Dale Carnegie Colorado Blog

Participating in Teams during Change

2012-01-19T10:29:00.002-07:00

One way you can contribute to your team during change is to keep your attitudes positive and focused. These principles give you direction in keeping your attitude centered on team success.

Support each other
During periods of change, you sometimes feel like you are on a tightrope without a net. Even though other members of the team may be experiencing the same change, you tend to feel isolated and alone during organizational change. Make a commitment to express support to everyone else on the team, and let them know that the whole team is in this effort together. If you give unconditional support to your fellow team members, you will receive support in return.

Communicate expectations
The best way to break out of isolation is to communicate openly, honestly, and often. What are your expectations of each other as a team? What are your expectations of the team effort and the results that you can produce? Commit to discussing these expectations and applying the highest levels of listening to one another. In this way, all members of the team can unite in a common purpose.

Have fun
Let's face it. Sometimes you take yourself a little too seriously. Sure, you are engaged in serious, demanding team efforts during periods of organizational change, but teamwork at its highest level is fast-paced, engaging, and fun. Many of us feel that the most exciting and rewarding efforts in our work are team efforts. Let's make a commitment to make teamwork during change enjoyable and fun, rather than dreary and dull.

Find efficiencies
One of the advantages of working on a team is that you can capitalize on the individual strengths of your team members. You don't have to do everything or even know everything when you are on a team. Focus on utilizing individual team members' skills, experience, and abilities to achieve a high level of team efficiency and accomplishment.

Build competitive team spirit
You can take tremendous pride in being a member of high-achieving teams. As you set and achieve goals, why not compete with each other and push each other and the team to an ever-higher level of performance? When you tap into your competitive spirit, you unite as a team and reach higher levels of success.

Think big
Maybe the changes that you are undergoing as a team will be the best thing that ever happened to each of you. Maybe you will come through the change so successfully that you will achieve team recognition. Instead of viewing yourselves as merely surviving the change, think big and imagine the organizational change as a springboard to greater individual and team success.

Six Steps to Writing a Thank You Note – Holiday Edition

2011-12-08T10:30:00.002-07:00

Writing a sincere thank you note is one of the professional skills that can make a lasting favorable impression. People like being appreciated. One of Dale Carnegie’s fundamental human relation principles is “Give honest, sincere appreciation.” When writing a thank you note, use a plain, small card. However, the card is not as important as the effort, so if paper is all that is available, write the note anyway! Use this 6-step formula as a sure-fire method of expressing appreciation in a written note.

1. Greet the Giver: Dear Mr. and Mrs. Smith OR Dear Jamie. It seems like an obvious point, yet many people will begin a note with “Hi” or even omit the greeting.

2. Express Gratitude: Thank you so much for the book. The key is to keep it simple and specific. The point of writing the note is to create an expression of a heartfelt sentiment.

3. Discuss Use: I started to read the book immediately and have found many great ideas already. People like to know that you found their gesture or gift valuable. Sharing how you are using the item or idea makes their effort more meaningful.

4. Another Thank You: Thank them again for the gift. It’s not excessive to say thanks again.

5. Complimentary Close: Wrap it up with a close that expresses your final thought: Regards, All the Best, Sincerely, Gratefully, etc. Then sign your name.

6. Send It: Even if your colleagues and acquaintances are not of the note-writing variety, be the one who sets the precedent.

It is the mark of a true professional to become skilled at writing thank you notes in this age of email, voicemail, and text messaging.

Demonstrating business professionalism is not difficult; it just takes effort and focus. Applying simple aspects of business etiquette goes a long way in establishing our professionalism, which builds our confidence and comfort in business settings.

Twelve Tips to All-Win Negotiations

2011-11-17T10:29:00.001-07:00

1) Have a positive attitude.

Your attitude is essential to the outcome. You improve your chance of achieving a mutually rewarding solution if you approach the negotiation as an opportunity to learn and achieve an all-win outcome.

2) Meet on mutual ground.

Find a mutually agreeable and convenient physical space to meet that is comfortable for all involved. Agree on when you will meet and how much time is available to devote to the process. Whenever possible, deal with negotiations face-to-face. Be careful about negotiating over the phone or in e-mail. A lack of facial expressions, vocal intonation, and other cues can result in a negotiation breakdown.

3) Clearly define and agree on the issue.

Agree on a statement of the issue using simple and factual terms. If the situation is multifaceted, search for ways to slice the large issue into smaller pieces and deal with one issue at a time.

4) Do your homework.

Take time to plan. You must not only know what is at stake for yourself, but you need to know the other side's concerns and motivation. Take into consideration any history or past situations that might affect the negotiations. Know the must-haves (non-negotiable items) and nice-to-haves (negotiable items). Determine the best resolution, a fair and reasonable compromise, and a minimally acceptable deal.

5) Take an honest inventory of yourself.

Determine your level of trust in the other person and the process. Be conscious of aspects of your personality that can help or hinder the process.

6) Look for shared interests.

Get on the same side by finding and establishing similarities. Since conflict tends to magnify perceived differences and minimize similarities, look for common goals, objectives, or even gripes that can illustrate that you are in this together. Focus on the future, talk about what needs to be done, and tackle the problem jointly.

7) Deal with facts, not emotions.

Address problems, not personalities. Avoid any tendency to attack the other person or to pass judgment on his or her ideas and opinions. Avoid focusing on the past or blaming the other person. Maintain a rational, goal-oriented frame of mind. This will depersonalize the conflict, separate the issues from the people involved, and avoid defensiveness.

8) Be honest.

Don't play games. Be honest and clear about what is important to you and communicate why your goals, issues, and objectives are important to you.

9) Present alternatives and provide evidence.

Create options and alternatives that demonstrate willingness to compromise. Consider conceding in areas that might have high value to the other person but are not that important to you. Frame options in terms of the other person's interests and provide evidence for your point of view.

10) Be an expert communicator.

Nothing shows determination to find a mutually satisfactory resolution to conflict more than applying excellent communication skills. Ask questions, listen, rephrase what you heard to check for understanding, and take a genuine interest in the other side's concerns. Reduce tension through humor, let others vent their concerns, and acknowledge their views. Focus less on your position and more on ways in which you can move toward a resolution or compromise.

11) End on a good note.

Make an all-win proposal and check to make sure that everyone involved leaves the situation feeling they have won. Shake on it and agree on the action steps: who is responsible for each step, how success will be measured, and how and when the decision will be evaluated. Be open to accepting an impasse for noncritical issues; agree to disagree.

12) Enjoy the process.

Look at the benefits of learning other people's point of view. People report that after overcoming conflict and reaching an agreement, the relationship grew even stronger. Reflect and learn from each negotiation. Determine the criteria to evaluate the process and the solution.

How to Tweet Like Dale Carnegie

2011-11-14T14:22:00.000-07:00

From US NEWS AND WORLD REPORT. November 1 2011

Dale Carnegie, the esteemed self-improvement guru of the last century, might never have sent a Tweet or started a Facebook page. But in the updated version of his bestseller, How to Win Friends & Influence People, he (and his co-writers) explain how he would do so, were he alive today.

http://money.usnews.com/money/blogs/alpha-consumer/2011/11/01/how-to-tweet-like-dale-carnegie

The Change Process

2011-10-06T13:30:00.000-06:00

Engaging in workplace change can be an unpredictable experience because processes and people evolve in diverse ways as they undergo change. No two individuals will respond in exactly the same way to workplace changes. In the same way, identical changes implemented in multiple areas of an organization produce distinctly different outcomes.

This Change Model shows how we can stay on top of the change engagement process by thoroughly preparing for it while allowing for various outcomes. This model allows us to take a structured approach to organizational change and still maintain flexibility.

1. Locate the Motivation for Change

The Change Model begins at the point where the organization finds a motivation for change. Sometimes external issues drive the change, like reorganizations, management changes, relocation's, or acquisitions/mergers. Other times, internal forces drive the change, such as upgraded technology, expansions and growth, or continuous improvement.

2. Analyze the Situation

As the organization becomes progressively more motivated to change, leadership undertakes a thorough analysis of the risks and opportunities associated with the proposed change.

What are the potential gains in undertaking the change?
What are the costs?
What are the risks of making the change?
What are the risks of not making the change?

3. Plan the Direction

Once the leadership determines that opportunities outweigh the risks of making the change, a plan is developed for change implementation. Many organizational change initiatives fail because of lack of careful, thorough planning. In this step of the model, the stage is set for the change's ultimate success or failure. Key elements of the plan must include:

Planning for the impact of the change on individuals who will be most affected.
Planning for the impact of the change on the systems within the organization that will be most affected.
A step-by-step plan for integrating the change into the organization.
A review plan to measure the success of the proposed change.

4. Implement the Change

Depending on the type and scope of the change, implementation within the organization may be gradual or abrupt. Changes such as layoffs or acquisitions often are implemented with little prior warning, while staffing, reorganization, or technology changes may be phased in over a period of time. The team's most critical role in this step of the change process is to maintain open, honest lines of communication with each other.

Define individual responsibilities.
Announce and launch the change.
Adhere to timetables.
Promote the anticipated benefits of the change.

5. Review the Direction

Once change has been implemented, monitor the outcomes of the new structure and system. As team members in a changing work environment, you can't assume that the change will evolve exactly as planned or that every individual affected by the change will react as anticipated. Your role is to observe review checkpoints that will reveal if the change is working as anticipated and is producing the desired results.

Establish ways of measuring results.
Communicate criteria for successful change outcomes.
Coordinate the gathering and measuring of change effects.
Inform key team members consistently during the review process.

6. Adopt the Change

When you review the change implementation and find it to be succeeding as planned, the change is adopted and becomes part of the new organizational norm. The review process is not terminated; instead, it transitions into ongoing monitoring of the changed systems and relationships within the organization.

How well is the change meeting planned outcomes?
How well have I adjusted to the new status quo?
What aspects of the change have not met expectations?
What is my role in making those aspects more successful?

7. Adjust the Change Plan

If the review process concludes that the change is not working as planned, adjustments need to be made to the change implementation. Assuming that your change analysis and plan have been executed accurately, you ought to be able to adjust the implementation of the organizational change to achieve your desired results.

Determine where the outcomes are falling short of your plan.
Engage key individuals in determining adjustments that need to be made.
Keep the lines of communication open with everyone involved.
Adjust the review process and the change implementation.

How to Win Friends and Influence People in the Digital Age

2011-09-29T10:32:00.000-06:00

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Challenges of Change Engagement

2011-09-15T10:30:00.002-06:00

There are challenges in an organization every time something significant changes. Some of the challenges are personal, some evolve within work teams, and some challenges emerge across the organization. To successfully engage in organizational change, you need to be aware of the challenges and be prepared to deal with them professionally and confidentially.

Breaking Down Resistance

Change typically generates at least some resistance. Individuals often feel that they are losing power, autonomy, or resources due to a changing work environment. As a result, they cling to the status quo. As team members engaging in change, your role is to challenge yourselves, persuade others to lower their resistance, and focus on positive outcomes.

Gaining Buy-In

One of the biggest challenges of change engagement is simply getting people to take change seriously. During periods of change, individuals often take a "wait and see" attitude, neither embracing nor resisting the change. Your challenge is to inspire yourselves and others to embrace change, support it, and even become champions for it.

Minimizing Anxiety

Change often generates anxiety. Individuals are more likely to embrace change and teams function more successfully when anxiety is at a minimum. Your challenge in minimizing anxiety is to understand the plan for change, to express your level of commitment to the plan, and to recognize that the plan and your role in it will evolve during the change.

Gaining Cooperation

Organizational change may breakdown cooperation. During change, organizations often observe the "silo effect" between departments, functions, and work teams when groups begin to function independently of departments or teams whose responsibilities overlap with theirs. Cooperation and communication during this time are at a minimum. As participants in organizational change, you are challenged to break down those walls and build bridges of cooperation between organizational functions.

Establishing Correct Priorities

When the work environment is changing, there is typically confusion over priorities. If you are getting a new manager, for instance, you may wonder what will he or she thinks is the most important priority or what you should focus on to emerge from the change successfully. The best way to meet the challenge of organizational change is to plan for it carefully.

8 Tips to Attitude Control in Tough Service Situations

2011-08-16T13:30:00.002-06:00

Here are 8 tips you can use to help you and your team control stress and worry in tough situations:

1. Live in a compartment of the present. The professional with a commitment to service seals off each interaction with a customer so that negative experiences don't poison future interactions. Don't allow past successes or failures or future anticipated success or difficulties influence your current performance. When it comes to customer service, live in the moment.

2. Don't fuss about trifles. A "trifle" is something that is insignificant in comparison to other things in your life. When you focus on trifles, you lose perspective. Keep the big picture in mind. Doing so will help you objectively sort out the small stuff from the important issues.

3. Cooperate with the inevitable. Realize when your situation is inevitable. If you can learn to recognize situations where you have no control, you can gain some control over the emotional aspects of the situation. By cooperating with the outcome, you are making a conscious choice about how to respond to an inevitable situation.

4. Decide just how much anxiety a situation is worth and refuse to give it any more of your energy. Once you make it this decision, it is easier to find ways you can improve on the situation or let it go and move on.

5. Create happiness for others. This principle appeals to your nobler motives. It is difficult to sustain a negative attitude when you are doing something good or helpful for someone else. Simply put: Doing good for others makes you feel better.

6. Expect ingratitude. In your job, you provide many diverse services. When you do so, you probably expect in return some signal of gratitude for your assistance. This expectation is rarely met. If you do receive heartfelt thanks from someone, you should count yourself lucky you are dealing with a grateful person. Most people are simply not accustomed to being grateful, even when you provide them with excellent service. You shouldn't let ingratitude deter you from providing top-quality service.

7. Put enthusiasm into your work. Enthusiasm is the positive energy and sustained effort that keeps you driving toward your goals. Making a decision to have a positive outlook can be critical in enjoying your job and working with your internal and external customers.

8. Do the very best you can. It can be difficult to deal with criticism, especially if you feel it is undeserved or if it hurts your self-esteem. One way to put criticism in perspective is to ask yourself if you are doing the very best you can with what you know and are able to do. If you are, then you can avoid taking the criticism personally. If there is room for improvement in your performance, you can look at the criticism objectively and take responsibility for improving your performance.

Seven Types of Listeners and Tips to Better Listening Skills

2011-08-02T13:30:00.000-06:00

The “Preoccupieds”

These people come across as rushed and are constantly looking around or doing something else. Also know as multi-taskers, these people cannot sit still and listen.

Tips

If you are a “Preoccupied” listener, make a point to set aside what you are doing when someone is speaking to you.

If you are speaking to a “Preoccupied” listener, you might ask, “Is this a good time?” or say, “I nned your undivided attention for just a moment.” Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.

The “Out-to-Lunchers”

These people are physically there for you, but mentally they are not. You can tell this by the blank look on their faces. They are either daydreaming or thinking about everything and anything else but what you are saying.

