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.
Tuesday, July 27, 2010
Monday, July 26, 2010
Monday, July 19, 2010
Tuesday, July 13, 2010
Staying Flexible during Change
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.
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.
Monday, July 12, 2010
Tuesday, July 6, 2010
Monday, June 28, 2010
Tuesday, June 22, 2010
5 Tips For Leading Change Without Authority
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.
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.
Monday, June 21, 2010
Wednesday, June 16, 2010
Dale Carnegie Colorado Presents - Generation.Next: Dale Carnegie Course for Teens
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/
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