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Add You - Technical Competence vs Technical Expertise
If you're building your business and want to attract more clients, one great way to do this is by adding extra value. Focus your attention on the value you can bring to clients and potential clients rather than on what you want from them.You know how women love to get those little sample gifts of products when they go to the cosmetics counter at the department store or have a facial? Well, it works the same for your clients. They love to receive little 'samples' or extras. It makes them feel valued and special.What are some simple things
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility.<
Over the past 19 years, I have worked with thousands of business owners in Africa, Canada and the United States. I foresee serious financial adversity looming for many entrepreneurs in the coming years, and perhaps a lot sooner than we may think. And before you conclude that this is mere speculation, let me share some reasons for my concern, and then allow me to offer you a solution.On a macro level, we all know that the dollar’s purchasing power has declined. The “world’s reserve currency” is in trouble. America slips further into debt. Since t
Even more important is the willingness of the leader to admit when he doesn’t know how to do something. People who do the task daily don’t expect the leader to be an expert on the task they routinely perform. They do expect him to be familiar with it and to take an interest in it. When the supervisor asks questions about what the employees are doing and sincerely listens to the responses, he establishes a positive relationship with his employees. When you, as the leader, take the time to talk to the person repairing equipment in the repair ship, the message comes thorough loud and clear: “I care about you and what you are doing.” Employees recognize this and tend to respond with increased loyalty and dedication.
Manager, boss, foreman, etc. All titles used to describe that person with responsibility for getting a job done by directing other people. The key point is that this person must accomplish a certain amount of work beyond that which one person is considered capable of doing. They are expected to oversee the production of others to get that work done.
Often this person occupies their position because of demonstrated proficiency at the task they are supervising. For example, a carpenter may be great with his tools and very efficient at doing his job. One day he is told he will now supervise three other carpenters. He becomes the foreman. No big deal really, as he generally works alongside the three of them, setting the pace, and taking corrective action right away when one of his crew does something wrong. This foreman is often cited for his ability to “make it happen” and his behavior is reinforced with this praise. Perhaps this foreman gets promoted and then supervises three foremen yielding the same results. This situation is not limited to the field. Consider the accounting supervisor who is known for her attention to detail. Nothing got by her when she was a clerk, and now, nothing gets by her as a supervisor. The reason nothing gets by her is that she is basically replicating the work of her team as she very closely rechecks their work. Or perhaps the super sales person, who is now the sales manager.
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility. Packaging Supplies
There are many concerns which deal with a variety of packaging supplies and supply these materials in wholesale to the customers who require them for their large scale business needs. They also provide these supplies to customers who need them for their personal use, such as when they are shifting. There are many kinds of packaging supplies such as cardboard shipping boxes, jewelry boxes, shrink wrap, padded mailers and mailing tubes.The many kinds of boxes include corrugated shipping cartons, bakery boxes, file storage boxes, moving boxes, chip
Even more important is the willingness of the leader to admit when he doesn’t know how to do something. People who do the task daily don’t expect the leader to be an expert on the task they routinely perform. They do expect him to be familiar with it and to take an interest in it. When the supervisor asks questions about what the employees are doing and sincerely listens to the responses, he establishes a positive relationship with his employees. When you, as the leader, take the time to talk to the person repairing equipment in the repair ship, the message comes thorough loud and clear: “I care about you and what you are doing.” Employees recognize this and tend to respond with increased loyalty and dedication.
Manager, boss, foreman, etc. All titles used to describe that person with responsibility for getting a job done by directing other people. The key point is that this person must accomplish a certain amount of work beyond that which one person is considered capable of doing. They are expected to oversee the production of others to get that work done.
Often this person occupies their position because of demonstrated proficiency at the task they are supervising. For example, a carpenter may be great with his tools and very efficient at doing his job. One day he is told he will now supervise three other carpenters. He becomes the foreman. No big deal really, as he generally works alongside the three of them, setting the pace, and taking corrective action right away when one of his crew does something wrong. This foreman is often cited for his ability to “make it happen” and his behavior is reinforced with this praise. Perhaps this foreman gets promoted and then supervises three foremen yielding the same results. This situation is not limited to the field. Consider the accounting supervisor who is known for her attention to detail. Nothing got by her when she was a clerk, and now, nothing gets by her as a supervisor. The reason nothing gets by her is that she is basically replicating the work of her team as she very closely rechecks their work. Or perhaps the super sales person, who is now the sales manager.
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility.<
The image that most people have about conferences is large gatherings of people in an auditorium listening to speakers on a particular subject or company. These types of conferences still occur but are being replaced by video conferences and telephone conferences. There are various pros and cons for each of these types of conferences and one may be better suited to the type of organization that has the need to hold a conference than another.The conferences that tend to be the hardest to organize are those that require all attendees to be in one
Manager, boss, foreman, etc. All titles used to describe that person with responsibility for getting a job done by directing other people. The key point is that this person must accomplish a certain amount of work beyond that which one person is considered capable of doing. They are expected to oversee the production of others to get that work done.
Often this person occupies their position because of demonstrated proficiency at the task they are supervising. For example, a carpenter may be great with his tools and very efficient at doing his job. One day he is told he will now supervise three other carpenters. He becomes the foreman. No big deal really, as he generally works alongside the three of them, setting the pace, and taking corrective action right away when one of his crew does something wrong. This foreman is often cited for his ability to “make it happen” and his behavior is reinforced with this praise. Perhaps this foreman gets promoted and then supervises three foremen yielding the same results. This situation is not limited to the field. Consider the accounting supervisor who is known for her attention to detail. Nothing got by her when she was a clerk, and now, nothing gets by her as a supervisor. The reason nothing gets by her is that she is basically replicating the work of her team as she very closely rechecks their work. Or perhaps the super sales person, who is now the sales manager.
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility.<
Many people believe owning a franchise will make them rich, financially secure, and provide the life of their dreams. True, franchises have an extremely high success rate, and a very high satisfaction rate among their owners. But is that success guaranteed when you purchase a franchise? NO!There are no guarantees in life, or in franchises. There are those occasions when franchises are not profitable, lose money, and close. Although most franchises provide a proven business system, not all OWNERS are proven.Many enter into the franchise sy
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility.<
If you wish to prepare yourself in advance for the big job interview coming up, why not familiarize yourself with some typical questions used in job interviews?There are usually two types of questions asked in job interviews. The first set of questions we’ll be discussing generally requires objective answers relating to your qualifications and work experience, as well as those that require you to expound on your personality and attitude.DESCRIBE YOURSELFIt’s a very rare occasion that you meet an individual who has experienced goin
These people fail to recognize they are no longer getting paid to actually do the work. They are getting paid for the work to get done – by others. They are relying on their own expertise to get the job done rather than teaching others to do it. Unfortunately, we often end up rewarding them for the result rather than the method.
Successful leaders know and understand the jobs they supervise. They are able to make decisions based on that knowledge, which increases their credibility. Successful organizations recognize the new skills and responsibilities necessary for continued success at higher levels, and they work to put qualified people into those positions of greater impact and responsibility.
The willingness to “get dirty” once in a while demonstrates respect for the people being led. It enables the leader to understand the conditions the employees face and to craft strategies to help them succeed. The leader who knows the requirements of the tasks is better able to troubleshoot when things go wrong, and to help employees. Competence also enables leaders to know to detect when they are not being told the whole story.
The issue of technical competence vs. technical expertise is critically important. Yet, it is one that many leaders fail to grasp. The most effective leaders are able to balance this approach. It is a fine line, but one worth walking.
(c) 2006 FireStarter Speaking and Consulting
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