Gatting Past the Gatekeeper
These days when making a cold call it is important now more than ever before to make yourself different from the pack.. When you apply for a job that is advertised in the paper your app. will be amongst a thousand others. The same goes when you are calling a business, unless you leave a totally unique message for the person you are trying to talk to you will never hear from them.I had a company for many years where cold calling was an every day thing. I knew from my work for so many other companies that you have to stand out. I named my business Global Online Deals and whenever I would call a company for the first time I would say just tell them that Jeff from God is on the phone. The initials of my company name spelled GOD. I did this on purpose. When first talking with a potential customer I would tell them that I had tried to get the url Godin but that some TV Evangelist who was doing time in prison owned that name.Cus

Stop The Pain Drain - It's More Than Just Ergonomics
Pain is putting a strain on your bottom line! Employees who are suffering from repetitive motion injuries are not able to work at their ultimate performance level, costing you productivity and often medical costs which can lead to disability claims.You’ve hired ergonomic experts to change the computer stations; You’ve given your employees’ new keyboards; you’ve tried every type of mouse on the market and spent thousands of dollars on chairs. You’ve read scores of articles describing the two biggest repetitive strain injuries: low back pain and carpal tunnel syndrome - you could actually repeat the symptoms in your sleep! You’ve analyzed, prioritized, been reactive and proactive. You’ve gone the gamut, and still you’re employees are in pain!According to the Chronic Pain Association, U.S. companies lose an estimated $90 billion each year to sick time, reduced productivity and direct medical and other benefit costs due t

Creating Value for Patients
Adding value is not one of those management buzz words we use loosely but don't really understand. To your patients, adding value can simply mean doing more than you promise to do. The idea behind adding value is that the customer gains a perceived benefit without having to pay for it - or pay very little, compared with its value to the customer.Adding value offers many benefits to your hospital. It differentiates you from your competitors and builds customer loyalty. When clients receive more than they ask for, they feel they are getting their money's worth. This dramatically reduces, if not eliminates, buyer's remorse. Another major benefit to adding value is it allows you to charge more because you offer more than your competitors. Finally, adding value builds, strengthens and confirms your reputation as the cream of the crop. When you offer more than you promise, clients view you as the best in your industry, and you are.y to meet with Marshall Goldsmith, world authority in helping successful leaders get even better by achieving positive change in behavior: for themselves, their people, and their teams. His newest best-seller, What Got You Here Won’t Get You There, has sold over a million copies in two months!

In his coaching, Goldsmith emphasizes the importance for successful leaders to first have a realistic view of their own successes before attempting change in themselves or in others. Goldsmith bluntly states, “One reason that it is hard for successful people to change is that successful people are (in a positive way) delusional.” Successful people, Goldsmith has found, often ascribe their success directly to themselves and their behaviors. Successful people, sometimes to their peril, believe:

1) I am successful.
2) I act a certain way.
3) Therefore, I am successful because I act a certain way.

In reality, asserts Goldsmith, successful people may have achieved success in spite of their behavior! And that behavior may be preventing them from moving ahead.

What are the most common sins, the most common leadership bad habits? Goldsmith identifies these 20:

1. Winning too much: The need to win at all costs and in all situations.
2. Adding too much value: The overwhelming desire to add our 2 cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to gi

sful people to change is that successful people are (in a positive way) delusional.” Successful people, Goldsmith has found, often ascribe their success directly to themselves and their behaviors. Successful people, sometimes to their peril, believe:

1) I am successful.
2) I act a certain way.
3) Therefore, I am successful because I act a certain way.

In reality, asserts Goldsmith, successful people may have achieved success in spite of their behavior! And that behavior may be preventing them from moving ahead.

What are the most common sins, the most common leadership bad habits? Goldsmith identifies these 20:

1. Winning too much: The need to win at all costs and in all situations.
2. Adding too much value: The overwhelming desire to add our 2 cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to gi

at are the most common sins, the most common leadership bad habits? Goldsmith identifies these 20:

1. Winning too much: The need to win at all costs and in all situations.
2. Adding too much value: The overwhelming desire to add our 2 cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to gi

h secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to give praise and reward.
11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.
12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14. Playing favorites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect for colleagues.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development.

Marshall’s approach – by his own admission – is neither earth-shattering or innovative. So why then do CEOs and other leaders retain M