step at a time that can give you different results along the way.

And donâÂ?Â?t be stuck with strategies that donâÂ?Â?t work the first time. If your proposal gets canned, concentrate on improving your questions and gather better information. If your scheduled meetings donâÂ?Â?t push through every time, reformulate and re-strategize your color business cards

But never insist on doing nothing. It is never an option for you. Talk to other successful people. Do double time with your business card printing online. Whatever you do, just always remember to do something and make sure that you change what youâÂ?Â?ve been doing for the longest time.

source:

It’s Time for a Change

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In case of a client-centric enterprise social network, the goal is to increase brand engagement, empower brand evangelists, educate customers, and perform market research. Enterprise social networks provide the opportunity marketing organizations to immediately resolve any problems associated with their product and services and create an exceptional method of customer service and engagement.

Employee-centric enterprise social networks focus on creating collaborative groups for delivery of projects. Team members could post documents, spreadsheet, and other collateral asking other team members to provide comments and improvements. In addition, executives could use this tool to deliver latest training, motivational, and other material to each of their constituents.

Partner-centric enterprise social networks focus on the delivery of the latest information to partners in order to increase sales and improve the relationship between organization and its partners. Partner-centric tools also enable organizations to train partners on latest product and services and to allow partner to share their experiences with the product/service and the client with the organization and each other.

The power of Pringo’s Enterprise social networking tool is that organizations do not have to rip and replace their existing website to implement the community. Pringo integrates social networking tools and features into an existing website. Of course, if there is a need to revamp the existing website and build one from scratch, it could also be done utilizing Pringo software and development tools.

Those who are interested in developing enterprise social networks should consider reaching out to Pringo. This company has worked with many organizations and corporations to create effective B2B communities. Pringo offers three different suites of products that will be able to match the needs of any organization. Pringo’s Express, Empower, and Enterprise packages are all integrable, flexible and scalable.

Pringo’s Express product provides an easy and inexpensive foray in the world of enterprise social networks and B2B Communities since it provides all of the most common features of most social networks. The product is designed for quick entry into the marketed place, but can be very easily upgraded to the next level as usage increases and there is a need for addition of other features.

For small to medium sized organizations seeking B2B communities, we recommend Pringo’s Empower package. Pringo Empower product allows for complete design and integration flexibility as well as additional features that are not provided by Pringo Express.

Pringo’s Enterprise package is the ultimate for B2B communities and enterprise social networks. This product comes with four hundred fully customizable features and supports multiple languages including Chinese and Japanese. Pringo Enterprise can be integrated with internal and external data sources and applications as well as organizational security apparatus. With Pringo Enterprise, you will be able to have an unlimited number of user categories and web pages.

Would you like to run enterprise social networks ? You should check out Pringo. This company has setup many successful b2b communities in the past and will be able to help you setup your own community.

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Time Management: Making Perfect Choices

Following are the ways of managing your time to strike at the optimum:

Choose the right path – Follow an effective path and follow it efficiently. The difference between efficiency and effectiveness should be known. Being effective means choosing right path to get your work done. This will ensure minimum time wastage. On the other hand doing things efficiently will also lessen the amount of time wastage. Strategically doing the things effectively is the right attitude and right way to manage your time.  Prioritize Your Task – Try to minimize your time wastage by prioritizing your task. Furthermore, give more weightage on the most important task, followed by the less important one. You should give a first thought before starting a job and never leave your job undone or half done. You can minimize your work load and increase your efficiency by delegating your task to your office colleagues. Also don’t focus on the tasks that you are not scheduled to do. This will save time and make you work faster.  Doing things in an easiest way – Work out the ways, to minimize on unnecessary conferences, outdoor visits and meetings. Try to incorporate only those data that are essential. Concentrating on irrelevant data will eat out time and space, besides your body juice.  Procrastination – Don’t vacillate in your thoughts. Be attentive in your work as any sign of lethargic attitude on your part will end up in time wastage.   Smart Work & Not Hard Work – I have seen managers who capitalized their degrees just because they worked smart. They learned in real time situations and excelled. And for those poor hard working managers who were intellectual sorts, worked under the smart managers. You know, smart managers know how to manage time in the right way, although, they learn from the hard working managers. It is a contradictory situation… I know!

Time management is a practical utility aspect. It requires change in your attitude and behavior. The moment you change them, you embrace success.

Arunjeet Jaggi is working with naukriguru.com, and has around decade of experience in the area of content, website design, research and analysis. For more information, kindly login to: www.naukriguru.com

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Change can occur for lots of different reasons, from the challenges of growth that an organisation is facing, changing global markets, changes in strategy, technological change, competitive processes including M&A, customer pressures or shifting markets.

