Friday, April 20, 2012
How to "Unstick" a Mind, Even Your Own
”Ever hear a friend, associate or employee say, "I can't do it," or "It can't be done"?
Actually, there are many variations on that statement, all meaning, "No way".
Ever been tempted to argue? Or contradict the statement with, "Of course you can do it, all you've gotta do is TRY!"
Didn't work out too good, huh?
Here's a little principle of human nature that can come in handy in these moments.
When a human brain hears a question, no matter how unthinkable, it automatically imagines an answer. Try it for yourself -- pick something you don't think you can do, or do well.
Then, ask yourself this question: "What would it be like if I could do _________ really well?"
Your brain automatically imagines what it would be like -- it can't help it. You have to be unconscious to avoid having that happen. It's automatic. And it moves a person's mind from the frozen position of "impossible" to one of, "what would it be like if...?" and that's a much more resourceful state to be in.
So let's see where that takes us. Hmmm. What kinds of questions might you decide to ask, in what situations, if you knew that the listener unconsciously and automatically imagined the answer?
This is really a huge advantage, when you think about it. You can get people to think about just about anything you want, by asking them what a thing might be like.
The important thing is that by asking a question, you are pointing a person's attention toward imagining an answer. It's like shaking a toy in front of a cat - cats can't help but focus on the sudden motion. Well, human brains are wired to notice questions and imagine answers.
More usefully, you can loosen up just about any attitude if you go, "Yeah, I know it's impossible. Of course you can't. But I was just wondering, what would it be like if you could...?"
So, do you know why you FIRST AGREE with them?? It's because people's brains are contrary; and if you immediately contradict what someone says you LOCK THEM IN to that attitude.
That's not what you want to do, unless you just get off on having debates. You may have noticed what happens inside your own mind when someone just flatly disputes something you say. Not too charming, huh?
So, the process is:
FIRST -- agree with them that they can't, or that of course it's impossible, or whatever the limitation is. Then,
SECOND -- ask them, "But what would it be like if you could?"
Try it on a few people you know, when the time is right. When you see how easily this works, you might be tempted to make it a habit. After all, who knows?
What would it be like if everyone you knew was able to do whatever they wanted to do?
You gotta wonder, what would THAT be like?”
By Tom Hoobyar
Leslie Forbes
April 20, 2012
Monday, March 19, 2012
Summary of the 7 Habits of Highly Effective People
The 7 Habits...and what they'll do to help your group:
• Be Proactive - Fosters courage to take risks and accept new challenges to achieve goals
• Begin with the End in Mind - Brings projects to completion and unites teams and organizations under a shared vision, mission, and purpose
• Put First Things First - Promotes getting the most important things done first and encourages direct effectiveness
• Think Win-Win – Encourages conflict resolution and helps individuals seek mutual benefit, increasing group momentum
• Seek First to Understand, Then to Be Understood – Helps people understand problems, resulting in targeted solutions; and promotes better communications, leading to successful problem- solving
• Synergize - Ensures greater "buy-in" from team members and leverages the diversity of individuals to increase levels of success
• Sharpen the Saw - Promotes continuous improvements and safeguards against "burn-out" and subsequent non-productivity
From the book: 7 Habits of Highly Effective People by Stephen R. Covey
Leslie Forbes
March 19, 2012
• Be Proactive - Fosters courage to take risks and accept new challenges to achieve goals
• Begin with the End in Mind - Brings projects to completion and unites teams and organizations under a shared vision, mission, and purpose
• Put First Things First - Promotes getting the most important things done first and encourages direct effectiveness
• Think Win-Win – Encourages conflict resolution and helps individuals seek mutual benefit, increasing group momentum
• Seek First to Understand, Then to Be Understood – Helps people understand problems, resulting in targeted solutions; and promotes better communications, leading to successful problem- solving
• Synergize - Ensures greater "buy-in" from team members and leverages the diversity of individuals to increase levels of success
• Sharpen the Saw - Promotes continuous improvements and safeguards against "burn-out" and subsequent non-productivity
From the book: 7 Habits of Highly Effective People by Stephen R. Covey
Leslie Forbes
March 19, 2012
Tuesday, January 17, 2012
Creating Compelling Career Goals- Part 2
You have often heard that timing is everything; well, I can’t think of a better time to get yourself tuned into a solid plan for your career. As I have shared with you in the past, a surprising number of seemingly well educated, experienced professionals allow themselves to go through long periods of time without the benefit of clear and compelling career goals. What effect do you think the current “bad economy drumbeat” is having on people in the workforce? Do you think there will be more people taking action like you are to get a solid plan pulled together, or do you think more will take a “wait and see” approach to their career? My work experience at Marshall Career Service tells me that in times of concern and worry, many people do exactly the opposite of what logic and common sense would tell them to do. Taking a “wait and see” approach is clearly not a good idea when employers get concerned about the economy and their workforce. Who do you think is most likely to stay in good graces at work; those who are well planned and goal oriented or the employee waiting to see what “might” happen?
