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Category Archives: Time Management
Advice for Managing Mediocre Employees
Advice for Managing Mediocre Employees
This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies. In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up
Mediocre employees are the most frustrating because they’re the ones who aren’t bad enough to reprimand, but they’re far from
being superstars either. What are some tips for motivating the mediocre?
Well – my recommendation is to simply eliminate “Mediocre Employees”.
Step 1: The most efficient method is to set your job performance criteria such that you are pleased with everyone that meets those criteria. The performance criteria need to be directly tied to the company’s vision, mission, and goals. Those that fall below those performance criteria are ‘below expectations’ and are eventually placed on a PIP (performance improvement plan).
Clearly outline the company’s business goals. Then each department executives clearly outline their individual performance business commitments (PBC – or things they are responsible for doing) to meet the company’s business goals (which are appropriate and directly connected to their department). Then each manager below each department outlines their PBC for their role/responsibilities/department — what will achieve and accomplish their upper managements’ business goal. Then each employee writes their PBC that supports and accomplish their manager’s PBC. These PBC’s are then detailed into SMART goals (Specific, Measurable, Achievable, Realistic, and Time-bound goals). SMART goals have very tangibly and visible results (either your passed or failed on your goals).
If you and your team have done your job in clearly articulating and supporting your quality objectives and performance business expectations, then even those that merely meet your expectations (average employees) – are still doing acceptable work in helping the company reach it’s goal — because – after all — you have defined your quality standards and business commitments. If you are not satisfied with their work – then chances are that you have not clearly or effectively conveyed your expectations and business goals. Remember – if you are ‘wishy-washy’ on your expectations, you will get ‘wishy-washy’ performances.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.
Step 2: Make an effort to match the employee’s career goals, skills and passions with the right job or role. If the role/responsibilities are aligned with what the employee wants to accomplish in the long run, the employee will be inspired and can’t help themselves from doing a terrific job. It’s more of a calling for them than a job.
Conduct frequent one-on-one meetings with your employees to discover their career goals, skills and passions. Direct them to roles and responsibilities that align the employee with both their goals and your company’s business goals. Show them the career path and required skill-set that they need to acquire to achieve their career goals. This might mean a change of departments. This might mean some additional certification and training. But this might also mean that they end up leaving the company because (through these one-on-one meetings) the employee realizes that their career goals do not match the company’s path.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.
Step 3) Make the employee fully responsible for their own career. It’s not the manager or company’s responsibility that the employee has a satisfying work-life balance. It’s not the manager or company’s responsibility that the employee is happy at their job. It’s not the manager or company’s responsibility that the employee gets along with his/her coworkers or managers. It’s the employee’s profession; it’s the employee’s career. The manager or company can do is to support the employee in their career goals (through frequent one-on-one meetings with their employees). But the manager or company isn’t responsible for the employee’s career. The employee needs to take full ownership of designing their own career and life.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things. In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above. The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:
For more information on how to get this toolkit or the “Book of Answers”, please contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Try it and let me know what you think.
Radio interview with Kevin Price and the Price of Business
In a recent Price of Business radio show interview (http://youtu.be/xmeP6m0dfnY) Kevin Price asked me a few questions regarding “What’s going on with communication?” This is a quick follow-up to that segment. We didn’t really get into how change our behavior when met with difficult clients that fail to return calls or essentially “drop out of sight”.
If the seller is getting frustrated on how people are just leaving them hanging — it’s easier to change your (the seller in this example) MO than the buyer’s MO.
Some quick things the seller can do:
1) Write up a binder (a promise to sign a contract) before the buyer stops communicating.
Having the buyers signature and contact information on something – often pressures them to call you back to tell you that you are no longer interested.
2) Set timelines and deadlines on when the this particular deal will expire. Request a small deposit to hold this particular deal for a certain length of time. After that time, the price would go to the regular rate. This adds a level of urgency in the buyer’s mind.
3) Give them a free 14-day trial – using their credit card or payment information. If they like the product or service, the credit card gets charged after 14 days. But the buyer needs to contact them in some way to discontinue the service.
4) Follow-up and call them back after a few days of “no communication”. The seller takes on the responsibility for the follow-up. It takes two to “stop communicating”. But this means that the seller needs to consistently collect contact information during their initial conversation. If the seller allows the buyer to walk off without giving them any contact information – the seller didn’t do their job properly. Consistently gathering contact information allows the seller to not only follow-up with the buyer, but present them with other offers, newsletters, coupons, and other announcements.
