If Pepsi where brave enough they could have turned this into their favour by sponsoring Ronaldhino.
Their advertising and marketing could be around –No amount of money can stop you from drinking Pepsi.
If Pepsi where brave enough they could have turned this into their favour by sponsoring Ronaldhino.
Their advertising and marketing could be around –No amount of money can stop you from drinking Pepsi.
Stephen R. Covey, author of "The Seven Habits of Highly Effective
People," died unexpectedly on Monday. The world is saddened by his
passing, but has been blessed these 79 years by his life.
They talked about how his "seven habits" have been woven into the
emotional wellbeing of multimillions of people's lives - in almost every
walk of life - from self-help to the corporate boardrooms of big
businesses.
Bill Clinton said Stephen's book was one of three that every worker
should read to "dramatically" boost the nation's prosperity. Chief
Executive Magazine said the Seven Habits was THE most influential book
of the 20th Century.
One of his most powerful - yet elegantly simple messages: "Seek first to
understand, then to be understood." He coined the concept of "Win-Win."
He taught people (including me) to be proactive. He stimulated people to
think differently, more respectfully, empathically, externally.
He stimulated you to examine your situation and circumstances from
perspectives you never considered doing before. And, invariably they'd
discover an innovative breakthrough. One that far surpassed the status
quo.
Stephen R. Covey wrote his book for business people; but its message and
influence crossed over into their personal lives.
Families became stronger, values rose higher, relationships became more
meaningful - ALL because of one man's willingness to dedicate two
decades of studying hundreds of books, thousands of essays, legions of
different philosophies, ideologies, methodologies - looking for the
simple, universal truths.
Interesting -- in a world where many people are looking for a short-cut
or trying to "game the system," Stephen's message was based on an
immutable bedrock: Focus on your character, values, conduct, respect for
others, operate with unflinching integrity. Have the courage to be
extraordinary - not just of yourself, but in your ability to grow,
develop, improve and enrich and seed greatness into countless others. He
also urged us to have patience.
This comes from Kade Houston from her Linkedin profile.
There are techniques such as FAB (Feature, Achievement, Benefit) and STAR (Situation, Task, Action, and Result) statements that really help in an interview.
Everyone in their career has been presented with challenges, obstacles or circumstances they have had to overcome (Situation or Task). Most of us on a daily basis. When answering interview questions, always draw from those specific experiences and almost tell a short story of how you overcame the challenge (Action). Make sure you define the positive (Result) from your action clearly to the interviewer.
Answer interview questions from a standpoint of I have, will and can. Not from a could, would or should've perspective. Interviewers want to know that you have been there, done that and know what to do if it ever happened again.
If you don't have a specific experience that ties into the question, try to think of an experience that at least relates.
Remember to think of what interviewers are trying to accomplish. It usually boils down to 4 things:
1. Can you do the job.
2. Will you be happy doing the job for the company.
3. Can everyone tolerate each other, and hopefully enjoy each other, while you are there.
4. How will you benefit them or the old "What's in it for me?" from the company's standpoint.
Today's advice comes from Aaron Kwittken, CEO and managing partner at Kwittken + Company Worldwide, via Fast Company:
"I'm actually a huge fan of email, when it's something that is not urgent or transactional; if its something you need to do to get the day done—whether it's personal or professional.
But anything you have to think twice about it, anything you think might be sensitive or requires your relationship skills, you should absolutely pick up the phone."
In business, sending an email or dialing a number is a judgement call, but it should be given thoughtful consideration. According to Kwittken, sensitive conversations should always be discussed via phone. Light conversations, like memos, new hires, assignments, etc. are appropriate conversations for email.
When discussing employee performance or mishaps in business transactions, it's best to speak directly to someone. You wouldn't (at least you shouldn't) fire or hire someone via email, because it takes the physicality out of the situation, turning it into an insensitive exchange. The same goes for the interactions between a business owner or CEO and his clients and employees.
"Again, like anything else, if you have to think twice about it, you should pick up the phone. Don't email."
5 WAYS TO REALLY MOTIVATE
Excerpt from Jon Gordon
You won’t find Motivation 101 in most business schools; yet, the ability to motivate one’s team and organization is one of the most important skill you must possess today.
Now, more than ever, a leader and manager’s job is to motivate and rally his or her team through challenging times. You can’t outsource motivation. It is the leader and manager who must motivate. That’s why I often say motivational speeches don’t work but leaders who motivate do.
Many leaders want to take the emotion out of business but that is a huge mistake. When fear and negativity are the primary emotions people in your organization are feeling, you have to counter that with an even more powerful emotion, like faith, belief, and optimism. And your success in that depends on your ability to motivate. In this spirit here are five strategies to motivate your team from The Energy Bus and Soup to get the results you want.
1. Don't be too busy to communicate. Uncertainty breeds negativity if there is a void in communication. Unless managers and leaders fill this void with clear and positive communication, people will assume the worst and act accordingly. Don't let your busy schedule get in the way of taking the time to talk with your team.
2. Lead with optimism. The engine for America's growth and prosperity has always been its can-do attitude and spirit. Unfortunately, in the past few years optimism has been in short supply. The most important weapon against pessimism is to transfer your optimism and vision to others. Leadership is a transfer of believe and your belief inspires others to think and act in ways that drive results.
3. Share the vision. It’s not enough to just be optimistic. You must give your team and organization something to be optimistic about. Talk about where you have been, where you are, and where you are going. Share your plan for a brighter and better future, talk about the actions you must take, and constantly reiterate the reasons why you will be successful. Create a vision statement that inspires and rallies your team and organization. Not a page-long vision statement filled with buzzwords, but a rallying cry that means something to the people who invest a majority of their day working for you. This vision statement can’t just exist on a piece of paper. It must come to life in the hearts and minds of your team So it’s up to you to share it, reinforce it, and inspire your people to live and breathe it every day. A positive vision for the future leads to powerful actions today.
4. Relationships build real motivation. It's much easier to motivate someone if you know them and they know you. After all, if you don't take the time to get to know the people who are working for you, then how can you ever truly know the best way to lead, coach, and motivate them effectively?
5. Create purpose-driven goals. Real motivation is driven by purpose and a desire to make a difference. When people feel as though the work they do is playing an integral role in the overall success of the team and organization and the world, they are motivated to work harder. Great teams don’t work for a paycheck. They work for each other and a bigger purpose.
Nina Kaufman talks about why you need to disagree with your partner.
"The first important thing you need to think about is what you need a partner for, which means you need to look into yourself really carefully and figure out what your strengths and weaknesses are. There's an old expression that goes, 'If the two of you agree on everything, then one of you is redundant.'"
Kaufman firmly believes in the importance of test-driving your potential partners before bringing them on board. She advises working on several small projects with them to get an up-close feel for their vibe, work ethic and ability to collaborate with others.
References are also important, as some people may appear to be a good fit just to get the job. Talking to other people who have done business with them will save you the trouble of finding out that they aren't the right fit for you after all. You want to make sure that you'll be working with someone who is dedicated and did not end on bad terms with their previous partner or employer.
"You want to make sure that your partner has complimentary skills that can help get your business off the ground. Talk to people who have worked with this potential partner before to see whether or not they met deadlines and were reliable."