Each of us has areas of responsibility for which we are paid to successfully complete. These responsibilities also support directly the responsibilities of those we report to and those reporting to us. An analogy of what you want to do in Part 2 of “Creating Compelling Career Goals” is to completely understand where you are now in order to best determine where it is you want to go in the future. Now is the time to breakdown in detail on paper all of the responsibilities making up your job. It becomes habit to lump multiple responsibilities into broad categories such as “production forecasting and budgeting”. The truth is that this one “responsibility” actually has numerous other essential “responsibilities” that must first be completed successfully. Think of this task as doing inventory; you want to look at everything you do down to the individual part or component level. What are the individual steps you take to accomplish each of your responsibilities? Build a detailed look at every aspect of your job.
As you to look at these responsibilities you can more clearly see what you are best at and what areas need some work. Continuing with the example of production forecasting and budgeting; you may see that you are really skilled at accurately predicting changes in raw material costs on the overall budget. What are the “sub skills” that you must also exercise successfully in order to consistently make solid predictions? Pretty good chance you are skilled in sitting down with the purchasing department and gaining their buy in and cooperation. Does this mean you are a good listener? Does it show skill in communicating needs and expectations? Are you beginning to see your skill in asking questioning to get to the heart of the matter? Does it demonstrate a clear ability to make and keep agreements? I know you can think of your own examples of sub skills you take for granted yet are a critical component to your overall success. You want to look at the details making up the broad tasks of each of your responsibilities. This is how to best understand your areas of responsibility.
Much of our success at Marshall Career Service can be attributed to our approach to understanding the depth of the position we are being hired to fill for our client. Our consultants are well skilled at building the level of trust and rapport needed to help our customers think of their needs at the “component level”. Continuing with our previous example; who would we recommend for hire if our client asks us to fill the position responsible for production forecasting and budgeting? Is this a job for a “numbers guy”, a crusty old manufacturing type or an agile rapport builder clear of purpose? It is a guessing game at best until our staff spends time exercising our skills with our clients. What I am telling you is that companies know what they are looking for, but have no idea what that looks like. Make sense?
Now let’s put this exercise back in the context of creating career goals. Within the company you currently work for, or for that matter any company you will ever work with, there are numerous sets of unique “sub skills” needed to succeed. Whether your company has 150 people or 15000 worldwide, the products you sell, the inherent nature of the business, the attitudes and belief systems of your leaders along with the background, experience and thought processes of each and every person shape the “sub skills” you utilize to get things done. No two companies and no two positions within them function the same way. Every position within every company is unique to that company. This is what makes successful hiring or conducting a successful job search so dog gone difficult. All of you accountants carry the same titles and job descriptions, yet none of you utilize the same set of “sub skills” to get your job done. If you will make the investment of time in yourself to “inventory” each of your responsibilities you will be taking an enormous step forward in positioning yourself for long term career success.
Remember “timing is everything”? Think within your current company; how many of your co-workers do you think will actually exercise the self discipline needed to accomplish this task? Who do you think will be best prepared for the upcoming evaluation or review? Who will be most likely to sell themselves in the next interview? And finally, who do you think will feel a huge shot of enthusiasm and self confidence that comes from inventorying your skills and successes? I will also just bet that your family and friends will also appreciate your “well timed” lighter attitude and smile on your face.
In a few weeks I will update this site with Part 3 of “Creating Compelling Career Goals”. In the meantime, do your homework, lighten up and focus just a little more clearly everyday on what you want and where you want your life to take you. You have a much better grip on the steering wheel than what you might think!
www.HireOpportunities.com is a career resource written by Rick Marshall, president of Marshall Career Service, Inc. located in Fort Worth, Texas. Marshall and his staff are recognized as one of the leaders in the placement and recruiting profession specializing in career opportunities located in the North Texas area. Client companies and qualified candidates working with Marshall Career Service enjoy a true level of personal service not found in today’s resume driven times. To learn more about our areas of expertise please follow this link to our website. www.marshallcareerservice
Each of us has areas of responsibility for which we are paid to successfully complete. These responsibilities also support directly the responsibilities of those we report to and those reporting to us. An analogy of what you want to do in Part 2 of “Creating Compelling Career Goals” is to completely understand where you are now in order to best determine where it is you want to go in the future. Now is the time to breakdown in detail on paper all of the responsibilities making up your job. It becomes habit to lump multiple responsibilities into broad categories such as “production forecasting and budgeting”. The truth is that this one “responsibility” actually has numerous other essential “responsibilities” that must first be completed successfully. Think of this task as doing inventory; you want to look at everything you do down to the individual part or component level. What are the individual steps you take to accomplish each of your responsibilities? Build a detailed look at every aspect of your job.