5) Before you leave your client, realize that they will probably be shopping around for a better deal. That’s the arena that we are now living in – with the overabundance of internet and e-commerce sales. Buyers have the global market at their finger tips. So, simply state: “Hey, buddy. I realize that you will probably be shopping around for other deals. If you find a better offer, please give me the opportunity to match or better it. Please call me back and allow me to try to match or better it.
In general – if you are frustrated with someone else’s behavior, there are often things you can change in your behavior to offset their behavior.
Video of the previous interview:
How do Companies prevent remote workers from feeling “left out”?
- Have that one project that you have been stalled on?
- Need objective eyes on your problem?
- Need just a different way to look at the solutions?
I have helped people on a per project basis. For example: mapping out the pros and cons of two job offers; revamping their resume to attract more corporate interest; managing their boss; and narrowing the direction of their next steps. I have reasonable rates for per project consulting. No long contracts and discounts for continued enrollment.
If you haven’t taken advantage of your introductory career and time management coaching session, please contact LauraRose@RoseCoaching.info You’ll be surprised how one conversation can change your life.
How do Companies prevent remote workers from feeling “left out”?
I recently received the following question:
How do companies prevent remote workers from feeling “left out”?
Incentives, such as bringing in lunch to headquarters staff and allowing casual attire in the office after employees meet certain goals, do nothing for those who work from home. What techniques improve or solve this issue?
I’m not a fan of handing off the responsibility of our own career and growth to someone else.
- It is not the companies’ responsibility to make their telecommuters to ‘feel included’.
- It is not the companies’ responsibility to make sure their employees network and build the proper working relationships with the right co-workers, sibling departments, other managers and executives.
- It is not the companies’ responsibility to make sure their employees keep their jobs.
Career management and business networking is each individual professional’s responsibility. By placing the ownership of making the employee “feel included’ into someone else’s hands is a loosing proposition, because everyone is different. What works for one telecommuter will fail on the other. And then the company will resent the employee for not fully appreciating the efforts that the company made in the wrong direction. It is best if each individual takes full responsibility for their own career.
The very best way to “feel involved” is to simply to “get involved”. Some things that the telecommuter can do to “feel more included”:
1) Conduct and facilitate Brown Bag Lunch professional development series on new technology or operational procedures. Teleconference technology like Skype allows remote employees to both attend and present. Take the initiate to present on high-profile, company driven topics. Arrange for guest speakers that are expert in these areas. Request that the company cater in lunch for these special training and educational events.
2) Go into the office for face-to-face business networking. Even though you have the benefit of telecommuting, this does not relinquish your responsibility in your own business networking goals. Schedule monthly or bi-monthly visits into the office. Line up the important meetings with co-workers, managers, executives and mentors that are beneficial to your career growth and professional advancement. Your career is your responsibility – and the adage “out of sight, out of mind” is very relevant to telecommuters.
3) Schedule weekly or bi-monthly one-on-one meetings with your managers and mentors. Stay on your manager’s and mentors radar by scheduling frequent and regular one-on-one meetings. Have agendas and meeting goals/purpose identified in advance, so that you are not wasting these important people’s times. YOU facilitate and conduct these meetings to show your intentions and initiative. Ask about your performance and share the type of projects that you would like to be assigned to. Review the gaps in your skill set that you need to accomplish to gain those desired positions. YOU suggest/ask for things that you would like as rewards for meeting certain goals.
These are only three things the employee can do to take charge and ownership of their own professional advancement and career management.
Bottom line: If you leave it up to the manager to guess about your own desires, they will guess wrong. You will be unhappy and they will resent you for not being appreciative for their attempts to make you happy. Take ownership of your own happiness.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things. In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above. The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:
For more information on how to get this toolkit or the “Book of Answers”, please contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Try it and let me know what you think.
To experience the entire SSWUG TV career management series, <<click here>>
If you liked this tips, more can be found at www.lauraleerose.com/blog or GET SIGNED UP to my weekly professional tips newsletter.
The weekly newsletter contains tips on:
1) Time management
2) Career maintenance
3) Business networking
4) Work life balance strategies
If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info
Try this and tell me what you discover…..
Should I Give Discounts?