Tips

If you are an “Out-to-Luncher”, act like a good listener. Be alert, maintain eye contact, lean forward, and show interest by asking questions.

If you are speaking to an “Out-to-Luncher”, check in with them every now and again and ask if they understood what you were saying. As with the “Preoccupieds,” begin with a statement that will catch their attention, and be concise and to the point because their attention span is short.

The “Interrupters”

These people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you but focused instead on what they want to say.

Tips

If you are a “Interrupter”, make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.

If you are speaking to an “Interrupter”, when they chime in, stop immediately and let them talk, or they will never listen to you. When they are done, you might say, “As I was saying before…” to bring their interruption to their attention.

The “Whatevers”

These people remain aloof and show little emotion when listening. They give off the impression that they could not care less what you are talking about.

Tips

If you are a “Whatever”, concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart.

If you are speaking to a “Whatever”, dramatize your ideas and ask questions of the person to get his or her involvement.

The “Combatives”

These people are armed and ready for war. They enjoy disagreeing and blaming others.

Tips

If you are a “Combative”, make an effort to put yourself in the speaker’s shoes and understand, accept, and find merit in his or her point of view.

If you are speaking to a “Combative”, when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree, or what can be done differently next time.

The “Analysts”

These people are constantly in the role of counselor or therapist and they are ready to provide you with answers even when you have not asked. They think they are great listeners and love to help. They are constantly in an analyze-what-you-are-saying-and-fix-it mode.

Tips

If you are an “Analyst”, relax and understand that not everyone is looking for an answer, solution, or advice. Some people just like bouncing ideas off other to help them see the answers more clearly themselves.

If you are speaking to an “Analyst”, you might begin by saying “I just need to run something by you. I’m not looking for any advice.”

The “Engagers”

These are the consciously aware listeners. They listen with their eyes, ears, and hearts, and try to put themselves in the speaker’s shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.

Tips

If you are an “Engager” keep it up. People truly appreciate this about you.

If you are speaking to an “Engager” take the time to acknowledge their attentiveness. Thank them for their interest in you and your topic

Dale Carnegie - Principle 7 Be a good listener. Encourage other to talk about themselves.

2011-08-02T09:57:00.002-06:00

Managing a Successful External Partnership

2011-07-19T13:29:00.001-06:00

In today’s business environment, most organizations rely heavily on the expertise of external business partners. A typical business has multiple external partnerships operating simultaneously, such as: IT Consultants, Accounting Firms, Training Organizations, Vendors, Suppliers, Customers, etc. Managing external partnerships successfully requires commitment at all levels of the organization to plan carefully, communicate openly, follow through, and provide a profitable outcome for each partner.

Like any relationship, successful external partnerships evolve over a period of time into higher levels of trust and accomplishment. Part of managing external partnerships involves successfully guiding the relationship to the next level. There are five dynamics to achieving a successful partnership.

Formation

Ideally, external partnerships are formed through comprehensive needs analysis and a selection process that balances emotional and logical factors. In the formation process, you assess the required experience and knowledge of the external partner, and the perceived chemistry that exists between your values and theirs. In this initial stage, everyone in the partnership gets to know each other and learns how to work together as a team.

Planning

Nothing ensures the success of an external partnership more than careful, thorough planning. This is a collective process with your external partners to bring everyone’s expertise into the design of the team effort. In this step of partnership development, the goal is that all members grow in terms of their respect and understanding of each other, and in mutual understanding of the desired outcomes.

Cohesion

As the teams move beyond the initial stages into performing as a partnership, everyone’s vision becomes more unified. Relationships smooth out as you learn how to approach and engage one another. A sense of accomplishment begins to set in as you see the partnership effort unfolding as planned.

Achievement

As the partnership accumulates successes, people see that the synergy of their talents and effort is working. They begin to take pride in their joint accomplishments and have a greater sense of the importance of their endeavor. People engage each other with an attitude of confidence and mutual trust.

Actualization

In this stage, the partners are operating at an ongoing high level of cooperation and mutual understanding. The partnership is functioning at its greatest level of efficiency and collaboration. The likelihood that this external partnership will endure is very high.

Dale Carnege Program Schedule 7-12-11

2011-07-12T13:12:00.000-06:00

Dale Carnege Program Schedule 7-12-11

Warren Buffett on Communicating

2011-06-28T09:42:00.002-06:00

If Dale Carnegie were alive today, what would he say about Social Media? The same thing

2011-06-22T14:55:00.001-06:00

By Corey Perlman, eBootcamp

Here are 9 Dale Carnegie Human Relations Principles that are just as relevant today as ever before.

1. Be a good listener. Encourage others to talk about themselves.

Engagement is the key to success with social media. A Facebook page that is just a platform for a business to talk about themselves will not draw the attention of people. In the world of the Internet, you listen by asking questions. When you ask questions, you tend to garner more engagement because people love to be heard. And when people comment, your page spreads.

2. Talk in terms of the other personʼs interests.

A question Iʼm often asked is “What should I post to my social media profiles?” My answer is always the same. Whatever your audience thinks is valuable. Value can be in the form of an intriguing article, a thought-provoking question, an inspiring quote, a humorous video, or something else. The more interested they are, the more likely they are to engage in the conversation.

3. Smile.

How do you smile on the computer? :)? No, itʼs not that easy. What Mr. Carnegie meant is that a smile helps warm people up to you. And when writing content on the Internet, a smile takes the form of a positive attitude. In the world of social media, this can come in the form of a LinkedIn endorsement, a Like on Facebook or a Re-Tweet (restate something someone else says) on Twitter.

4. Arouse in the other person an eager want.

Most people know that if you aggressively sell your products or services on your social media profiles, people will run for the exits as if there was a 3-alarm fire. So donʼt do it. Instead, find ways to creatively get people to “want” to learn more about your products or services. An example of this would be a free preview of a Dale Carnegie Course or a low-priced workshop that is easy for a new prospect to say yes to. By keeping the risk low, youʼve successfully aroused an eager want and found a creative way to get me to

the next step in the sales process.

5. Remember that a personʼs name is to that person the sweetest and most important sound in any language.

If youʼve used Twitter, youʼve most likely seen the letters “RT” in many different tweets (Twitter posts). This stands for “re-tweet” and means that you are restating what someone else originally said. The proper way to do this is to add the personʼs Twitter handle (or name) to that message. This is to give them the recognition for originally writing what you considered to be a valuable tweet. When you do this, it makes that person feel important and they, in turn, are likely to return the favor and re-tweet one of your future messages. When they do this, your twitter handle is hyperlinked and so anyone who reads their tweet can easily click on your name and connect with you. So would Mr. Carnegie have been successful on Twitter? Well, he would have used a personʼs name in every tweet he posted and, therefore, would have had thousands of people very happy with him and ready to return the favor. And thatʼs a very successful Twitter strategy.

6. The only way to get the best of an argument is to avoid it.

This pertains to negative reviews on the Internet. Now that people can vent their frustration behind a computer screen, these nasty-grams seem to be more frequent and a lot more damaging. So when confronted with criticism on the web, the best thing to do is avoid, or ignore, if at all possible. By defending yourself, all you will do is fuel the fire and, unfortunately, give more recognition to the critic as well as the content they have written. Do your best to rectify the situation or the next best thing is to simply ignore the negative and work on getting your champion customers to come to your defense by writing a positive review.

7. Throw down a challenge

Having a blog that nobody reads is no fun. Having a Facebook page for your business with no connections is both lonely and downright depressing. So we need to be proactive in getting people to connect with our social media profiles. Mr. Carnegie was right again as the best way to get people excited about connecting with you is to throw down a challenge. An example of this is a recent contest we have done with local Dale Carnegie Franchises. Each Franchise donated $100 and the first Franchise to 1000 Facebook connections got to donate the total amount collected to a local charity. The Franchises were able to promote this contest to their customers and class members

and everyone was anxious to help out as it was for a very good, local cause. The result of this challenge was every Franchise who participated saw an increase in support to their Facebook page.

8. Give honest, sincere appreciation

Linkedin is a powerful networking tool geared more towards businesses and

professionals than itʼs counterpart, Facebook. Studies show that roughly 80% of companies check Linkedin before hiring an employee and many of those same companies also review other businesses before purchasing a product or service. A nice feature that Linkedin offers is the ability to post recommendations from other people on your profile. This allows others to sell you instead of having to sell yourself which can appear more like bragging. One way to increase the number of recommendations you have is to go out and give recommendations to others. When you do this, the person receiving the recommendation is asked by Linkedin to approve or reject your recommendation and, more importantly, if they would like to return the favor by giving you a recommendation as well. By following Mr. Carnegieʼs advice, you can give others sincere appreciation for something theyʼve done for you while also building your recommendations at the same time. A win-win!

9. Become genuinely interested in other people.

Few times in my life have I been truly speechless, but what else is there to say? If you follow only one of these principles when using social media, just follow this one. Truly become interested in those you are connected with on the web, and positive things will begin to happen for you and your business.

So would Mr. Carnegie be successful in social media? You bet he would. My guess is heʼd have literally hundreds of thousands of friends, fans, or followers, but theyʼd all truly feel that they had a friend in Mr. Carnegie. Heʼd probably tell them to just call him Dale. :)

Leave a Lasting Impression

2011-06-21T13:30:00.001-06:00

Making a good impression the first time you meet someone is very important because it is what people remember the most. Your employer and employees will appreciate if you are pleasant and warm the first time meeting you, but it should not stop there. It is crucial that they continue to have a positive impression, trust and respect you. The following steps should get you started on leaving a wonderful and lasting impression.

1. Smile - Always have a smile on your face when you first meet someone. It makes you look friendly and confident. People like someone that smiles, because they seem approachable and easy to talk to. This makes others feel at ease as well, especially your coworkers.

2. Be a good listener - By listening attentively to others, you open the doors to trusting you. People love talking about themselves so ask them questions and listen. When devoting your attention to others instead of talking about yourself, it shows that you are truly interested. This will make you stand out because everyone appreciates a good listener.

3. Look them in the eye - To show others you are easily approachable and feel comfortable, shake their hand firmly, look them directly in the eye and smile. This never fails! It creates a connection between the two parties meeting. Everyone loves someone that looks confident and friendly.

4. Remember names - People love the sound of their own name, therefore, it is important to remember names. It is not always easy to remember someone’s name, especially if you are meeting a group of people at once, but try to remember. It shows that you are paying attention and interested in what they are saying. A good way to do practice is to repeat the name out loud after meeting someone. Try to mention the name several times in the conversation so it remains in your mind. Another way to remember someone’s name is to find a connection or characteristic between the name and the person.

Dale Carnegies Part 1 of 3 Personal Leadership! App is in the Top Ten Paid Business Apps on iTunes this week.

2011-06-17T10:09:00.000-06:00

Dale Carnegies Part 1 of 3 Personal Leadership! App is in the Top Ten Paid Business Apps on iTunes this week.

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Effective First Impressions

2011-06-07T13:30:00.002-06:00

Each customer is different, but certain basic principles apply to nearly all customers, and you can safely assume that most customers are looking for the same things in their interactions with you.

To be treated with courtesy:
Even rude people dislike being treated rudely. Common courtesies go a long way towards expressing respect to your customers. Good manners, like saying "please" and "thank you," listening attentively, and expressing understanding, are courtesies that nearly everyone appreciates.

To be heard:
Every customer has a unique situation, issue, and desired resolution. Even though a customer's circumstances may seem identical to the circumstances of many other customers, each customer typically still wants to talk through their issues, and your role is to listen.

To get what they want quickly:
Customers are on the move today, and you are just one stop on their list of errands. While there are exceptions to this preference, you can assume that the faster you address the customer's issues, the happier they will be.

To be satisfied with their transaction:
Every customer wants a satisfactory end result and a hassle-free encounter with a customer service professional. Your primary goal in serving the customer is to leave them feeling positive about your organization.

To deal with someone who is knowledgeable:
Customers come to you for your expertise, advice, and experience, as well as for the products and services that you provide. They expect you to be able to answer their questions or know where to find answers.

To deal with a decision maker:
A customer's life is easier if one person can provide answers and make decisions about the resolution of the problem. Customers don't want to have to repeat their requests over and over as they are referred to other people for decisions.

To be appreciated:
Customers have a wide range of options. You should never take for granted their willingness to do business with your organization. It takes little time to express your appreciation for their business, and it sends a positive, reinforcing message to the customer.

Warren Buffett on improving your communications skills and what it can mean to you.

2011-06-06T14:04:00.000-06:00

More nuggets from Omaha

2011-06-01T15:41:00.006-06:00

From the The Columbus Dispatch May 29, 2011

Here are some words of wisdom from superinvestors Warren Buffett and Charlie Munger from the recent Berkshire Hathaway annual meeting, paraphrased:

• On what young people should study: Do anything you can do to improve your own skills - you never know when it's going to pay off later on. The one diploma Buffett has hanging on his wall is from a Dale Carnegie course on public speaking. Communication skills are what he most recommends developing.

Read the whole story here

Improving Your Interpersonal Skills

2011-05-24T13:29:00.002-06:00

Establish credibility.
Be sincere. If you are truthful and upfront with people, it will go a long way to gaining another person's respect and trust.

Understand others' point of view.
Remember to reflect on what others tell you. Even if you disagree, take the time to learn and understand another person's perspective.

Learn about others.
Take time to talk with employees or clients. Conversations do not need to be work related. Sometimes simple conversations can help you learn about the person and build rapport.

Be confident.
Keep eye contact and a relaxed body posture. Be sure to speak clearly and at a moderate pace.

How to Communicate with Diplomacy and Tact - 1-Day Seminar

2011-05-24T10:10:00.001-06:00

Have you ever been awed by someone who always seems to know what to say and how to say it in any situation? They know how to communicate with diplomacy, tact and confidence; and now you can acquire these same skills at this One-Day seminar.

Go here for more information

How Peter Handal and Dale Carnegie & Associates train leaders to communicate better

2011-05-19T15:41:00.000-06:00

Every leader knows that communication provides the most opportunity to really mess things up.

That’s why Chairman and CEO Peter Handal and his team at the New York-based Dale Carnegie & Associates Inc. spend so much time working with executives around the country about how to be better in business and better communicators. In fact, they work with 400 of the Fortune 500 companies.

Read the article here

Program Schedule

2011-05-09T11:53:00.003-06:00

Dale Carnegie Colorado Program Schedule.

Money Watch - Job Outlook for 2011 College Grads Best in 4 years

2011-05-09T11:18:00.000-06:00

Job Outlook for 2011 College Grads Best in 4 years

We have launched our new website on May 4th.

2011-05-06T08:57:00.000-06:00

There are a few bugs that have to be worked out but, want you all to know that we are working on them with the webmaster and they should be worked out shortly.

Let us know what you think! If you are having trouble finding what you need, feel free to give us a call at 303-964-8688.

