Top 3 Office Game Changers

Posted on December 10, 2012 by Laura Lee Rose

Professional development series

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement. I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business. In that role, I see a few misconceptions in how to make office changes (or any change for that matter). The most prevalent false premise is to “start where you are and take small steps”. That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

Clearly articulate where you want to be, do and have.
Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)
Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today. Many of those processes and procedures definitely assisted you to this point. But now you are going to a different place. Therefore, you need a different map. You may find that many of your current procedures are still valid. But that is not the goal. So, forget those old procedures for the time being. Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS. When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month. Your past paths have no relevancy to your current GPS navigations. Your GPS starts from scratch every time. Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common. But that’s not the GPS’s focus. It’s just a consequence of time and space – not the goal. Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

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

Top 3 Office Game Changers

Professional development series

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement. I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business. In that role, I see a few misconceptions in how to make office changes (or any change for that matter). The most prevalent false premise is to “start where you are and take small steps”. That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

1) Clearly articulate where you want to be, do and have.

2) Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3) Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today. Many of those processes and procedures definitely assisted you to this point. But now you are going to a different place. Therefore, you need a different map. You may find that many of your current procedures are still valid. But that is not the goal. So, forget those old procedures for the time being. Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS. When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month. Your past paths have no relevancy to your current GPS navigations. Your GPS starts from scratch every time. Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common. But that’s not the GPS’s focus. It’s just a consequence of time and space – not the goal. Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

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

What’s the difference between strong management and harassing behavior?

Posted on December 7, 2012 by Laura Lee Rose

One reader asked me: I’d like to get some insight about the fine line between behavior by a manager that is legitimately harsh and within normal management practices and behavior that could be considered harassment. For example, how do you determine whether reprimanding an employee in front of his or her peers is harassment? Questions: Are there certain criteria that apply to conduct that is considered to be harassment? Can yelling at an employee in front of his or her peers be harassment? What determines whether or not it is? How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment? How does an employer deal with this situation?

I think this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.

Instead of trying to define the line between managing and harassing behavior — corporations should focus simply on appropriate behavior. Something can be deemed ‘inappropriate’ more easily than the legal definition of ‘harassing’.

If the company’s only goal is to avoid legal ramifications, then that is one thing. But if the company’s goal is to provide an appropriate atmosphere for employees to be productive and inspired — then focusing on ‘appropriate’ behavior will be more beneficial to both management and employee.

Appropriate behavior supports calm, confident, and flexible leadership.

If management is confident that he/she can handle any situation – then there is no need to yell, scream or curse at any time.

Inappropriate actions would include:
reprimanding an employee in front of his or her peers
blaming individuals or external environment for project status
defending one’s position on a particular solution against all other solutions
demanding that there is only one way to accomplish a shared goal.

If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.

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How do you handle a dishonest boss?

Posted on December 5, 2012 by Laura Lee Rose

A reader writes: As an employee, how do you handle a situation if you know your manager is being dishonest? A few employees have already approached HR, but they didn’t take the issue seriously. What do we do next?

There is normally a hierarchy for these things in most companies. And it would depend upon the severity of the accusations. Since the question said “A few employees have already approached HR”, I am assuming that it isn’t a single incident and it’s large enough issue that affects multiple people.

My first recommendation is to take a step back and recognize that you don’t exactly know what is going on. What may seem to you as dishonest — may be something entirely different. The face that your HR manager doesn’t see it the same way, illustrates that something else may be going on. Focus on getting clarity (versus proving someone is being dishonest). If you go in with the mindset that your boss is being dishonest, everything he does will look dishonest. And everyone that doesn’t see him as being “dishonest” will seem like the enemy. Instead, focus on getting a better understanding of what exactly is going on. Once you focus on getting clarity and more information, you will see several available options in front of you.

