Word of the Day

December 14th, 2005 by Rolf Erikson

…can be found here.

To get Attention

December 14th, 2005 by Rolf Erikson

Sometimes I get the impression that doing a lot of things at the same time is a measure of effectiveness. But that means you can´t concentrate on what really important and maybe you will not get the right attention to your work. That’s why multitasking are so dangerous.

Carmine Coyote addresses this question in a post: People get the notion they can somehow increase their attention by doing several jobs at the same time or in quick succession. But all they do is fragment what attention they have. And that leads to distraction, muddle and still more tiredness and stress.

There’s only one cure for attention deficit in business: focus on what truly matters and ignore everything else. Above all, ignore those insidious thieves of attention called e-mails, cellphones and Instant Messaging. They can steal so much attention; they can become so addictive; they can divert so much time and energy, you won’t have enough left for your real work. You only ever have 100 percent of your attention. Split it a hundred ways and nothing gets more than one percent.
Read more of the post here.

A strong brand

December 13th, 2005 by Rolf Erikson

Tom Asacker has lectured on business, branding, and innovation to corporate, association, and university audiences around the world. He writes regularly for both the national and business press and has provided analysis on television and radio broadcasts.

Tom posted the nature of a strong brand: “It doesn’t matter what people think about you or your business. What matters is how you make them feel about themselves and their decisions while in your presence.”

There you will find a PDF presentation that helps illuminate his views on creating a strong and enduring brand.

It´s all about trust

December 12th, 2005 by Rolf Erikson

had a customer the other day who had no time to do the right thing because he had to do the others work. Well, he did not say so himself, but I found very soon that he did not trust his employee. In the long run that will have a very stress impact on you.

I can only quote what Carmine Coyote posted lately:

Lack of trust is probably the single greatest cause of overwork amongst leaders at every level. Because they don’t trust others:

* They can’t delegate anything other than the most mundane jobs.

* They have to attend pointless meetings, in case something is said or decided behind their backs.

* They have to be on every circulation list for the same reason.

* They have to re-do, vet, double check and edit their subordinates’ work, because they don’t trust them to do it properly.

* They have to devote time to regular boot-licking, because they suspect no one trusts them either.

Read her whole post here!

Good managing

December 11th, 2005 by Rolf Erikson

Everyone has a managing style. We often think that a consistent style is good but Jeffrey Phillips is not quite sure of that:

A good manager should constantly adapt her management style to the people she has working for her, based on their needs, capabilities and expectations. Being a big picture manager to a team filled with detailed analytical types doesn’t work well, and ultimately as the manager it’s your job to get the people working effectively.
Read all his post here.

Search of Excellence

December 10th, 2005 by Rolf Erikson

It is always nice to look at Tom Peters blog. You will find a lot of interesting stuff there. This time he has updated the “eight basics” of enterprise excellence.

The heart of the book, “In Search of Excellence”, was the chapters on the “eight basics” of enterprise excellence. But that was written 1982. Tom Peters has displayed what he thinks is most essential to surviving/thriving with excellence 2005. Read it! You will also find a three-slide version there.

Haste does that

December 10th, 2005 by Rolf Erikson

Do you forget things? Silly things? Like you’re in the middle of a sentence and, suddenly, you’ve forgotten the word for the thing you were describing? Or the name of the person you were suggesting someone call? Isn’t it maddening?

Adrian W. Savage gives us an reason why we have memory loss. Memory requires time he says. Read what we can do about it.

The Five Deadly Business Sins

December 9th, 2005 by Rolf Erikson

Peter Drucker has written an article in The Wall Street Journal commenting the past few years downfall of one once-dominant business: General Motors, Sears and IBM, to name just a few. But in every case, he says, the main cause has been at least one of the five deadly business sins-avoidable mistakes that will harm the mightiest business.