As you to look at these responsibilities you can more clearly see what you are best at and what areas need some work. Continuing with the example of production forecasting and budgeting; you may see that you are really skilled at accurately predicting changes in raw material costs on the overall budget. What are the “sub skills” that you must also exercise successfully in order to consistently make solid predictions? Pretty good chance you are skilled in sitting down with the purchasing department and gaining their buy in and cooperation. Does this mean you are a good listener? Does it show skill in communicating needs and expectations? Are you beginning to see your skill in asking questioning to get to the heart of the matter? Does it demonstrate a clear ability to make and keep agreements? I know you can think of your own examples of sub skills you take for granted yet are a critical component to your overall success. You want to look at the details making up the broad tasks of each of your responsibilities. This is how to best understand your areas of responsibility.
Much of our success at Marshall Career Service can be attributed to our approach to understanding the depth of the position we are being hired to fill for our client. Our consultants are well skilled at building the level of trust and rapport needed to help our customers think of their needs at the “component level”. Continuing with our previous example; who would we recommend for hire if our client asks us to fill the position responsible for production forecasting and budgeting? Is this a job for a “numbers guy”, a crusty old manufacturing type or an agile rapport builder clear of purpose? It is a guessing game at best until our staff spends time exercising our skills with our clients. What I am telling you is that companies know what they are looking for, but have no idea what that looks like. Make sense?
Now let’s put this exercise back in the context of creating career goals. Within the company you currently work for, or for that matter any company you will ever work with, there are numerous sets of unique “sub skills” needed to succeed. Whether your company has 150 people or 15000 worldwide, the products you sell, the inherent nature of the business, the attitudes and belief systems of your leaders along with the background, experience and thought processes of each and every person shape the “sub skills” you utilize to get things done. No two companies and no two positions within them function the same way. Every position within every company is unique to that company. This is what makes successful hiring or conducting a successful job search so dog gone difficult. All of you accountants carry the same titles and job descriptions, yet none of you utilize the same set of “sub skills” to get your job done. If you will make the investment of time in yourself to “inventory” each of your responsibilities you will be taking an enormous step forward in positioning yourself for long term career success.
Remember “timing is everything”? Think within your current company; how many of your co-workers do you think will actually exercise the self discipline needed to accomplish this task? Who do you think will be best prepared for the upcoming evaluation or review? Who will be most likely to sell themselves in the next interview? And finally, who do you think will feel a huge shot of enthusiasm and self confidence that comes from inventorying your skills and successes? I will also just bet that your family and friends will also appreciate your “well timed” lighter attitude and smile on your face.
In a few weeks I will update this site with Part 3 of “Creating Compelling Career Goals”. In the meantime, do your homework, lighten up and focus just a little more clearly everyday on what you want and where you want your life to take you. You have a much better grip on the steering wheel than what you might think!
www.HireOpportunities.com is a career resource written by Rick Marshall, president of Marshall Career Service, Inc. located in Fort Worth, Texas. Marshall and his staff are recognized as one of the leaders in the placement and recruiting profession specializing in career opportunities located in the North Texas area. Client companies and qualified candidates working with Marshall Career Service enjoy a true level of personal service not found in today’s resume driven times. To learn more about our areas of expertise please follow this link to our website. www.marshallcareerservice
Thursday, January 5, 2012
www.HireMatters.com
Nutritionists will tell you that you are what you eat. Sociologists point to your neighborhood growing up as having a big influence on your current views of how the world works. Your mother even told you to be careful who you hang out with, right? So, is your personal success and ultimate career path more determined by who you have hired than you might realize? Maybe even more important to consider; if you recognize that you may have allowed yourself to be surrounded by less than the best, can you now do anything about it? Being a “Creature of Habit” often best shows itself in how you go about hiring.
An effective system for hiring has three distinct areas of importance; prioritizing the responsibilities of the position, identifying a quantity of qualified candidates and building an objective procedure for timely candidate evaluation and final selection. Rarely in our practice do we see individual managers succeeding in all phases of successful hiring. It is difficult to be great at everything; most of you already have far more responsibility than just one full time job.
I believe the biggest challenge facing even the most networked executive is the difficulty in identifying enough qualified candidates to feel confident in your selection decision. Specialization and narrow focus in our practice gives our clients a huge advantage over those who attempt it on their own. We maintain active relationships with thousands of professionals working the DFW marketplace. It is very common for our staff to invite 20+ candidates in for an exploratory interview when conducting a search. We are successful with few exceptions in having 3 qualified final candidates for each assignment we work. Having a quantity of good people sure helps identify the right person for the job.
