Do you have a great business idea or a new career you would like to build? Many people do and some even create their idea. Then they stop. One of the most common obstacles to building a business or career you love is your beliefs about selling and promoting.
Whether you are creating a business or building a career, you will have to sell. You will either be selling a product or service or promoting your own abilities and accomplishments. There is no way to get around it...you must learn to sell.
There are many limiting beliefs keeping us from whole heartedly promoting our business or ourselves. Many of us hold the belief that selling is a negative activity. We believe sales people are pushy, uncaring and annoying. There are many beliefs around the idea that it is "bragging" to talk about our achievements. People should just notice how great we are! Of coarse that rarely happens.
Since you can't be successful and refuse to self-promote or sell then perhaps it is time to change your beliefs around selling. How would it change your attitude if you truly believed that you have something wonderful to share with others? What if you believed that you could promote your business in a way that showed you cared about the success of others? What if you believed that in the process of promoting yourself or your business you could make wonderful friendships and business collaborations?
It all starts with our beliefs which then translate into the attitudes we hold and how we share with others. If you think about it you can probably remember someone who sold you something or offered you a service in a way that felt good. In fact you felt better after they talked to you then before. That is how you want to sell.
Along with changing your beliefs to supportive beliefs around selling it is also time to take a look at how you like to sell. Where do your strengths lie? I found that I loved to show the value of my business through offering workshops. I enjoy leading workshops and talking about my business came naturally in that environment. Others like to get involved in volunteering and in the process share with people what they do for work. Some people thrive on meeting people through networking. Many like to market over the Internet. Some people even enjoy cold calling! Experiment for yourself and find the marketing venue that fits you and your strengths.
As you think about your resistance to promoting your business or yourself make a list of fears and limiting beliefs that come up. When you have your list write an opposite powerful belief to replace it with. Don't let the fear of marketing keep you from the career or business of your dreams. Remember that whatever you have to offer is your unique gift to the world so give it!
Leanna Fredrich helps people discover their passion and build a business or career around it. She specializes in helping people get over their fears and limiting beliefs quickly and easily so they can create their dreams. Are you ready to enjoy a career you love? Get the FREE report "The Top Ten Secrets to Discover Your Passion-filled Work." For your free report go to http://www.LeannaFredrich.com
Showing posts with label how to. Show all posts
Showing posts with label how to. Show all posts
Wednesday
How to Deal with Lazy People at Your Workplace
You are a hard worker. You enjoy tackling a challenge and claiming victory when it's all said and done. You are not the type of person that necessarily enjoys working in teams, because you know that there is always one who isn't going to put 100% effort into the project, more like 20% or less. He or she will then go around and brag and boast they did more and would like a pat on the back for a contribution that was well...forgettable. How do you deal with these lazy people?
There are two types of lazy people. The first are those who admit, "Yes, I am lazy and I don't care who knows about it." The other group finds excuses, "I am not lazy. I just need to think about what I need to do before I do it." To this you say, "Well, how long is it going to be before you stop thinking and get to it?" The end result: nothing gets done.
The first group of lazy people when required to do anything will do the bare minimum. Since you know from the very start, if given the choice they will pick the least amount of work to do, give them the most. Sure they will complain, they will probably say what they won't do, but if there is a reward associated with it, they may find the motivation to do it. Motivation is essentially what they are lacking. The only way to find out what motivates them to stop playing solitaire on the computer and surfing the Internet, is to find out what they really want, need or both. One idea is to use time off as an incentive.
The second group of lazy people care about what others think, because if they didn't they wouldn't make unnecessary excuses to avoid negative comments. The way to motivate them is not to argue about the excuses that they make, but instead direct them to the task at hand and assign them specific deadlines they must meet. When deadlines are met, provide them with incentives as well or ways to make their job less cumbersome so that they are without excuse.
Lazy people are always looking for a way to make life easier for their selves. Most are very selfish. They aren't interested in helping others, but they will do it out of obligation. They know they have to eat; therefore, they will get a job, but they will be the ones you most likely see hanging around the water-cooler, talking in the break-room (when they have already took two breaks in less than an hour), out of site (and they are hoping out of your mind) when you need them and other similar behaviors.
Once you know you have someone like this around you, consider watching he or she more than the rest of the team. They are most likely going to be "up to no good." Too much time on their hands leads to gossip, lying, stealing and any other negative action, because they simply don't know how to keep themselves busy.
