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Some things happen at times when we are not prepared for it. For example your car can break down in the middle of the busiest week and you need cash immediately to fix it. What happens if you do not have money for that?

No credit check loans online will give you a helping hand at times when you need it most. It will allow you to get emergency cash as fast and easy as possible even if you can’t approach the bank because of the bad credit history. You even don’t have to drive to bank! To avail of this offer you need to fill out the form online and wait for the call back from one of our customer service representative. There are very little requirements that you must meet and without any problems you will be able to get some cash on your bank account in no time. So if you need your car fixed now the payday loan is the best alternative.

A major problem impairing an executive’s performance are his Emotional Blind Spots. Emotions, whether we like them or not, have a significant impact on one’s decisions. An example is the Enron case where executives ran into severe ethical and legal consequences after falling prey to the destructive negative emotions of greed and self-interest. It is perplexing how many success driven executives, choose to fear addressing the impact of negative emotions on personal and organizational performance.

Assisting executives become aware of the Emotional Blind Spots that cause them to steer into perilous decision making territory helps them make better decisions and feel powerfully more secure in themselves. To help achieve emotional self-awareness sometimes new alternative approaches can allow executives to succeed.

This can be illustrated with thr following case:

Following an economic downturn the CEO of a mid-sized public company was faced having to outsource some of the company’s services and cut back on staff in order to reach annual performance goals. He felt extremely torn as he valued his staff’s potential. Not meeting annual goals meant seriously risking losing shareholder confidence. Deep within he knew riding through the storm with staff on board would make the company stronger in the long run but his fears urged him to think short because he might not be around in the long run. Afraid to make a decision he might live to regret he contacted us.

Addressed with him were some key emotional issues that were preventing him from navigating the storm with peace of mind. These included the following:

1. The fear of losing his job

2. The sadness around having to let staff go

3. The fear of regretting a bad decision

4. Worries of how a bad decision would affect staff morale.

Of those addressed was 3) first, as it was the most incapacitating. This fear was addressed directly by having him look at two aspects of it:

a) What was the fear doing to him?

b) What did the fear suggest it was doing for him?

The Analysis:

A) By helping him feel the effects of this fear, he realized it was paralyzing him in his ability to make any decision. In other words the fear was ruining him.

B) By helping to uncover what he thought the fear was doing for him, he realized that it was “supposedly” helping him to avoid making bad decisions and carefully thinking through the consequences of the options available to him. In other words the fear was supposedly making his life smoother.

The analysis revealed:

1. A and B were contradictory and could not be simultaneously true

2. That A felt true and B felt false for him

3. He was unknowingly accepting B as true i.e. was lying to himself about

the benefits of the fear

4. Acceptance of the lie allowed the fear to remain anchored in him, paralyzing his ability to make confident detached decisions.

We helped him

1. Relinquish the lie

2. Relinquish the fear

3. Create a vision of him as detached and confident.

Following the process he calmly and confidently made decisions he could live with and his resilience to stress increased immeasurably.

Other benefits he experienced were:

- Improved leadership abilities and performance.

- Opened up his creative and intuitive potential

- More able to confront challenging ethical issues.

- Reduced stress and improved health and overall well being.

To learn more about this approach or to request a free 1 hour introductory telephone consultation kindly visit the web site below.

Swapping business cards is one of the most basic and common forms of networking in the business world. With something that is so common practice, people often hand out cards blindly while not really thinking about what the card does AFTER you hand it out.

How do your clients feel about your business card? Put yourself in their shoes.

Is it valuable to them?

Does it solve a problem?

Take advantage of the extra real estate on the other side

Most business owners don’t utilize the backside of their business cards. It’s prime space to include important facts, offers, and information that help sell your company to the holder. Including valuable offers on your business card will make it worth holding on to.

P.T.O – How to get someone to turn over your business card

One small abbreviation added to the front of your cards can double your success rate. P.T.O. (Please Turn Over) lets the holder know there is something of value of the backside, and it would be in their best interest to check it out. Alternatively, you could include “See back for special offer” if you have the space for it.

Now that you have their attention, reel them in with a:

Survey, redeemable for a free gift

Punch card for frequent clients

Valuable coupon URL to a special webpage targeting business card recipients

Research your sector to learn what business card marketing words will flip their switch and turn them on to your company. Give them what THEY want.