Research shows that organisations are undergoing major change on average every 3 years, whilst smaller changes are occurring almost continually, and there are certainly no signs in the current economic climate that this will alter. Whilst each change is unique, Interim Managers can introduce different models; the two frequently adopted are either Lewin and Beer or Shaw’s model.

But at the end of the day an Interim Manager has seen it all before and can draw on their immense experience, bringing with them sound programme and project management experience. They will understand how to pre-empt stakeholder concerns and possess the leadership skills to effectively communicate, facilitate and coach those resistant to change. Hand-holding those who require it to cope with change, together with all the issues surrounding re-alignment, performance management and motivation. Above all, they will remember that everyone reacts differently to change and has differing fundamental needs that have to be met. Change often involves a loss and people go through a ‘loss curve’ where expectations need to be managed realistically and fears need to be addressed.

Change management will often involve Interim managers playing a leading role in introducing new structures and systems. Above all a seasoned Interim Manager will deliver a Change Programme on time and on budget.

Find out more about change management

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So this may well be the time to take stock and conduct that life audit…factors we were sure of are now becoming uncertain, be it our jobs, our pensions, our houses, our relationships. It is perhaps a great time as the festive break is almost upon us to take time out to do a life audit. Some psychologists say we should do it every seven years as we go through major change in our life cycles – perhaps the seven year itch, others say upheavals in our lives create ‘adultscenence.’

It is acknowledged that the older we get, the less certain we are of everything… the days are over when you had one life, one career, one chance. But we can all turn upheaval, turmoil and even crisis into positive transition.

Now is the time to reinvent yourself. Never before have we had so much opportunity, whatever age, in these challenging times to do just this. Many individuals down on their luck in the past find their silver lining and prosper as never before.

But first and foremost establish….
What do I need to fix?
Do not expect that light bulb moment. Most people give themselves a career audit every 3 months, but on a more basic level, most of us now prepare for the week ahead at this point. So use this time to plan your goals for the week ahead.

For your life audit reflect on the following:
What are you not being, doing or having that you now want to be, do or have in life?
What’s important to you about your work and career? e.g.Stay in Interim Management, perhaps return to a permanent role, explore consultancy?
What’s the first step?

Going forward once a month set your three top goals for that month.
Each year, write down your your general aims and where you would like to be heading for the next 12 months.

Finally, think about those facets of your personality that seem to have withered away, and of the activities that used to make you feel passionate. Imagine how you would feel if you could express those aspects again and has anything taken their place?

About the Author: Visit Clive Sexton’s Interim Management Blog

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Peter Cowie enjoyed probably one of the best transitions into the role of managing director you could hope to have. Managing Director of design and events company PCI Fitch, he took over from Impact Executives interim executive Richard Owen, who had been holding the fort, in February. “It was like being given your first two-wheeled bike with stabilisers,” he recalls. “I benefited from Richard’s experience, knowledge and skills and sought his advice, and then took the stabilisers off and went freewheeling. It was all very smooth.”
Filling the gap

Owen had filled the gap in November, seven months after the departure of the previous managing director Richard Bamford. The company was going through a period of change as a result of the takeover of PCI by WPP in 2004, and PCI’s subsequent merger with Fitch. Distracted by the reorganisation, the company’s attention was turned inwards, and it lost its ability to attract new clients as a result.

Though the quality of the work it did for its existing clients remained high – “they probably wouldn’t have realised we had a problem,” says Owen – PCI Fitch was struggling financially and shed one-third of its 95 staff, including most of the senior team. As one of the remaining employees said later: “It was as though the parents had gone, leaving the kids home alone.”

Owen joined as interim Managing Director three days before 20 of the staff were due to go. “Emotions were running high,” he says. His first task in the role was to firefight the redundancy exercise. “The head of HR, Mandy Habgood, had prepared well for the redundancies, and a measure of our success was that we lost no key members of staff subsequently, despite the inevitable shock to the firm.” The next challenge was to take control of the company, recover managerial focus and ensure that the appropriate financial disciplines were in place and understood by everyone. “The people beneath management level were extremely good creatively and in terms of project delivery, but they had not been that well educated in the commercial and financial aspects of how the company was run,” says Owen.

His routine day-to-day work involved getting a handle on hygiene factors such as terms and conditions and contracts. But a big part of his role was to provide a sense of security, stability and reassurance, as well as practical help, to people who just wanted to do a good job.
Rebuilding confidence

“Lots of people were stepping up to new roles and needed support to do that,” he says. “The presence of someone with grey hairs and a certain calmness helped to rebuild their confidence. A lot of what I did was to remove things that were getting in people’s way so that they could get on and do what they did best and fulfil their own, and the company’s potential.”

