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In the danged brand-new late, a friend of treasury was lucky ample to suffer from her website listed (bookmarked) on Digg, a unquestionably predominating communal bookmark site. With her allowance, I was given an first-class unplanned to permit and analyze the above generated from these types of sites. Read on to discover the pro’s and con’s of social media locality transportation, and how it could be utilised in your own website or online marketing efforts.

Firstly, it should be said that any description of internet see trade, should not be considered useless. Visitors to your site should all be welcomed, as any visitant is a good thing. In saying that, in spite of that, it should be noted that movement in all its greatness, is not created equally. Noble differences fit patent when you start to analyze its source. The ambition of this article, is to haul a much closer look at the transportation generated from collective bookmarking, from the prospect of internet marketing.

Unless you’ve been living under a throw in the service of the defunct 2 years, you’d see a uncommonly momentous direction on the web–social bookmark and media websites procure change “all that” on the web. Slashdot, Stumbleupon, Digg; any of these in favour sites sound familiar?

This is where a quantities of public bookmark freight resolution originate from. In essence, these sites are driven and “controlled” at hand the users. Users or members settle upon which gratification they want to bookmark, and this will lead into viewing and discussing of said bookmarked content. Sites such as these are immensely popular, and purl conveyance that the average website owner can one at any point imagine having. Thats a everything of shipping, isn’t it? But is it surely freeessays.essay-911.com useful?

All this traffic and hype be required to be a godlike thing, right? But is it extremely good your time? Should you blend spry promotion to these types of group media websites? What helter-skelter concentrating all your online marketing strategies on these types of sites? The dubiousness more at call is, what are the real pro’s and con’s of getting your website listed on the vanguard announce of sites like Stumbleupon or Digg?

As a website p myself, I wanted answers, and I wanted them quickly. In combining, I wondered if utilising these sites could forward me; i.e, could they hands me spawn more proceeds online?

Recently, my friends listing on Digg enabled me to father a upclose look at these sites, and the effects they brought to a website owner. This was a unforeseen on a first-hand, upclose weigh; I was not about to pass this up.

How on earth, this didn’t happen by means of chance. Kate took the action of placing the unaffected by “Addthis.com” bookmark to all her pages. You can also do this very easily. Using this classic bookmark “button”, you can start to entice these sites. Be that as it may, be warned; a place featured on the anterior era of venereal media sites can little short of instantly cause 100,000’s of visitors to your website; this in active principle is passably transportation that it may overload your server. Not high-minded!

So be aware; on the go hoop-la to these communal bookmark sites should only be captivated upon if your servers or entanglement hosting friends can withstand the unannounced influx of traffic.

With Kate’s permission, I utilised Google Analytics and started to analyze these types of visitors and collective bookmark movement generated. Interestingly ample, some plumb prominent factors were realised. The More than half of this freight will:

- Totally pep back.
- Very insufficient visitors disposition stay on your site; even concerning a low on term of time.
- Acutely few visitors leave literally go into the depths of your site.
- If you arrange a newsletter or compare favourably with, you’ll mind that darned not many sign-up for these.
- If you utilise any sort of marketing follow-ups, etc, entirely handful devise enter.

(In saying this, an anonymous fickle is the satisfaction of your site. Is it excellently written? Does it conduct well? Is it utilitarian or pleasing to the visitor?)

Transportation from these sites does role of a very average problem, extent; its impermanent transport, to say the least. The store amount of movement generated determination commonly one pattern a few days at most, that is, until your listing or bookmark is removed from the forefront page. Most of these visitors will once in a blue moon corpse on your website an eye to hanker, and the majority desert within seconds. In saying that, you may have a few sign-up’s to your newsletter or Ezine, or visitors that traverse your site. But carry on in guard, this number pleasure not be exact high.

Social media place above can be likened to customers in the drive-thru sections of fast aliment restaurants; they run across and set out as adept as they came. The visitors disposition basically consider your contentment, and to come you discern it, entertain already heraldry sinister, surfing back to the pre-eminent site to broach onto the next mention or listing. Societal bookmark freight bequeath always act obediently differently, to a stocky sweep, when compared to elementary search engine above, or your newsletter transport, in return instance. Certainly differently.

Visitors from Kate’s article posts want on average add up to 50 to a 100 late-model sign-ups a hour; much conflicting when compared to common bookmark traffic. In ell, readers and visitors to her articles are literally interested in her content, and therefore have been then exposed to similiar fulfilled upon reaching her website. So in this wrapper, there was no comparison.

The choice of movement wishes always lyric in the visitors generated from search engines, atleast when comparing to the transport from popular bookmarking sites. A cast doubt upon noiseless remains, however– is social bookmark see trade indeed all that useless?

Firstly, as in days gone by mentioned, you desperate straits to about that no conveyance should be considered useless. Any classification of guest to your website should be counted as a compelling thing. Any website owner should realise that getting movement and visitors to your website is a must; if not its game over.

When someone searches representing a noteworthy term in a search machine, and they wind-up up at your website, this means that your company is there because you experience what they’re looking for. This model of transportation is important to your website. Visitors like these are considered to be “targeted shipping”; that is, they’re more apposite to skim your pitch-page, overlook your information, sign-up to a newsletter, or even allow a product. Additionally, they may also become recount visitors. See trade like this is ideal. These are the types of visitors you surely want.

Come what may, its not all mephitic news. Societal media or bookmark sites do obtain a clear side.

How would you like the admissibility opportunity of your website gaining exposure to millions of people? Sounds good, doesn’t it? Straight conceding that you may not come to sales, for precedent, this traffic can assist in getting your websites name manifest there; branding it, creating a buzz.

If your website appeals to a more horde market, then you are monotonous more in luck. Public bookmark above in this crate can be an excellent author of freight and visitors.