A few things to consider doing:

1)Revisit HR and ask them the status of this situation. You may have misinterpreted HR’s interest in the matter at your first meeting. That you interpreted as “disinterest” could be HR ‘thinking’ about the appropriate next step. HR probably could not promise you anything at that time because he/she wasn’t sure how to approach the topic. Allow HR a few days to investigate on their own. Then revisit HR after a few days to get status. If you approach HR as a group (the group of employees that previously reported together), HR will recognize that this isn’t going away.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well). Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

2) If HR isn’t taking it seriously, it may be a sign that you and your co-workers may not know the entire situation. There may be extenuating circumstances or a gag-order in place or legal ramifications for the manager to tell his team what is actually going on. It could be that the HR manager understands this, but is under the same legal obligations to say and do nothing. That could be the reason HR seems to not be taking it seriously. Call a meeting with the offending manager, the “few employees that have already approached HR”, and the HR manager.
Do not publish the meeting to people that are not already involved. Don’t make this a bigger deal than it should be. Limit this closed meeting to only those already talking about this. The purpose of the meeting is to clarify any misunderstanding around this particular situation to stop the rumors and innuendos. Since the HR manager is already informed of the situation, having the HR manager present gives additional professionalism and balance to the meeting. Allow the HR manager to invite and include anyone else he/she feels appropriate for this purpose. Allow HR lead the meeting, and submit your own agenda and Q&A to be covered in the meeting (ahead of time). If this is an honest misunderstanding, the manager, employees and HR (as a group) can quickly and openly clear up the issue.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well). Keeping a log of your steps (including phone and hallway conversations) through email and email notification will give your situation more leverage and credibility.Keep all your correspondence regarding this matter.

3) YOU calling the meeting and openly inviting the HR manager and manager — avoids HR inactivity. YOU providing the purpose, agenda and Q&A for the meeting (ahead of time), allows HR to meet the manager before the meeting to discuss the issue privately. This illustrates that your only intention is to get clarification and not accuse or judge anyone. Setting an meeting appointment is a reasonable forcing function (for more information on Reasonable Forcing Functions, contact LauraRose@RoseCoaching.info

The item will be discussed — even if it’s to merely to say “We understand your confusing right now. There are some exciting things happening that we are not at liberty to discuss.” At this point, HR and your manager understands that by not attending the meeting and attending to this issue — only creates more confusion and a bigger problem.
**Document the fact that HR and manager refuses to meet with email to HR and manager (and cc the employees that have already reported this to HR as well). Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

4) There is also a hierarchy in most organizations. If the HR and manager does not accept your invitation (document that), then tell them that you plan to take it to their managers or executive level — because it is affecting morale and productivity. Being up-front with your next step plans allows HR to decide what to do next. Having all your steps documented with the actual email dates and HR responses will be useful when approaching executive level.

5) Take it to the next line. If the HR manager is not providing the required service, then you request a meeting with the HR second-line manager and your manager’s second-line. Mention that there is an issue that is affecting morale on the office/production line that you would like to make the executive branch aware of. Mention that you require their consult on this issue.

Conclusion: If your attitude is one of “inquiry” versus an accusation, you will not need to take it past HR. The only thing you are sure about is that ‘you don’t fully know what is going on’. The only thing you know for sure is that you are confused. Approach your talks to solve your confusion only. Don’t approach the situation as ‘trying to prove to people that your boss is dishonest’. When you approach it as your need to get clarity — people are more willing to meet with you. When you approach it with a chip on your shoulder, people are more likely to avoid you.

Giving everyone the benefit of the doubt is a diplomatic and honest way to approach many difficult issues. Believing that everyone involved wants this issue resolved quickly and quietly will benefit you greatly.

For more information on Reasonable Forcing Functions and Handling Difficult Office Situations, sign up for my on-line laser coaching series: GoTo Academy: Soft Skills for the GoTo Professional.

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

When to hire?

Posted on November 30, 2012 by Laura Lee Rose

When to hire?

