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Add You - Why Can You Expect to Improve Your Effectiveness by 20 Times?
Turkey EconomyTurkey's dynamic economy is a complex mix of modern industry and commerce, along with a traditional agriculture sector that still accounts for more than 35 per cent of employment. It has a strong and rapidly growing private sector, yet the state still plays a major role in basic industry, banking, transport and communication. The largest industrial sector is textiles and clothing, which accounts for one third of industrial employment. It faces stiff competition in international markets with the end of the global quota system. However, other sectors, notably the automotive and electronics industries, are of rising importance in Turkey's export mix.For many years real GNP growth has exceeded 6 per cent. The economy is turning around with the implementation of economic reforms, and 2004 GDP growth reached 9 per cent, followed by roughly 5 per cent annual growth in 2005-06. Inflation fell to 7.7 per cent in 2005, a 30-year low. The country showed strong economic gains in 2002-06, which were largely due to renewed investor interest in emerging markets. Before 2005 FDI in turkey was less than
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive
Maybe you have decided that you deserve more money than you are currently being paid or maybe you have decided that not having a job and not being paid anything must come to an end. You may be looking for a new position in the company you are in or you may be looking to jump companies and possibly even industries all together. Whatever you situation is, you must face the inevitable…The Job Interview.Why so many people have given this process a negative connotation, is because they do not know the proper steps to take to interview like a champion. Being a champion interviewer like any other skill takes practice. When you were a kid and first learned how to ride a bike, chances are you fell off a few times before you were burning rubber on your first two wheeler. The same goes for interviewing like a champion, your first interview ever may have a few flaws, but after going on a couple of interviews and reading the remainder of this article, you will be an interviewing powerhouse.First you must establish what kind of job you want. In order to do this I like to say, what do you love to do? If money
― Anonymous
A 2,000 percent solution is any method of accomplishing what your organization does now with zero-to-four percent of the current time and resources, or accomplishing an increase of 20 times in results while employing the same or fewer resources. A combination of those results can also be a 2,000 percent solution.
When first creating a 2,000 percent solution, many people report discovering that their solution could have been implemented at any time during the prior 50 years. But no one had. Why is that?
Here's a story that helps explain such delays. An executive works in a business where 95 percent of the ingredients were once discarded at the end of the production process. That's like taking a piece or two of a large wedding cake and then throwing the rest of the cake away. The organization first called the unused ingredients "waste" and dumped that material into the ocean. A new treaty in the 1970s prohibited this kind of dumping, and the "waste" went into landfills. Environmental laws were later enacted that made it more attractive to do something else with the "waste," and the leftover ingredients were turned into "by-products" that didn't have much value. The executive redefined those used ingredients as "products" and discovered that with a little upgrading they became valuable forms of organic fertilizer that many were anxious to buy. Soon the executive had developed a large fertilizer business and was successfully making similar upgrades of waste into valuable products for other manufacturers.
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive
Have you ever seen someone without a strong opinion on anything? These people usually go through life getting swayed by other people's opinion and let others push them around. Unfortunately there are too many people who want to start an internet business are indecisive and that's what is killing their chances for success online and off…Let's say that you go to a casino and gamble on the roulette tables. And let's say you put $1000 on red. Once the roulette table starts spinning, what does your mind instantly do? It puts unnecessary stress (possibly excitement) onto your body and you worry and wonder for those few seconds, where the ball will land on.But for those few seconds, does worrying and putting further stress on your body do you any good? I mean, does it actually improve your chances of winning if you worry and worry? Probably not.Then why do you do it? It's probably because one of the major factors that determines people to succeed on the internet and in life. And that factor is indecisiveness.Think about it, if you made a decision to play on the roulette table and put y
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive
I remember being interviewed by a writer for an article about effective meetings that was to appear in a national magazine. The writer began the interview by saying, “I don’t want any of the old standard tips; I want new tips.”I replied, “Well, people wouldn’t need new tips if they used the old tips.” This isn’t what the writer wanted to hear, nor is this what many of us want to hear, but this is the truth. If we used what we already know, we could avoid a lot of problems -- including unproductive meetings.Have you ever sat through a meeting only to realize that the real issues were being discussed outside the meeting? Have you ever attended a meeting and asked yourself what the point was?Many organizations experience what I like to call the “soap opera effect” -- you go to one meeting, then miss a few meetings, and then when you go to the next meeting, it is as if you never missed any meetings at all! Just like the afternoon soaps, you only have to check in once in a while to get caught up.If everyone was more upfront and honest, meetings could be a wonderful vehicle to accomplish our
