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Does Back To School Mean Back To School Behavior Problems?
There are so many great ways to motivate students to see the value of school, and have better behavior. If you're a teacher, you will want to use every one of these gems. These interventions should be used beginning with Day 1:
*** Brains Replace...
Expose Lies On Resumes
Purpose: Learn about the new Polygraph for management hires
His heart dropped when he saw his boss from his current company walk into the interview room with his prospective new employer. In a flash, every exaggeration on his resume was known....
How to Receive Multiple Job Offers After You’re Fired
The more you try to be in control, the less you really are…in life and at work. You just got fired and you think it’s the end of the world. You’re looking at the wrong end. Ask survivors of the most popular reality television shows and they’ll...
Setting Clear Job Search Objectives
"Setting Clear Objectives"
To achieve a goal, there is a process that you should implement.
This process is to streamline and analyze your objectives. Begin
at the very beginning at the smallest, specific part. These are
the most important...
The "Low-Down" on Team Development, Part I
In recent years in the business-world there has been a lot written and said about Team Development . Unfortunately, most of the people doing the majority of talking lack the psychological background to accurately describe the conditions under which...
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So You Were Wrong
I once worked for a boss who was never wrong, never made a
mistake or a bad decision. All you had to do was ask him. To his
staff he was Teflon-man. Nothing stuck to him and everything
came sliding toward us.
Accountability was not a concept he practiced unless things
turned out well and then, he claimed the credit. But if they
didn't, he immediately embarked on endeavors to identify someone
responsible. Being called to his office typically meant he was
looking for information and trying to decide whom to blame.
Justify. Justify. Justify. Like a battle cry, he commissioned
reports, graphs, charts and enhanced documentation whenever his
boss questioned him. He found it easier to dig his heels into a
position than admit he might have been wrong or change his mind.
Working for someone I couldn't respect eventually led me to
transfer departments.
But it still baffles me. People do make mistakes, they do trip
up sometimes and they do, on occasion, speak or act in error.
And while there's nothing that says we should be happy about it
when we do it ourselves, trying to act like it didn't happen,
covering up our mistakes, or trying to justify inaccurate
positions leads nowhere.
You see, unlike that early boss of mine, people who are winning
at working speak up and admit when they've made a mistake. They
take
accountability for fixing resulting problems. And even if
they have to gather their courage and swallow hard, they
acknowledge when they're wrong.
I learned in twenty years in management that playing it safe,
isn't. One of the biggest mistakes you can make if you want to
be winning at working is pointing fingers, blaming others or
offering excuses. Own your decisions, choices and actions. Admit
when you're wrong. Fix your mistakes. Then learn from them and
move on. These are the signs of confident, accountable,
initiative-filled people. And these are the people you want on
your team.
There's a story I love about the famed British economist, John
Maynard Keynes, who was confronted by a young man after one of
his lectures. The man insisted Keynes give him an explanation of
why he contradicted himself with something written years before.
"Well," Keynes replied. "When I'm wrong, I change my mind."
Seems to me, that's pretty good advice for work and for life.
(c) 2005 Nan S. Russell. All rights reserved.
About the author:
Sign up to receive Nan's free eColumn, Winning at Working, at
http://www.winningatworking.com. Nan Russell has spent over
twenty years in management, most recently with QVC as a Vice
President. Currently working on her first book, Nan is a writer,
columnist, small business owner, and instructor.
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