PCI Fitch took its time appointing the new managing director, given the critical importance of getting the right person after the turbulence of the preceding months. They hired Cowie from advertising agency JWT, but as his strength was in winning new business, he thought it would be sensible for Owen to coach him into the MD role while allowing him the time to focus on building the client base. The pair sat side-by-side for three months in order to share their experiences. As Cowie says: “It’s no good sticking an interim executive in a glass box in the corner.”
A smooth handover

They got on very well. “Peter is very nice and easy to get on with and was looking to learn rather than being macho and thinking he had all the answers,” says Owen. “I deferred in a formal sense to him and weaned people off me onto him, while ensuring the operational side of the business was as tight as possible. As a result the handover was very smooth and we soon got to the point where he thought he could handle it on his own.”

Cowie credits Owen for the role he played in stabilising the business. “Richard inspired people who had been through a really difficult time with the confidence that they could succeed,” he says. “He introduced new systems, improved communications, built on the business’s strengths and reduced its weaknesses and, in short, gave me a much better operational platform.”

Cowie also pays testimony to Owen’s people skills. “Richard is very adaptive to different environments. The chemistry between us was very good, though we were from different backgrounds. He also dealt brilliantly with the creative types in the agency.” Cowie conducted one-to-one interviews with all 65 staff, and, with Owen’s help, appointed a new management team of six people, who meet every morning to review the past day. All the staff meet every Monday morning, and on the last Friday of the month everyone participates in a ’show and tell’ to share their work.
Areas of development

The pair also identified five key areas of development for PCI Fitch, including financial efficiency, creative output, internal communications, office environment and business development, and allocated teams to drive each as part of a process of continual improvement.

Cowie had never worked with an interim executive before. ” The experience was highly positive and I would do it again,” he says. “Interims have a helicopter view, they share best practice from their experience of a variety of different businesses, they ask questions that others are not prepared to, and they are objective and apolitical.”

Cowie says that Owen left earlier than was planned “because he did such a good job,” and Cowie is now building the business from the platform he inherited. “We have a new sense of confidence, clients are reassured and we are winning new business,” he says. “We are also working as a full team rather than as isolated units, and we are communicating more efficiently both internally and externally. We are even hiring a few people now again too.”

Owen says: “In a curious way I enjoyed leaving most, because of the satisfaction of a job well done.” And Cowie’s view of Impact Executives? “Quite simply: they put the right person in the right place at the right time.”
The Interim

52-year-old Richard Owen spent 20 years with Nationwide, starting as a graduate trainee and working his way up through a number of senior roles, including Company Secretary, Head of Corporate Planning and Head of Customer Services. He had a stint in the mobile phone industry before joining marketing agency Wunderman as Operations Director.

He has been an interim executive for six years, working in sectors from telecoms and financial services to marketing
, for clients including BT, Broadsystem and Learn Direct. He says: “I go into places where there has been some sort of operational or managerial disturbance and get things back on track by reinstating calm and stability and allowing the positive energy to resurface.

Previously published by Impact Executives – find out more about interim recruitment

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Experts in the field say moms reentering workforce are becoming more recognized as the hidden pool of talent they are, so don’t apologize for the gap.

Begin with a strong cover letter and the decision makers name in the salutation and talk about how you can benefit the company. According to Barbara Corcoron a successful businesswoman (The Corcoran Group a $5 billion business) employers form their initial opinion from the cover letter.

She advises you emphasize how the skills you learned as full-time administrator of you household – time management, budget management and volunteering will translate to workplace skills. If you organized an event you can write about it in terms of skills used – staff management, marketing, budgeting etc.

Don’t go with the chronological resume, use a summary of your skill sets you have acquired as stay at home mom. Barbara strongly advises no silly titles for yourself (ex. domestic godess).

End your resume with a short chronological section outlining your education, places, and dates of employment, and job titles. Also, add a sentence about what you’ve done while you have been out of the workforce. Example – 2001 to present: Full-time homemaker, PTO Treasurer, community volunteer.

Corcoron says by the time your prospective employer is done reading your resume they will be so impressed with your skill set and accomplishments, the employment gap won’t matter.

Want more help with problems that plague working women? Visit us atWomanwork.net. We also have helpful information about employment stay at home jobs for moms

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Busy. It’s a word I find myself using quite often and have been using for a long time. I’m ready to change that word to: Productive. For the past four years I have been working about 60 hours per week and never have enough time for work, for life, for anything. About three weeks ago I decided to reduce the number of hours I work in a week to 35 or less. So far, I’m averaging about 40 hours per week and getting far more done. Which isn’t bad but my real goal is to not have to work at all unless I want to.

