2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

So, in a nutshell:

• the company wants the staff to be happy - good!
• the staff want to be happy -
  Keeping Your Cool When The Customer Gets Hot
  A day in the life of a business person can be filled with joy and satisfaction or it can be frustrating and stressful. When things go wrong, some people lose control. Holding emotions in check and reacting professionally under fire are not always easy. It is particularly difficult to be nice to people who are not being nice to you.So what do you do to keep your cool when the customer is chewing you out? Most of the time, it is not even your fault. It could be that the problem was with a product or a service delivered by someone else in your organization. You're getting the blame because the unhappy person found you first, and it's not pleasant. When faced with angry people, there are four key steps that will help diffuse the situation.Step one is to apologize. "But," you say, "it's not my fault." It doesn't matter who's to blame; apologize anyway. As a representative of your company you have a responsibility to see that things go well. Your willingness t
  Culture Surveys. A very powerful tool to get inside the minds of your staff … and then remove all responsibility from them.

  I was speaking with a friend the other day and the subject of culture survey came up. His company had completed one recently and the numbers were down … way down!

  To the company’s credit they decided a no holds barred approach was the solution to find out what is really going on. They hired a consultant to interview who he wanted about what he wanted, within the context of the survey.

  In terms of Culture Surveys you have to applaud the company for taking such a candid approach. The CEO is keenly interested in what his staff think and feel and takes steps to engage them personally when he can.

  He only has one problem … Culture Surveys don’t work!

  In fact, while the premise of a culture survey is clear and the intentions are correct, the application and follow up couldn’t be more off base in most cases.

  To discover why it’s off base you need to go back to some fundamental thinking about why people do the work they do. You also need to look at the drivers behind a culture survey.

  You’ll then see that many of the current crop of culture surveys are incorrect from the start. And, as most managers, leaders and researchers will tell you, if you start off from the wrong premises you are in no way, except by a giant fluke, going to achieve your outcome.

  Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.

  1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.

  Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.

  It becomes a “oh, the company wants to know what I think, huh” and immediately the battle lines are drawn. Staff begin looking for ways to influence the company by the way they answer the question. The problem is, they are the company. And therein lies the point.

  Staff are led to believe they can influence management to change the working rules through a culture survey. The reality is, they can’t (or don’t).

  As soon as staff realise this, the positive intentions fail and it becomes another “survey exercise” and as soon as that happens, the value of the survey actually goes into the negative.

  It turns negative because the survey itself initially raises expectations that staff and their lot in life are important. Yet when initiatives to improve fail or are not followed through, the point of managerial disinterest in magnified. The survey can become a point of dissatisfaction - not satisfaction.

  2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

  So, in a nutshell:

  • the company wants the staff to be happy - good!
  • the staff want to be happy - g
    What Exactly Are The Job Duties Of A Virtual Assistant?
    Virtual assistants are hired to either do specific jobs or be a helping hand to a business in many fields. For this reason a virtual assistant goes through a program that prepares them for all the jobs they may run into out in the field. It is not easy by any standards to be a virtual assistant unless you go for the jobs that only ask you to do one specific thing all the time.Will I Be A Secretary?A virtual assistant will sometimes have to perform the work duties of a secretary. There may be such things as taking down a speech and making it into a written/typed form. You may also have to schedule appointments, call customers, have customers call you, organize meetings, and possibly even e-mailing people.What Types Of Creative Things May I Be Asked To Do?Sometimes part of a virtual assistants job duties may include making flyers or cards to promote a business. Also if a business owner is new to the whole business field they may ask you to make log
    veys don’t work!

    In fact, while the premise of a culture survey is clear and the intentions are correct, the application and follow up couldn’t be more off base in most cases.

    To discover why it’s off base you need to go back to some fundamental thinking about why people do the work they do. You also need to look at the drivers behind a culture survey.

    You’ll then see that many of the current crop of culture surveys are incorrect from the start. And, as most managers, leaders and researchers will tell you, if you start off from the wrong premises you are in no way, except by a giant fluke, going to achieve your outcome.

    Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.

    1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.

    Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.

    It becomes a “oh, the company wants to know what I think, huh” and immediately the battle lines are drawn. Staff begin looking for ways to influence the company by the way they answer the question. The problem is, they are the company. And therein lies the point.

    Staff are led to believe they can influence management to change the working rules through a culture survey. The reality is, they can’t (or don’t).

    As soon as staff realise this, the positive intentions fail and it becomes another “survey exercise” and as soon as that happens, the value of the survey actually goes into the negative.

    It turns negative because the survey itself initially raises expectations that staff and their lot in life are important. Yet when initiatives to improve fail or are not followed through, the point of managerial disinterest in magnified. The survey can become a point of dissatisfaction - not satisfaction.

    2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

    So, in a nutshell:

    • the company wants the staff to be happy - good!
    • the staff want to be happy -
      Looking for Job Opportunities in Dubai?
      Dubai is a modern city with all the amenities of years. For years, it has been an attraction point for many people around the world and especially those from sub-continent. Just about every other person in Sub-Continent wants to attain first-class jobs in Dubai and get settled here. At present, Dubai is home to an assorted and stimulating blend of vibrant and young professionals from all around the globe that are paying their part in the development and intensification of this dream city. They all enjoy the unrivalled quality of life that Emirate offer to them in return of their services. The facilities offered in Dubai are the best in the world. This is reason that Dubai is currently the fastest growing population in the world.More and more people move abroad to Dubai to experience the very best in the world of employment and lifestyle. They search for job vacancies in Dubai through various online job portals and newspapers and clutch on to it if find any. One of the mos
      strong>- this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.

      Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.

      It becomes a “oh, the company wants to know what I think, huh” and immediately the battle lines are drawn. Staff begin looking for ways to influence the company by the way they answer the question. The problem is, they are the company. And therein lies the point.

      Staff are led to believe they can influence management to change the working rules through a culture survey. The reality is, they can’t (or don’t).

      As soon as staff realise this, the positive intentions fail and it becomes another “survey exercise” and as soon as that happens, the value of the survey actually goes into the negative.

      It turns negative because the survey itself initially raises expectations that staff and their lot in life are important. Yet when initiatives to improve fail or are not followed through, the point of managerial disinterest in magnified. The survey can become a point of dissatisfaction - not satisfaction.

      2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

      So, in a nutshell:

      • the company wants the staff to be happy - good!
      • the staff want to be happy -
        ISO 9000 Procedures
        The basic ISO 9000 procedures include document control procedure, records procedure, internal audit procedure, control of non-conformance procedure, corrective action procedure, and preventive action procedure. Documentation is a basis upon which an ISO-compliant quality system is constructed. An unauthorized change in any information makes problems. Your mandatory document control procedure must define how you approve documents, update and re-approve amended documents, prevent the inadvertent use of obsolete documents, and ensure that documents are available where they are needed.A mandatory records procedure is needed to specify which records are kept, by whom, for how long and how they are disposed of. These records include the records of sales activities, internal audit results and follow-up actions, results of corrective action, records of design and development reviews and any related actions, records to demonstrate the validation of special processes, and records o
        and immediately the battle lines are drawn. Staff begin looking for ways to influence the company by the way they answer the question. The problem is, they are the company. And therein lies the point.

        Staff are led to believe they can influence management to change the working rules through a culture survey. The reality is, they can’t (or don’t).

        As soon as staff realise this, the positive intentions fail and it becomes another “survey exercise” and as soon as that happens, the value of the survey actually goes into the negative.

        It turns negative because the survey itself initially raises expectations that staff and their lot in life are important. Yet when initiatives to improve fail or are not followed through, the point of managerial disinterest in magnified. The survey can become a point of dissatisfaction - not satisfaction.

        2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

        So, in a nutshell:

        • the company wants the staff to be happy - good!
        • the staff want to be happy -
          Where CIOs Can Make the Biggest Impact
          What is the aspect of the role where CIOs can make the biggest impact? What can we do to make that impact? In Change Management, you have to identify a compelling need to change. Do you have an organization that will support you? Do you have the skills? Do you have the relationships? What's your mission?The door between the Chief Information Officer CIO and CFO offices is opening wider, and the executives are building a path to regular interaction that allows the Information Technology IT function to excel in meeting the business' needs, not simply to comply with regulatory mandates or budgetary strictures.The most time-absorbing activity is ensuring that Information Tecnology IT systems are efficient across an organisation, through careful delegation, "You won't get into the chief executive's office if his PC is down!"Companies are increasingly handing CIOs the role of change agent. They're getting that responsibility because of their unique positi
          survey can become a point of dissatisfaction - not satisfaction.

          2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.

          So, in a nutshell:

          • the company wants the staff to be happy - good!
          • the staff want to be happy - good!
          • the company takes responsibility for the change through the survey - bad!
          • the company initiates change through the staff - bad!
          • the company perpetuates it’s role as the master of the staff - very bad!
          • the staff come to rely upon the ‘company’ for the security and safety - extremely bad!
          So what do you do?

          The best company’s turn the process on its head. The staff become responsible for the culture - not the management of the company. In fact, each layer of employee can become responsible for their own culture.

          A little psychology …

          People feel more in control of their own lives when they take on responsibility. If you feel you make the decisions and bear the consequences of your life you will be more prepared to make better decisions simply because those decision affect you directly. In the end, success or failure, it’s our own doing.

          This responsibility actually enables people to feel good about themselves and in control of their destiny.

          The result of this ‘good feeling’ is a heightened self esteem and a willingness to take more calculated risks, because we feel comfortable and confident in ourselves. We learn/know, that even if we do screw up, we’re a good enough individual to relocate the ‘right track’ and makeup for any mistakes. In fact, the mistakes become learning events. And so we continually build our confidence and achievements and success.

          We call it the virtuous cycle. We continually grow, reinforcing our ability to accept challenges and opportunities.

          This is nothing new and most people reading this might say: “What’s your point?”

          My Point (finally)

          Culture surveys, initiated by the business and driven by the business remove that central point of responsibility. In such a way that they cannot work, based on human psychology.

          For people to grow, they need to be able to take full responsibility for their actions. Culture Surveys, administered by the company don’t allow this.

          So, how should culture surveys be administered?

          Firstly, the job function needs to be driven more by the individual than the business. Sure, the business has to define the outcomes of the job, no problem. But, the individual once they know the job must be able to determine how it gets done. They take responsibility. But it is what I term “full-responsibility”. They understand the consequences of non-completion or extended failure to deliver. Measurements are different to job performance. Don’t confuse the two.

          What to do

          • Pick a small team within your company.
          • Meet with them to discuss the job they do.
          • Agree with them on the results the team is required to deliver.
          • Handover the function to the team.
          • Update their progress regularly.
          • Provide support where necessary.
          • Conduct a culture survey.
          Okay, for some people this might be a little scary. Almost bordering on irresp