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive
Winning the initial bid is the pathway to survival for construction contractors, and multiple companies are fighting to be affordable while still making a profit. Providing a construction estimate is more than handing over a few figures, and it is an opportunity to show how you can provide value for money with your company's individual strengths. Contracting is truly an art form to be admired, but it can be very stressful too.The first step to creating a construction estimate involves making a realistic assessment of every detail the job entails. When you receive an estimate request from a potential client they won't usually have any knowledge of how the building industry works and are only focused on the end results and bottom line. Many professionals working in the industry are experts for their field, such as architects and engineers, but it is only the construction managers who see the whole picture from the ground up. When you are handed blue prints with a proposal request, always ask for further information where required and make sure you can clearly see what they are after and their reasons for
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive
Ah, human nature! It's pretty amazing how much the creatures of habit label really sticks to so many of us, 90 to 95% I am quite sure would be a very realistic number! We go through our lives, getting an education and eventually getting out into the real world, securing our 9 to 5 jobs, working for someone who we hope sees the value of our perceived worth.Year after year, we hopefully assess our position in a financial and professional sense, looking forward to the day when we can retire and eventually enjoy the fruits of our labor! Retirement, simply uttering the word conjures up visions of travel, recreation, little or no worries, and the proverbial good life! What is the amount of financial insulation required these days to experience this sequential event, and can we possibly employ the means necessary to fulfill this requirement?We, as a society, find ways to consume every last dime of income we earn. As our paycheck increases, so does our ability to find ways to spend it, along with a rate of speed that far outpaces that with which it arrives! Hmm, now what do we do about that retirement thing a
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive salesperson can increase performance to even half the average of the most productive group, that's still more than a 2,000 percent solution
Let's also assume that the company has a more effective competitor where the most productive salespeople sell on average 10,000 units per year. Within that group, let's also assume that the most productive person sells 18,000 units per year. If some of this success is based on selling methods that the least productive salesperson in the first company can emulate but doesn't use now, that relatively low performing salesperson would only have to capture one-eighth of the results of this most productive competitor‘s salesperson to achieve a 2,000 percent solution.
In addition, there are probably better performing salespeople in other industries who could also show the lowest producing salesperson in the original company how to improve. By drawing on those examples, the least productive salespeople can expand their productivity further.
From the first company's management perspective, notice that the challenge is different. Only if the salespeople in total improve their productivity by 20 times does the company enjoy a 2,000 percent solution. Even if the methods and personal qualities of the best salesperson can be duplicated in the rest of the sales force, such a 2,000 percent solution cannot be achieved. That's because the company would still need eight salespeople to equal the 100 current salespeople in performance. Only by dropping the sales force to four people and keeping the same sales level could the company achieve a 2,000 percent solution. Reaching that level of performance would mean exceeding the productivity of the competitors' best performer. What's the solution?
The odds for creating a 2,000 percent solution for the whole sales force are improved by another factor we have not discussed. Few of the top performing salespeople will be using identical methods. As a result, you can combine highly productive techniques to exceed the performance of even the most effective salesperson.
Likewise, 20 percent of the customers will produce 80 percent of the earnings. So it's as important whom you sell to as it is how efficiently you perform. Some organizations will find that their highest selling salespeople are mostly bringing in business from relatively unprofitable customers. As a result the most profitable best practice may be found among a so-called average performer who only produces high margin sales. Cross-fertilize the methods of the high volume salesperson with the high-margin one, and you should increase the profit-productivity of sales efforts by much more than 2,000 percent.
For a given organization, simply determining who are most productive and what they do differently that may account for their success is a very powerful starting point for expanding effectiveness. That's why the few organizations that do such benchmarking within their company are quick to find ways to make enormous improvements.
Here's an important lesson: Pick the highest payoff opportunities first! We all know that each activity varies in its value. For instance, developing new medicines at a pha
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