Many lazy people simply haven't been taught how to be good workers. You may want to show them basic principles on how one can achieve their best at work. Pointing the finger at Suzy and praising her for all her achievement in front of lazy workers is not the way to teach them, but describing the characteristics of a good worker is best.
by Nicholl McGuire
There are two types of lazy people. The first are those who admit, "Yes, I am lazy and I don't care who knows about it." The other group finds excuses, "I am not lazy. I just need to think about what I need to do before I do it." To this you say, "Well, how long is it going to be before you stop thinking and get to it?" The end result: nothing gets done.
The first group of lazy people when required to do anything will do the bare minimum. Since you know from the very start, if given the choice they will pick the least amount of work to do, give them the most. Sure they will complain, they will probably say what they won't do, but if there is a reward associated with it, they may find the motivation to do it. Motivation is essentially what they are lacking. The only way to find out what motivates them to stop playing solitaire on the computer and surfing the Internet, is to find out what they really want, need or both. One idea is to use time off as an incentive.
The second group of lazy people care about what others think, because if they didn't they wouldn't make unnecessary excuses to avoid negative comments. The way to motivate them is not to argue about the excuses that they make, but instead direct them to the task at hand and assign them specific deadlines they must meet. When deadlines are met, provide them with incentives as well or ways to make their job less cumbersome so that they are without excuse.
Lazy people are always looking for a way to make life easier for their selves. Most are very selfish. They aren't interested in helping others, but they will do it out of obligation. They know they have to eat; therefore, they will get a job, but they will be the ones you most likely see hanging around the water-cooler, talking in the break-room (when they have already took two breaks in less than an hour), out of site (and they are hoping out of your mind) when you need them and other similar behaviors.
Once you know you have someone like this around you, consider watching he or she more than the rest of the team. They are most likely going to be "up to no good." Too much time on their hands leads to gossip, lying, stealing and any other negative action, because they simply don't know how to keep themselves busy.
Many lazy people simply haven't been taught how to be good workers. You may want to show them basic principles on how one can achieve their best at work. Pointing the finger at Suzy and praising her for all her achievement in front of lazy workers is not the way to teach them, but describing the characteristics of a good worker is best.
by Nicholl McGuire
Monday
You’re Fired! If Only It Were That Easy – Avoiding An Unfair Dismissal Trial…
I think I speak for all managers around the country when I say that we have all, in our darker moments, fantasized about mimicking Sir Alan Sugar’s catchphrase on ‘The Apprentice’ and telling an employee in no uncertain terms that they need to clear their desk and leave: “You’re fired!” Nice as it is to be able to pretend it would be this easy to get rid of that typist who spends more time on the phone to friends than doing their job, or the office manager who pulls a sickie every week, the truth is that simply firing your staff in this unceremonious manner will lead to all the ‘pleasures’ of an ‘unfair dismissal’ lawsuit.
So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.
The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.
There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:
General Misconduct
These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.
Gross Misconduct
This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.
So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:
1) If and when you become dissatisfied with the employee, tell them in writing.
2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.
3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.
4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.
5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.
It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!
About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.
So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.
The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.
There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:
General Misconduct
These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.
Gross Misconduct
This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.
So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:
1) If and when you become dissatisfied with the employee, tell them in writing.
2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.
3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.
4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.
5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.
It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!
About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.
Are You In The Right Job? How To Discover The Job You Were Meant To Do
You might not outright ‘hate’ your job, but if you don’t enjoy going to work each day, you might want to figure out why. No one loves work all the time, but if you find that your job is dragging you down rather than lifting you up, you should take notice.
Many unhappy workers wind up feeling frustrated and defeated by their jobs, when in fact the real reason they dread work, is that they’re working way under their potential.
Ask yourself-–
1) Do you feel unfulfilled in your current job?
2) Are you bored and stressed at work?
3) Do you find it difficult to be passionate about your work?
4) Are you tired of your day-to-day work routine?
5) Is there anything you do in your job that fascinates you?
Whether you’ve been working for one or 20-years, the key to finding the right place for you is in first determining your own natural genius. Don’t stop and say you’re not a genius – everyone has a natural genius, but many of us simply don’t know what it is.