Professional development series

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

In today’s tight economy, many employers are under financial strain. They need additional staff and resources to get the products and services out the door, so that they can expand and sell more products. On the other hand, ‘right now’ money is tight to hire new employees. Because of this dilemma, many businesses wait much too long to hire and fail because of this.

So – when is the right time to hire?

The simplest answer to this complex question is: “When the important work isn’t getting done.”

There will always be an abundance of work on our plates. But when we see that the MUST DO tasks are not getting done at the quality, accuracy or speed that our business needs to be successful – then we need to reevaluate where we are placing our resources. We need to constantly focus on the business goals, mission and vision (versus being distracted from the everyday items).

For instance – if the ‘nice-to-have’ items are getting done; instead of the MUST DO – there are several things we can do:

1) Reposition resources from the ‘nice-to-have’ items and onto the MUST DO.

2) Train inside personnel to move onto MUST DO items

3) Contract help for a short-term to close the gap on the MUST DO. This is useful if it’s a temporarily blip or gap.

4) Replace/retrain ineffective personnel (Performance Improvement Plan or PIP). This is useful if the MUST DO is fully staffed but just not being executed effectively.

5) Place ineffectual employee on a PIP plan and subsidize with a temp-to-hire personal. If PIP fails, you can convert the temp-to-hire. (For more information on how to implement a PIP, contact LauraRose@RoseCoaching.info )

6) Add additional staff, if you have the funds and time to interview.

7) Outsource or hand-off to business partner/affiliate, if you don’t have the funds or time to interview/train.

Hiring isn’t always the silver bullet.

Quick steps to move forward:

1) Identify the staffing gap (clarify the business goals that are not getting accomplished).

2) Outline the skill set and time frame needed for the gap.

3) Research alternative ways to fill that gap that fit your budget and time frame.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training. Merely hiring someone will not solve the problem. When you hire, you ultimately increase administration tasks, expenses and learning curves. The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring. If you are hiring in a spike consider more qualified candidates. If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced. If you don’t have time or money to hire, consider outsourcing or handing-off to business partners/affiliates with a referral revenue plan.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

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

Do you risk hiring someone that is under-qualified?

Posted on November 26, 2012 by Laura Lee Rose

Professional development series

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 GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.
In today’s tight economy, many employers contemplate hiring under-qualified candidates at a lower rate. Should you take on a promising employee that you know you’ll have to spend substantial time training, but could pay off? And if so, how do you identify such a candidate?

There’s a risk whenever you are hiring. Even a very experienced employee can turn out to be a dud. Most of us depend upon our gut feel and use your best judgment on any new hire. There are a couple of things we can do to reduce our risk.

Understand why you are hiring:

If you are hiring because you are having a spike in client requests and sales, then hiring someone that is not qualified is not the best solution. The new person is not only unable to assist with the client requests right away – but other employees will be diverted from the client requests while they are training the new person.
When hiring someone under-qualified to save money and reduce your budget, you should also consider the salary/time of the other employees that are training the new person and the length of the learning curve. Figure out the money you are losing during that learning curve. If you can accommodate the temporary loss of production, than go for it.
If you are hiring the under-qualified person because they seem like a diamond in the rough, do not place them on a critical path role or project. Do not create a bottleneck in your important project schedules.

During the interview:

Ask Scenario-based, trouble-shooting questions like: “You are given a task in an area that you are unfamiliar with – where would you start?”
Ask them to tell a story about how they actually accomplished a task in an area that they weren’t very accomplished in.
Ask them their career goals and professional development plans.
Discuss a probation period. Outline expectations that within 3 months they will be doing xyz on their own, –outline performance expectations. Agree to hire them at a lower rate, and increase after the probation period if you deem appropriate.
Make sure they have some secondary skills that you can take advantage of while they are training in their primary skills. This way they are producing in an area – while they are learning another.