Take a look at your internal process for interviewing and evaluating candidates. How long does it actually take from the first point of contact all the way through an accepted offer? I will tell you professional experience this is one area that you do have control over and streamlining this process will improve you hiring success. To be able to hiring the best you must be able to respond quickly. Consider who it is you most want to hire; like you, these people are not actively conducting a running job search. But when they decide to move, they move strategically and swiftly. Our experience tells us that most hiring decisions involving true “A” players takes less than 10 days on average. Our experience has also shown that virtually none of the companies we worked with on the first assignment were set up to respond that quickly. Think about your company; are you really able in the normal course of business able to respond this quickly. You can dramatically improve your odds if you and your team spend some quality time committing your process to paper.
Our success over the last 29 years is directly linked to our ability to repeatedly help our clients identify quality candidates with the skills to do their job. We have built our business by having a narrow expertise focus and delivering results quickly. The placements we make succeed for the long haul; our one year retention rates far exceed any of our competitors. We invest the time to truly evaluate the candidates we consider for your position. Our team understands you will only pay us for talent that you can not reach on your own. Success breeds success; when our placements succeed, you succeed and we succeed.
www.HireMatters.com is a career resource written by Rick Marshall, president of Marshall Career Service, Inc. located in Fort Worth, Texas. Marshall and his staff are recognized as one of the leaders in the placement and recruiting profession specializing in career opportunities located in the North Texas area. Client companies and qualified candidates working with Marshall Career Service enjoy a true level of personal service not found in today’s resume driven times. To learn more about our areas of expertise please follow this link to our website. www.marshallcareerservice.com
An effective system for hiring has three distinct areas of importance; prioritizing the responsibilities of the position, identifying a quantity of qualified candidates and building an objective procedure for timely candidate evaluation and final selection. Rarely in our practice do we see individual managers succeeding in all phases of successful hiring. It is difficult to be great at everything; most of you already have far more responsibility than just one full time job.
I believe the biggest challenge facing even the most networked executive is the difficulty in identifying enough qualified candidates to feel confident in your selection decision. Specialization and narrow focus in our practice gives our clients a huge advantage over those who attempt it on their own. We maintain active relationships with thousands of professionals working the DFW marketplace. It is very common for our staff to invite 20+ candidates in for an exploratory interview when conducting a search. We are successful with few exceptions in having 3 qualified final candidates for each assignment we work. Having a quantity of good people sure helps identify the right person for the job.
Take a look at your internal process for interviewing and evaluating candidates. How long does it actually take from the first point of contact all the way through an accepted offer? I will tell you professional experience this is one area that you do have control over and streamlining this process will improve you hiring success. To be able to hiring the best you must be able to respond quickly. Consider who it is you most want to hire; like you, these people are not actively conducting a running job search. But when they decide to move, they move strategically and swiftly. Our experience tells us that most hiring decisions involving true “A” players takes less than 10 days on average. Our experience has also shown that virtually none of the companies we worked with on the first assignment were set up to respond that quickly. Think about your company; are you really able in the normal course of business able to respond this quickly. You can dramatically improve your odds if you and your team spend some quality time committing your process to paper.
Our success over the last 29 years is directly linked to our ability to repeatedly help our clients identify quality candidates with the skills to do their job. We have built our business by having a narrow expertise focus and delivering results quickly. The placements we make succeed for the long haul; our one year retention rates far exceed any of our competitors. We invest the time to truly evaluate the candidates we consider for your position. Our team understands you will only pay us for talent that you can not reach on your own. Success breeds success; when our placements succeed, you succeed and we succeed.
www.HireMatters.com is a career resource written by Rick Marshall, president of Marshall Career Service, Inc. located in Fort Worth, Texas. Marshall and his staff are recognized as one of the leaders in the placement and recruiting profession specializing in career opportunities located in the North Texas area. Client companies and qualified candidates working with Marshall Career Service enjoy a true level of personal service not found in today’s resume driven times. To learn more about our areas of expertise please follow this link to our website. www.marshallcareerservice.com
Thursday, November 17, 2011
Total Quality
“A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.”
- Stephen Covey
Leslie Forbes
November 17, 2011
- Stephen Covey
Leslie Forbes
November 17, 2011
7 Habits
Habit 1: Be Proactive
Habit 2: Begin with the End in Mind
Habit 3: Put First Things First
Habit 4: Think Win/Win
Habit 5: Seek First to Understand, Then to Be Understood
Habit 6: Synergize
Habit 7: Sharpen the Saw
― Stephen R. Covey, The 7 Habits of Highly Effective People
Leslie Forbes
November 17, 2011
Habit 2: Begin with the End in Mind
Habit 3: Put First Things First
Habit 4: Think Win/Win
Habit 5: Seek First to Understand, Then to Be Understood
Habit 6: Synergize
Habit 7: Sharpen the Saw
― Stephen R. Covey, The 7 Habits of Highly Effective People
Leslie Forbes
November 17, 2011
Thursday, November 10, 2011
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