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Article Check - Your Employees Deserve More Than Money For Their Effort
What does your best customer look like? Are they blond, dark haired, tall or short with a light or dark complexion? I ask this question because we often don't know what our customers look like. Some might argue that it doesn't matter. I would agree that in many cases, it doesn't matter.I was in a hotel lobby a few months bac
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be b
Truck driving schools have had to meet the demand of the growing number of young drivers who are entering into one of the most in demand professions there is. By deciding to enroll at a truck driving school in any state of the USA, you have already made the decision that truck driving is the profession for you, but you are most pr
Point is, leaders need to be aware that their employees are exchanging 1/5 of their valuable time for something provided through your organization. For some, exchanging time for money is enough, but most require more. Like I said earlier, people want to matter and be part of something special. They want to stretch and be challenged and be a part of something larger than themselves. They want to grow and see a pattern of growth in their lives. They want to work with people they like and respect, and they want to be seen as valuable. Good pay is fine but many want (and deserve) more.
Over the years I've held many interviews with people looking to make a career or job change. Near the beginning of the interview most will say they want more money and a different job - but almost always I find they want something else.
Many people want most what is hardest to explain.
All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.
To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those inside? These questions are at the heart of an organization and should be in the minds of each and every leader. Why? Because it's in the answers to these questions that you will win the hearts and minds, energy and time of those working for you.
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be be
The applicant across the desk is the potential answer to your prayers. They have a sparkling resume, glowing references, and experience in the outdated software package you’re still running. The applicant is nervous but you’re anxious too. You want this person to work for you and you want to attract them to your business. The b
Over the years I've held many interviews with people looking to make a career or job change. Near the beginning of the interview most will say they want more money and a different job - but almost always I find they want something else.
Many people want most what is hardest to explain.
All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.
To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those inside? These questions are at the heart of an organization and should be in the minds of each and every leader. Why? Because it's in the answers to these questions that you will win the hearts and minds, energy and time of those working for you.
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be b
It's a four-day trade show. By the halfway point the booth staff is earnestly looking for any way to ease their aching feet. Staffing a trade show exhibit is invariably a trial of stamina and endurance. It is something of a marathon, but unlike a marathon, you aren’t allowed to show your discomfort and fatigue. Quite the opposite,
Many people want most what is hardest to explain.
All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.
To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those inside? These questions are at the heart of an organization and should be in the minds of each and every leader. Why? Because it's in the answers to these questions that you will win the hearts and minds, energy and time of those working for you.
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be b
Chapter 9 of 14 How to quickly make a short list.When compiling a list of potential celebrity endorsers, it is paramount that you quickly, accurately, and with stealth-like precision, weed out the non-prospects from the prospects. Once you narrow down the list, you can use some of the techniques and questions raised in
To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those inside? These questions are at the heart of an organization and should be in the minds of each and every leader. Why? Because it's in the answers to these questions that you will win the hearts and minds, energy and time of those working for you.
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be b
Loudly watching the intense activity at a modern trucking terminal and distribution center with all the material handling equipment moving in one direction one has to wonder how they do it all without any accidents. Whether you are involved in modern day American material handling or using Canada handling material pneumatic equipme
A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.
I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be better for it.
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