Should I Give Discounts?IT Professional Development Series By Laura Lee Rose |
Hello, this is Laura Lee Rose – author of TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies. Steve Wynkoop and I talk a lot about designing and managing our professional careers on a weekly interview on SSWUG TV. One recent question popped up last week, regarding providing discounts for start-up companies and nonprofits.
A student asked:
I have been approached by non-profits as well as other small start-up companies to give them a discount on my products and services. Should I give them a discount?
I am not a big fan of devaluing your worth. Your time and effort is very valuable. And a non-profit or small business is not that different from any other business. They are still in the business to generate money. Non-profits may not focus on making a profit but they still have to budget for working expenses, they still pay their employees, still generate income (through sponsors and donations). Your service becomes a necessary expense for their company.
Having said that — I do see value in trade or bartering. For instance, you can give a discount in trade for advertisement in their newsletters, websites, and programs. If they provide a service that you can take advantage of – you can discount in trade for XX hours of their service. If their client base matches your target market, you may have other opportunities for additional promotional opportunities. For instance, you can arrange to become their sole vendor to their clients in your chosen product or service.
Example: Restaurant may want you to create a website for them. They are just starting out and are asking for a discount on your webdesign service. You have your own bills to pay and you want to attract clients that really value your time and expertise. You want to attract clients that are willing to pay you what you are really worth. On the other hand, you would like to see these people succeed. You can offer them a discount in exchange for:
1) A mention in their menu
2) A mention on their website (Website designed by: signature)
3) XX number of complimentary meals
If they want you on a retainer to maintain their website – you can include XX number of comp meals a month in addition to your discount price.
One warning: Do not accept barter for something that is not of value to you. That’s comparable to giving your services away for free. Make sure you continue to feel that your worth is being appreciated, by investigating alternative solutions that better meet your goals and success.
For example: A business and success coach asks you to redesign and develop her new website at a discounted rate. You don’t really need her coaching services and don’t see a fit at first. But instead of dismissing it right away or giving the discount for free – you investigate a little more. Asking the important who, what, where, when and how – about her business; you discover that her client base is other entrepreneurs in various fields. Her primary focus is providing training to other start-ups and new business owners. With this information, you design a barter, vendor and affiliation program with the following goals:
1) Be the exclusive web-design vendor for her training classes, training DVDs, and promotions trade shows.
2) Be prominently displayed and recommended on her website
3) Be recommended to her clients as their website designer as they get started on their new business
4) Be one of her speakers at her various trade shows, seminars and retreats
5) Become an integral part of her support team and staff when guiding her clients through the deployment of their brand and websites.
If the above was not the case, it is recommended that you direct the life coach to someone else that could make use of her services. This way, you will get the advantage of providing referrals and assistance to others (which puts you in good standing with both businesses).
In my IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferrable skill worksheet. For more information about the toolkit, please contact
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/
Using hosting etiquette to close the deal
Using hosting etiquette to close the deal
Hello, this is Laura Lee Rose – author of TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies. Steve Wynkoop and I talk a lot about designing and managing our professional careers on a weekly interview on SSWUG TV. Recently I was approached by reporting wanting to know the following:
You’re hosting your boss or a client at a business lunch – what can you does to really make a good impression and seal the deal?
Hosting Etiquette is same in most cases. Beyond the regular things you might do, review the following and see what you think:
- Find out their favorite foods and make reservations to a restaurant that provides high-quality cuisine of that type. – Vegan, probably a steak place isn’t the best choice.
- If it’s a group environment, make sure the restaurant have enough options to satisfy a diverse group of dietary and religious needs.
- Arrive early – to be at the restaurant before the first guest.
- When you first arrive, tell maitre d’ that you are to receive the check at the end of the meal. Do this before you are seated.
- Make it clear to your guests that they can order pre-dinner drinks, even if you are not ordering a drink for yourself.
- If a guest(s) is more than 10 minutes late, seat the rest of the group and ask the maitre d’ to seat the late-comers when they arrive.
- When meals arrive at different times, suggest that those that have received their food to start eating. Lead by example and follow your instructions to make them feel more comfortable in doing it.
- If an error is made by the staff or kitchen, tell the guest that you will handle it (so that the guest doesn’t have to have that difficult conversation and illustrate that you are a problem solver). Then speak to the server politely and explain the situation without blame.
- Don’t discuss the price of the meal when paying. Don’t make a big deal about paying the bill.