Community sites such as these also have another added extra; gaining a identify with on high PR7 and PR8 websites, with high see trade bubble, can’t hurt your search engine rankings. After your website is featured on a societal media purlieus such as Digg, your element can also materialize on a large number of secondary websites on the net, as much as 1000 or more. Much of this traffic force also be using the Firefox net browser, which is embedded with the Alexa toolbar– what does this do as a service to you? Your Alexa traffic high birth will be improved. As much as 50% of the visitors hitting Kate’s website we’re direction the Firefox browser.

Something importance pointing out, is that the shipping generated from Stumbleupon was much different. Longer stop durations were the shared fetich in this freight, that is, this transportation behaved more like essential traffic. This could maybe be attributed to the act that Stumbleupon is a higher prominence site, and this was reflected from the higher eminence of the visitors originating from there. This also made me bear down on to the realisation that not all social media/bookmark see trade can be measured with the constant stick. This free essays occurrence also pointed me outside to something effective; the components featured on Kate’s website is geared for targeted visitors from search engines and articles, and is as a rule not suited to the mainstream net-surfer.

An suggestion to better document drop of this genus of transportation, is to works your website and its gratified to more mainstream internet users. Whether or not this enables you to bring off a greater straight with of ascendancy, is to a great extent dependant on what you proposal and how it is offered. Another humble variable, unfortunately.

In the almost tomorrow, I await to gain the unintentional to promote on public bookmark transport, and its long-term effects on websites. In explicit, the cause it would own on keyword rankings and tie-in approval rankings in search engines; no more than then can I progress to any type of real judgements. Even so, for things being what they are, my mind is being kept bare, and the impression is being tossed up as to whether common media and bookmark traffic is as a matter of fact significance the moment or the effort. Is the point taken away from your stock day-to-day marketing efforts usefulness it?

Guesstimate there is solely whole system to encounter out, really.

In each of my traffic relationships, I keep in view that reciprocal politeness and custody be essential ingredients in my linking with the other individual. If in unison or both traits do not exist, then the relationship shouldn’t proceed any further.

So, what do you do when you have an uncomfortable or odd passion concerning working as a remedy for someone, but you can’t make known your finger on it? Should you continue the business relationship or occupied c proceeding on?

I actually cannot declaration these questions in regard to you, but I have well-grounded that in my many years of working in behalf of or with people that it is simply first-class legitimate to stir up on. In other words, if I believe that a business relationship is not mutually gratifying, than it is okay to intention it. There are plenty of employers revealed there and mess of other projects to make on. The anyhow can be said close to the other mortal physically: if you push them or they smidgen you, they devise bump into uncover someone else.

In my idea, you lack not contain a specific or solid reason either. Occasionally you have a gut reaction to a exact project while other times there may be something approximately the propose that wholly goes against your principles or just doesn’t outlive articulately with you. No matter, entirely conclusion the affair relationship and depart on.

How you wind-up the relationship is up to you. If you necessity to leave a door uncommitted, telling the human being that you are hustling with other projects is fine. If you be to segregate the door, you can inform them specifically why you no longer thirst for to earn a living as a service to this person.

In all cases, season your words with graciousness, but don’t waffle and certainly don’t rat lies. You can’t sweat bullets fro what others ruminate over encircling you; to do so is a wither of ease and desire certainly brunt your capacity to make grow original and solid business relationships down the line.
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Having a clear, unambiguous understanding of role and responsibilities is one of the foundation stones on which successful managers operate. Without this, the manager cannot be sure what activities to lead on, take part in, praise, reward, discipline, or not be involved in. Managers will inevitably become involved in activities and take responsibility for activities that they should not. Worse, areas of responsibility that are those of the manager will be ignored. Managing personal workload and other individuals and teams effectively is not possible when the role and responsibilities of the manager are uncertain. The solution is to arrange for these to be discussed, clarified and agreed, and communicated to other managers and to operational employees. The manager and their line manager must then regularly review the role and responsibilities and make adjustments when necessary.

Whilst role and responsibilities can be relatively easily agreed, the question of degree of authority is often more difficult. A manager that has the responsibility for activities but, for example, has no authority to make necessary local activity changes, be flexible in managing budgets, praise or reward good performance, or discipline poor performance, will run into difficulties that can delay progress, consume unnecessary time, confuse operational employees and undermine the status of the manager. The solution is to discuss and agree, with line and specialist management, the areas and degree of authority of the manager, in general terms but also in regard to specific decisions. Once agreed this should be communicated to other managers and to individuals and teams.

In most organisations the pace of change and the complexity of activities are such that it is essential to forecast, plan, and prioritise. Unless this is done the manager will not be able to defend against potential problems, will waste time on unimportant activities, miss important deadlines. All of these negative effects will then, in turn, exacerbate the problems faced by the manager. The solution is to adopt a system of forecasting, planning, and prioritising. Prioritising can be determined through discussion with senior management and specialists, then communicated to the team. Activities should be linked to outcomes, objectives, deadlines, so that all involved are aware of the purpose of the activity. As part of this process, the manager should involve other individuals and teams as appropriate, and communicate the plans and priorities to all involved. In this way the manager will be in control of activities, prepared for potential difficulties, and have the support of key colleagues.

We look at this separately from the section above because setting unrealistic deadlines is a hidden cause of many time management problems. The manager must ensure that deadlines are achievable, otherwise the failure to meet them will itself become an additional problem that will impact on other outcomes and deadlines. However, it is rare for a plan to prove perfect, and deadlines do come under threat and may have to be changed. The solution is to make certain that deadlines are set as realistically as possible, and that where circumstances do change appropriate corrective action is taken, to enable the deadline to be met, or to set a new one. This flexibility of response to change must be a part of the plan. In major projects there should be contingency plans in place to allow appropriate responses to be made to known potential threats.