Even if you only hand out 50 cards using this technique, you’ve just created 50 opportunities for new business. Just imagine the possibilities that would come with having 1000 highly effective business cards floating around.

Now that you’ve found the secret recipe for business card marketing success, hand those cards out wherever and whenever you can. The more you hand out, the better chance you have of scoring another life-time customer.

The University of Exeter in the United Kingdom recently published research financed by Barclays Bank, which has implications for everyone who is serving the general population.

This research shows that consumers shop establishments based on one of the two personal profiles.

Approximately 50% of the population is defined as hunters when they go out into the public arena. They know what they want, they are focused on the task in front of them and they do not want anyone or anything to stand in their way. If you make the ‘shopping’ experience too complicated for them, they will abort the mission and go somewhere else that addresses their needs more easily. As you would expect, a larger proportion of men than women fall into this category of consumers.

The other half of the population are defined as gatherers; they enjoy the experience of shopping and like to enjoy browsing around and discovering new items. They enjoy a conversation with your team members and look on the ‘shopping’ experience as one of the joys of life. Approximately 60% of female consumers fit into this category.

The skill of retailing is to set up an establishment that services the needs of both types of consumer profiles. Often you discover establishments that services one group exceptionally well, but fail for the other half of the population.

Serving Hunters Successfully

Hunters require your store to be laid out so they can navigate it easily. They expect clear directional signage and for the key categories to be signed and those signs to be easily seen as they navigate your store.

They will rarely be enticed by promotional activities, and may not notice them within your store. When it comes to service, they will often ask direct questions and expect direct answers; the last thing they are looking for is relationship conversation with one of your team.

Serving Gatherers Successfully

Gatherers love discovering products within your store. They enjoy browse shopping and often do not read signs as they are enjoying discovering products as they explore your store.

They will enjoy and get involved in your promotional activities.

When it comes to service, they want the full experience. They expect your team members to have a conversation, to know about the products on offer and have high social skills.

If they are ignored by your team members, or believe the team member is only providing basic information, they will often leave your establishment disappointed.

We Are All Different

Hunters and gatherers shopping together can be a nightmare for both parties. How often have you seen a hunter get bored with a gatherer who is enjoying the experience and have tried to abort the experience?

Is there anything you can do as a store owner? This is one area where a coffee or refreshment offer can be a huge advantage. How often have you come across an experience where the hunter has completed their journey to their satisfaction and then relaxed over a cup of coffee, while the gatherer carries on enjoying themselves discovering new items?

“Think and Drink” coffee tokens in some establishments have proved to be highly effective in this situation.

A well “tuned” sales assistant can identify a hunter and gatherer shopping together.

They will offer the hunter a complimentary cup of coffee to allow the hunter to relax, while the gatherer keeps on gathering.

As consumers we also change our habits. From a personal point of view, I will become a gatherer when browsing books on business management or gardening, or buying fruit and vegetables, but become a hunter when buying Christmas presents. A lot of our shopping habits revolve around our initial interests.

Have a Hunter and Gatherer Strategy

Successful businesses know that there are two distinctive consumer profiles; they layout their store to meet the needs of both groups. More importantly, they train their team to identify the two different characteristics in consumers and to provide the appropriate service.

Two important factors can determine your success.

Firstly, your signage strategy. Hunters need a clear, concise signage strategy that allows them to navigate your store without getting stressed or asking one of your team members. The airports of the world do this very successfully; their signs can get you from parking lot to your seat on the plane, often with no human contact.

Secondly, your team’s approach to consumers can make a huge difference to your success.

Hunters will ask specific questions, such as “Where is the …..”? They want a specific answer. If you can answer this quickly and successfully they are impressed with your customer service.

Gatherers on the other hand will often start a conversation by not using “open” questions (where, what, who, how) but will start a conversation with a conversational approach such as “You have a lovely shop, I was looking for …… “. To provide a direct response in this situation would be considered rude and you may lose the customer.

In this situation the customer expects a conversation. They still expect you to have a high degree of product knowledge, but they also expect you to know stories about the products on display and other interesting facts. They also want your team member to be a caring person and show interest in them as a person.