Dale Carnegie Colorado

2011-04-26T13:24:00.000-06:00

Ease Public Speaking Anxiety Through Preparation

2011-04-19T13:30:00.002-06:00

Prepare, prepare, prepare. You can never be too prepared to present. Knowing your presentation through and through can help boost your confidence while easing your fear and anxiety. Preparation does not just include knowing what you are going to say, it also includes how and why you are going to present the information. Here are some tips to help you create an effective speech or presentation.

Open with Confidence

Your opening gives your audience a first impression. Know the audience and the purpose of the presentation. Find out what they might expect from your remarks and what they may already know about the topic. Consider how you will grab the audience's attention. If you need to deliver bad news, consider ways to connect with the audience from the beginning of the presentation. Be well prepared for the opening because it sets the tone for your entire presentation--leave nothing to chance.

Focus on a Few Key Points

Know the major points you want to make. This will help ease your worry and increase your confidence. Outline the key concepts in your electronic visuals, on a note card, or better still use a memory technique such as stacking so you remember your key points. Avoid trying to memorize your presentation because it will sound canned and stiff and you want it to sound comfortable and real.

Support Ideas with Evidence

It is always important to provide evidence to support your main points. Supporting evidence will reinforce your points to the audience and give you a chance to explain your points more fully.

Close with a Call to Action

This will be the last impression your audience has of you and your presentation. It is important to look at the purpose of the presentation and then determine a proper close. Emphasize the key action or actions that you want the audience to take after hearing your presentation. This serves as a nice summary of your content and assures they leave with a clear direction.

Remember, Anxiety is Normal

Most people have some presentation anxiety. Remember that people who don't feel some stress may appear to be taking their audience for granted. Replace negative thoughts that creep into your subconscious mind with positive affirmations from yourself and others.

Be Human

Allow yourself to make mistakes. Do not try to be a perfect presenter. A brief pause to collect your thoughts may feel like eternity, but it's not. Tell stories from your personal experiences. Conduct your presentations as if you are having a conversation with people rather than talking at them.

Ask for Feedback

You will be surprised how much will be positive. Accept and internalize compliments you receive without minimizing them. Remind yourself about what went well rather than what didn't. Focus on one or two key improvement areas for the next time. Not ten or twenty.

Prepare for Future Success

View each presentation you give as a development opportunity. Enjoy the experience. Use each presentation as an opportunity to enhance your confidence and skills for the next presentation.

How to Get a Real Education By SCOTT ADAMS (Mr. Adams is the creator of "Dilbert." )

2011-04-11T11:27:00.000-06:00

An excerpt from the Wall Street Journal - Saturday April 9, 2011

By Scott Adams ("Dilbert")

"How to Get a Real Education"

"Conquer Fear. I took classes in public speaking in college and a few more during my corporate days. That training was marginally useful for learning how to mask nervousness in public. Then I took the Dale Carnegie course. It was life-changing. The Dale Carnegie method ignores speaking technique entirely and trains you instead to enjoy the experience of speaking to a crowd. Once you become relaxed in front of people, technique comes automatically. Over the years, I've given speeches to hundreds of audiences and enjoyed every minute on stage. But this isn't a plug for Dale Carnegie. The point is that people can be trained to replace fear and shyness with enthusiasm. Every entrepreneur can use that skill."

Go Here to read the entire article

12 Tips for Negotiating and Compromising with Difficult People

2011-04-05T13:30:00.001-06:00

1. Have a positive attitude.

Your attitude is essential to the outcome. You have a much better chance of coming to an outcome involving mutual gains if you approach the negotiation as an opportunity to learn and achieve a win-win outcome.

2. Meet on mutual ground.

Find a mutually agreeable and convenient physical space to meet that is comfortable for all involved. Agree on when you will meet and how much time is available to devote to the process. Whenever possible, deal with negotiations face-to-face. Be careful about using the phone and e-mail. A lack of facial expressions, vocal intonation, and other cues can result in a negotiation breakdown.

3. Clearly define and agree on the issue.

Agree on the statement of the issue using simple and factual terms. If the situation is multifaceted, search for ways to slice the large issue into smaller pieces and deal with one issue at a time.

4. Do your homework.

Take time to plan. You must not only know what is at stake for yourself, but you need to know the other side’s concerns and motivation. Take into consideration any history or past situations that might affect the negotiations. Know the must-haves (nonnegotiable items) and nice-to-haves (negotiable items). Determine the best resolution, a fair and reasonable deal, and a minimally acceptable deal.

5. Take an honest inventory of yourself.

Determine the level of trust you have in the other person and the process. Be conscious of aspects of your personality that can help or hinder the process.

6. Look for shared interests.

7. Deal with facts, not emotions.

8. Be honest.

Don’t play games. Be honest and clear about what is important to you. It is equally important to be clear and to communicate why your goals, issues, and objectives are important to you.

9. Present alternatives and provide evidence.

Create options and alternatives that demonstrate your willingness to compromise. Consider conceding in areas that might have high value to the other person but are not that important to you. Frame options in terms of the other person’s interests and provide evidence for your point of view.

10. Be an expert communicator.

Nothing shows determination to find a mutually satisfactory resolution to conflict more than applying excellent communication skills. Ask questions, listen, rephrase what you heard to check for understanding, and take a genuine interest in the other side’s concerns. Reduce tension through humor, let the other “vent,” and acknowledge the others views. Focus less on your position and more on ways in which you can move toward a resolution or compromise.

11. End on a good note.

Develop a win-win proposal and check to make sure that everyone involved leaves the situation feeling they have “won.” Shake on it and agree on the action steps, who is responsible for each step, how success will be measured, and how and when the decision will be evaluated. Be open to reaching an impasse for non-critical issues; you can agree to disagree on minor issues.

12. Enjoy the process.

Look at the benefits of learning other points of view. People report that after overcoming conflict and reaching an agreement, the relationship grew even stronger. Reflect and learn from each negotiation. Determine the criteria to evaluate the process and the solution.

6 Rules for Communicating with Diplomacy and Tact

2011-03-22T13:25:00.002-06:00

How to Communicate With Diplomacy and Tact

We have all been awed by a Manager or a Team Member who always seems to know what to say and how to say it in any situation. These people know how to communicate with diplomacy, tact and confidence.

The way in which we communicate can elicit positive or negative emotions. If we communicate aggressively, without respect or sensitivity, defensive or angry emotions can prevent others from hearing the message we are trying to convey. Communicating with diplomacy and tact is an approach that combines strength and sensitivity and keeps negative emotions at bay.

The Six Rules for Disagreeing Agreeably

Rule #1: Give others the benefit of the doubt. Maybe the person who made that outrageous generalization isn’t really insensitive. Maybe this person has had a painful experience that made him overreact.

Rule #2: After giving someone the benefit of the doubt, listen to learn and truly understand why this person holds this belief. We must let him/her know we’ve heard them and we are genuinely trying to see things from their perspective.

Rule #3: Always take responsibility for our own feelings, when disagreeing with someone. Make a commitment to respond using “I” statements only. When we begin with “you” we come off as blaming and confrontational and immediately put the other person on the defensive. This reduces the chance of our point of view being heard.

Rule #4: Use a cushion. Connect or “cushion” a different opinion, starting with “I hear what you’re saying” Or “I appreciate your view on”. Again, begin with the word “I” and not “You said…” or it will sound confrontational.

Rule #5: Eliminate the words “but” or “however” from our vocabulary. Once we have cushioned the other person’s opinion, use “and,” or pause and say nothing, following the cushion. Acknowledging the individual’s point of view and following it with a “but” or “however” erases the acknowledgement.

Rule #6: State our point of view or opinion with relevant and factual evidence. Keep our emotions out of the equation by using the following formula:

Take time to reflect:
What do I think?
Why do I think it?
What evidence do I have?

Then speak:
“One example is”
“This shows that”
“Therefore, I think”

Control Your Stress in the Workplace

2011-03-08T13:30:00.001-07:00

Pressure situations are present during both good and bad economic times. However, when times are tough the situations can be magnified. Problems at home can directly influence issues in the workplace. It is important as a manager to recognize that your team might have outside stressors affecting their job performance. It is your job to create an environment that reduces stress and promotes engagement. In a workplace environment like this, employees will be more apt to reach their full potential and drive results. Here are 8 tips to help you and your team control stress and worry in tough situations:

1. Live in a compartment of the present.

The professional with a commitment to service seals off each interaction with a customer so that negative experiences don't poison future interactions. Don't allow past successes or failures or future anticipated success or difficulties influence your current performance. When it comes to customer service, live in the moment.

2. Don't fuss about trifles.

A "trifle" is something that is insignificant in comparison to other things in your life. When you focus on trifles, you lose perspective. Keep the big picture in mind. Doing so will help you objectively sort out the small stuff from the important issues.

3. Cooperate with the inevitable.

Realize when your situation is inevitable. If you can learn to recognize situations where you have no control, you can gain some control over the emotional aspects of the situation. By cooperating with the outcome, you are making a conscious choice about how to respond to an inevitable situation.

4. Decide just how much anxiety a situation is worth and refuse to give it any more of your energy.

Once you make this decision, it is easier to find ways you can improve on the situation or let it go and move on.

5. Create happiness for others.

This principle appeals to your nobler motives. It is difficult to sustain a negative attitude when you are doing something good or helpful for someone else. Simply put: Doing good for others makes you feel better.

6. Expect ingratitude.

In your job, you provide many diverse services. When you do so, you probably expect in return some signal of gratitude for your assistance. This expectation is rarely met. If you do receive heartfelt thanks from someone, you should count yourself lucky; you are dealing with a grateful person. Most people are simply not accustomed to being grateful, even when you provide them with excellent service. You shouldn't let ingratitude deter you from providing top-quality service.

7. Put enthusiasm into your work.

Enthusiasm is the positive energy and sustained effort that keeps you driving toward your goals. Making a decision to have a positive outlook can be critical in enjoying your job and working with your internal and external customers.

8. Do the very best you can.

It can be difficult to deal with criticism, especially if you feel it is undeserved or if it hurts your self-esteem. One way to put criticism in perspective is to ask yourself if you are doing the very best you can with what you know and are able to do. If you are, then you can avoid taking the criticism personally. If there is room for improvement in your performance, you can look at the criticism objectively and take responsibility for improving your performance.

Communicate for Action | trainingmag.com

2011-02-25T11:55:00.001-07:00

Effective communication is a critical competency for organizational success.

By Kevin Sensenig, vice president and global brand champion, Dale Carnegie & Associates, Inc.

Ask a group of employees about the challenges they face in their organization, and most often communication issues are close to the top of the list—even though there is no lack of information, strategies, tips, and training available on the subject. In fact, a recent Google Web search using the key words, “communication articles,” revealed 77.3 million hits. So why do organizations ...

Communicate for Action | trainingmag.com

Staying on Top of the Change Process

2011-02-22T13:30:00.000-07:00

Engaging workplace change can be an unpredictable experience because processes and people evolve in diverse ways as they undergo change. No two individuals will respond in exactly the same way to workplace changes. In the same way, identical changes implemented in multiple areas of an organization can produce distinctly different outcomes. These tips show you how to stay on top of the change engagement process by thoroughly preparing for it, while allowing for various outcomes. These tips allow you to take a structured approach to change management and still maintain flexibility.

Motivation for Change

Change begins at the point where the organization finds a motivation for change. Sometimes external issues drive the change like reorganizations, management changes, relocation's, or acquisitions/mergers. Other times, internal forces such as upgraded technology, expansions and growth, or continuous improvement drive the change.

Analyze the Situation

As the organization becomes progressively more motivated to change, leadership undertakes a thorough analysis of the risks and opportunities associated with the proposed change.

What are the potential gains in undertaking the change?
What are the costs?
What are the risks of making the change?
What are the risks of not making the change?

Plan the Direction

Once an organization determines that opportunities outweigh the risks of making the change, it develops a plan for change implementation. Many organizational change initiatives fail because of lack of careful, thorough planning. In this step, the stage is set for the ultimate success or failure of the change. Key elements of the plan must include:

Planning for the impact of the change on individuals who will be most affected.
Planning for the impact of the change on the systems within the organization that will be most affected.
A step-by-step plan for integrating the change into the organization.
A review plan to measure the success of the proposed change.

Implement the Change

Depending on the type and scope of the change, implementation within the organization may be gradual or abrupt. Changes such as layoffs or acquisitions often are implemented with little prior warning; while staffing, reorganization, or technology changes may be phased in over a period of time. The team’s most critical role in this step of the change process is to maintain open, honest lines of communication with each other.Define individual responsibilities.

Define individual responsibilities.
Announce and launch the change.
Adhere to timetables.
Promote the anticipated benefits of the change.

Review the Direction

Once the change has been implemented in the organization, you should monitor the outcomes of the new structure and system. As team members in a changing work environment, you can’t assume that the change will evolve exactly as planned or that every individual affected by the change will react as anticipated. Your role is to observe review checkpoints that will reveal whether the change is working as anticipated and is producing the desired results.

Establish ways of measuring results.
Communicate criteria for successful change outcomes.
Coordinate the gathering and measuring of change effects.
Inform key team members consistently during the review process.

Adopt

When you have reviewed the change implementation and found it to be succeeding as planned, the organization adopts the change and it becomes part of the new organizational norm. The review process is not terminated, but it transitions to the ongoing monitoring of the changed systems and relationships within the organization.

How well is the change meeting planned outcomes?
How well have you adjusted to the new status quo?
What aspects of the change have not met expectations?
What is your role in making those aspects more successful?

Adjust

If the review process concluded that the change is not working as planned, you should adjust the change implementation. Assuming that the organization executed the change analysis and plan accurately, you should be able to adjust the implementation of the organizational change to achieve your desired results.

Determine where the outcomes are falling short of your plan.
Engage key individuals in determining adjustments that need to be made.
Keep the lines of communication open with everyone involved.
Make adjustments to the review process and to the change implementation.

Proper Project Planning = Direction and Perfection

2011-02-01T13:30:00.005-07:00

The ability to plan projects, both large and small, simple and complicated, is essential in today’s business environment. Without the tools to do so, people tend to flounder, “wing it,” or wander off course, resulting in delayed success, missed deadlines, or failure. Read on to learn about the steps you can take to plan a successful project.

Step 1: “Should-Be”

Clarify the project scope and be sure that the scope is aligned with senior management’s initiatives. The “should be” is a picture of what you ultimately want and who and how this result will benefit all involved. Your team and senior management should work together to ensure you agree on objectives. If you have not done a good job of defining scope, it will be nearly impossible to plan the project.

Step 2: “As-Is”

This is the reality of the current situation. Where are you today? What factors help and hinder your efforts to carry out the project’s scope?