Usually this is not the direct fault of the individual manager, rather it is caused by corporate decisions that leave areas of activity under-resourced. However, it is a problem that individual managers must deal with. In situations where physical or financial resources are inadequate, the manager must take these factors into consideration when forecasting, planning and prioritising. Being realistic about any resource shortcomings will produce a realistic plan. Where the resource shortage is one of people, manpower, the same planning approach must be taken. However, in cases of forecast shortage of human resources, and particularly when unexpected shortages occur, there is an added danger that the manager will take on additional tasks, roles, responsibilities, and add these to the existing workload. This is to be avoided if at all possible, except for extreme emergencies and very short periods of time. It is impossible for the manager to manage effectively if they are overburdened with additional workload. Worse, they will often be unsuitable, in knowledge, skills, expertise, or physical attributes, to carry out these activities to a high standard. The result, potentially, can be highly damaging, as the manager loses control in key areas, and loses respect through their inability to perform to an acceptable standard in the inappropriate work they have taken on. The solution is to find another solution. This could be to: adjust the plan and deadlines to take into account the missing resources; negotiate for additional resources; bring in appropriate resources from lower priority activities. Due to the culture in some organisations it is difficult for managers to take such assertive, positive action, but if a strong, logical case is presented to senior management, most will accept the necessity of providing the required resources or adjusting the plan.

This is a major cause of problems. At the heart of it is the lack of understanding of the role of delegation. Because delegation is not understood, managers fall into many delegation traps: some do not recognise when delegation is necessary; some believe that it is better to do certain tasks themselves, as they see themselves as more expert or more trustworthy; some delegate but to the wrong people; others give insufficient information when delegating; many do not give sufficient support to the person delegated to; many do not monitor the delegated activity; many do not review the performance of those delegated to; hardly any ensure that individuals receive training and development in how to deal with delegated activities and responsibilities. The solution is to learn about delegation and to adopt best practice in this activity. Effective delegation releases the manager to focus on other issues, generates positive responses from individuals and teams, and develops individuals and teams. It is a highly valuable technique that the manager must learn to do well.

Meetings are necessary, but they must be productive meetings. The manager has two types of meetings that they must manage effectively. The first type is the meeting where the manager is the leader, the chair, the caller of the meeting. With these, the solution to making them productive is to manage them according to the established best practice. Those meetings that the manager attends purely as a participant should also be managed, but in the sense that the manager makes optimum use of the opportunity to obtain and present information, contribute to decision making, and maintain positive relationships.

Information that is insufficient, inaccurate, invalid, out of date, not relevant, will result in decisions that are flawed and this will impact negatively on the control over time management of the manager (and others). The usual cause of poor quality information is the lack of an effective system for gathering and analysing information. This can relate to external environment information and internal monitoring, control, and review of activity.

The underlying cause of poor time management and resulting problems is the personal behaviour of the manager. As well as the manager’s response to the problems described above, there are a number of negative personal behaviours which aggravate the situation, including:

Lacking assertiveness: leading to problems such as being unable to deal with conflict or poor performance. Having a disorganised approach: visible by an untidy desk, rushing to meet personal deadlines, submitting reports late. Fear of loss of control: leading to an inability to delegate, and in extreme cases refusing to take holidays or legitimate sickness absence. Aiming for perfection: an impossible dream but one that some managers pursue relentlessly. Inability to complete tasks: linked to the previous behaviour, this is a weakness that leads to the build up of workload and unnecessary pressure, and often has negative repercussions on others. Being over-ambitious: some managers believe that appearing to be managing a huge workload, or carrying out key tasks personally, will be viewed as attractive qualities and lead to promotion, whilst the opposite is usually true. Over-reacting to events: not giving enough reflection, analysis, discussion, to events, and rushing in with an inappropriate and potentially damaging response. Inability to refuse work: resulting in taking on too much work and potentially causing damage in terms of raised personal stress levels, poor quality outcomes, and conflict with others. Procrastination in dealing with difficult decisions or taking difficult action: resulting in the building up of tasks and problems which combine to cause time management problems but also could cause damage as they reach crisis level. Not managing interruptions from colleagues, visitors, telephone calls, emails: caused by not planning how to deal with unwanted interruptions, overestimating your own importance, being too easily available, having an open-door policy, not having unavailable times, being afraid of offending others, working in an inappropriate location.

The solution is obviously for the manager to change their behaviour. However this is not easy. It can only be achieved by building behavioural change into personal development activity, and with support from the line manager, specialist help, and other colleagues. The manager can, of course, take some independent action, once the causes have been identified, but many are not able to recognise that there is a problem. Most managers are not aware of the extent to which their behaviour is causing them time management difficulties. Appraisals and other performance feedback channels should be used, pro-actively, by all managers to examine their time management performance. Where shortcomings are identified then appropriate corrective action should be built into the next phase of the manager’s personal development plan. Improvement in the identified areas then becomes one of the aspects of the manager’s future performance that is monitored and appraised.

Managing time in the workplace successfully is not an easy task. However, despite the difficulties, by implementing the solutions suggested here the manager will be able to effectively manage their role, responsibilities, and workload. With help from others and the application of a consistent, positive, thoughtful approach, the manager will find that they can manage time effectively.

Stories develop themes. The themes chosen to illustrate the possibility of stories are:

Relationships, Choice, Creativity, Making a Difference, Celebration.

Speakers are ordinarily people, from teachers to grandparents, from mountain climbers to cancer survivors. The platform provides them with a privilege and awesome responsibility to share their stories in a way that helps the audience to “wake up.” Good stories make people say, “Wait a minute. I can think or act differently about everything than I did before.” Stories are everywhere. Speakers learn to retrieve them and retell them to audiences as a way to show their humanness to show they care; to open people to possibility thinking and how making mistakes will lead to the courage to finally help them succeed. Because most of us delineate our thoughts visually, great stories help to enhance and even transform our lives.

Be unique. Think funny thoughts. Live and re-live your story when you are telling a story. Words are critical so be sure to pause when necessary and BE IN THE NOW. Your words need to create an image in the audience’s mind so that they can remember your story. They may be a step away from their own story. This will strengthen the connection between you and them.

