Differences In Work Ethic Between Russians And Americans
Lynn Visson's "Wedded Strangers" identifies differences in work ethic between Russians and Americans:“Americans, with a work ethic, grew up knowing they would have to work hard to get a job. For Russians, under the Soviet system, the government found them a job or they got a job through personal contacts.”“Under the Soviet system, the idea was to get away with as little work as possible, as there were no pay raises. There was no real threat of getting fired either. Working hard just led to more work.”“For women in the Soviet Union, the workplace was a place to gossip, sell each other clothes, and exchange tips on where to get consumer goods.”“To Russians, Americans are time obsessed. To Americans, time is money. To Russians, relatio

Getting Indecisive Prospects to Become Paying Clients
Imagine you’ve worked hard to market your services; you’ve attracted a prospective client, set up a “sales conversation” and gone through the whole sales process. Great job, but sometimes, no matter how hard we try, prospects don’t always sign up on the spot.Sometimes, a prospect needs some time to make the decision on whether or when they’d like to start working with you. What I’ve noticed over the years is that when this happens, most always, the sale never happens, probably because life gets in the way and what’s out of sight is out of mind.Often, this means you’ve lost them for good. UNLESS you use the proven method to get indecisive prospects to slide right into your practice, instead of slipping through your fingers.You’re so excited you’re practically bouncing off the walls. This idea—your best ever—is not only going to save the company tens of thousands of dollars this year, it’s eventually going to be a moneymaker. However, following your presentation, your three colleagues sit staring at you like ‘hear no evil,’ ‘see no evil’ and ‘speak no evil.’ You stare back at them in idiotic wonder: Why don’t they want what you want—especially when it’s so clearly the best thing for the company?

Almost everyone has this experience at one time or another, and the reason for it is simple: When you make a presentation instead of having a conversation about an idea, it’s anyone’s guess what’s going on in the minds of your ‘audience.’ Do they get it? Do they like it? Do they like you?

Some idea people really don’t care how they’re heard. They’re movers and shakers who pride themselves on being able to create and implement ideas on their own. Others care more about interpersonal relationships than ideas. For them, what’s truly important is being aware of and sensitive to the needs, notions and feelings of colleagues, not bringing great ideas to life.

Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you’ll emerge with superior results and stronger bonds between people.

Intention is one of the seven principles for pulling together. The others are:

• Recognize resistance. People resist ideas—and those who generate them—for three reasons. Either they don’t get the idea (Level 1 resistance), they don’t like it the idea (Level 2 resistance), or they don’t like you (Level 3 resistance). Identify the levels of resistance you’re facing and you can work through them, turning opposition into support. For example, if someone doesn’t get your idea, find a different way to explain it, and offer d
  Creating a Culture of Success
  Why is a company culture so important?I was reading a book call The World is Flat and the author was discussing the importance of a country’s culture in making changes in adapting to changes in the world’s economy. He was referring to a country’s culture as: • How well the country adapted to change • How open the country are to other nationalities • Their willingness the country is to embracing change • How each country valued education • How easy each country was to do business with • How well each country’s political systems responded to changeBeing a small business coach I could not help notice how relevant creating a culture is to the success of a business.Before we go further we must define what culture
  ly the best thing for the company?

  Almost everyone has this experience at one time or another, and the reason for it is simple: When you make a presentation instead of having a conversation about an idea, it’s anyone’s guess what’s going on in the minds of your ‘audience.’ Do they get it? Do they like it? Do they like you?

  Some idea people really don’t care how they’re heard. They’re movers and shakers who pride themselves on being able to create and implement ideas on their own. Others care more about interpersonal relationships than ideas. For them, what’s truly important is being aware of and sensitive to the needs, notions and feelings of colleagues, not bringing great ideas to life.

  Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you’ll emerge with superior results and stronger bonds between people.

  Intention is one of the seven principles for pulling together. The others are:

  • Recognize resistance. People resist ideas—and those who generate them—for three reasons. Either they don’t get the idea (Level 1 resistance), they don’t like it the idea (Level 2 resistance), or they don’t like you (Level 3 resistance). Identify the levels of resistance you’re facing and you can work through them, turning opposition into support. For example, if someone doesn’t get your idea, find a different way to explain it, and offer
    Three Lessons from the NFL Experience
    This week I had a chance to visit the NFL Experience in Miami. It’s a weeklong festival the league puts on in the city where the Super Bowl is played. I have to tip my hat off the National Football League for putting on a fun event that could appeal to a variety of fans. Here are three customer service lessons that I picked up from the event:Treat your customers well. Right away I noticed that the hundreds of people who staffed this event treated people with respect and enthusiasm. Clearly, from the vendors to the security staff, someone had stressed making this a positive event for fans. It was the type of behavior you’d normally see at a high class restaurant or hotel. Even the players and coaches on hand seemed to
    ng able to create and implement ideas on their own. Others care more about interpersonal relationships than ideas. For them, what’s truly important is being aware of and sensitive to the needs, notions and feelings of colleagues, not bringing great ideas to life.

    Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you’ll emerge with superior results and stronger bonds between people.

    Intention is one of the seven principles for pulling together. The others are:

    • Recognize resistance. People resist ideas—and those who generate them—for three reasons. Either they don’t get the idea (Level 1 resistance), they don’t like it the idea (Level 2 resistance), or they don’t like you (Level 3 resistance). Identify the levels of resistance you’re facing and you can work through them, turning opposition into support. For example, if someone doesn’t get your idea, find a different way to explain it, and offer
      The Balancing Act
      I was having lunch with my good friend Pete, and we were talking about different life situations, management and people we know. Afterwards I started thinking about how we all walk around carrying our own burdens. Some are more than others.I likened it to balancing a bucket of water on your head while you are walking down a path. Some paths are rocky, some are smooth.In some countries this is the only way goods are moved between far flung villages. We all have seen pictures of people walking with large loads precariously balanced. Step by step they walk along their path until they reach their destination.Management is like that. When you arrive at work everyday, you place a large bucket filled with water on top of your head and begin walki
      idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you’ll emerge with superior results and stronger bonds between people.

      Intention is one of the seven principles for pulling together. The others are:

      • Recognize resistance. People resist ideas—and those who generate them—for three reasons. Either they don’t get the idea (Level 1 resistance), they don’t like it the idea (Level 2 resistance), or they don’t like you (Level 3 resistance). Identify the levels of resistance you’re facing and you can work through them, turning opposition into support. For example, if someone doesn’t get your idea, find a different way to explain it, and offer
        Successfully Shift Your Mindset
        Many people don’t realize that the transition from an employee to an entrepreneur simply requires a shift in their mindset. You hear of people wishing and hoping that they could be out of their jobs and in their own business but either they don’t take the action to begin that endeavor or they start and then quit the venture too soon.As with any undertaking, the only way to be successful at it is to have an impenetrable belief in it. Statistically, a huge amount of businesses fail in the first five years because of lack of belief. At some point entrepreneurs with an employee mindset don’t believe that they can continue and therefore the business dissolves.A belief in something can be cultivated by simply finding evidence and proof that it is so
        li>Recognize resistance. People resist ideas—and those who generate them—for three reasons. Either they don’t get the idea (Level 1 resistance), they don’t like it the idea (Level 2 resistance), or they don’t like you (Level 3 resistance). Identify the levels of resistance you’re facing and you can work through them, turning opposition into support. For example, if someone doesn’t get your idea, find a different way to explain it, and offer data, examples and anecdotes to make concepts clearer. If people exhibit Level 2 or 3 resistance when you make a suggestion—“I don’t like it,” or “I don’t like you”—their emotions are clearly involved. You’ll need to listen carefully to what they have to say and engage in conversational give and take to get at the deeper issues underlying their resistance.
      • Consider the context (time + place + relationships = the success or failure of your idea).

      Interpersonal and other contextual ‘land mines’ are scattered throughout most work environments. If you don’t survey the land and step carefully, you’ll set them off and you and your idea will suffer. ‘Land mines’ to consider include:

      • 1) Your relationship history with colleagues and coworkers
      • 2) The way ideas have traditionally been presented and received in your company
      • 3) The impact your idea may have on others—for instance, it might threaten someone’s job or status
      • 4) How the idea might fly given the current economy
      • 5) Your company’s recent financial performance
      • Avoid knee-jerk reactions. When someone cuts you off in traffic, is your impulse to speed up and let him or her know you didn’t appreciate it? If so, speeding up (and possibly tailing the person with your bright lights on) is your knee-jerk reaction to the ‘trigger’ of being cut off. Not only does your knee-jerk reaction not help the situation; it could cause an accident and turn what might have been a relatively minor irritation into a very big deal. The better response? Take a few deep breaths and slow down to put some space between you and the inconsiderate driver in front of you. It’s the smarter and safer way to react.

      Slowing down and breath