Step 3: Goals

Define and set realistic goals to successfully carry out the scope of the project. Without such goals, you and your team will drift. Goals can be immediate, intermediate, and long-range. Achieving day-to-day goals (immediate goals) contributes to the achievement of intermediate and long-range goals. Develop SMART goals:

S - Specific processes and resources

M - Measurable by objective data

A - Attainable

R - Relevant to your vision

T - Time-specific deadline

Step 4: Action Steps

To achieve your goals, you must establish specific priorities so that you can develop specific action steps. To achieve your goals, your action steps should include:

Job requirements
Who will do the job
Methods to be used
How the different parts tie together and fit into the big picture
How the results will be communicated (report, PowerPoint, etc.)

Step 5: Cost

Another aspect to planning is determining the budget for and cost of each action step. Costs include:

Personnel
Materials
Time
Opportunity cost (what must be given up to pursue a given action)

Step 6: Timetables

Set and communicate deadlines so there is a clear understanding and so that immediate, intermediate, and long-term targets can be met. When establishing timetables, be realistic. Work backwards to determine when each phase should be completed, and put the schedule in writing to avoid misunderstandings.

Step 7: Implementation

An important, yet overlooked, part of implementing a plan is making sure that all involved understand their role in achieving the established goals. Obtain the team’s commitment to agreed-upon results. As you monitor the implementation, you may need to modify the scope of the plan and reevaluate your goals.

Step 8: Follow Up/Measurement

A critical part of the planning process is to keep accurate records, analyze why deviations have occurred, and take action to correct any challenges. Concentrate on those factors critical to reaching the goal.

March 10 Workshop only $49 - "Social Media Marketing for Business: Build Your Digital Footprint"

2011-01-26T11:47:00.001-07:00

Grow your business via the Internet, with best-selling author Corey Perlman of “eBootCamp: Proven Internet Marketing Techniques To Grow Your Business.”

We’re excited to announce we’ve secured one of the top social media experts in the country for this one-time only event. Combine these tools with Dale Carnegie’s Human Relations principles and you’ll learn to create meaningful, long-lasting relationships - even in cyberspace!

YOU WILL LEARN:

How to successfully promote your business with Facebook
Real-world examples to grow your business using Twitter and LinkedIn
Strategies to connect with customers & build your brand using blogs, articles, press releases, and e-newsletters
Why video is the quickest & easiest method for reaching the masses

SPACE IS LIMITED! RESERVE YOUR SPOT NOW!

Go Here for more information or to enroll today

Denver, CO • Thursday, March 10, 2010

9:00 AM – 12:00 PM

5619 DTC Parkway, Greenwood Village 80111

www.dalecarnegiecolorado.com

Two-Way Communication: Feedback

2011-01-18T13:30:00.001-07:00

Anytime a person speaks or acts, there is an opportunity to give feedback. We show we are listening and that the speaker's contributions are important by providing feedback. The ultimate objective of feedback is to strengthen progress toward objectives. Whether it is responding to a request or coaching an employee through a learning process, feedback is important in generating the results that we need to be successful in the workplace. This can be achieved by providing genuine constructive or encouraging feedback to the recipient.

Recognize a strength - Identify a positive that you see with an employee. Then let that employee know why that strength is important and relevant. This will encourage your employee and reassure them that they are making real progress towards their objectives.

Keep it brief - Try to keep your feedback to 10 to 20 seconds or less. Being short and concise will allow your message to be more powerful. You will have your employee's complete attention during this time, and you do not need to water your feedback down with a long-winded response.

Focus on the person and not yourself - Remember, you are trying to build confidence within your employee. It is important to shine the light on the person you are giving the feedback to and not on yourself.

Get the group to respond - When possible, provide opportunities for a group to encourage its members. Hearing from a peer will help boost an employee's confidence.

Ensure the response is person-centered - Try not to reiterate what the person already said or did. Instead you want to highlight a strength and relate that strength or quality to the person's real world.

How to Encourage Your Team Members to Stand Up and Lead

2011-01-04T13:15:00.001-07:00

To win in today's market, team members have to step up and be ready to take a leadership role. It is not easy to develop leadership skills in others. It's very important to also understand that some people do not share your goals and aspirations. Keep an open mind and learn to use different techniques to inspire different team members to stand up and lead.

1. Challenge — Issue a challenge. (In today's market environment, you probably have many challenges to issue!) Some people need a specific challenge to motivate them. By laying down a challenge, you also create a very clear and measurable goal for a staff member to achieve.

2. Appeal to noble motives — Many employees think that their work does not make a difference. By appealing to a team's noble motives, you can increase morale while also setting higher standards for your staff members.

3. Be sympathetic — Never tell someone that they are wrong. Even when you disagree, listen and be empathetic to another person's ideas and desires.

4. Evidence — Back up your ideas with proof. By providing evidence, you can give instant credibility to your ideas. If you have evidence, even staff members who have a different perspective will take notice.

5. Listen — Listen to what your staff members have to say. Some employees may not want to reach top corporate positions; instead, they may simply be content if their opinions and ideas are valued.

6. Ask questions — Instead of giving direct orders, ask questions to guide your staff members to think through the issues and come up with their own solutions.

7. Value your staff — Make your staff members feel genuinely important. Faced with the market challenges today, your employees must be reassured that their contribution and leadership DOES have a huge impact on the company's survival, stability, and growth.

How Good are You at Setting Goals?

2011-01-04T09:13:00.000-07:00

Setting goals is vital to accomplishing both your daily and long-term agendas. By directing your attention to a specific area, you are able to use different strategies to get the results you want.

Goal setting is a key component in leadership, team-building, and overall professional productiveness. This assessment will find your strengths and weaknesses in setting goals. Knowing your strengths and weaknesses will help you establish a more effective way to set and achieve your goals.

Go here to take the Dale Carnegie Quiz

Six Steps to Writing a Thank You Note – Holiday Edition

2010-12-21T10:00:00.001-07:00

1. Greet the Giver: Dear Mr. and Mrs. Smith OR Dear Jamie. It seems like an obvious point, yet many people will begin a note with “Hi” or even omit the greeting.

2. Express Gratitude: Thank you so much for the book. The key is to keep it simple and specific. The point of writing the note is to create an expression of a heartfelt sentiment.

4. Another Thank You: Thank them again for the gift. It’s not excessive to say thanks again.

5. Complimentary Close: Wrap it up with a close that expresses your final thought: Regards, All the Best, Sincerely, Gratefully, etc. Then sign your name.

6. Send It: Even if your colleagues and acquaintances are not of the note-writing variety, be the one who sets the precedent.

It is the mark of a true professional to become skilled at writing thank you notes in this age of email, voicemail, and text messaging.

The Team Cycle

2010-12-14T13:30:00.000-07:00

Stage One: Formation
The main focus during the Formation stage is to create a team with clear structure, goals, direction, and roles, so that members begin to build trust. During the Formation stage, much of the team's energy is focused on defining the team and its responsibilities. Team members tend to be optimistic and interested at this stage.

An hour of planning will save three hours in execution, and this principle certainly applies to the team cycle. The more thorough and organized you are in the formation stage of team development, the more likely it is that the team will successfully transition through the stages of stabilization, actualization, and maturation, prior to termination.

Stage Two: Stabilization
In this stage, the team learns about each other and the missions or tasks that they have been assigned. They begin to settle into their roles on the team. Patterns of interaction and communication start to emerge as team members experience the process of working together.

This stage is critical to successful team outcomes. Some teams never experience stabilization. Working in those teams is an uneasy experience, because the team never achieves its footing. Role definitions are fuzzy, responsibilities are fluid, and team members never quite feel comfortable with one another.

Stage Three: Integration
Team members feel an increasing acceptance of others on the team, recognizing that the variety of opinions and experiences makes the team stronger and its product richer. Members start to feel part of a team and can take satisfaction from the increased group cohesion. In this stage, the team focuses on its goals, breaking larger goals down into smaller, achievable steps. The team may need to develop both task-related skills and group process and conflict management skills to smoothly transition into the next stage.

Stage Four: Actualization
During the Actualization stage of team development, team members experience an increased sense of comfort in expressing their ideas and feelings. They develop an acceptance of others on the team. They learn to value the variety of experience and knowledge in teammates. During the Actualization stage, team members start making a conscious effort to set aside differences and achieve group harmony. Communication is emphasized and becomes more efficient. Team members take themselves less seriously and a team sense of humor emerges. Typically, the team becomes more productive in this stage.

Stage Five: Maturation
In the Maturation stage of team development, members feel satisfaction in the team's progress. They share insights and are aware of their own strengths and weaknesses. Members feel comfortable with the team's patterns and processes and feel confident in their individual abilities and those of their teammates. Team members become more accepting of each other and of value differences. In the Maturation stage, the team makes significant progress toward its goals. The commitment and competence of team members is high. Team members continue to deepen their knowledge and skills and work to develop the team. Accomplishments in team process or progress are measured and celebrated.

Stage Six: Termination
Some teams, such as project-specific teams or cross-functional teams, come to an end when their work is completed or when the organization's needs change. It is important for any team to pay attention to the ending or termination process. It is likely that, at any given moment, individuals on the team will be experiencing different emotions about the team's termination.

During the Termination stage, some team members may become less focused on the team's tasks and their productivity may drop. Other team members may find that focusing on the tasks at hand is an effective response to their changing team involvement. Their task productivity may actually increase.

Building Your Networking Skills - 8 Quick Tips

2010-11-30T13:30:00.001-07:00

Networking events can seem very intimidating, but they can be a resource that will help propel your career to new heights. It is always important to go into a networking event with enthusiasm and a set goal in mind. Use these ideas to help make your next networking experience a successful one.

Network online - According to recent research by The Institute For Corporate Productivity, 64% of business professionals network online. In today's Web 2.0 environment, you cannot afford to ignore this networking opportunity and potential leads you could generate via social networking sites.
Start with LinkedIn.com, the leading business networking - Membership is free, and you can pro-actively search for and connect with customers and prospects. Also, Linkedin.com users can post questions to the "Answers" section on the site. Make an effort to answer questions relevant to your area of expertise. Not only will you add value to your connections, but you will also get additional exposure and attract prospective customers who will seek you out!
Arrive early - Treat the event like an important appointment. By arriving early, you get comfortable in a more intimate setting with the other early arrivals. It can be intimidating to walk into a room filled with people, so go early and let the room fill up around you.
Show confidence - Speak confidently, decisively, and with authority. If you are confident in your conversations and support your ideas with evidence, people will take notice and respect that you know what you are talking about and that you mean business.
Circulate - Don't just talk to the people that you know. Get out there and go network!
Meet with VIPs or speakers - If there are VIPs or speakers at the event, prepare ahead of time. Do some research on the individual(s) so that you are informed when you talk with them. Compliment them on their speech or talk to them about how the topic of their speech or their field relates to what you do.
Stay late - When you stay late, the smaller crowd also gives you the opportunity to circulate in a more intimate setting. It also provides you with an opportunity to connect with the event's coordinator. Thank him or her for hosting the event. The event coordinator can give you some additional insight about who attended the event and who might be at the next event. It's never too early to prepare for the next event.
Have a robust profile on the networking site - Put in as much relevant information as you can that demonstrates the value you bring to your customers. Put in all the keywords you think prospective customers may use to search for a service provider in your field. Remember, on a social networking site, you want to make it easy for people to find you!

Win-Win Negotiation Tips for Managers

2010-11-09T13:30:00.001-07:00

As managers, the ability to use win-win negotiation skills can make all the difference in negotiating success. Likewise, it can be essential when influencing coworkers and facilitating constructive, positive relationships. Here are 6 things that managers should think about when preparing for a negotiation.

•Know what you want - As a manager, it's important to go into a negotiation knowing what you want your end result to be. Make sure you put a lot of time and thought into what you want and why you want it. Remember that it is important for you to consider what's in it for you financially, emotionally, intellectually, physically, etc. It also helps to know what you don't want as you go deeper into negotiations.

•Know what your counterpart wants - Your counterpart will also have an agenda when he or she enters the negotiation. Make it a point to understand beforehand what he or she wants the conclusion of this negotiation to be. Understand the financial, emotional, intellectual or physical resolution that he or she is looking to walk away with.

•Anticipate objections - The negotiation process is not always easy. As a manager, you have to understand that you will meet some objections from your employee along the way. You need to prepare yourself for this by doing your due diligence prior to the negotiation. Make sure that you have relevant evidence at your fingertips with which the other party can identify and relate to.

•Identify concessions - Determine your absolute non-negotiable items and desirables and what you are willing to give and take. You are certainly not going to walk away from every negotiation with all of your needs satisfied. Negotiations are all about the give and take, and as a manager you need to be prepared to meet your employee half way.

•Determine your "walk-away" - When you determine your "walk-away," you define the point at which there is no need to proceed with the negotiation. Prior to the start of the negotiations, you must ascertain your own "walk-away" point. This will be your single most important source of negotiating power, so once your "walk-away" point is met, you need to make sure you take action.

•Practice with a partner - As is the case with any important presentation you have ever made, you always want to practice. You could be faced with a difficult discussion and it is always best to make sure you rehearse possible outcomes. By practicing with someone else you will build your confidence with the situation and it will ultimately help the negotiation run as smoothly as possible.

Social Media Marketing for Business: Build Your Digital Footprint

2010-11-04T08:07:00.000-06:00

Grow your business via the Internet, with best-selling author Corey Perlman of "eBootCamp: Proven Internet Marketing Techniques To Grow Your Business." We're excited to announce we've secured one of the top social media experts in the country for one-time only event.

How Tactful and Diplomatic Are You? Self-Assessment Quiz from Dale Carnegie

2010-10-27T11:52:00.001-06:00

Mastering communication skills can improve your professional image and expand your authority. Your ability to navigate through difficult situations, build consensus, and manage change can create powerful results for your organization. Knowing your strengths and weaknesses can help establish more effective communication with your co-workers and colleagues.

Creating Loyal Customers

2010-10-26T13:30:00.006-06:00

Sixty-eight percent of customers leave because of what they perceive as indifference from the merchant or someone within the merchant's organization. They feel unappreciated, unimportant, and taken-for-granted. (Source: Research by Dan S. Kennedy)

Today's customer is more educated, better prepared, and has more alternatives than at any other time. Given the complexity of the marketplace, it is not enough to merely satisfy your customers. You must turn them into fans, who will not only remain loyal to your product or service, but who will spread the good word about your company. You need to exceed expectations, show customers you care, and provide exceptional customer service. You need every good word you can get in this turbulent market!

Challenges to achieving high levels of customer focus and loyalty generally fall under one or more of the following areas:

Process: How your company or organization operates on a daily basis. This includes how your company communicates and aligns the features and value of the product or service with your customers' expectations.

Roles: Who does what in your company or organization? Your employees must agree on tasks and responsibilities and hold employees accountable to those priorities.

Interpersonal Issues: How your customer service personnel get along with each other and with other departments. This includes their attitude, teamwork, and loyalty.

Direction: How your company defines and communicates its overall and departmental vision and mission.

External Pressures: In addition to market conditions, other sources of pressure include the availability of resources such as time and money. You may or may not be in control of the availability of these resources.

Keys to creating top-notch customer service are: BE SURE!