It’s a good idea to use props to enhance your humor. Remember most people have an attention span of six to eight minutes.

The Coach asks… what is your story?

Here are practical, easy to apply techniques that will help. Once the initial, analytical stage is completed, the techniques outlined here are simple ones that can be applied on a daily, weekly, and monthly basis, as a matter of routine.

Preparation Week: the first step is the most time consuming one: analysing your current situation. To establish in what condition your management of time is at this moment, you will need to complete at least a week, perhaps two, of preparation. You will also need to make note of any activities that fall on a monthly basis, such as team meetings, or budget performance reviews.

Recording Your Activity: for one week at least, on a daily basis, you will need to keep a detailed record, diary, or log, of what activities you are involved in, and how long you spend on each of these. Be as detailed as you can, so that you can analyse your activities in depth. The experts in the time management field recommend that you split your day into at least 15 minute periods, and for very busy periods even smaller time periods of 5 or 10 minutes. For example, for that first 30 minutes after starting work in the morning, don’t just write down 8.30 to 9.00 Started work, opened emails, talked to colleagues, you need to break this down into at least three x 10 minute periods. If you have chosen an unusual week, for example when you are absent from the usual routine, on a training course, complete the log for the missing days, the following week. Be disciplined about this. Use a notebook, or diary, or prepare a paper or pc based time-sheet for each day. Take this with you everywhere, or at the very least, complete it every time that you return to your personal work area. If it will help you, get the support of your colleagues, and ask them to remind you that you should be recording your activities diligently.

Analysing Your Activity: at the end of this period you will need to carefully analyse these records. The primary aim is to identify negative activities and events. These will include activities that you shouldn’t be involved in, or could delegate, activities that you are spending too long on, activities that are unproductive, and events which are disruptive or unproductive. Some of the activities that you identify here will be unique to your situation, but some will be common to most professionals, such as being inappropriately interrupted by colleagues, by telephone calls aimed at others, by attending meetings which are not relevant to you, by surfing on the internet, by focusing on low-priority tasks instead of more important, but more difficult, ones. However, it is also important to identify the positive activities and events, so that you can consider how appropriate is the time that you are currently allocating to these. Examples could be how much time you are spending in supporting, or coaching, your team members, or how much time you are giving to the building and maintaining of relationships with others, or how much time you are spending on addressing quality management issues. With a clear picture of how you are spending your time, you can then move on to the next step.

Talk With Stakeholders: these are the colleagues, the teams, the managers, perhaps suppliers, perhaps customers, who have a legitimate interest in how you perform at work and who will be affected by the changes that you will be making. You may also need to arrange discussion with key individuals, before you take the next few steps that follow.

Listing Your Responsibilities: separately from the recording activity, you should make time to review your job description, yourself if it is current and up to date, with your line manager if it is in need of a formal review. The purpose of this is to clarify what your role is and what are your formal responsibilities. It is often the case that, because of poor time management and the problems that this creates, role and responsibilities are allowed to drift, to the point where the individual is not carrying out the activities that they are meant to. A clear picture of what the role and responsibilities actually is an essential part of building a strong foundation on which to plan your new approach to managing your time.

Listing Your Goals: this is another essential part of building that foundation as a professional, a manager or specialist, you will have corporate level and operational level goals which your activity is meant to contribute to and help achieve. In parallel, you will have personal work performance and personal development goals that you should be working towards. Identifying and reviewing these will enable you to clarify them and take them into consideration when you plan the changes that you will be making.

Eliminating Or Reducing Unnecessary Activities: with the information that you have collected and considered, it is now time to take some action. In simple terms this means identifying those activities, events, and periods of time, that are not contributing to you fulfilling your role and your responsibilities, and not helping you to contribute to the achievement of the corporate and operational goals nor your own personal goals. In your action plans, and your daily, weekly, monthly, lists (that we discuss below) you can then ensure that you do not continue wasting time and effort on any of these negative, unproductive, activities.

Prioritising Activities: you may need to talk with your team, and-or with your line manager, possibly with internal or external suppliers and customers, to clarify and confirm what your priorities should be. This could be an opportunity to discuss how you could delegate some tasks to others, perhaps simply because you should not be doing them in the first place, perhaps as a developmental activity to help a team member learn new skills. The aim is to have a clear picture of which are the high, medium, and low priority tasks and events. You can then allocate an appropriate time of day, week, or month, to work on these, and an appropriate time period that ensures that you will be able to complete these successfully.

Preparing Action Lists: sometimes called To Do lists. This is a relatively simple activity, where you look at the tasks and events of the coming day, week, and month, and list the activities that you intend to carry out, and when and for how long you will work on them. You will, of course, need to continually check that these activities match up with your role, responsibilities, and goals.

Starting Each New Day: in reality, this can mean taking action at the end of the previous day, your last task of the day being to plan your specific activities, perhaps as a simple actions or to-do list, with times, perhaps as a list of priorities, that you intend to complete on the following day. Then, on starting work the next day you will have an action plan waiting for you. As the day proceeds, you should review your progress at intervals, and make adjustments where necessary. Then, at the end of the day, draw up the action plan, the list, for the next day.

Building In Break Times: don’t fall into the trap of trying to work continuously, all day without stopping, working through all your breaks, and worse, not taking a lunch break. Overwhelming evidence shows that we need to have breaks, and that without them our performance deteriorates dramatically the longer we go without. You should take at least one short break mid morning, a minimum of 30 minutes at lunchtime, and a short break in the afternoon. Your organisation should encourage you to take these breaks, as it is required by health and safety at work legislation.

Starting Each New Week: try to adopt the same approach as with daily planning. At the end of the last day of your working week, draw up an action plan for the next week, or at least for the first day in detail and the rest of the week in outline. Starting Each New Month: again, adopt the same approach as with weekly planning. During the last week of the calendar of budgetary month, prepare your action plan for the following month.