Genius is the expression of our unique set of exceptional abilities. The trouble is that we don’t always take the time -- or have the encouragement -- to find out what those genius abilities really are. Often, we are drawn to a particular area of work that somehow helps us bring out our genius, but unless we intentionally dial in, we remain on the periphery of our genius and never hit the bull’s-eye.
If you are one of the many who doesn’t really know your unique set of exceptional abilities, review the following list of five clues for natural genius. Think about what you do that fits any of these criteria, and you can start glimpsing what your genius might be.
Five Clues for Natural Genius
1. You do it easily.
2. You feel a deep satisfaction.
3. You are recognized with a natural authority.
4. You dismiss acknowledgement easily because you seem to do it too effortlessly.
5. You don’t understand when others have a much harder time doing the same thing.
Genius stays hidden because most people never learn what their genius is. Instead, they perform on the edge of their genius, but not in the core. This impacts more than their enjoyment; it affects their earning power. Genius is often associated with sacrifice, but the opposite is true. Those who resist their genius pay the greatest price by working in jobs just to cover their bills, but never truly prospering.
Manifesting your genius means learning what it is, applying your genius in a field that matches it and benefiting by becoming an expert or specialist. In the professional market- place, the specialists command the highest fees. They also love their work.
Geniuses are not satisfied with just paying their bills. They may enjoy their lifestyle, but they don’t live for it. Why? They are fully alive in doing work that means something to them. Many of us sleepwalk through our work, driven by the need for financial security or recognition, but not satisfying our core passion. Geniuses are on fire. They are positioned to be the most successful people in the world. Geniuses can measure their reward in terms of income, quality of life and personal satisfaction. It’s quite a compelling equation.
Are you living your genius? Take a free self-evaluation at http://www.geniuscoaching.net/RateYourGenius.htm. A certified learning consultant and coach, Susanna Lange co-developed Genius Coaching, which helps children, adults, and business leaders discover and maximize their special talents and strengths.
Many unhappy workers wind up feeling frustrated and defeated by their jobs, when in fact the real reason they dread work, is that they’re working way under their potential.
Ask yourself-–
1) Do you feel unfulfilled in your current job?
2) Are you bored and stressed at work?
3) Do you find it difficult to be passionate about your work?
4) Are you tired of your day-to-day work routine?
5) Is there anything you do in your job that fascinates you?
Whether you’ve been working for one or 20-years, the key to finding the right place for you is in first determining your own natural genius. Don’t stop and say you’re not a genius – everyone has a natural genius, but many of us simply don’t know what it is.
Genius is the expression of our unique set of exceptional abilities. The trouble is that we don’t always take the time -- or have the encouragement -- to find out what those genius abilities really are. Often, we are drawn to a particular area of work that somehow helps us bring out our genius, but unless we intentionally dial in, we remain on the periphery of our genius and never hit the bull’s-eye.
If you are one of the many who doesn’t really know your unique set of exceptional abilities, review the following list of five clues for natural genius. Think about what you do that fits any of these criteria, and you can start glimpsing what your genius might be.
Five Clues for Natural Genius
1. You do it easily.
2. You feel a deep satisfaction.
3. You are recognized with a natural authority.
4. You dismiss acknowledgement easily because you seem to do it too effortlessly.
5. You don’t understand when others have a much harder time doing the same thing.
Genius stays hidden because most people never learn what their genius is. Instead, they perform on the edge of their genius, but not in the core. This impacts more than their enjoyment; it affects their earning power. Genius is often associated with sacrifice, but the opposite is true. Those who resist their genius pay the greatest price by working in jobs just to cover their bills, but never truly prospering.
Manifesting your genius means learning what it is, applying your genius in a field that matches it and benefiting by becoming an expert or specialist. In the professional market- place, the specialists command the highest fees. They also love their work.
Geniuses are not satisfied with just paying their bills. They may enjoy their lifestyle, but they don’t live for it. Why? They are fully alive in doing work that means something to them. Many of us sleepwalk through our work, driven by the need for financial security or recognition, but not satisfying our core passion. Geniuses are on fire. They are positioned to be the most successful people in the world. Geniuses can measure their reward in terms of income, quality of life and personal satisfaction. It’s quite a compelling equation.
Are you living your genius? Take a free self-evaluation at http://www.geniuscoaching.net/RateYourGenius.htm. A certified learning consultant and coach, Susanna Lange co-developed Genius Coaching, which helps children, adults, and business leaders discover and maximize their special talents and strengths.
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