After hire:

Allocate a mentor or someone responsible for overseeing the new-hires progress.
Give the new-hire frequent feedback at your one-on-one manager meetings.
Make them responsible for the orientation and training materials during their training. They learn better if they are the one documenting and keeping the training materials up to date. Make the trainee responsible for the orientation and training materials during their training. They learn better if they are the one documenting and augmenting the training materials. Reduce the occurrence of them asking the same question twice.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training. The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring. Don’t place an unqualified trainee in the middle of the critical path. If you are hiring in a spike consider more qualified candidates. If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

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

Modifying the Pro and Con list to make better decisions.

Posted on November 19, 2012 by Laura Lee Rose

Most everyone is familiar with Pro and Con lists to help make a decision. Often times the Pro and Con List does very little to clarify the decision – because – well – the reason you are creating the Pro/Con list is because it is a ‘close call’ to begin with. We don’t go to the trouble of making a Pro and Con list on ‘no-brainers’. Often times the pro and cons are pretty equal – making the decision still difficult. Our mistake is that we stop at this point. We don’t take the next step to reduce the impact of the “Cons”.

Use the Pro/Con/What if table instead. List your Pros and Cons (like you would normally), then add a “What if” or “What needs to happen to reduce your discomfort of the Con”. Once you have your matrix filled out, and then determine the probability and impact of each. If you can’t think of any way to reduce the impact of the ‘Con’ – that adds clarity. But most of the time we don’t take that step to think of things to improve your position.

Take the below example between a current job and a new job. Once you have identified the “What Needs To Happen” – have a transparent and collaborative discussion with the hiring managers to see what is possible.

Pros	Cons	What needs to happen to reduce discomfort of the Con
Job 1 – current
Enjoy the people and type of work	$45/hr – underpaid	Request $60-65/hour raise
Analytical, model and mathematical work that I enjoy	Don’t have enough money to do much.	Ask if there’s an opportunity to get paid for your articles, inventions and publications on your findings (in addition to the hourly rate)
Opportunity to set a standard and make a name for myself in this area	Can’t enjoy my free time very much.	Ask if there are any other things you can do for separate and added pay (i.e. referrals, sales leads, promote at trade shows, explicit things that will make the business money)
Opportunity to present papers on discoveries	Can’t comfortably support my family obligations	Find an alternative/added revenue stream (in addition to this hourly rate) external to this company.
Opportunity to define processes and lead policies

Job 2 – new opportunity
$85/hour	Don’t know the folks. Will be working in isolation (not in a team).	I work well both in a team and in isolation. I can create opportunities to share my knowledge with co-workers through group discussions, lunch meetings, etc. I can build working relationships outside of my specific task.
Easy work	Have to accept without reading/signing a contract. They want to know if I will accept before going to the trouble of a contract. After I accept, I get a written contract to review and sign. My fear is that after I accept and resign from other job—I find something in the contract that is not acceptable.	If I want, I can accept job ‘now’, with the understanding that I still need to review and accept the written contract. And you agree to start 2-weeks after you sign the contract. Then don’t you’re your resignation on old job until you have read the new job contract.
Will have enough money to do a few more things (including supporting my family).	Not very exciting or challenging work.	Ask if there are presentation opportunities within the company.
Will have some funds to enjoy my free time. Will have some free time to enjoy.		Ask if there are any opportunities (in this company) to set standards or procedures in the area that you are interested in.
Not a high pressure job. No stress. Have free time.		Is there an outside activity that can fill the presentation, publication, and setting standards gap? Is there another thing that gives me the same fulfillment or feeling?
		Learn more about company and its other departments. There may be other, more exciting project that you can get involved in as well.

Bottom line: Taking the time to do a Pro and Con is critical; but sometimes it’s not enough. Taking that extra step to find a solution to the Cons helps you better understand your next steps.

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

Subscribe to my weekly newsletter at http://eepurl.com/cZ9_-/

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

Difference between managing and harassing behavior

Posted on November 16, 2012 by Laura Lee Rose

There is a fine line between behavior by a manager that is legitimately harsh and within normal management
practices and behavior that could be considered harassment. For example:

How do you determine whether reprimanding an employee in front of his or her peers is harassment?
Are there certain criteria that apply to conduct that is considered to be harassment?
Can yelling at an employee in front of his or her peers be harassment?
What determines whether or not it is?
How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment?
How does an employer deal with this situation?