Strategic Planning: in parallel with the daily, weekly, and monthly planning, you should also have background plan that focuses on medium term and long term objectives. These can be workplace performance targets, such as end of year financial results, but should also include softer, but equally important targets, such as the development of individuals and teams (not forgetting your own, personal, development objectives). They can also include targets such as the improvement of working conditions, or relationships, for example between departments or with suppliers. These longer term plans should be referred to and progress reviewed, on at least a monthly basis.

In summary: without a structured approach to managing your time it is inevitable that you will run into difficulties, miss important deadlines, not give enough attention to your career and personal development, not deal fully with the needs of your team members, allow others to dictate how you spend your time at work. The result is that work will become a burden, and your performance will deteriorate. In addition, others will notice and your performance will be judged negatively. By following the simple, practical, steps outlined here, you will take control of the time you spend at work, and take control of the activities that you carry out. Once you have consistently applied these techniques for a month or two, they will become habit, absorbed seamlessly into your daily work life. You will find that you have less conflict, fewer problems, and you will meet most of your deadlines and targets. You will be managing your time effectively.

I am a student of Time Management and a big part of time management is beating procrastination. We all procrastinate, even those of us who pride ourselves in having good time management skills.

From my studies, I have come up with seven proven ways to beat procrastination.

1. Do the worst task first: I have used this technique for years. I have even created more than one “first thing.” There is first thing in the morning, there is first thing after lunch, and there is first thing in the evening. I take a look at the items on my To Do List and figure out which one I am dreading the most and spend a limited time on it at least moving it forward. This is known as swallowing the frog first thing; if you begin your day by swallowing a frog, then the rest of the day looks good.

2. Break it down: Often the reason that we procrastinate is because the task ahead of us is too big. Often there are small parts of the task that can be done. How do you climb a mountain? One step at a time.

3. Use a friend: I am not actually referring to delegation (but of course I don’t mind that either); what I mean is to tell a friend what you want to do and get them to help you start the task. Often it is the act of starting a task that is enough to get the task done.

4. Do the pleasant part of the task: Often many distasteful and large jobs have some parts to it that are not particular distasteful. Do them so at least you are moving forward on your most important items.

5. Fifteen (15) minutes: Just spend 15 minutes on a task. I have the attitude that I can spend 15 minutes doing virtually anything and I can certainly survive spending 15 minutes on something. Often by spending the 15 minutes on a task, I either complete it or I will get it moved forward enough that it has momentum to finish.

6. Track it: The simple act of tracking a goal is often enough to keep the goal moving forward. It seems odd, but knowing that you are going to write down whether or not you have done something is often enough to make you move forward.

7. Reward or punish: The reason we do something is because it is more painful than not getting it done, so if we can make the completion a task more rewarding or the consequences of not completing it more painful, then we tend to move forward on things. Tying successful completion of a task to a reward is often a successful technique.

Remember that even successful people occasionally procrastinate. Procrastination is not a permanent condition.

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No matter how expert or experienced you are, when you are applying for a promotion in your own organisation, or a post in another organisation, being fully prepared for the interview is critical. Your expertise, knowledge, reputation, experience, and appearance, will help you, but it is highly likely that the other candidates will have similar attributes.

Here is list of actions that you should carry out in order to be fully prepared. Gather information about the recruiting organisation (this includes your present employer if it is an internal interview): before you decide whether to attend the interview, it is essential that you gather information about the organisation and analyse this. You need information on its recent and forecast performance, the condition of the business sector in which it operates, and the post that it is offering. If the organisation and sector are healthy, and the post looks secure and has potential, then you can move on to the next stage. If your findings are negative then it is almost certain that the best decision would be to reject the opportunity. You need to gather information about the condition of yourself, looking at how your personal and career plans are progressing, focusing on how the prospects in your current job match with your personal and career objectives, and then how the new post could help you to achieve those objectives.

Decide to attend or not to attend the interview. You need to make an objective decision as to whether taking up this new post is the right decision for you, at this time. Armed with the information that you gathered earlier, you can assess the merits of being appointed to the new post, against staying in your current post, albeit perhaps until a more appropriate opportunity arises, and make your decision confidently. It is, of course, tempting to apply for a job which appears to offer a higher salary, more responsibility, more status, and new directions, and if this is so appealing that you are confident that you can adjust your development plans to match it, and be happy with that decision, then yes, attend the interview and perform to the best of your ability. However, be warned that the interviewers may well reject you because it will become obvious to them that the position they are offering is not a natural fit with your career to date, and worse, they may well ask you how this new opportunity fits with your future personal development plans, and be disappointed with your unconvincing response.

Gather details of the job itself. You need as much information as you can gather about the nature of the job, the role, responsibilities, reporting relationships, location of the workplace, working conditions, and conditions of employment such as working hours, holidays, and corporate policies and procedures that apply to the position. Some of this information will be given to you in the information pack sent to you by the interviewing organisation, or department, but often, sadly, the quality of information sent out is poor. Most professional organisations will have HR departments that will answer your questions on these issues, or pass you on to the appropriate line manager.

Research the interview format: you need to do some basic but essential research on the practicalities of the interview. Again, some of this information will be sent to you. You should be clear about: how to get to the organisation and the specific interview location (don’t rely on asking for this information when you arrive, as this adds to the stress of the occasion); who is on the interview panel (their titles will give you important clues as to their relationships to the post); what format the interview will take (there is nothing worse than arriving expecting a traditional face-to-face interview and finding that it is a day-long series of tests, group activities, and interviews).

Timing of arrival. Make sure that you arrive in good time, allowing time to tidy your physical appearance after your journey, and sufficient time to become calm before the actual interview.