  • The first and easily the most common sin is the worship of high profit margins and of “premium pricing.”
  • Closely related to this first sin is the second one: mispricing a new product by charging “what the market will bear.”
  • The third deadly sin is cost-driven pricing.
  • The fourth of the deadly business sins is slaughtering tomorrow’s opportunity on the altar of yesterday.
  • The last of the deadly sins is feeding problems and starving opportunities.
  • Read more of this very interesting article here.

    Why Not You?

    December 9th, 2005 by Rolf Erikson

    Are you one of those people who notices the problems of the world and says one of the following:

    * Somebody ought to do something about that.
    * Where are the people that are supposed to be handling this?
    * Surely with all the tax dollars being spent, somebody is in charge of fixing this.
    * Why doesn’t somebody do something about that?

    Why not you?

    Responsibility for fixing the problems of the world rests on your shoulders. You can give up control, but you can never give up responsibility says Steve Pavlina on Consciousness & Awareness .

    Stress and slow leadership

    December 6th, 2005 by Rolf Erikson

    BBC had a survey showing Switzerland and Sweden at the top of European countries reporting high levels of job stress according to following table:

    WORK STRESS LEVELS
    Switzerland/Sweden – 33%
    Norway – 31%
    Germany/France – 28%
    Italy – 26%
    Russia – 24%
    Belgium – 23%
    Denmark – 22%
    Britain – 20%
    Spain – 16%
    Netherlands – 16%
    Source: Kelly Services

    Perhaps one should do something about it. There is a new blog called “Slow Leadership” which is dedicated to helping leaders reflect fully on what needs to be done, then give it whatever time it deserves to do it properly. I find it very amusing to sit and reflect over things said in that blog. Try it!

    How to manage your Boss

    December 6th, 2005 by Rolf Erikson

    Fast Company has an article about to manage stress; don´t let your boss kill you:

    New research suggests that employees who see their bosses as unfair may be at significantly greater risk for heart disease. Here’s how to fight back.
    ……
    Sure, we all feel on-the-job stress at one point or another, but even the most harried among us rarely address it as a potentially serious health problem. A recent study in the Journal of the American College of Cardiology, however, found that high stress levels or depression because of work run parallel to traditional risk factors like high cholesterol and smoking.
    Read more on Fast Company homepage

    Free Stuff

    December 5th, 2005 by Rolf Erikson

    Tom Peters & Bob Waterman coauthored In Search of Excellence in 1982. Tom is still going strong and have a very interesting blog.

    Tom Peters is a passionate communicator with many provocative ideas to share. On his blog you can find a number of Tom’s most inspiring messages. And they’re all absolutely free. Download, print, discuss, dissect, and disseminate to your heart’s content. Read more…

    Create More Satisfied Non-Customers

    December 3rd, 2005 by Rolf Erikson

    From time to time we promise our customers things which we cannot really stand up to. Read here what John Winsor think about that in his blog Brandshift:

    The only way to solve this dilemma of promising a peak performance and delivering something less is to practice the art of saying no. It’s hard to do. Yet, I’ve lost too many clients over the years by trying to stretch our capabilities at Radar too far. I hadn’t trained enough.

    I’ve learned that by saying no I can create satisfied non-customers. And, I’d rather have satisfied non-customers than dissatisfied customers, any day. …Read more

    Helpful Phrase Dictionary

    December 2nd, 2005 by Rolf Erikson

    Sometimes we have to comment documents we really have not time to read. I found these phrases provided by anesthesiologist Clark Venable

    • “It has long been known” … I didn’t look up the original reference.
    • “A definite trend is evident” … These data are practically meaningless.
    • “While it has not been possible to provide definite answers to the
    • questions” … An unsuccessful experiment but I still hope to get it published.
    • “Three of the samples were chosen for detailed study” … The other results didn’t make any sense.
    • “Typical results are shown” … This is the prettiest graph.
    • “These results will be in a subsequent report” … I might get around to this sometime, if pushed/funded.
    • “In my experience” … Once.
    • ……

    You will find more in his blog Waking Up Costs