Remember, your team will also be made up of a mixture of gatherers and hunters.

Gatherers will need to be trained in the skills required to identify hunters and to communicate effectively with this group. Hunters will need to be trained in gatherer identification and how to effectively communicate to this group.

This is not an easy task; gatherers often feel uncomfortable communicating with hunters as they feel they are being abrupt, whilst hunters may argue they feel they are wasting their time and the consumer’s time.

What Next?

Take a look at your store; is it designed to service the needs of both groups?

Does your signage provide for the needs of both groups?

Do your team members know how to communicate with both market sectors?

Many stores are designed with gatherers in mind and hunters are often neglected. Hunters are users as well and if they enjoy their experience they can contribute to the growth of your business.

One of the biggest challenges any business owner or manager has is hiring the right people. I’ve recently discovered a simple, inexpensive yet very effective way which will help you get it right. This week I’ve asked Nathan Chanesman, Managing Director of Myprofile Pty Ltd. to please explain…

“Without quality employees who share your vision and work ethic your business is not going anywhere.So how do you find the “right” employee?

We’ve all experienced hiring the “wrong” person. It’s a nightmare. Hiring mistakes costs money, time and worse can easily ruin your business and your health! A recent survey in Forbes Business Magazine revealed, “Hiring the wrong person is the prime cause of business failure in the USA”. For most employers it’s a lottery, hire someone and hope it works out.

People problems take the most toll on us personally producing significant emotional wear and tear.

What if you had a tool that could tell you in advance of hiring, if the candidates applying have the right attitude and behavioural style to do that job successfully.

Now that would be something! Well read on. It’s now possible to predict behaviour quickly and accurately.

People can do most jobs if they are qualified and skilled for that position. However some people have a more natural aptitude for a particular type of job. Their behavioural style closely matches the job and as a result, they do better, are less stressed, can’t wait to get to work, are enthusiastic and stay with you longer. The ideal employee! These are the people you need to hire..

Which Behavioural Style Are You?

Four dominant styles define everyones behaviour

Whilst we are all different, our behavioural habits and style are more predicable than we think. We each have a dominant style and this determines how we manage at work, at home, in our relationships, how we communicate and importantly what careers we are best suited to.

D – Drivers. These are people who want to get things done. Active and fast paced, more interested in tasks than relationships. Often strong willed and very assertive, they push to have things done their way.

P – Promoters. These are people who want to be noticed. Active and fast pace they are relationship oriented rather than tasks. Often very expressive, chatty, friendly and usually dramatic. Do things more intuitively.

S – Supporters. These are the people who want to get along. Very social and relationship oriented and not as vocal or enthusiastic as Promoters. Very dependable, work slower, great team players, amiable, want to help, show concern and want take care of everyone.

A – Administrators. These are people who want to get it right. Task oriented, not big on relationships, not very social and don’t express their feelings. Very analytical, cautious and risk averse. They work at a slower more methodical pace and are less assertive and less expressive.

Each style has it’s own behavioural patterns. Some styles don’t get along, others are more suited to each other.

Interestingly the population is evenly spread, in other words 25% are one of four styles and more significantly 75% are of a style different to yours.

As an employer it is important that you know your style and that of your employees. Each style thinks differently, reacts differently, communicates differently, works at a different pace, handles emotions differently, manages stress differently and solves problems differently. Not necessarily worse, not better just differently. As an employer your style is most likely going to be different than your employees so you need to know who your staff are and how to communicate with them.”

The Final Word

It’s really important to consider all these factors when hiring people. So why not make your life easier, save time and money and utilise MyProfile. You’ll discover in less than 10 minutes the behaviourial style of a candidate or employee. MyProfile tells you if the person is suited to the job, if their working style match that required to do the job. What would normally take months of relationship building and in many instances, a lot of heartache, can be predicted using this tool. For a miniscule investment of $33 can you not afford it?

Further details are available on www.myprofile.com.au or contact Nathan directly nathan@myprofile.com.au

Trust is essential. You can’t run a business without it. Customers leave. Risk taking evaporates. You find yourself surrounded by naysayers – or worse – yes men and women. No one dares tell the truth. Departments put up barricades creating fortresses inside your castle.