Your appearance. Do not make the mistake of thinking that it is only your history, qualifications, skills, and knowledge that will win you the job. Most other candidates will have similar attributes, so you need to make an impression, to look professional, smart, and appropriate for the post. In many cases, there will have been a previous holder of the post that the interviewers may be using, albeit subconsciously, as a benchmark. You can’t guess what the interviewers want, or don’t want, in terms of physical appearance and personality, but don’t for one second believe anyone that tells you this doesn’t matter (it shouldn’t, perhaps, in certain circumstances, but you are being invited into their world, and they will be looking for someone who they will be comfortable with (even if the role requires you to be an aggressive change-agent). Yes, in some countries there is legislation that says the job should be offered to the most appropriate person, regardless of appearance, but in real life this isn’t what happens. The answer to this dilemma is to research the culture of the organisation that you are joining, so that you are aware of how people, in positions similar to the one you are being interviewed for, dress and behave, and you can comment on or ask questions about this during the interview. However, don’t go to the interview in jeans and t-shirt, even if that’s the day to day standard. You need to look as professional, as serious about obtaining the job, as possible. For men, that almost certainly means a business suit, or jacket and trousers, with or without tie. For women, a business suit or business outfit. For both sexes, smart-casual can be acceptable, if, but only if, it is that type of environment. In most situations, for most posts on offer to professionals, specialists, managers, experts, consultants, a business outfit is expected at the interview, even if, after appointment, they would never again expect you to come to work in anything remotely as formal.

Your approach. In a word, think positively. You are offering your talents, your experience, your time, effort, and energies, to this organisation, and you need to give the impression that you would be a valuable asset that they would be foolish to reject. This doesn’t mean being aggressive, over enthusiastic, pompous, or pretentious, but it does mean showing the interviewers that you are a confident, assertive, pro-active, flexible, professional who would perform successfully if appointed.

Prepare for, and practice answering, the interview questions: think about questions that you are likely to be asked. Brainstorm this with a colleague, friend, or partner, and practice answering. Practice using the interview questions to strengthen your argument that you are the best person for the job. For example, you will be almost certainly be asked about your experience and qualifications, even though this will be shown in your CV. Your response should be phrased in such a way that you relate your experience, knowledge, and qualifications, to the role and responsibilities of the new post, showing how these existing attributes will give you the confidence and skills to successfully handle the tasks that lie ahead. With luck you will not be asked questions such as - What do you think are the main benefits that you could bring to this job, if appointed? However, it still happens, so you must be prepared for them. Again, practice responding in a way which links your experience and existing skills to the demands of the new role. If you are asked - What would you say are your biggest strengths and worst weaknesses? then talk mostly about your strengths, giving examples of how these have been effectively used, and be very, very careful talking about your alleged weaknesses. Choose a relatively harmless weakness that could be interpreted as a strength, such as being over-zealous about quality criteria being met, or insisting on deadlines being met which can upset some team members. Don’t, under any circumstances, negatively criticise your present or past employers, or colleagues. Even if the organisation that you work for is known to have faults or bad practices, don’t criticise it or any personnel within it. This is almost always a fatal mistake. You will almost always be asked some questions about the interviewing organisation. Again, use these as an opportunity to show you have researched the organisation, but also to explore what the organisation is planning (at least in the area that you will be working in), and-or what they are expecting of you. For example, you could mention new markets that the organisation has recently entered and ask if that will impact on the post that you are being interviewed for. If you are asked about hobbies and interests, don’t give a list of twenty, keep it simple and don’t try to impress with esoteric hobbies that you don’t actually have. Imagine saying that you enjoy watching French films and then being asked a question about this, in French, by one of the interviewers who is fluent in the language!

Questions asked by you. Most interviews will close with the interviewee being asked if they have any questions to ask. The answer should always be - Yes. Have two questions ready, and either ask these or ask one of them and one that has arisen because something raised in the interview. Make sure that your questions are ones that reinforce your suitability for the post. You could, for example, ask questions about personal development opportunities, explaining, briefly, what you feel would be a potentially useful development activity (of benefit to you and to the organisation) if you were to be offered the post (this should be an area that you have considered whilst researching the organisation and the job itself).

General behaviour: remember, you are being assessed at all times, possibly from when you enter the building and approach the receptionist, certainly from the moment you walk into the interview room to the moment you leave. You must be as natural and relaxed, physically and mentally, as possible, but also professional, polite, and courteous. Never argue, unless you have been given a direct instruction to give your opposing views. Be alert, show an interest in each interviewer as the ask questions, and answer directly to that person, but occasionally look at the others during your answer. In answering questions, don’t be evasive, be confident, and use your answers to demonstrate how you would make a good match for the position on offer.

Final word. As the interview ends, thank the interviewers for their time and questions. Say that you would be very pleased if appointed to the job and that you look forward to hearing from them. Even if you have doubts at that moment, this is a courteous and wise way to end the interview. You may later decide that you would like the job and if you have appeared negative as the interview ended you will have reduced your chances considerably.

In summary, the key to being successful at an interview is to treat it as a project that needs to be planned and executed in as professional a manner as possible. Changing jobs, moving into a new position, changing organisations, changing the direction of your career, perhaps moving into a different business sector, leaving behind friends and colleagues, meeting, working with, managing, new colleagues, is a major change in your life. The interview is your doorway into a new world, into the next stage of your personal development. It is a major event, a major opportunity, and must be treated as one.

As a busy professional, it is vitally important to manage your time. There are some broad principles, approaches, that you need to learn and apply. The first is to take the view that your time is precious, and should not be wasted. By the way, relaxation time, leisure time, relationship time is not wasted, it’s important, valuable time that you need to plan into your life. These broad principles include, you need to take control. That is, to take control of your time and the way in which you approach the activities that you have to be involved in, such as work activities and family commitments, and ensure that there is also time in your life for the personal activities that you wish to be involved in, such as leisure and relaxation activities. You need to plan ahead. This is vital. Being successful means being busy, and to manage being busy you need to plan ahead. You don’t have to perform at genius level. If you work hard and as efficiently as you reasonably can, you are doing well. You need to prioritise. You need to rank activities into an order where you can see which activities, what work, which tasks, are the most important and need urgent attention or a specific amount of time spent on them, and which activities are less important and can be pushed back, or worked on over a longer period, or delegated to others, or even abandoned.