- Allow the guest to lead the conversation and topics. Don’t interrupt their story to tell your tales. Don’t use the conversation to show off. Use the conversation to understand their perspective and understand how they can best benefit from your association with them.
- When commenting on their opinions, say “Yes – and I have also noticed ….” to introduce an opposing viewpoint without introducing conflicts and contradictions.
- Even when you invite guests to order whatever they want, some guests will hesitate to order. Most guests try to order something priced in the same range as the other guests. And if you make them go first, they don’t have a range to use. Make some recommendations to put them at ease with the pricing.
- Don’t openly complain about the service, restaurant, location, etc. They will wonder that if you don’t like this place, why you are bringing them there. Avoid negatives in speech and actions.
- Don’t point out problems, create solutions at all times.
- Mirror body language and speech patterns to convey that you are synchronized. Paraphrase what they are saying to make sure you understand what they are trying to convey, before you respond. Seek to understand first, then to be understood (from Steven Covey’s 7 Habits of Highly Effective People).
In my IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet. For more information about the toolkit, please contact
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/
3 Sure-fire Ways to Screw Up a Project
This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies. In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up
There are several ways to fall behind in a project. Most times we can rebound from them But these three mistakes are very hard to recover from. Please keep an eye out for them:
1) Not verifying that everyone understands the success criteria.
For example: Make sure everyone has the same definition of DONE and the quality criteria. A developer may feel that “done” means that he has completed his section of code. But the project definition of ‘done’ means design spec written, reviewed, approved; code developed, reviewed, tested, unit tests done and automated, all Severity 1 defects fixed and retested on that section of code.
Make sure the entire team (business analyst, developer, tester, technical writer, technical support, managers etc ) is using the same definitions.
Make sure the entire team (business analyst, developer, tester, technical writer, technical support, managers etc ) is using the same definitions.
2) Not sharing the reason behind the quality metrics.
For example: The quality metric goal is to fix, retest and clear all high-level, Severity 1 defects by 6 weeks before code-freeze. In other words, the team’s goal is to have the count of 0 (none) High-level, Severity 1 defects at the 6 week milestone before code-freeze. This is because with every code change, there is a 10% chance of introducing new defects or uncovering hidden defects. In this example: Retesting 100 fixed defects has the possibility of finding another 10 new defects. By finding these new defects 6 weeks before the code-freeze allows you to fix and retest those 10 fixed defects before code freeze. If people do not understand the purpose of retesting the logged fixes that many weeks before code-freeze – they may decide to just close the fixed defects (to meet the 0 Severity 1 defect goal) without retesting them. This meets the 0 Severity 1 Defect metric criteria – but bypasses the intent or reason for the quality metric. If you just close the fixed defects without retesting – you have released with an additional (potential) 11 defects that would have been found/fixed if you had retested prior to the 6-week milestone.
Make sure everyone fully understands the reason behind the procedures and not just number goals.
3) Not selecting and reporting meaningful metrics.
Every project’s quality, forecasting, and progress metrics should be re-evaluated for each project. While past project report templates may be relevant – it should not be assumed that they are relevant. You still need to re-evaluate for each new project. Every project should have a mission and goal. Every metric that you report needs to support the mission and project goal. If you can not align the project mission and the metrics you are reporting, you are not emphasizing the meaningful targets.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things. In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above. The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:
For more information on how to get this toolkit or the “Book of Answers”, please contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Try it and let me know what you think.
What should job hunters highlight for a contract job?
This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies. In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up
What special steps do job hunters need to take if a company is contracting?
If a company is looking to hire contract consultants, their main focus is to make sure the candidate will hit the ground running. People are normally searching for contracts because:
1) They are behind in their delivery schedule and are looking to quickly make-up the time with additional resources with no need for training or learning-curve costs.
2) They don’t have the expertise in-house to accomplish the task – and do not have the time or budget to training in-house expertise
3) They discovered an unexpected need for an additional resource with a certain skill sets and they don’t have any available people at this time.
In all three cases, the contractor will have a limited time to produce. Therefore, they need to emphasize that they have the ability to produce at the get-go. Therefore, in your resume, highlight past products and services that are comparable to the current position needs. Illustrate the design to market speed rate of your past contracts. Include satisfied client testimonials on your professionalism and productivity.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things. For more information on how to get this toolkit, please contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
Try it and let me know what you think.
