http://www.tsa-solutions.com/
This company did upselling training for front office at The Opposite House.
Monday, November 15, 2010
Tuesday, November 2, 2010
One Minute Manager Overview
He became a One Minute Manager not because he thought like one, or
talked like one, but because he behaved like one.
He set One Minute Goals.
He gave One Minute Praisings.
He gave One Minute Reprimands.
He asked brief, important questions; spoke the simple truth; laughed,
worked, and enjoyed.
And, perhaps most important of all, he encouraged the people he worked
with to do the same.
He had even created a pocket size “Game Plan” to make it easier for the
people around him to become One Minute Managers. He had given it as a
useful gift to each person who reported to him.
Encouraging good behaviour, punishing bad
Reprimand peoples actions not the person.
Reprimand has to be immediate, and followed by positive comment on the persons character, or worth as a person.
Before giving a reprimand you have to see the behavior
yourself—you can’t depend on what someone else saw. You never give a
reprimand based on ‘hearsay.’ ”
How does that translate,” the young man wanted to know, “into practical
action?”
“Each parent is taught to physically touch their child by putting their hand
on the child’s shoulder, touching his arm, or if he is young actually sitting
the child in their lap. Then the parent tells the child exactly what he did
wrong and how the parent feels about it—and in no uncertain terms. (You
can see that this is very like what the family members did for the sick
woman.) Finally, the parent takes a deep breath, and allows for a few
seconds of silence—so the child can feel whatever the parent is feeling. Then
the parent tells the youngster how valuable and important the child is to the
parent.
“You see,
"behavior and worth are not the same things"
Reprimand has to be immediate, and followed by positive comment on the persons character, or worth as a person.
Before giving a reprimand you have to see the behavior
yourself—you can’t depend on what someone else saw. You never give a
reprimand based on ‘hearsay.’ ”
How does that translate,” the young man wanted to know, “into practical
action?”
“Each parent is taught to physically touch their child by putting their hand
on the child’s shoulder, touching his arm, or if he is young actually sitting
the child in their lap. Then the parent tells the child exactly what he did
wrong and how the parent feels about it—and in no uncertain terms. (You
can see that this is very like what the family members did for the sick
woman.) Finally, the parent takes a deep breath, and allows for a few
seconds of silence—so the child can feel whatever the parent is feeling. Then
the parent tells the youngster how valuable and important the child is to the
parent.
“You see,
"behavior and worth are not the same things"
Labels:
children,
leadership,
One Minute Manager,
punishment
Training a whale
How do you get a whale to jump over a rope? You start with the rope on the bottom of the pool, and feed the whale when he crosses, then you raise it until it is above water. The same principle applies to training humans, and should be kept in mind when giving praises and setting goals to employees.
From The One Minute Manager
From The One Minute Manager
Labels:
development,
motivation,
One Minute Manager,
training
Sunday, October 24, 2010
Monday, August 30, 2010
Frans Johansson: The Secret Truth About Executing Great Ideas
http://the99percent.com/videos/6806/frans-johansson-the-secret-truth-about-executing-great-ideas
Strategic Plan
"We have a strategic plan, i'ts called doing things"
Herb Kelleher, Southwest Airlines
Herb Kelleher, Southwest Airlines
Wednesday, August 25, 2010
Thursday, May 27, 2010
MBA in 1 Minute
Reporting: Where am I?
Analysis: How did I get here?
Goal: Where do I want to go?
Plan: What am I going to do to get there?
Strategy: How am I going to do what I have to do to get there?
Implementation: Stop asking so many questions and go there
Analysis: How did I get here?
Goal: Where do I want to go?
Plan: What am I going to do to get there?
Strategy: How am I going to do what I have to do to get there?
Implementation: Stop asking so many questions and go there
Monday, May 24, 2010
Interesting web page on business topics
http://sophisticatedfinance.typepad.com/sophisticated_finance/2008/11/new-business-development-process.html
Monday, April 26, 2010
Executive MBA IE
Sponshorship for Executive MBA
http://tourism.blogs.ie.edu/2010/04/06/convocatoria-becas-turismo-de-espana-2010-para-espanoles-y-extranjeros/
http://tourism.blogs.ie.edu/2010/04/06/convocatoria-becas-turismo-de-espana-2010-para-espanoles-y-extranjeros/
Sunday, April 25, 2010
Formula for success ?
I can not give you a formula for success, but I can give you a formula for failure: Try to please everyone.
Mark Twain
Mark Twain
Labels:
leadership,
Mark Twain,
Marketing,
quote,
segmentation
Thursday, April 22, 2010
Interesting companies
Startet producing bicycle fenders developed into design and brand creation http://www.curana.com/
http://www.jaga.be/
Innovation in radiatior design
http://www.jaga.be/
Innovation in radiatior design
Labels:
bicycle,
business development,
Innovation,
radiators
Sunday, April 18, 2010
Examples of Business Plan presentations
Presentations for IPO's
one about hotels:
http://www.retailroadshow.com/roadshows.asp
Chatham Lodging Trust (IPO)
see also www.demo.com
one about hotels:
http://www.retailroadshow.com/roadshows.asp
Chatham Lodging Trust (IPO)
see also www.demo.com
Thursday, April 15, 2010
Blogg on China trip in the Economist
Blogg on China trip in the Economist by Reggie
http://www.economist.com/business-finance/business-education/displaystory.cfm?story_id=15898918
http://www.economist.com/business-finance/business-education/displaystory.cfm?story_id=15898918
Tuesday, March 23, 2010
Sunday, March 14, 2010
Understanding the whole system
"Dividing an elephant in half does not produce 2 small elephants"
Laws of unintended consequences
Peter Senge
The Fifth Discipline
Laws of unintended consequences
Peter Senge
The Fifth Discipline
Friday, March 12, 2010
New Business Models
For new business models don´t listen to your customer, because if they agreed with the new business model they would not be your customers.
"If I listened to my customers they would have asked for faster horses"
Henry Ford
"If I listened to my customers they would have asked for faster horses"
Henry Ford
Outside the box thinking
If it´s impossible to think outside of the box, talk to people outside of the box.
Nestlé got a manager outside of the organisation to run Nespresso.
Nestlé got a manager outside of the organisation to run Nespresso.
Saturday, January 30, 2010
Putting an elephant together
A complicated project is like putting together an elephant one guy brings the trunk one guy brings the foot, and then you usually have one guy standing behind taking all the shit !
quoted from M&A class at Vlerick
quoted from M&A class at Vlerick
Take it as it comes
you have to take it as it comes,and sometimes it comes with 2 children and a mother in law.
quoted from M&A class at Vlerick
quoted from M&A class at Vlerick
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