Look at your current situation. This is important. You need to evaluate, to analyse, to consider, what condition are you in now? how well, how poorly, do I manage my time at the moment?. The only way to do this effectively is to maintain a log, a diary, a record, of what activities you are involved in, how much time you spend on them, how many interruptions do you suffer from, how many targets do you achieve, how many targets/deadlines do you miss, what activities (work, personal, family, social) are you not involved in which you would have liked to be involved in?. The way to evaluate this is to keep a log, a record, ideally for a month, but if that’s too long, then at least for an absolute minimum of a week. Try to keep this record for at least two weeks, and if there are unusual events, disturbances, interruptions, that do occur occasionally or irregularly, that haven’t occurred during the period that you have kept your log, then make a note of them. You can then analyse this record, to obtain a picture, a snapshot, of how your time is taken up, how your time is consumed, and what influences, what events, are disturbing and disrupting your activities.

Remove obstacles, barriers, conflicts, time-wasting activities. When you have analysed your log, your record, you will have identified many negative influences that affect your management of your time. These can include: colleagues coming to talk with you on important matters, but at unscheduled times, when you are trying to concentrate on other activities; telephone calls that are not ones that you should deal with; emails that are not important, or not relevant to your main priorities, but you feel obliged to answer; colleagues visiting you because they are bored or just want to chat; distractions that you generate, such as searching the internet for leisure or social interests, when you should be working or studying; accepting new tasks or projects when you know that you should be focusing on existing activities.

The next step is to take action to eliminate or reduce these time wasting events or activities. This can be as simple as telling colleagues that you are too busy to talk at this moment (but you will get back to them later), or more subtly, standing up as they enter your space and saying that you are on your way to an appointment or meeting, and can only spare a few seconds, to just being more disciplined about not drifting off into cyberspace when you should be working on a project or task on your pc. It should also include the more serious, and more difficult, action of saying, No, to new activities, new workload, new projects, when you are fully aware that you need to give your full attention (time, effort, energy, intellect, expertise) to existing work commitments. No-one will thank you if you say,Yes,to additional work and then manage it poorly, make mistakes, and cause problems, because you don’t have enough time, effort, energy, to manage that extra workload effectively. They will only blame you for being over-confident, at best, and inefficient and incompetent, at worst!

One of the most effective ways of managing interruptions, disturbances, and unexpected activities, is to take preventative, pre-emptive, action. This is the time management equivalent of prevention not cure, as promoted by those in the Quality Management field. In time management terms, this is taking action to prevent other people and other events from causing you difficulties. One simple example of how this approach can make a major difference is in thinking, in advance, of all the people that are likely to interrupt you, or to ask to see you, and, instead of waiting for them to decide when they want to come to visit you, email you, or telephone you, or ask you to come to them, you plan when you want to see them, or email them before they email you, or telephone them when it is convenient to you.

Use physical tools to help you manage your time. This includes an electronic or paper personal organiser, Filofax style, or a computer package, such as comes with Outlook. These will help you to be visibly organised and get you into the habit of thinking about how to plan and manage your time. If you are by nature a forgetful person, use post-it notes to make reminders and place them on your desk or work station, and review them and act on them regularly.

Set goals, objectives, targets and aims. This is not so easy, but essential. Work targets, objectives, are relatively easy, as they are often imposed upon you. With workplace activities, you need to plan, prioritise, schedule, and manage these, but of course, taking into account the targets and deadlines imposed by your organisation. Personal development or career development objectives, goals, targets, are not so easy to set, as they need to be ones that you, only you, have decided on. With these, you need to decide what activities will help you to achieve your personal and-or career development goals, ambitions, targets, objectives, and schedule space, time, for these activities into your plans. Make action needed lists. Set priorities, tasks to be completed, for each day, and for each week, and for each month. For each daily list, ideally, do this at the end of the previous day, so that it is waiting for you at the start of the next day. Follow this approach on a weekly and monthly basis for the weekly and monthly lists. Prioritise jobs and activities, and eliminate, discard, activities which are not of any use to you. Then concentrate on the important jobs first.

Managing your time effectively is not easy. It is a task in itself, a discipline that has to be learned and applied consistently. But it can make a tremendous difference to your life, at work, at home, whilst studying, and at leisure. If you follow the advice given here, you will have made a good start on the road to managing your time more effectively, and making time for the important activities in your life. These can be work related activities, but can also include study time, relaxation time, relationship time, and, as important as any of the others, time simply for yourself!

How many times have you thought or said, “Sure, I’d like to (take a course, take a vacation, work on an additional skill or project, etc) but there just isn’t enough time.” When we say, “There just isn’t enough time,” we’re shirking responsibility.

Let’s look at time and I’ll show you what I mean.

Time is a unique resource. It cannot be saved, stopped, or replaced. It’s interesting, then, that some people seem to “find time” to get things accomplished that others don’t. Some people seem to be able to “manage time” better than others and are thus able to “better use time.”

The fact is, these resourceful people cannot “find time” or “manage time” any more than the rest of us. Time cannot be “managed” or “found”. We all have the same amount of time in a day, a week, a month, and a year.

Everyone has:

24 hours in a day

168 hours in a week

8,736 hours in a year

613,200 hours in a lifetime (assuming a life span of 70 years)

306,600 hours left (assuming you’re now 35 years old)

How many hours do you have left in your life? Take a minute to calculate the time and write your answer in the margin. Compare the accomplishments you’ve achieved in the time you’ve already lived with the goals you want to achieve in the time you have left. Are you pleased with where you’re at and where you’re headed?