Broad product knowledge through insights into what your product or service can and cannot do.

Extreme desire to help. Show your goodwill, passion, and eagerness to please.

Sincere interest in your customer's situation. Don't assume the customer is simply being unreasonable when they may have a very good reason to be upset.

Understand customer expectations, which may be extremely demanding in these challenging times.

Respect for the customer's point of view.

Empowered with authority to provide answers, solutions, and any other help.

Tips for Dealing With an Upset Customer

2010-10-13T13:30:00.000-06:00

From time to time, you will have to deal with a customer or client who is very upset. No matter who is to blame, it is always important to keep a few principles in mind to improve rather than deteriorate the situation with the customer. Here are some tips for dealing with an upset customer:

Stay calm. Try to remain diplomatic and polite. Getting angry will only make the customer angrier.
Try to see things from the customer's point of view. Perhaps you would also feel upset if you were in the same situation.
Thank the person for raising the concern and do it sincerely. Emphasize the importance of satisfied customers to you and your organization.
Listen for understanding. Sometimes the irate caller just wants someone to listen to their story, even if you are unable to help them.
Ask questions to get their facts and feelings. Listen to learn rather than to prepare your response. Don't respond too quickly.
Find points of agreement with their concerns. Establish common ground to show the person you are listening.
Always show a willingness to resolve the problem or conflict. Make the resolution seem as easy as possible.
Be genuine and show your personality. Respond as an understanding friend rather than by citing policies.
Be firm but understanding with your answers.
As a last resort, offer to have your supervisor talk to the caller. Your supervisor may say the same things, but sometimes hearing it from someone else has a positive effect on the customer.

How Do You Use Effective Communication and Consultation Techniques

2010-09-28T13:15:00.000-06:00

When you are starting a new project you will need to be able to use all of your communication and consultation techniques to get it done. You may not have to use them all, but you should be ready to. The easiest thing you can do at this stage is to set up a plan for how the project is going to go ahead and what things you will need to do as a manager in order to proceed as the project moves forward. The more complicated the project is the more in depth the plan needs to become, and the more people need to see the plan. If it becomes very complicated your team may all want to work on plans for each of their parts in the project so that everyone knows what needs to happen. These will change as problems come up in the project, but that is one of the roles of communication.

As the project is being planned it may become obvious that you will need to consult with someone outside of the team to let them know what is happening and how it is going to happen. When you do this you should identify for them the scope of your project, how it will affect them, anything they may need to do or provide you with in order for you to continue, set out the appropriate methods for this to occur with an option for feedback from both sides on how this is working out. This kind of consultations usually happens in the workplace where there is a sensitive project and a share holder, or a client will need to be notified and kept up to date on the progress of the project.

When problems occur, because there are few projects that can go off without a hitch here or there, the most important thing is to let the appropriate people be aware of what changes are being made without sounding like it is a question or a decision you can change. Stay cool, calm, and answer any questions they may have. If you have a hard time having these kinds of conversations, look for someone on your team with customer service training who can help with the discussion. Allow them to give you feedback as part of the discussion and you may decide to change something based on ideas that are presented to you.

Tour Dale Carnegies "Secrets of Success App" for the Iphone and Blackberry

2010-09-27T13:07:00.000-06:00

Dale Carnegie Principle #23: Call attention to people's mistakes indirectly.

2010-09-27T08:00:00.000-06:00

Dale Carnegie Principle #22: Begin with praise and honest appreciation

2010-09-20T08:00:00.001-06:00

5 Tips for Conducting a Successful Team Presentation

2010-09-14T12:41:00.000-06:00

Now more than ever, business professionals are being asked to give presentations with teams. Everyone on your team must hone their presentation and preparation skills for these types of team presentations to be effective. Professional team presentations involve thorough planning, smooth transitions, logical sequencing of subject material, and the ability to create a coherent professional message. Here are 5 steps your team should follow in order to have a successful presentation.

1) Powerful Opening - Open up with a bang. You want to immediately engage your listeners and set the tone for the presentation. Make sure to plan your statement carefully and deliver a startling statement (statistic or fact) that you can drive home with sincere appreciation.

2) Introduction - After your opening, you should always briefly overview your agenda for the presentation and introduce all the members of the team. There are two different ways you can go about your introductions. The team leader can briefly introduce each member of the team and their respective role in the project, or each person can briefly state their own name and what their role will be in the project.

3) Handoffs - Part of your preparation for the presentation should go towards planning your handoffs. A poor handoff may slow down the flow of your presentation and confuse the audience. To help ease the transition, you should keep to a strict time frame for each speaker and use verbal cues to indicate that the next speaker is coming up: "In a minute, Bob will tell us how the timeline will work." As a presenter, make sure you are listening so that you hear your cue.

4) Team Question and Answer Session - An effectively facilitated question and answer session will leave a lasting and positive impression on your listeners. It is important in a team presentation to plan and prepare for this session. Take some time to predetermine which questions/subjects of questions will be answered by which team member. Also, determine a cue that will let your team members know to add on to your point.

5) Close with an Impact - It is important that you end your presentation on a high note. The closing of your presentation will reinforce the message you want your audience to take away with them. You want to have one person, typically the leader, close for the team. At the conclusion of the closing, make sure that you efficiently gather any materials and equipment that you used.

Dale Carnegie Principle #21: Throw down a challenge

2010-09-13T08:00:00.001-06:00

Management Training Myths: What Doesn't Work

2010-09-07T08:24:00.000-06:00

The history of management training and various work ethic philosophies that have gone along with it and evolved through time demonstrate various perspectives and approaches to training management staff. In addition, they demonstrate the changing orientations toward dealing with employees that have occurred in recent decades. Interestingly, the greatest changes have occurred in the last couple to few decades and represent an increase in respect and support for various staff levels. Years ago there was an extreme power differential between management and support staff, however recent trends demonstrate that eliminating these hierarchies in attitude creates a more positive work environment.

With this and other discoveries, there have been great changes in management training program philosophies. Certain myths and historic beliefs about how to appropriately train management and consequently treat staff have been uncovered and are no longer in place. These earlier beliefs are now considered to be destructive to the well being and success potential of a company, and changes in approach to training and staff treatment have demonstrated strong growth in the companies that affect it.

Micromanaging may be appropriate in certain, though uncommon, contextual situations, though as a general rule is ineffective and results in a frustrated and stagnant workforce. In addition, training management to engage in insulting correctional behavior is also counter to productivity. A supportive and communicative manager has been seen as weakness and ineffective leadership in the past, though this was based on stereotypes that are not comical. It is important to train management in positive communication and delegation skills, and the attitudes and practices of early 20th century training are recognized as destructive and sometimes in appropriate. One of the most noticeable of the beliefs that has been eliminated is the myth that men are smarter and more capable managers than women. There are many others that are similar in pattern and intent.

Dale Carnegie Principle #20: Dramatize your ideas

2010-09-07T08:00:00.004-06:00

Staying on Top of the Change Process

2010-08-31T13:30:00.001-06:00

Engaging workplace change can be an unpredictable experience, because processes and people evolve in diverse ways as they undergo change. No two individuals will respond in exactly the same way to workplace changes. In the same way, identical changes implemented in multiple areas of an organization can produce distinctly different outcomes. Here are some tips to show you how to stay on top of the change engagement process, by thoroughly preparing for it, while allowing for various outcomes. These tips allow you to take a structured approach to organizational change, and still maintain flexibility.
Motivation for Change
Change begins at the point where the organization finds a motivation for change. Sometimes external issues drive the change, like reorganizations, management changes, relocations, or acquisitions/mergers. Other times internal forces drive the change, such as upgraded technology, expansions and growth, or continuous improvement.
Analyze the Situation
As the organization becomes progressively more motivated to change, leadership undertakes a thorough analysis of the risks and opportunities associated with the proposed change:
• What are the potential gains in undertaking the change?
• What are the costs?
• What are the risks of making the change?
• What are the risks of not making the change?
Plan the Direction
Once the determination is made that opportunities outweigh the risks of making the change, a plan is developed for change implementation. Many organizational change initiatives fail because of lack of careful, thorough planning. In this step, the stage is set for the ultimate success or failure of the change. Key elements of the plan must include:
• Planning for the impact of the change on individuals who will be most affected.
• Planning for the impact of the change on the systems within the organization that will be most affected.
• A step-by-step plan for integrating the change into the organization.
• A review plan to measure the success of the proposed change.
Implement the Change
Depending on the type and scope of the change, implementation within the organization may be gradual or abrupt. Changes such as layoffs or acquisitions often are implemented with little prior warning, while staffing, reorganization, or technology changes may be phased in over a period of time. The team’s most critical role in this step of the change process is to maintain open, honest lines of communication with each other.
• Define individual responsibilities.
• Announce and launch the change.
• Adhere to timetables.
• Promote the anticipated benefits of the change.
Review the Direction
Once change has been implemented, you monitor the outcomes of the new structure and system. As team members in a changing work environment, you can’t assume that the change will evolve exactly as planned, or that every individual affected by the change will react as anticipated. Your role is to observe review checkpoints that will reveal whether the change is working as anticipated and is producing the desired results.
• Establish ways of measuring results.
• Communicate criteria for successful change outcomes.
• Coordinate the gathering and measuring of change effects.
• Inform key team members consistently during the review process.
Adopt
When the change implementation has been reviewed and found to be succeeding as planned, the change is adopted, and becomes part of the new organizational norm. The review process is not terminated, but it transitions to the ongoing monitoring of the changed systems and relationships within the organization.
How well is the change meeting planned outcomes?
How well have I adjusted to the new status quo?
What aspects of the change have not met expectations?
What is my role in making those aspects more successful?
Adjust
If the review process concluded that the change is not working as planned, adjustments need to be made to the change implementation. Assuming that our change analysis and plan have been executed accurately, we ought to be able to adjust the implementation of the organizational change in order to achieve our desired results.
• Determine where the outcomes are falling short of your plan.
• Engage key individuals in determining adjustments that need to be made.
• Keep the lines of communication open with everyone involved.
• Make adjustments to the review process as well as the change implementation.

ATTENTION DALE CARNEGIE GRADUATES:

2010-08-31T11:47:00.000-06:00

You have a chance to be quoted in the new Dale Carnegie “How to Win Friends and Influence People in The Digital Age.” This new book will be published in time for our 100th Anniversary book. Click here to read more.

Principle #19: Appeal to the nobler motives.

2010-08-30T08:00:00.001-06:00

Principle #18: Be sympathetic with the other person's ideas and desires.

2010-08-23T08:00:00.002-06:00

How to Stay on Track as an Effective Team

2010-08-17T13:30:00.000-06:00

Frequent, open Communication –Most team dysfunction is rooted in communication breakdowns, such as poor listening, interrupting, rambling, inability to get to the point, and simply not communicating frequently enough to create team cohesion.
Take time to create team cohesion – Relationships cannot develop in a vacuum. Spending less time together will not create stronger team bonds. Building effective team cohesion involves taking the time to get to know working styles, personalities, and preferences.
Give honest, regular feedback –Everyone on the team needs to get feedback in order to feel connected to the team effort. Even if that feedback is critical, the team member knows that their contributions are being noticed and evaluated. For the team to stay on track and avoid retreating into dysfunction, everyone needs to be talking with each other about expectations, goals, performance, and processes.
Build Cooperation--In a strong team, individuals rely on each other to make processes and interactions function as planned. Strong teams root out uncooperative members and either replace them with people who will move the team process forward, or coach them to more cooperative behavior.
Function Democratically--In a strong team, every team member's voice is heard. Each member of the team has a right to question the process, add input, and evaluate the progress of the team.
Assure Team Members are Well Trained--Any team is only as strong as it's weakest member. Team members are expected to function in a specific role that has its own set of experience and knowledge requirements. Newer members of the team may bring less experience to the team effort. They can make up this gap through training, education, study, and dedication. Assure team members have access to training that can help them contribute at their highest level.
Recognize Strengths--It can be hard to see the strengths in other team members. In a business climate where appreciation is often in short supply, many of us get out of the habit of looking for the strengths in others. It takes a change in mindset to start seeing individuals in terms of what we admire and appreciate in them. Take time to give honest and sincere appreciation to team members.
Celebrate Diversity--If we stop and think about it, most of us would be bored by having to work with a team whose members all had the same personalities. Team interaction is much more stimulating and interesting when the team has a variety of personal styles and characteristics. When we celebrate our differences, we acknowledge that all of us are enriched by our opportunity to work together.
Manage Results, Not Tasks--Ultimately, what matters is each team member's contribution to the team's goals and mission. Strong teams, with diverse personalities, learn to focus on the results each team member achieves, rather than trying to make individuals achieve the results in a certain way. This allows the individuals to express their personalities through their work, and still contribute significantly to the team effort.
Leverage Competitive Spirit to Create Cooperation--Friendly competition generates results. Keep the competition between the team and its own past results, not between individual team members. Make competition exciting. Review past successes and find ways to positively challenge the team to exceed those results.

Principle #17: Try honestly to see things from the other person's point of view.

2010-08-16T08:00:00.000-06:00

Principle #16: Let the other person feel that the idea is his or hers

2010-08-09T08:00:00.002-06:00

Controlling Employees Emotions

2010-08-03T13:25:00.000-06:00

Strong emotions are both a cause and result of conflict. People in conflict have a variety of strong and often negative emotions. These emotions often conceal the issue in dispute. The emotions are real though, and must be addressed for the conflict to be resolved comfortably for everyone involved.

Maintaining emotional control when we deal with relationship conflicts is probably the most important step, and the most difficult. People can reduce escalation of negative attitudes by learning methods to process anger, create healthy alternatives to destructive responses, and create dialogue to discuss the issue while maintaining control. Here are some actions to take when trying to maintain control.

Stop and cool off- There is little point in trying to talk through the issues when both people are upset. Give it a little time and let tempers cool down. Come together when each party has achieved some sort of equilibrium.
Have everyone talk and listen to each other – Make sure that nobody is hiding from the issue at hand. Keep everyone talking and expressing themselves honestly and openly.
Find out what everyone needs – Sometimes these dialogues can focus on complaints rather than developing solutions. Determine what everyone needs from the situation and strive for a solution where everyone’s needs are met.
Brainstorm solutions – Everyone will have their own vision of an ideal outcome for themselves. The challenge will be to avoid forcing our solutions on the conflict situation, and allow solutions to emerge out of creative thinking on everyone’s part.
Choose the idea that everyone can live with – One of the ways to break from a negative conflict cycle is to find solutions that you all feel are fair under the circumstances.
Create a plan and implement it – To make sure that the conflict does not re-emerge, you must make a blueprint. Plan ways of working together that will keep emotional outbursts to a minimum.

Principle #15: Let the other person do a great deal of the talking.

