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Digg it UP - Putting Values into Action
In today’s very competitive world of business, one might wonder which department is crucial to the business’s growth, value and longevity. There will be those who might guess the actual employees that produce the service or product, perhaps those that are in an executive leadership role, etc. Would you be surprised to learn that Human Resources as a department whole, is one of the most basic, integral elements of a successful business? Why is it so important?The very name of this department should provide the first clue. While most managers might argue that producing the best service or product is the ultimate goal, a savvy business profes
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
You have written your very 1st eBook, you have created a killer sales page and you list your eBook on eBay. Your eBook starts to sell and your excitement builds at the prospect of 100s of dollars in your PayPal account, then bang! EBay end your auction for a violation of terms. Now you feel like giving up.The 1st thing is not to panic as this happens a lot. I have had many listings ended over the years for silly policy violations. Anyone who has been a subscriber of mine for a long time will remember I had my $10,000 auction eBook ended when I had only sold half of my inventory. The reason eBay ended my auction was because I said I accept 'cas
So what are values? Where do they come from and how do they impact on behaviours and results?
First of all, our values exist at a subconscious level, so we often don’t even realize we have a certain value until asked directly about it or until an event or behaviour challenges a core value.
For example I have a core personal value around honesty and integrity... Some years ago I worked in a junior management position for a national company. I became increasingly stressed, to the extent that at one point I was physically ill. Eventually I resigned. A number of years later when exposed to the concept of core values I reviewed my stressed experience and realized that my immediate manager had a completely different value set to me. He demonstrated these values through his behaviours. (My relative youth, ambition and aggressive certainty and belief in black and white probably exacerbated his behaviours.)
Each time I feel “stressed”, and I examine the events in my life with my coach, to date every time there has been a challenge to my values.
So core values are unconscious, but powerful enough to cause illness, stress and resignation. I have since discovered through coaching others and through my research that my reactions and responses to having my values trampled on were entirely normal.
Values generally come from lessons learnt and examples provided at an early age from key role models and influencers. We unconsciously model ourselves on those who had the strongest influence. I note that many of the values I live and espouse as an adult were those I gained from my father.
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
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Gather around children for a tale of royal power. Far back in history the king owned everything. (Does that remind you of Donald Trump?). Occasionally the king would grant property to a duke. Property ownership meant wealth, so the king would demand that the duke pay yearly taxes. To this very day much of the money that supports government comes from property taxes, for you see children, government is still king.If the property owner fails to pay the tax the county government places a lien on that property. Every year property tax liens are sold at auction to the highest bidder. If the property owner fails to satisfy that tax lien the n
For example I have a core personal value around honesty and integrity... Some years ago I worked in a junior management position for a national company. I became increasingly stressed, to the extent that at one point I was physically ill. Eventually I resigned. A number of years later when exposed to the concept of core values I reviewed my stressed experience and realized that my immediate manager had a completely different value set to me. He demonstrated these values through his behaviours. (My relative youth, ambition and aggressive certainty and belief in black and white probably exacerbated his behaviours.)
Each time I feel “stressed”, and I examine the events in my life with my coach, to date every time there has been a challenge to my values.
So core values are unconscious, but powerful enough to cause illness, stress and resignation. I have since discovered through coaching others and through my research that my reactions and responses to having my values trampled on were entirely normal.
Values generally come from lessons learnt and examples provided at an early age from key role models and influencers. We unconsciously model ourselves on those who had the strongest influence. I note that many of the values I live and espouse as an adult were those I gained from my father.
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
All business owners face road blocks throughout the life of their business. It's how they deal with and overcome these road blocks that will determine their level of success. The following are 8 common road blocks that cleaning businesses face.1. Not Having a Business PlanTake time to write a business plan. This forces you to take a serious look at all areas of your business and plan for what lies ahead. Some of the things you should be addressing in your plan are:*location (home-based, lease an office, and timeline on any transition plan);*who are your customers and how will you find them;*who is your competition a
Each time I feel “stressed”, and I examine the events in my life with my coach, to date every time there has been a challenge to my values.
So core values are unconscious, but powerful enough to cause illness, stress and resignation. I have since discovered through coaching others and through my research that my reactions and responses to having my values trampled on were entirely normal.
Values generally come from lessons learnt and examples provided at an early age from key role models and influencers. We unconsciously model ourselves on those who had the strongest influence. I note that many of the values I live and espouse as an adult were those I gained from my father.
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
The O2 XDA Mini mobile phone is a powerful pocket PC that is small in size but is a feature-packed device when it comes to specifications. The handset runs Windows Mobile software and sports a 256MHz processor and 64 MB of internal memory. As your mini portable office, it can be used for e-mailing and web browsing, and the after work hours can be made entertaining through its MP3 player and video player.The O2 XDA Mini sports a 1.3 megapixel camera with zoom, built-in flash and a night mode option, and clicks decent quality pictures and records videos that can be stored in the phones internal memory to be cherished later. Connectivity options
So core values are unconscious, but powerful enough to cause illness, stress and resignation. I have since discovered through coaching others and through my research that my reactions and responses to having my values trampled on were entirely normal.
Values generally come from lessons learnt and examples provided at an early age from key role models and influencers. We unconsciously model ourselves on those who had the strongest influence. I note that many of the values I live and espouse as an adult were those I gained from my father.
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
Solar energy is a clean and efficient for of energy. The demand for it is greater than the supply. The cost of supplying electricity to remote locations is expensive and time consuming. Solar power is an excellent alternative. Portable solar power has been referred to as packaging sunlight. The concept is using an adapter to allow you to use solar power that has been accumulated during times when you do not have enough solar energy. They are mainly used at night.Battery chargers with solar power are very popular. They simply plug into your cigarette lighter and charge your car in minutes. On a larger scale you can purchase portable generators
Because values are a part of our deep structure and remain unconscious, they impact on our behaviours in ways that are not always easily or logically explained. E.g. Illness and stress.
Countries have gone to war for their values. Couples have divorced, and Business partnerships have split.
When you are feeling “stressed” it may be useful to have a values centered reflection on the current events in your life.
So how to uncover values? Often when we simply ask someone directly to list their values they will give fairly predictable middle of the road answers.
However, when we really listen to what others are saying including what they don’t stay, we can ask pointed values based questions...
Another way is the to listen to the throwaway “unconscious” comments and “unconscious” behaviours demonstrated by others, their values are easy to identify. Unfortunately this can be a much slower process.
For example a person who drives without a valid drivers licence is unlike to have a value around honesty or integrity. Similarly a staff member who helps himself to the company’s property in small way e.g. stationery, will likely carry the same honesty and trust value to larger and more valuable situations
Organisational values are built over time and are generally developed and communicated in a top down approach.
The deep unconscious nature of personal values is such that we are unlikely to discover them during a recruitment interview. So new staff may not have personal values which support or are aligned with the organisations. This can (and does) lead to behaviour and morale issues especially when new staff are in management /leadership positions. One organisation which has a high value of
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