The Warning Signs

Employees Leave. When turnover is higher than the industry average, it could be a sign that people lack trust in your organization. While there could be other reasons – low pay, a very attractive job market, better day-to-day benefits such as parenting leave – consider the possibility that mistrust may be the primary reason. By the way, they won’t tell you this during exit interviews. You’ll need to find other ways to get at the truth.

Customers leave. Customers leave when they no longer have confidence in you. Sometimes they leave for price if you are offering a commodity, but too often leaders use that as an excuse when the real reason is right in front of them.

Labor actions. When formal and informal grievances rise, it can be a sign that the normal channels of communication have broken down. People believe the only way to be heard is to meet you in an adversarial manner.

Turf wars. Projects die because no one wants to give in. People act as if they are out for their own self-interests and willing to do so at your expense.

Machiavelli has become your patron saint. Hallway conversations are all about ways to get around the system or get even.

Trust is difficult to build and easy to destroy.

If I want to build a relationship just so I can get something, people may go along if they see that it is in their interests as well. But without trust, people may be willing to sink the ship rather than giving you anything you want. Knowing that there is no foolproof approach, here are some things that can help.

Make the First Move

Extend an olive branch. People often wait for others to make the first move. Pride often gets in the way. Vera was estranged from her son. They hadn’t spoken in years. When she turned sixty, she called him and suggested meeting for coffee. They met. One brief visit turned into another and another. Over time, they found that, whatever the past problems had been, they could be put behind them. Today, their relationship is pretty strong. And Vera gets to be a doting grandmother.

It is the small first steps that get things started.

Find Common Concerns

John Sweeney, head of the AFL-CIO, would meet with corporate leaders to look at common concerns. These meetings had nothing to do with any ongoing negotiations. They were simply an opportunity to discuss issues of interest to both parties. Those meetings were significantly different from traditional antagonistic relationships between management and labor. His gesture is only a small step and that’s its beauty.

Keep Commitments

People liked Brad, but didn’t respect him. He didn’t seem to be serious about his job. They couldn’t trust him. He made a significant change in his behavior. He began to keep his word. If he made a promise to do something, he did it. And he was careful to make only promises he knew he could keep. Over the course of about six months, people’s perception of him changed. They started asking him to take part in key assignments. Brad never saw himself as unreliable, but he realized that others viewed him that way — and that those perceptions were all that mattered if he wanted to increase his influence.

Similarly, acting consistently in ways that appear worthy of trust makes a difference.

Mea Culpa

Sincerely accepting responsibility for our actions can be a powerful force. Our own fears about losing face or power or control often get in the way of even seeing that we are part of the problem. By taking responsibility you are creating a shift in the relationship. Even if the other person does nothing different in that moment, your mea culpa has shaken up the status quo.

Forgive Them

After the fall of apartheid, few would have argued against blacks seeking justice and retribution. But leaders took a different approach; they established the South African Truth Commission. People would be forgiven if they came forward. What’s most important about this story is that the black leaders themselves were willing to lead the way by demonstrating that they could forgive their former enemies.

Turn Your Cards Face Up

Open Book Management is a tool used in some organizations to give everyone access to information on how the business is run. People receive information on trends, opportunities, threats, and financial data. These open books often unleash creativity as people begin to look for ways to save money and seek out ways to tackle problems. Instead of resistance to change, the organization’s leaders find people pushing change.

Giving people information works one to one. It sometimes takes a while for them to trust that what you’re offering is really accurate. With both of you interested in the same information, you increase the likelihood that you’ll start to see ways you could work together that would benefit both of you.

Find Opportunities to Listen

When Peter Johnson took over as head of Bonneville Electric Power, environmental groups hated BEP. One of the first things he did was convene meetings with environmental leaders just so he could listen. He said, “People weren’t sure I understood their point of view and, more than not, I probably didn’t.” He explained that this opened the door to a two-way educational process. He sought ways to come up with win-win solutions. People saw that he was sincere, so when he had to hold firm to a decision, they accepted it.

There is no easy way out. At times you may feel you are taking one step forward and two steps back. Progress can be slow, and the least little thing can it set back. It takes very little provocation to undo agreements. Keeping your eyes on the prize will be critical. Even when things seem terrible, it is important to keep your goal of sufficient trust in mind.