2010-08-02T08:00:00.000-06:00

Building Fans Through Business Professionalism

2010-07-27T13:20:00.001-06:00

Everyone wants to project a professional image when starting out in a new role. Inappropriate behavior indicates lack of experience and makes others feel uncomfortable. People want to conduct business with people who are socially and professionally accomplished. Poor behavior reflects negatively on the individual and on the organization. To avoid the mess that always accompanies inappropriate behavior, cultivate a professional image that allows you to navigate the professional environment with ease and comfort.

Business professionalism refers to the code of behavior that is expected of you in a leadership role. Set yourself apart by demonstrating proper business etiquette in meetings. There are eight elements to good meeting etiquette.

1. Promptness: Develop a reputation for being on time and you will earn the respect of other organized professionals. Others arrive on time and they will expect you to be prompt too. Nothing is more frustrating to a team than constantly waiting for a tardy participant.

2. Greetings: Take the time to greet everyone with a friendly, personal greeting. You will have the time to do this properly if you arrive a little early to meetings so that you can greet others as they arrive.

3. Honor the territory: Sometimes the meeting is on your turf and you are responsible for conducting it. When the meeting occurs on someone else’s territory, you should step back and allow them to conduct the meeting.

4. Look the part: Whether the other participants in the meeting are in formal business attire or dressed casually, you should do your best to fit in. If professional attire is expected, you should wear it; if you are coming in from a job site, take a few moments to dust off and look presentable. If you wear one, it is appropriate to remove your hat during an inside meeting.

5. Listen: In meetings, you should listen at least twice as much as you talk. Keep your eyes and attention focused on the speaker.

6. When guests arrive: Take time to introduce the guest to the rest of the group.

7. Leaving the meeting: Don’t rush out in a hurry; it will seem like you are eager to get away as fast as possible. Stay behind for an appropriate length of time to help straighten up the meeting room, talk informally with other participants, and ask the facilitator any relevant questions.

8. Follow up: Be clear on assignments given during the meeting and be prompt in completing your assignment by following with any requested information.

By implementing these basic practices in meetings, you can up demonstrate positive etiquette and strengthen your professional standing in the group.

Principle #14: Get the other person saying, "yes, yes" immediately.

2010-07-26T08:00:00.000-06:00

Principle #13: Begin in a friendly way.

2010-07-19T08:00:00.000-06:00

Staying Flexible during Change

2010-07-13T13:15:00.001-06:00

Think of yourself as stretchable, expandable, and able to adapt to anything new. Who wants to view themselves as static, inflexible, and unable to adapt? Periods of change are unpredictable, and we may be asked to adapt to changes that we never anticipated. In order to stay flexible, follow these guidelines:

1. Set short-term goals
It is best during changing times to think ahead, but not too far ahead. Focus on goals and tasks that can be achieved in the immediate future. That way we can achieve measurable and motivating results, even if the change plan is altered in some way. Instead of abandoning our efforts because of changing priorities, we complete our short-terms goals and move on.

2. Work in intense bursts of activity
Some people call this the "blitz mentality." Complete tasks with intense periods of creative output that produce concrete results. That way we have measureable outcomes that motivate and inspire us to continue our work and, in the process, better engage change.

3. Focus on team efforts
Teams are in a constant state of changing responsibilities and deadline. By aligning ourselves with others who are aiming at similar goals, we create the opportunity for flexibility in achieving results. We become more focused on others and less likely to retreat into our own comfort zone. We gain motivation and inspiration from the other members of the team, making us more likely to successfully play a leadership role.

4. Plan for possible change scenarios
The most important strategy for staying flexible during change is to prepare for various change scenarios. If we create a plan for each possible set of change circumstances, we are prepared to engage change in any way that affects us in the workplace. This gives us more flexibility, greater confidence, and makes us more likely to be successful in leading change without authority.

Principle #12: If you are wrong, admit it quickly and emphatically.

2010-07-12T08:00:00.000-06:00

Principle #11: Show respect for the other person's opinion. Never say, "you're wrong".

2010-07-06T08:00:00.001-06:00

Principle #10: The only way to get the best of an argument is to avoid it.

2010-06-28T08:03:00.000-06:00

5 Tips For Leading Change Without Authority

2010-06-22T13:25:00.001-06:00

During periods of change, we sometimes think too far ahead. If we allow ourselves to get caught up in “what if” thoughts, we lose track of today. Take on the changes one day at a time, and the process seems less overwhelming.

Create a worst-case scenario. We haven’t truly faced head-on until we have faced the worst-case scenario. Always ask yourself, what is the worst that could happen for me as a result of this change? Consider how the change might push you beyond your capabilities, might create negative consequences with managers and team members, and how it might drain your energy and productiveness.

Prepare to accept it. This isn’t a matter of saying to ourselves that if it happens, it happens. It means thorough planning for the worst-case scenario. It’s the same sort of planning that emergency responders conduct. Maybe there won’t be a disaster that requires that level of preparation, but if it happens, they are ready. Plan to improve on a situation to avoid a worst-case scenario; we must be willing to throw our energy and resources into the effort. Consider all the possible ways that the worst outcome can be avoided. In the planning process, consider communication, marshalling team effort, and intervening preemptively.

Keep busy. Sometimes change has the effect of slowing us down, leaving us disorganized and unmotivated. It is during these periods in our careers that we need to summon the most energy possible and keep busy. Not only will this keep us from dwelling on our concerns, but it will also enhance our image in the organization at a critical time.

Cooperate with the inevitable. We can’t avoid or deflect change. It’s a part of everything we do in our careers. When we remind ourselves of this, we don’t waste time and attitude fighting inevitable change.

Do the very best you can. The most fundamental rule of business professionalism is to do the very best we can at all times. This motivates us internally, driving our efforts through whatever changes we are facing. Whatever way the change ends up impacting our careers, we want to be able to say to others and to ourselves that we did our very best. Put enthusiasm into your work. What are the ways that we can boost our enthusiasm about our work? How do you get motivated? What can you do to make sure that you are giving the most energy to your work that you can? During periods of change we need as much enthusiasm as we can muster. When we are enthusiastic, we get more done better, faster, and with less. We experience more enjoyment and feel a sense of accomplishment from our work.

Principle #9: Make the other person feel important - and do it sincerely.

2010-06-21T08:02:00.000-06:00

Dale Carnegie Colorado Presents - Generation.Next: Dale Carnegie Course for Teens

2010-06-16T16:20:00.000-06:00

Dale Carnegie Colorado is proud to present the Dale Carnegie Course for Teens: GENERATION.NEXT. The course is eligible for 2 college semester credits at most universities. The program will run August 10th, 11th and 12th in Denver. Call 303-964-8688 for more information or visit our website at http://www.dalecarnegiecolorado.com/

Principle #8: Talk in terms of the other person's interests.

2010-06-14T08:00:00.001-06:00

Seven Types of Listeners and Tips to Better Listening Skills

2010-06-08T13:15:00.001-06:00

Exceptional listening skills and the ability to persuade others to your way of thinking make the difference between good and great teams. Pure listening builds trust, credibility and respect. One reason is because when you fully listen, instead of trying to compose your response, the result is a relevant and on-target response. What you say is proof of how well you listen.

The “Preoccupieds”
These people come across as rushed and are constantly looking around or doing something else. Also know as multi-taskers, these people cannot sit still and listen.

Tips
If you are a “Preoccupied” listener, make a point to set aside what you are doing when someone is speaking to you.

If you are speaking to a “Preoccupied” listener, you might ask, “Is this a good time?” or say, “I nned your undivided attention for just a moment.” Begin with a statement that will get their attention, be brief, and get to the bottom line quickly because their attention span is short.

The “Out-to-Lunchers”
These people are physically there for you, but mentally they are not. You can tell this by the blank look on their faces. They are either daydreaming or thinking about everything and anything else but what you are saying.

Tips
If you are an “Out-to-Luncher”, act like a good listener. Be alert, maintain eye contact, lean forward, and show interest by asking questions.

If you are speaking to an “Out-to-Luncher”, check in with them every now and again and ask if they understood what you were saying. As with the “Preoccupieds,” begin with a statement that will catch their attention, and be concise and to the point because their attention span is short.

The “Interrupters”
These people are ready to chime in at any given time. They are perched and ready for a break to complete your sentence for you. They are not listening to you but focused instead on what they want to say.

Tips
If you are a “Interrupter”, make a point to apologize every time you catch yourself interrupting. This will make you more conscious of it.

If you are speaking to an “Interrupter”, when they chime in, stop immediately and let them talk, or they will never listen to you. When they are done, you might say, “As I was saying before…” to bring their interruption to their attention.

The “Whatevers”
These people remain aloof and show little emotion when listening. They give off the impression that they could not care less what you are talking about.

Tips
If you are a “Whatever”, concentrate on the full message, not just the verbal message. Make a point to listen with your eyes, ears, and heart.

If you are speaking to a “Whatever”, dramatize your ideas and ask questions of the person to get his or her involvement.

The “Combatives”
These people are armed and ready for war. They enjoy disagreeing and blaming others.

Tips
If you are a “Combative”, make an effort to put yourself in the speaker’s shoes and understand, accept, and find merit in his or her point of view.

If you are speaking to a “Combative”, when he or she disagrees or points the blame, look forward instead of back. Talk about how you might agree to disagree, or what can be done differently next time.

The “Analysts”
These people are constantly in the role of counselor or therapist and they are ready to provide you with answers even when you have not asked. They think they are great listeners and love to help. They are constantly in an analyze-what-you-are-saying-and-fix-it mode.

Tips
If you are an “Analyst”, relax and understand that not everyone is looking for an answer, solution, or advice. Some people just like bouncing ideas off other to help them see the answers more clearly themselves.

If you are speaking to an “Analyst”, you might begin by saying “I just need to run something by you. I’m not looking for any advice.”

The “Engagers”
These are the consciously aware listeners. They listen with their eyes, ears, and hearts, and try to put themselves in the speaker’s shoes. This is listening at the highest level. Their listening skills encourage you to continue talking and give you the opportunity to discover your own solutions and let your ideas unfold.

Tips
If you are an “Engager” keep it up. People truly appreciate this about you.

If you are speaking to an “Engager” take the time to acknowledge their attentiveness. Thank them for their interest in you and your topic.

Principle #7: Be a good listener. Encourage other to talk about themselves.

2010-06-07T07:59:00.001-06:00

Principle #6: Remember that a person's name is ot that person the sweetest and most important sound in any language.

2010-05-31T08:00:00.002-06:00

“Warrior Transition Program” and Dale Carnegie - Fort Carson Colorado

2010-05-25T11:19:00.002-06:00

We apologize but we are awaiting approval to post the video.

Dale Carnegie Principle #5 - Smile

2010-05-24T09:50:00.000-06:00

12 Tips for Negotiating and Compromising with Difficult People

2010-05-18T13:15:00.004-06:00

Negotiating is the process of attempting to agree on a solution. Compromising, or settling on a mutually agreeable solution, is the result of successful negotiations. Compromise is all about being flexible. It means being able to generate alternate solutions when you’ve “hit the wall.” Whether it involves a person you can’t get along with, an idea you know will work but that others are reluctant to agree to, a change in office systems, or a turf war that needs ending, learning to negotiate and compromise is essential to your success.

1. Have a positive attitude. - Your attitude is essential to the outcome. You have a much better chance of coming to an outcome involving mutual gains if you approach the negotiation as an opportunity to learn and achieve a win-win outcome.

2. Meet on mutual ground. - Find a mutually agreeable and convenient physical space to meet that is comfortable for all involved. Agree on when you will meet and how much time is available to devote to the process. Whenever possible, deal with negotiations face-to-face. Be careful about using the phone and e-mail. A lack of facial expressions, vocal intonation, and other cues can result in a negotiation breakdown.

3. Clearly define and agree on the issue. - Agree on the statement of the issue using simple and factual terms. If the situation is multifaceted, search for ways to slice the large issue into smaller pieces and deal with one issue at a time.

4. Do your homework. - Take time to plan. You must not only know what is at stake for yourself, but you need to know the other side’s concerns and motivation. Take into consideration any history or past situations that might affect the negotiations. Know the must-haves (nonnegotiable items) and nice-to-haves (negotiable items). Determine the best resolution, a fair and reasonable deal, and a minimally acceptable deal.

5. Take an honest inventory of yourself. - Determine the level of trust you have in the other person and the process. Be conscious of aspects of your personality that can help or hinder the process.

6. Look for shared interests. - Get on the same side by finding and establishing similarities. Since conflict tends to magnify perceived differences and minimize similarities, look for common goals, objectives, or even gripes that can illustrate that you are in this together. Focus on the future, talk about what is to be done, and tackle the problem jointly.

7. Deal with facts, not emotions. - Address problems, not personalities. Avoid any tendency to attack the other person or to pass judgment on his or her ideas and opinions. Avoid focusing on the past or blaming the other person. Maintain a rational, goal-oriented frame of mind. This will depersonalize the conflict, separate the issues from the people involved, and avoid defensiveness.

8. Be honest. - Don’t play games. Be honest and clear about what is important to you. It is equally important to be clear and to communicate why your goals, issues, and objectives are important to you.

9. Present alternatives and provide evidence. - Create options and alternatives that demonstrate your willingness to compromise. Consider conceding in areas that might have high value to the other person but are not that important to you. Frame options in terms of the other person’s interests and provide evidence for your point of view.

10. Be an expert communicator. - Nothing shows determination to find a mutually satisfactory resolution to conflict more than applying excellent communication skills. Ask questions, listen, rephrase what you heard to check for understanding, and take a genuine interest in the other side’s concerns. Reduce tension through humor, let the other “vent,” and acknowledge the other’s views. Focus less on your position and more on ways in which you can move toward a resolution or compromise.

11. End on a good note. - Develop a win-win proposal and check to make sure that everyone involved leaves the situation feeling they have “won.” Shake on it and agree on the action steps, who is responsible for each step, how success will be measured, and how and when the decision will be evaluated. Be open to reaching an impasse for non-critical issues; you can agree to disagree on minor issues.

12. Enjoy the process. - Look at the benefits of learning other points of view. People report that after overcoming conflict and reaching an agreement, the relationship grew even stronger. Reflect and learn from each negotiation. Determine the criteria to evaluate the process and the solution.

Dale Carnegie Principle #4: Become genuinely interested in other people

2010-05-17T08:00:00.002-06:00

Principle from How to Win Friends and Influence People by Dale Carnegie. Find out the right way and wrong way to practice Dale Carnegie Principle #3: Arouse in the other person an eager want.

2010-05-10T07:48:00.002-06:00

The best salesman in business

2010-05-06T10:15:00.005-06:00

Since then, more than 30 million people worldwide have been embellishing, bedecking, and otherwise disfiguring their copies of How to Win Friends and Influence People, by Dale Carnegie. Upon its release in February, an iPhone app loaded with videos, charts, and homilies immediately became the top-selling paid business app in the iTunes store (it just landed on the iPad as well), and a new edition of the book -- only the second since its original publication -- may be arriving in stores next year. Not that Dale's heirs need the money; HTWF is already the most successful business advice book in the history of the solar system. Originally published in 1936, it has been translated into 47 languages, including Hindi, Nepalese, and Telugu. Last year alone, the very fortunate Simon & Schuster, which has controlled the rights to HTWF since its birth, sold 300,000 copies -- hardcover, paperback, and audio -- just in the U.S. By comparison, Malcolm Gladwell is a parvenu.