Here’s what I’ve done. First, I stopped checking email. Crazy, right? Really, it’s not. If you’re the CEO who lives with a Blackberry and/or constant email, then you’re really not being the CEO… you’re being a worker in your company instead of a leader. Right now I check my email at noon and 4 PM (soon to be just once a day). That act alone has completely changed my way of getting things accomplished – now I don’t even check email before I go to bed at night (talk about getting a good night’s sleep!). Second, I have transitioned all my direct management duties to other executives. This has allowed me to focus on only what I need to focus on – keeping information flowing, enabling others to do their best work and growing my business. Third, I am phasing out long, drawn-out conversations about nothing. While some conversations are fun and part of being social, I really don’t need to know all the details – just the actions and results.

Here’s what I’m going to do. My goal by summer of 2010 is to be completely transparent in my company. My role is to lead, set the vision and enable everyone to do their best work. The result, I expect, will be that I can work remotely for extended periods of time and be less involved in the daily minutiae. I’m not entirely sure of ‘how’ to arrive at this stage but I’m sure by doing less and expecting more, I will get there.

Perhaps the most amazing aspect of running out of time with 60 hours per week and now forcing myself to run
out of time at 40 hours per week is that I’m getting far more done in the 40 hours than I was in the 60+ hours. Actually, my entire company is getting more done because I work fewer hours. Interesting, huh? What if the results of your organization (whether you’re the CEO, a manager or a project leader) were inversely proportional to how much you work? The truth is they are. This is where working smarter, not harder becomes reality.

Can you work smarter? For inspiration, take a look at the book, “The Four Hour Work Week” by Timothy Ferris.

Thanks for reading,

Richard Walker

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Here’s my definition of confidence, which leads to how you can build your confidence: “Confidence is knowledge of yourself”. When you have done something well a hundred times you have built knowledge in your ability and therefore you won’t think twice about doing it again. This lack of contemplating how to perform a skill is because you know your ability and are confident. Building confidence, then, is to have knowledge of doing something well.

Building confidence can be done in a number of ways. The traditional way is to try, fail, try, learn, try, succeed… in other words, keep trying until you perfect it. Most confidence is built by doing something repetitiously. Another way is to borrow confidence from the future. Try this exercise to see what I mean.
1. Choose something you’re not confident in doing today (e.g. public speaking, a new sport, etc)
2. Project ahead in your mind to a future point in time when you’ve mastered this task (e.g. a month, a year, etc)
3. In your projection think about the knowledge you’d have about that skill and try to sense the confidence you’ll feel in the future when performing it.
4. Now borrow that future sense of confidence and approach learning this new skill with the knowledge of having mastered the skill in the future.

If you practice this projection technique you’ll find that you can borrow some or all of your future confidence and accelerate your growth and mastery of your new skill today. Of course there is no substitute for actual practice but a little extra confidence will greatly boost your acquisition of confidence and knowledge of yourself.

Thanks for reading,

Richard Walker

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Anyone can learn conversational hypnosis. This will be very useful, and in fact, even considered a necessity by people who need to influence others’ thinking, in a subtle and indirect manner.

It was psychotherapist, Milton Erickson, who firmly believed that people are often in a trance not just once, but several times daily. He said it is a natural occurrence, and when you mix it with confusion techniques and indirect suggestions, with the correct timing and rapport, it is actually possible to hypnotize people.

Conversational hypnosis involves 3 basic stages which start by building rapport with the person you want to hypnotize. Second, you should be able to throw a bit of confusion on the person so that he can be put off balance and not be able to think the way he normally does. Third, once your subject is distracted, this would be the perfect time to make ‘suggestions.’ In such a state, it is easier for the other person to agree with you or say yes to you.

Where can you take advantage of conversational hypnotism? In many places and for any reason you deem crucial. You can use it when you want to ask for a raise. You simply follow the 3 simple stages mentioned above and towards the suggestion part, you mention something like ‘It might seem like a good idea to give me a raise after the success of our project this quarter.’ You can also use it on your customer by saying ‘The XYZ product does seem like better option as compared to ABC product.’

Remember that when you apply conversational hypnosis, the keyword is ‘subtle.’ You cannot be too direct otherwise it would simply ruin the whole thing, and the outcome will not be as effective as you had hoped. Also, while it does have a high success rate, it will not always work for everyone, especially if you are still new to it. Keep practicing this technique, until you become skilled at it.

Want to learn conversational hypnosis?

Visit our website for more hypnosis articles, conversational hypnosis techniques and conversational hypnosis training!

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