While there may be a fine line between management and harassing, this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.

Appropriate behavior supports and encourages calm, confident, and flexible leadership.

If management is confident that he/she can handle any situation that comes their way, then there is no need to yell, scream or curse at any time. Overreaction in this way tells more about employer’s ability then about the employee.

Inappropriate actions would include:

reprimanding an employee in front of his or her peers
blaming individuals or external environment for project status
requiring employees to consistently stay late to compensate for poor project management skills
defending one’s position on a particular solution against all other solutions
demanding that there is only one way to accomplish a shared goal.

If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

If you can drive, you can understand project managing.

Posted on November 14, 2012 by Laura Lee Rose

If you can drive, you can understand project managing.

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 GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you know how to drive, you already understand project management. You may still not want to be a project manager, but at least you understand better their function and value. In fact, project management and defensive driving have much in common. Let’s look:

Road Expectations	Project Management Equivalent
Traffic patterns and traffic rules	Project ground rules, schedules, resources, budgets, etc
You cannot safely go faster than the car in front of your	Critical path analysis and task dependencies
Everyone in your lane (even though they have a variety of destinations) really needs to be heading in the same direction	Everyone on your team (even though they may have different motives) need to be heading in the same direction.
Car’s break lights are RED for a reason	RED FLAGS on a project mean slow down; stop; and re-evaluate.
Motorist pull over for emergency vehicles	Projects have recovery protocol charts and plans
Motorists merge temporarily into another lane to get around an accident.	Project resources are temporarily redirected to past a blocking issue.
Traffic lights and signs are placed to control the traffic patterns and keep everyone in-synch and on time.	Status reports and quality metrics are placed to keep everyone in-synch with the delivery schedule.
Motorists risk lives when they speed and ignore traffic rules.	Employees risk the project schedule and create hostility in the team when they ignore the project rules.
Accidents and traffic tickets delay time to destination	Defects and morale issues delay project delivery schedules
Optimal routes change depending upon road conditions, weather, traffic patterns, time of day traffic loads, and construction schedules.	Projects often deviate from the original route because of various contributing factors such as: resource allocations, equipment failure, outsource/contract disputes, defects in components, scheduled maintenance and security upgrades, etc.
General motorist courtesy: slower traffic stays right, left lane reserved for passing only, leave enough space when you change lanes (no cutting off people), allow people to merge into your lane, etc.	Project meetings have certain courtesy ground rules: No interruptions, allow everyone to speak their opinions, no arguing, allow the option to change direction (as long as the destination stays the same).
Yield the right of way	Abide by the priority of the team goals (not just your own agenda).
Pedestrians have the right of way	Keep the client perspective in mind at all times. Project Managers need to also be a client advocate
Motorists encounter detours because of unexpected road constructions – but their final destination is the same.	The natural flow of a project will have some detours – but the final destination always stays the same.
Getting angry at the non-moving traffic doesn’t make the traffic move any faster.	Getting upset at the lack of visible project progress isn’t helping. Either take constructive action or be confident that things will eventually move along.
Road rage	Sometimes there is road rage in the boardroom or office meeting. It’s as dangerous in the office as it is on the streets.
Texting while driving may cause something to be missed and end up in a fatality.	Texting and multitasking in a project meeting will cause something to be missed and end in a delay in schedule.
Bridges ice first	Project pieces not well grounded or rooted, are risky. That is why you have Risk Analysis and Risk Management as part of the project manager’s toolbox.
Different cars handle differently on the road.	All employees and resources are not the same. You need to handle them individually.

Want more help? Setup a one-on-one chat session or email consult with LauraRose@RoseCoaching.info

Do you have what it takes to be a good project driver?