Read more @ http://money.cnn.com/2010/04/29/news/economy/dale_carnegie.fortune/ or click on the title

Principle from How to Win Friends and Influence People by Dale Carnegie. Find out the right way and wrong way to practice Dale Carnegie Principle #2: Give Honest, sincere appreciation.

2010-05-03T13:53:00.000-06:00

10 Rules of Public Speaking

2010-04-27T09:40:00.001-06:00

Nervousness and being frightened with public speaking is a common factor for all who give speeches. There are 10 rules and tips that will help you gain confidence and control over any anxieties you have and these rules will help you improve upon any speech.

The best and first rule to follow is to know your material. Pick topics that interest you and do extra research on your favorite topic to be fully informed, but you don’t need to use all the information on the subject. Bring up personal stories and make the topic seem conversational, using humor is always acceptable and helps with remembering the material.

Second rule, practice and rehearse your material out loud, and if you can, use a microphone, or something that represents a microphone. When practicing, remember where pauses worked best and keep them there, or revise as needed. Practicing also helps with how much breath is needed for a segment of your material. Time yourself, because you don’t want to go over the allotted time.

Third rule, it’s not a bad idea to get to know your audience in both senses, personally and in general. As members arrive, go up to them and introduce yourself and ask them a question that will let you know a little bit more about them, this way, when you look out, you’ll be able to connect better and feel you’re among friends instead of a group of strangers. For the general aspect, understand the mind-set of the guests you’ll be addressing, for example, you don’t want to talk about carnivorous actions if most of the audience is vegetarian.

Fourth rule, get the feel of the room you’ll be speaking in. Arrive a bit early and walk around the area and if the microphone is set-up, practice using it and any visual aids you might be using during your speech or lecture.

Fifth rule, you need to be relaxed when you first begin to speak, one way to accomplish this is to address the audience, this will calm your nerves and give you a small amount of time. Pause after addressing the audience, smile and count to three before you start your speech. For some reason, this approach has always worked. This is also something you should put into your practice time.

Sixth rule, while practicing, visualize yourself actually giving the speech. See yourself speaking with confidence and see yourself enjoying the subject you are speaking about. See the audience enjoying your speech as well, see them laughing at the appropriate moments and applauding at the end.

Seventh rule, understand that your audience wants you to succeed, they aren’t their to humiliate you, they are there because they really want to hear what you have to say. But, they also want to be informed, stimulated, intrigued and entertained, so keep this in mind when you are organizing your material.

Eight rule, you don’t need to apologize for being nervous, basically because they won’t really know that you are unless you tell them.

Ninth rule, if you focus on the message and not about how nervous you are, then you’ve won the battle. Your own anxieties will be pushed to the background and your material will shine forth and foremost, which is what your want your audience to be focused on, your material and not you.

Finally, the tenth rule, you need to get stage time, gain experience. The only sure way to hone in on the craft of public speaking is to keep doing it. There are many organization geared just for public speaking. If you want to get over your fear of public speaking, it’s best to participate in the organizations. They usually will have meetings in the morning hours before work or in the evenings, after work, so there’s no excuse.

Dale Carnegie - Principle #1: Don't Criticize, Condemn or Complain.

2010-04-26T15:28:00.000-06:00

TIPS FOR SUCCESS - Presentations

2010-04-06T10:33:00.004-06:00

Tip #1 - Use Proper Preparation

The effective speaker should have a clearly organized and purposeful presentation. Here is the basic structure of a successful presentation:

Opening - Favorably attract immediate interest from the audience
Message - Clearly state your message or theme
Evidence - Establish credibility and inspire respect and confidence by using convincing evidence
Closing - Leave the audience with a favorable, memorable impression

Tip #2 - Do Your Research

Before presenting, make sure that you are familiar with your topic and are comfortable with the information you are about to present. You should also know the purpose of your presentation. Some of the most common purposes of presentations are:

Convince/Persuade to get action
Inform
Motivate
Entertain
Keep this in mind as you prepare your presentation.

Tip #3 - Enhance Your Presentation

Working to enhance your communication skills will add impact to your presentations.

Develop increased flexibility through the use of expression, gestures, and voice modulation
Demonstrate ownership of unfamiliar material
Present written material in a captivating manner
Improve your delivery of written material
Overcome barriers that restrict your flexibility
Use evidence to prove points (i.e. statistics)

Tip #4 - Deliver a Strong Closing

The end result of giving a powerful presentation should be that your audience comes away with useful information. Here are some guidelines on communicating with greater impact:

Have energetic body language and an upbeat tone of voice
Maintain eye contact with your audience
Avoid being tied to a script or lectern
Get your audience involved by using examples and holding a Q&A session

Download - Dale Carnegie Guide to Effective Public Speaking http://tiny.cc/jkk6x

TIPS FOR SUCCESS – Leadership/Management

2010-03-30T09:31:00.000-06:00

Tip #1 - Engage Employees

A key quality of a leader is the ability to "move people" to action. Here are some guidelines for inspiring cooperation:

Begin with honest, sincere appreciation
Develop an environment that encourages ideas and show respect for the other person's opinion
Create opportunities for feedback to close the communication loop
Ask questions instead of giving direct orders
Make the other person happy about doing the thing you suggest
Be a good listener. Encourage others to talk about themselves
Recognize human potential and reward the accomplishments of others

Tip #2 - Plan Properly

Having a planning process is crucial to success. Try following this process:

What should be accomplished in the scope of this plan?
Determine the reality of the current situation.
Define and set the goals
Work out a definite program, including the action steps.
Estimate the cost of the plan.
Set timetables.
Implement the plan.
Follow Up

Tip #3 - Set Achievable and Measurable Goals for You and Your Team
Here are some tips on how leaders can coach employees to persevere in the attainment of their goals:

Prioritize your goals. Brainstorm with your team and place all the ideas into categories – urgent, important, and unnecessary. Develop a numbered list of specific goals.
Establish a production schedule with intermediate goals. Make an actual schedule so you can put dates to all the ideas. Intermediate steps allows you to watch the progress of the production and evaluate your team’s performance.
Communicate the goal system and objectives to your team. Obtain your team’s input about how to best meet these goals. Let each member know what they are personally responsible for producing.
Reward success. Keep your team and yourself motivated to achieve your goals by giving a small reward each time a goal is met. Let everyone know you value his or her effort and time.

Tip #4 - Delegation

Failing to delegate tasks is a common problem among inexperienced managers. Delegating allows you time to do your job and helps employees to grow toward their own potential. Consider the following delegation tips when tasks need to be completed:

Identify Opportunities
Select the Person
Plan the Delegations
Hold a Delegation Meeting
Create a Plan of Action
Review the Plan
Implement the Plan
Follow Up

Building Your Networking Skills

2010-03-23T11:22:00.000-06:00

Network online - According to recent research by The Institute For Corporate Productivity, 64% of business professionals network online. In today's Web 2.0 environment, you cannot afford to ignore this networking opportunity and potential leads you could generate via social networking sites.
Start with LinkedIn.com, the leading business networking - Membership is free, and you can pro-actively search for and connect with customers and prospects. Also, Linkedin.com users can post questions to the "Answers" section on the site. Make an effort to answer questions relevant to your area of expertise. Not only will you add value to your connections, but you will also get additional exposure and attract prospective customers who will seek you out!
Arrive early - Treat the event like an important appointment. By arriving early, you get comfortable in a more intimate setting with the other early arrivals. It can be intimidating to walk into a room filled with people, so go early and let the room fill up around you.
Show confidence - Speak confidently, decisively, and with authority. If you are confident in your conversations and support your ideas with evidence, people will take notice and respect that you know what you are talking about and that you mean business.
Circulate - Don't just talk to the people that you know. Get out there and go network!
Meet with VIPs or speakers - If there are VIPs or speakers at the event, prepare ahead of time. Do some research on the individual(s) so that you are informed when you talk with them. Compliment them on their speech or talk to them about how the topic of their speech or their field relates to what you do.
Stay late - When you stay late, the smaller crowd also gives you the opportunity to circulate in a more intimate setting. It also provides you with an opportunity to connect with the event's coordinator. Thank him or her for hosting the event. The event coordinator can give you some additional insight about who attended the event and who might be at the next event. It's never too early to prepare for the next event.
Have a robust profile on the networking site - Put in as much relevant information as you can that demonstrates the value you bring to your customers. Put in all the keywords you think prospective customers may use to search for a service provider in your field. Remember, on a social networking site, you want to make it easy for people to find you!

Cold Call Test

2010-03-16T07:53:00.000-06:00

Cold calling is critical today in the face of less repeat business and fewer referrals. There are, however, many myths and misperceptions about cold calling.

The only goal of any business-to-business cold call is to schedule an appointment. True or false?

It is not as important to qualify prospects when cold calling since any salesperson cold calling just wants to set as many appointments as possible. True or false?

When leaving a voice message, a salesperson should leave as little information as possible. True or false?

Read on for our 12-question Cold Call Test. We developed the questions in this test based on information in books written specifically on cold calling and from Dale Carnegie's own experience as a global sales training provider. If you have a correct understanding of the purpose of cold calling, you will increase your response rate and your close rate!

This True/False test will help clarify some common myths and misperceptions about cold calling. We've based the "correct" responses on research found in books written specifically on cold calling and on our own experience as a global sales training provider.

Keep in mind that some of these questions could have different correct responses in special cases. So be sure to answer from a general sales perspective rather than from the perspective of a unique selling situation.

1. The only goal for any business-to-business cold call should be to schedule an appointment.

TRUE: Salespeople often make the mistake of selling their solutions when cold calling. This is a deadly error. Sell only one thing at a time. If the person is willing to talk now, focus on getting the appointment.

2. Cold calling will generally generate results that are just as good as referrals.

FALSE: Referrals tend to have higher closing ratios for appointments.

3. It is not a high priority to qualify prospects when cold calling. The key is to set up as many appointments as possible.

FALSE: Save time for you and your prospects by ensuring you have qualified leads before taking the time to make and attend an appointment with a prospect.

4. You should leave a message for the buyer when you get voicemail instead of the actual person.

TRUE: Never miss an opportunity to leave a positive impression about you and your company. Also, remember that many people use caller ID. They may be wondering why you called and then failed to leave a message.

5. Most salespeople stop cold calling a prospect after four tries.

TRUE: Unfortunately, most salespeople give up after only four tries.

6. After you've made a certain number of cold calls, it becomes less important to keep records of your results.

FALSE: Most salespeople hate paperwork and keeping records, but it is the only way to find out what is working. And just because something works (or doesn't) this year, that doesn't mean it won't change next year...or next week.

7. Always make friends with the gatekeeper.

FALSE: Good relationships with gatekeepers can be a salesperson's best asset. These individuals can give you a positive look into the customer's organization. So you should always be friendly with the gatekeeper, but you don't need to necessarily befriend the gatekeeper. These individuals may feel that your interest is an intrusion and suspect that you are trying to manipulate them, or they just may never have contact with any decision-makers in the company. Be cautious about feeling that you are making great progress when you could be wasting your time and theirs.

8. If a prospect doesn't want to talk to you, it's probably personal.

FALSE: You have no idea what is going on in a person's world when you cold call. Remember not to take anything personally.

9. Less information is better when leaving a voicemail.

TRUE: Thirty seconds is about as long as you can hold someone's attention with a voice mail.

10. Experienced salespeople are past prospecting and develop all their business from current clients and referrals.

FALSE: Over time, we all lose customers because they go out of business, relocate, change their business, and for a host of other reasons. Experienced salespeople plan for this loss of clientele and continue to look for new prospects.

11. Experienced professionals use scripts when prospecting on the phone.

TRUE: Scripts help us make sure we are using the words with the maximum impact on prospects. Professionals practice them enough so that they don't sound like scripts.

12. Cold calling doesn't have to be a constant activity. Once your business gets going, you should be able to eliminate it.

FALSE: The majority of your business should eventually come from existing clients and referrals, but if you stop cold calling, you are missing potentially valuable business opportunities.

Check out my @constantcontact newsletter

2010-03-15T08:50:00.000-06:00

http://archive.constantcontact.com/fs011/1101826699537/archive/1103063897319.html

Breaking Down the Barriers to Follow Through

2010-03-09T09:30:00.001-07:00

You will see a tremendous return on investment when you stay in contact with your customers. Many organizations, both large and small, struggle to keep in touch with their customers because it can be such a time-consuming experience. However, if you break down the barriers to follow through and set up a system, your organization can keep in front of your clients and be ready to provide solutions when they are ready to buy. Here are a few ways to break down the barriers to follow through.

Schedule Follow-Through Time - Follow through is a time-consuming process that may slide down your priority list when you are caught up in daily activities. Build time into your schedule for it and understand that it is a long-term investment of your time, just like saving for retirement saving early and often is the best long-term investment in a fruitful future.

Don't Hesitate - Many of us would rather not be perceived as too pushy. Call with the point of just following through, if you are nervous about seeming pushy. If you are challenged in building rapport, don't make an offer the first time you call.

Get Organized - Many organizations have a Customer Relationship Management system. Make sure that you enter the original purchase information from the client correctly and completely. Use your scheduled follow-through time to get in contact with the clients about any discrepancies.

Learn - It is not unusual to make many false starts when developing a follow-through system. Even a good system that works for others might not work for you or your organization. If a system doesn't work for you, tweak it until it makes sense for you and your organization.

Understanding Value: A Customer-Focused Approach

2010-03-02T10:08:00.000-07:00

Warren Buffett once said, "Price is what you pay. Value is what you get." As a manager or executive, it is important that you understand and communicate the aspects of your organization where your customers find value. As an employee at any level, it is crucial these values reinforce what you do daily.

The best way to understand a customer's perspective is to examine your own buying decisions. When making a purchase, you consider three critical factors: where to buy, whom to buy from, and which brand. The answers to those questions result in the customer value equation. Here are some ways to help you think about your own organization's value equation.

Supplier View - is how or where the client buys the product. The easiest or most convenient, the better. For example, McDonald's is such a successful fast-food restaurant because it has so many locations and because it specializes in fast service.

Consultant Value - is whom we purchase the product from. Depending on what you purchase, you have varying levels of trust that you need to feel confident in your purchase. For example, All State insurance agents handle only one geographic territory, and as a customer, you will have the same agent all of the time. That agent will help you deal with the complexity of an insurance claim.

Product Brand Value - is the brand name that you purchase. Many people rely on brand names to help them make their purchasing decisions. For example, Tylenol pain reliever is a very highly regarded brand, and people continue to purchase it because they trust the product, even though there are less costly generic alternatives.