Ask yourself how you can use the remaining time to accomplish job, career, and personal goals that are meaningful for you. Ask yourself, “What is the one thing I can do TODAY that &ndash if I did superbly &ndash would have significant positive results in my department, career, or personal life?”

Managing time isn’t about time at all; it’s about priorities. It’s about achievements that &ndash at the end of the day &ndash are most important to you. It’s about setting achievable goals and using a planful method for achieving those goals amidst the many forces vying for your time every day.

Align Your Goals With Outside Forces

Have you ever started a diet around the holidays? Unless you opted to go to a health camp for the holidays, you probably succumbed to the many temptations of tasty, not-very-healthy food found during these times. The fact that no one else seemed to be dieting didn’t help either! In short, your goal of losing weight wasn’t aligned with the realities of the season.

The same is true of goals. Goals are easier to achieve if they are aligned with outside forces. As an example, if your professional goal is to achieve a lateral promotion to another part of the United States and the company’s goal is to reduce all transfers, your goal is not aligned with outside forces and you will have a challenge meeting your goal.

If your goals ARE NOT aligned with company goals, you may be seen as a malcontent &ndash a troublemaker. If your goals ARE aligned with company goals, you are seen as supporting the company and your team is seen as a major contributing force in the organization.

Ask yourself, “Will the achievement of my goals help the company achieve its goals?” If your goals MIGHT NOT align with the company’s goals, you may wish to revisit your goal (or consider finding another company to work for!).

Anchor Your Goals With Inside Forces

It’s also important that your goals are anchored to your inner forces or values. If you don’t value the achievement of your goal, or the achievement of your goal goes against your values and principles, your goal will be difficult to achieve.

Ask yourself, “Will the achievement of this goal reinforce who I am as a team member, leader, or person?” If your goal MIGHT NOT reinforce who you are, you may want to revise your goal.

Link Your Goals With Other(s’) Goals

Finally, achieving a goal is easier if it is linked to another goal that you have or to another person’s goal. You may find that several of your goals may link together nicely; by working on one, you can easily work on several. Even more powerful is linking your goal to another person’s or department’s goal.

Ask yourself, “Who else might benefit from the achievement of this goal?” Discuss your goal with this person to see if there’s a possibility of working on mutually beneficial goals.

By aligning, anchoring, and linking our goals, they become easier to achieve.

NOTE: Once you have identified your goals, you will want to record them in a conspicuous place &ndash one where you can see the goals on a daily basis.

Long-term Success Happens a Week at a Time

When you go on a diet, are you “good” every single day? If you blow your diet by going out one night, do you give up on your goal? The answer (hopefully) is “no.” Likewise, if your goal is to get promoted within a year and you haven’t done anything about it today, do you give up on your goal? The answer is “no.” Most people focus too much on the long-term goal OR on the day-to-day task. The truth is that you must look past the day-to-day and before the long-term goal to your intermediate goal.

Think about how you walk. Try walking by looking down at each step you take. You may not ever stumble, but you will certainly lose track of where you’re headed. Now, try to walk by looking at your destination (say a building a mile away); you MAY reach your goal if you don’t fall down the steps or get run over by a truck as you cross the street! To walk effectively, you must look forward &ndash not a mile forward, but several steps ahead.

To effectively achieve your long-term goals, you must first break them down into intermediate goals, goals that can be reasonably achieved in a week (or for longer-term goals, in a month).

You will want to keep track of these intermediate goals on a monthly calendar. NOTE: You will also want to keep track of appointments, meetings, and other business action items on this monthly calendar as well; this will enable you to quickly see how packed or free any specific week will be.

Daily Planning

Having long-term and intermediate goals are the first two steps to “managing time.” The third step is to ACT! As the saying goes, “The longest journey begins with the first step.”

Many people &ndash all with good intentions &ndash ignore the realities of the day when they first start integrating their intermediate goals in their daily regimen. They forget that they have meetings they’re supposed to attend, job commitments they’re expected to fulfill, and other things that will tug and pull at their available time. As a result, they become frustrated with their lack of progress on their goals and become angry with the things &ndash work and family obligations &ndash that are taking all their time.

Take a few minutes each morning to plan your day:

Step 1: Identify your appointments, meetings, and other business action items.

Your first step in planning your day is to transfer appointments and other business action items from the monthly calendar. These are non-discretionary: you’ve already made commitments to them. Take time now to transfer any appointments and business action items from your monthly calendar onto your daily calendar in their appropriate places.

Step 2: Plan your daily duties.

Your second step is to plan your daily duties such as phone calls, mail, inbox items, etc. These are activities that are less defined that action items but still require a portion of your day. By planning these duties, you allot time for them without letting them drive your entire day.

Step 3: Make appointments with yourself.

Your third step is to “make appointments with yourself” by identifying which intermediate steps you wish to tackle today. Transfer these discretionary activities (intermediate steps) from your Goal Planning page. This makes discretionary items non-discretionary by the simple act of recording the item in the daily plan. You move the future into the present so you can act upon it now!

Here are some tips to help you “manage time” and achieve long-term success:

• Limit the number of activities you plan for a day. Commit to &ndash and complete &ndash a few activities rather than overcommitting.

• Make a habit of planning for 15 minutes every day.

• Do your priority first. Period. Include a quiet time to accomplish your

top priority.

• Take a long-range view of your commitments. Does your calendar fill up quickly? Should it? Space your non-discretionary time carefully week to week.

• Take a medium-range view when planning time for your intermediate steps. “What is the one thing that I know if I did superbly THIS WEEK would have significant positive results in my department, career, and/or personal life?”

• Use your time management system to keep important information such as your department, career, and personal goals and intermediate steps; your appointments, business action items, and other commitments; and your contacts.

Entelechy’s Time Mastery Tip

“What is the one thing I can do TODAY that &ndash if I did superbly &ndash would have significant positive results in my department, career, or personal life?”

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttrautunlockit.com. Check out Entelechy’s website at .unlockit.com.