Take this online project driver test to find out….

Using Game Theory to Navigate Business Obstacles

Posted on November 8, 2012 by Laura Lee Rose

Many of the strategies used in games can be effectively translated to business and professional navigation. Find out how….

Notice the similarities between game play and office strategies:

Play by the rules of the game
Familiarize yourself with your opponents strengths and weaknesses
Understand the stats on your teammates
Accommodate for any handicaps on your team, and defend against the strength on the other team
Keep your ‘tells’ in check (Be aware of what your nonverbal cues and reactions are expressing)
Understand your options. (You have more than one game piece on the board)
Continue to increase your skills and focusing on gaining additional game pieces
Take advantage that you have three lives. (Be willing to take risks to learn how to get to the next level)

If you were to take advantage of just one idea — I recommend the multiple lives rules.

Most games give you multiple chances to advance. In baseball you get three strikes before you are out. Even then you have more than one inning at bat. In video adventure games, you have 3 virtual lives. We grew up with the idea of multiple changes and taking gaming risks (gambling with our game pieces), but most of us are too timid to do this in the office. Avoiding risks at the office translate into never going to bat (which means removing any opportunity for a home run).

Take the HOME RUN TEST to learn want steps to take to win at the office.

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

Subscribe to my weekly 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

Whose job is it to take out the trash?

Posted on November 6, 2012 by Laura Lee Rose

Now a days both husband & wife go for work to run the house.They are unable to balance the work/life properly. Below are some suggestions to balance work/life at home.

There are several techniques. I agree that a life coach (like myself) can help with work/life strategies. There isn’t a single ‘silver bullet’. And if the couple is open and willing to try different things and appreciate each other — things will smooth out.

Some things that work:
1) Take time to discuss your individual imperatives with each other (If you want a worksheet on how to create your non-negotiables or imperatives, email LauraRose@RoseCoaching.info)
2) Create a calendar that accommodates your imperatives. (If you would like more information on this, email LauraRose@RoseCoaching.info)
3) Agree not to worry if things are not perfect or don’t get done. The MUST DOs will always get completed. If the item doesn’t get done — it was incorrectly categorized as a MUST DO. So relax.
4) All chores can be written on index cards. Family members select the chores that they enjoy (or don’t mind) doing. The remaining chores, consider paying or bartering outside help. Just because something needs to be done — doesn’t mean that you have to do it. If an item consistently doesn’t get done, move it to the ‘barter/pay for service’ area. The paid service will do it faster and better than you can do it, anyways.
5) Schedule weekly date nights in your calendar. If it’s important to you, you should block the time off on your calendar. Even if you don’t know exactly what you are going to do — block the time in your calendar to make sure you make time for it. (Similar for vacation and family time).

Bottom line: Consider your ROI (return on investment) on these things. Just because you can do it doesn’t always mean you should be doing it. For example, if your salary is $60/hr and it takes you 3 hours/wk to clean your house or handle your social media campaigns — then you have actually spent $180/wk on house cleaning or your social media campaigns. Perhaps your time is better spent by hiring someone at $150/month. It will get done faster, better and cheaper.

For more information on how to reduce your time and increase your results with social media campaigns, watch the “It’s a SNAP” video.

Take a deep breath and relax….everything is unfolding perfectly.

Laura Lee Rose

Transforming the way you run your business into the business you love to run

Tag Archives: Goal Setting for Success

Top 3 Office Game Changers

3 Top Office Changers are:

1) Clearly articulate where you want to be, do and have.

2) Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3) Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

What’s the difference between strong management and harassing behavior?

How do you handle a dishonest boss?

When to hire?

Do you risk hiring someone that is under-qualified?

Modifying the Pro and Con list to make better decisions.

Difference between managing and harassing behavior

If you can drive, you can understand project managing.

If you can drive, you can understand project managing.

Do you have what it takes to be a good project driver?

Using Game Theory to Navigate Business Obstacles

Whose job is it to take out the trash?