Take these three factors and apply them to your organization. Add them up and you will have your organization's value equation. This practice will help you identify successes and areas where you can improve your customer experience. An improved customer experience will help your organization succeed well into the future.

How to Get Your Team Members to Stand Up and Lead

2010-02-23T11:09:00.000-07:00

To win in today’s market, team members have to step up and be ready to take a leadership role. It is not easy to instill leadership abilities in others. It’s very important to also understand that some people do not share the same goals and aspirations as you might. Keep an open mind and learn to use different techniques to inspire different people. Here are a few ways that you can inspire your team members to stand up and lead.

Challenge – Issue a challenge. (In today’s market environment, you probably have many challenges to issue!) Some people need a specific challenge to motivate them. By laying down a challenge you also create a very clear and measurable goal for the staff member to achieve.

Appeal to more noble motives – Many employees can think that their work does not make a difference. By appealing to a noble motive, you can increase morale while also setting higher standards for your staff members.

Be sympathetic – Never tell a person they are wrong. Rather listen and be empathetic to the other person’s ideas and desires.

Evidence – Back up your ideas with proof. By providing evidence you can give instant credibility to your ideas. If you have evidence, even staff members coming in from a totally different perspective from yours will take notice.

Listen – Listen to what your staff members have to say. Some employees may not have aspirations to reach top corporate positions; rather they are content if their opinions and ideas are valued.

Ask questions – Instead of giving direct orders, ask questions to guide your staff members to think through the issues – and come up with solutions themselves.

Make your staff members feel important – And do it sincerely. Faced with the market challenges today, your employees must be reassured that their contribution and leadership DOES have a huge impact on the company’s survival, stability, and growth.

Customer Service Tips

2010-02-16T09:42:00.000-07:00

Establish Rapport
Many organizations try to "get more done, better, faster, with less." Having a foolproof customer service system where you take time to show the client appreciation is crucial to success. Also, enthusiasm is that ingredient of vitality mixed with a firm belief in what you are doing that ensures the success of any project you undertake.

Begin in a friendly way
Be genuinely interested in others
Try honestly to see things from the other person's point of view
Show respect for the other person's opinion; Never say "you're wrong."

Overcoming Client Objections
Very often in any selling situation, obstacles will have to be overcome before a buying decision is made. Resolving objections effectively is a process that involves careful, sensitive listening along with positive, factual responses to the buyer's concerns. Consider the following sales techniques when preparing to meet with, or engaging in any dialogue with your customers or prospects:

Build a rapport
Express genuine interest
Produce a potential solution
Motivate the client to take action
Commit your service or product to enhancing their internal establishment

Effective Problem Solving
When a client contacts you regarding a problem, solve it immediately. Often by ignoring problems, we allow them to grow. Resolution should be quick so that problems do not become overwhelming. While the problem is still relatively small, attempt to decipher exactly what would be needed to have it resolved for good. Ascertaining this information before you begin is actually the first step to ensuring that the problem is rendered powerless. Acting quickly will also guarantee that the problem hasn't gotten completely out of hand. Here are a few tips on effective problem solving:

Get all the facts
Weigh all the facts - then come to a decision
Once a decision is reached - ACT!!
Answer the following questions:

What are the causes of the problem?

What are the possible solutions?

What is the best possible solution?

Differentiate your Company from the Competition
In order to differentiate ourselves in a crowded, competitive marketplace, we need to be unique with exciting approaches to solving buyer's problems. We also need to be present in a way that builds credibility and makes people want to buy. One of the most effective ways to do this is to build value in the solution of the sale. What we present and how we present it is critical to the buying/selling process.

Creative ideas result in new discoveries, better ways of doing things, reduced costs and improved performance.
Do your research to ensure that you’ve covered all bases and thought about all options.
Provide your client with the benefits of each solution.
Follow up by painting a word picture of your buyer using your solution, enjoying it, and benefiting from it.

Delegation Process

2010-02-09T08:51:00.001-07:00

Once a group or an individual makes a decision, the next step is to determine, "Who will do what, when, and to what standard?" Delegation is the process of sharing responsibility for results. Leaders determine the ultimate objectives to be met and the resources available, and then share and collaborate on the plan of action.

Identify the Need
Establish what you choose to delegate. Create a picture of what you want the outcome to be.

Select the Person
Identify to whom you will delegate and why you have chosen that person.
Steps 1 and 2 may be reversed depending on the desired purpose of delegation.

Plan the Delegation

Desired outcome: What is the outcome to be accomplished in the scope of this delegation plan? Create a picture of what you want to the outcome to be.
Current situation: Determine the reality of the current situation. Where are you today? As a leader, you need to make a thorough estimate of the situation, both internally and externally, to obtain a clear understanding of the factors that might help or hinder your efforts and enable you to set realistic goals.
Goals: Define and set the goals. These realistic goals are checkpoints that create mutual expectations and form the basis for most important management decisions. Leaders know that without goals, people will be task-oriented rather than results-oriented. As a leader, you must set realistic, reasonable, challenging, and attainable goals and then separate those goals into bite-sized pieces, which may be assigned to individuals in line with their particular skills and abilities. This makes these goals less formidable and more achievable. When your team achieves day-to-day goals, you are closer to achieving intermediate and long-range goals.

Hold a Delegation Meeting
During the meeting:

Identify specific results to be achieved. Clearly identify what you want the final result to be.
Outline the rules and limitations. Clearly state what aspects of a goal cannot change and are not negotiable.
Review the performance standards. Set the performance standards with the individual and review the criteria for clarity and agreement.

Create a Plan of Action
The person who has been delegated the task should develop a plan of action that explains the steps that will be taken to accomplish the goal.

Review the Plan
Meet with the person who has been delegated the task to discuss the plan of action. Make any necessary adjustments until both parties are in agreement.

How to Make the Most of Meetings

2010-02-02T11:43:00.001-07:00

1. Time is of the Essence
Start your meeting on time regardless of the number of absent members. Don't punish those who arrived on time by waiting for others. Tell latecomers they can get what they missed later. This sets the standard for future meetings and may encourage people to arrive on time more consistently.

2. Request the "Honor of Your Presence" with Advanced Notice
When developing a meeting agenda, fill it with exciting action words to make it sound as inviting as possible. Dale Carnegie suggested, "arouse in the other person an eager want." Promise participants change or excitement.

3. Prior Preparation Prevents Poor Performance
In a written format, at least 48 hours in advance, send out an informal agenda with topics, speakers, time constraints, action items, and desired results. Insist that each participant is prepared and has the proper documents and research. This will build momentum toward positive results and keep the meeting's momentum moving forward. If there are topics that require advance research, provide that information with the agenda.

4. Go for the Goal
Know what result is desired from the start and communicate it at every opportunity. Guide meeting conversations and discussions toward that conclusion. When meetings within meetings occur, remind participants of the ultimate goal to get things back on track.

5. Moving On

Have a list of questions ready to stimulate thought. Remember to keep things moving at a brisk pace. Try incorporating some of these questions:

How will this happen?
Where has this worked before?
Is there any evidence that will verify what has been said?
How do we start and maintain momentum?
Will this idea have any constraints?

6. Have a Seat, Be Comfortable!
Some say that if a room is cramped and uncomfortable, it will stimulate quick thinking and motivate the attendees to do what they need to do so they can return to the comfort of their desks. The opposite is also true. Some sources suggest setting up fewer chairs than needed. Late arrivals will feel uncomfortable when attempting to squeeze into the group, motivating them to arrive on time in the future. However, this strategy could backfire and cause negative results in some situations. Use proper judgment if exercising this option.

7. Try a Stand-Up Routine
Some organizations have meetings where everyone stands up. The idea is that the body and the brain work more effectively from this position. These types of meetings can achieve results quickly because it is easier to think off the top of the head when on the feet.

8. Eat -- then Meet
If you plan to have food at a meeting, schedule a separate time for eating into the itinerary. If the meeting begins at 8:00 sharp, in the agenda, state that breakfast will be served from 7:30 to 8:00 and that only coffee will be available after 8:00. Hunger can be the reason people show up, but the highlight of the meeting should not be the brand of bagels or the type of doughnuts served; it should be the meeting's results.

9. Read the Rules
As the facilitator, another ground rule to cut down on interruptions should be to ensure that voice mail is in operation or that telephone messages will be taken for the participants. We all know the "turn off the cell phone rule." Use it! This will eliminate reasons for anyone to miss one minute of the excitement. Be sure to provide breaks so that participants can check messages -- make sure to mention when the meeting will reconvene and stick to that time.

10. There's Always a Next Time
If appropriate, schedule the next meeting before the end of this one so that all involved have the same advance notice to arrange their schedules. Allow enough time for projects and assignments to be completed (if necessary). Make sure that these action and follow-up items are written down, so there is no confusion afterward. Distribute minutes no more than 48 hours after the meeting and reinforce task accountability.

Improving Your Interpersonal Skills

2010-01-26T09:16:00.000-07:00

It takes time and practice to improve your interpersonal skills. Many of the skills may take time for you to adopt; however, there are also some quick techniques that you can use to start to make things easier almost immediately.

Stay professional.
Be at your best in every situation. Remember that the way you act reflects on your character. Learn to deal with situations in an appropriate way.

Establish credibility.
Be sincere. If you are truthful and upfront with people, it will go a long way to gaining another person's respect and trust.

Understand others' point of view.
Remember to reflect on what others tell you. Even if you disagree, take the time to learn and understand another person's perspective.

Learn about others.
Take time to talk with employees or clients. Conversations do not need to be work related. Sometimes simple conversations can help you learn about the person and build rapport.

Be confident.
Keep eye contact and a relaxed body posture. Be sure to speak clearly and at a moderate pace.

Setting Goals for You and Your Team

2010-01-12T09:33:00.000-07:00

When it comes to managing a team, you have to concentrate on several things. You’re discovering the job of management. While you’re concerned with their daily activities, your real concern is setting goals and keeping your team focused on achieving them. As you work to set your team’s objectives and develop strategies for meeting them, try these following tactics:

1. Prioritize your goals. First make a list of everything you’d like to see happen. Get input from your team and top management. Put those thoughts into four categories – urgent, very important, important and unneeded. Ask for input if you’re not sure how important something is.

2. Set your goals. Set clear and specific goals for each area. In addition, each goal should have distinct, measurable objectives. For example, say, “Productivity will increase by 10 percent by the end of the year with no additional expenses.”

3. Use intermediate goals as markers. Using the same example, setting a 2 percent increase by the end of the first quarter can help you stay on target and determine which tactics are working and which aren’t. This will help you hit a ten percent productivity increase for the end of the year.

4. Share the specific goals with your team. Make sure everyone understands the importance of the goals as well as the time-lines to reach them. Be sure to get as much input as possible from your team.

5. Reward success. Setting goals is one of the easier parts of your job. You now must keep your team and yourself motivated to achieve them in spite of constant change in the workplace. I find the strongest motivator is to give a reward each time a goal is met. It can be as small as a box of doughnuts or even a congratulatory memo. Just make sure that everyone knows you value his or her effort and time.

Tip #2 Goals & Priorities

Goals flow from the personal vision. Goals are signposts on the way to excellence. They are destinations we reach and pass as we move toward our mission. They must be carefully thought out. As you clarify your personal vision, it is critical to break it down into various areas you can focus on. Typically, goals fall into the following categories:

• Family
• Social
• Financial
• Career
• Health
• Spiritual
• Mental State
• Community

In setting goals, it is critical for you to establish the type of person you need to become to navigate the road to your personal vision. Often, in setting goals, we concentrate too much on what we want and neglect who we are becoming. Pay particular attention to setting specific self-improvement goals that will allow you to accomplish your goals more quickly and effortlessly.

Goals need to be long-term and short-term. Start with the long-term goals first. Look at your personal vision. Imagine yourself already there. What are the significant accomplishments you have made to get there? Consider all of the goal areas. What needs to be accomplished to get you to this exciting future? Answer these questions carefully, and you will have a solid set of long-term goals.

Tip #3 Setting Professional Goals

Using the SMART formula, determine the goals that will help you reach your objectives.

S - Specific - The specific improvement I will make.
M - Measurable - Ways to measure results and maintain accountability.
A - Attainable - Situation in which I will apply this principle
R - Relevant - How results of this commitment relate to my overall goals.
T - Time Phased - The first action I will take and when I will take it.

Tip #4 Tips on Goal Setting

Here are some tips when setting goals. Be sure to set goals that have distinct and measurable results. This will ensure that they are being met in a complete and timely manner. Also, chart the results of your goals over time.

Prioritize your goals. The first step is to brainstorm in order to generate a list of all you hope to accomplish. This can be done as a group with your team and those people that give you the projects. After generating this list, place all the ideas into categories – urgent, important, and unnecessary. Now you can develop a numbered list of specific goals for all that needs to get done.

Establish a production schedule with intermediate goals. Now that you have a list of what need to be done, make an actual schedule so you can put dates to all the ideas. Urgent goals need to be dealt with soon, so setting time frames for these tasks is important. In addition, by setting intermediate steps to your larger goals, you can be certain that the process is progressing smoothly and/or how production might need to be altered to meet deadlines. These intermediate goals also enable you to evaluate your team’s performance and determine which tactics are effective in completing your goals.

Communicate the goal system and objectives to your team. Be certain that each member of your team understands the importance of the goals and the timelines for achieving them. Obtain input from the team members about how to best meet these goals. Finally, assign your team members to work on specific aspects of the larger goals, letting them know what they are personally responsible for producing.

Building Relationships

2009-12-22T10:05:00.000-07:00

Tip #1 Appreciate and Respect Others

The other person is important. You have little to gain if you choose to deny this. Your relationships with employees and coworkers are not subsidiary to the work you all come together to do; rather, strong relationships are essential to doing that work--especially if you want to do that work well.

People are much more than simply what their job description implies. You are able to learn from others' experiences that which you could not from simply the experiences you've had. Begin to foster the possibilities by employing some of the following Human Relations Principles:

Become genuinely interested in other people
Smile
Be a good listener. Encourage others to talk about themselves
Talk in terms of the other person's interests
Make the other person feel important -- and do it with sincerity

Tip #2 Build Your Human Relations Skills
To build your human relation skills, try to:

Talk in terms of the other person's interest.
Ask questions instead of giving direct orders.
Be a good listener.
Encourage others to talk about themselves.
Be genuinely interested in others.

Tip #3 Be a Good Listener
Listening skills are an integral part of building relationships in the workplace. Use the following acronym to help you remember how to employ better listening skills:
LADDER

Look at the other person.
Ask questions.
Don't interrupt.
Don't change the subject.
Express emotion with control.
Respond appropriately.

Tip #4 Make a Good First Impression
First impressions are often lasting impressions. Each time a new person meets you, that person takes just ten seconds to form a whole laundry list of impressions, beliefs, or assumptions regarding who you are and what you are about. Follow these tips for imparting a good first impression on others:

Good posture
Neat appearance
Positive non-verbal communication
Eye contact
Confident handshake