How to Speed Operations in a Small Business
This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies. In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed upToday’s question came from a reporter working with small business owners.
With clients expecting orders to be turned around faster than in the past, how can small businesses speed up their operations?
Anything that repeats can be optimized and automated. To speed up operations, give discounts to entice the client to do most of the work for you. For instance, if your business is to design and create ads for a free local business directory magazine – then if the client provides you with the ad and graphics (such that all you have to do is publish), they get a discount.
The best way to get clients to easily adhere to certain standards and format, is to create some type of application for them to use. In this ‘free local business directory magazine’ example, a website application page can be created for internal staff as well as clients. This webpage application would increase the number of resources (both staff and clients) that you can distribute the work without lowering the quality. Increasing the number of people that can do the work will speed up your operations.
For this example:
1) Provide a customer designer website page that allows clients to create their own promotional material.
2) Provide various templates that 80% of their clients can use as their promotional design foundation.
3) Provide basic design options (example upload logos, adding text, preview ability etc).
4) Provide a video tutorial to show how people can create their own materials.
5) The more the client does on their own, the bigger the discount they get.
You still send clients their resulting ad for final approval before publishing. And if they need your help to finalize it – you can decide to limit it to 20 minutes (for example) without additional charge.
For the 20% of customers that the promotional website does not work for, you charge for your time, graphic expertise, editing, etc. But you have cut your time and effort by 80% and all your clients get a faster result.
If you do not want to provide an automated design website — still use the concept. If the client provides you with the ad and graphics (such that all you have to do is publish), they get a discount.
Bottom line: To speed up operations, give discounts to entice the client to do most of the work for you.
What steps or things can you optimize, delegate and automate in your area? If you need assistance in pinpointing these areas, setup a project-specific coaching session with me LauraRose@RoseCoaching.info
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things. For more information on how to get this toolkit, please contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
10 hidden time wasters that you may be doing
This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies. In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up
Many of us have complained about the lack of time at one time or another. If you are consistently running out of time, there may be a few things that you are unknowing doing. Some of the top hidden time wasters are below. We often fall into their trap because we don’t readily recognize them.
- Allowing things to repeat without investigation and/or fixing
- Not recognizing opportunities that propel us forward
- Not reusing our own accomplishments to our advantage
- Spending time on unimportant items
- Spending all our time making and putting out fires (creating critical/ stop production situations for ourselves).
- Using imagined dependencies to stall us
- Working hard to stay in the same place; using energy to keep the status quo
- Not asking for exactly what you want
- Complaining with no explicit call to action
- Spending energy and attention well past the benefit
In my Professional Development Toolkit, I discuss how to get around all of the above.
But a quick remedy is to recognize that ‘item’ is an anagram for ‘time’ (the words use the same letters but in different order). Remember this and then every time an item crosses
your desk, ask yourself: “Is this Item worthy of your Time?”
Let’s take the last item 10: Spending energy and attention well past the benefit.
This could include certain tasks at work, your current position, some work or home projects, hobbies and even some people. As you evolve and develop you should out grow things like jobs, hobbies and even certain people. The games and interests that you had at 5 years old are not the same interests you have today. It is the same as your continue to progress through your life. But sometimes we stay too long in the same place. Perhaps it is out of a sense of misguided loyalty or perhaps simply because it is comfortable and familiar. Either way, the longer you stay focused on an item beyond it’s benefit to you — the more time you are wasting. This is even true if the item seems like a worthwhile task.
For example: You would like to get $15 for your old wooden bench-swing. You decide to make it more presentable to assure your $15 asking price. You sand it; you stain it; you oil it; you and add decorative stencils. You now have spent 4 days on it to acquire $25; when having it quickly power-washed (as you are already power-washing your deck) would have accomplished the same goal.
Keeping your ROI (return on investment) in mind, “Is this Item worthy of your Time?”
I go into more detail in the Professional Development Toolkit. This DVD set contains practices and exercises regarding time management, career management, work life balance strategies and how to better quantify your performance to the company’s bottom line. for information on how to purchase this toolkit, contact:
vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com
If you liked this tips, more can be found at www.lauraleerose.com/blog or GET SIGNED UP to my weekly professional tips newsletter.
The weekly newsletter contains tips on:
1) Time management
2) Career maintenance
3) Business networking
4) Work life balance strategies
If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info