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The ability to set goals effectively is a key managerial skill. It’s also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.

“All good performance starts with clear goals. If people don’t know what you want them to accomplish, what are the chances they will be successful? Not very good.

“It’s very important to have work goals that are observable and measurable,” explains Blanchard. “Peter Drucker used to say, ‘If you can’t measure something, you can’t manage it.’ Measurements are important to give both managers and direct reports more clarity when assessing performance.”

So often in organizations, Blanchard explains, people forget there are three parts to managing people’s performance: performance planning—where goals are set for the year; day-to-day coaching—where the manager provides direction and support as needed; and performance review—where manager and direct report get together to evaluate the individual’s job performance.

“Of these three areas to managing performance, where is most of the activity centred in most organisations? Unfortunately, it’s on performance review.”

Blanchard believes that instead of using performance review as a way to sort and grade people, organisations should use a process that helps everyone “get an A.”


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Whether you’re starting or growing your business, you need a business plan.

Your plan will provide the roadmap to achieve the success you want. The question shouldn’t be IF you write your plan, but how to write a business plan that will take your company where you want to go.

In its simplest terms, a business plan is essentially the answers to a comprehensive list of questions.

The first and most important question is this: where do you want your business to go? Stated differently, what do you want your business to look like in three, five or even 10 or more years? What level of revenues and profits do you want to have at that time? How many employees? How many locations? And so on.

Likewise, your business plan should answer these questions for a shorter time period, particularly one year. That is, what are your business’ goals for the current year, and what must you accomplish to make the year a success.

In answering these business planning questions, you naturally have to answer questions pertaining to each of the core business plan sections as follows:


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The 4 P's of Persuasion consist of a framework designed for written communication typically used by journalists although also applied in marketing, advertising and corporate communication.

It might be used also in oral communication such as video or audio messages. The 4 P's of Persuasion are a persuasive technique that suggests stressing some critical points, the 4P's, to generate convincing, forceful, powerful, seductive and strong messages.

The 4P's stand for Promise, Picture, Proof, and Push:

Promise: the first part or phase of a text has to grasp the attention of target receivers. The promise should be contained in the headline and then continued in the aperture of a message. The promise, and thus the headline of a written message, is the most important part because it is the first chance to bring a reader to read your message. The promise should contain the most important reasons why a reader should read your text.

Picture: in this stage, the promise and its benefits are explained in more detail with a descriptive language that should stimulate visual memorisation: a reader starts imagining pictures representing the content of the message. An effective way is to describe benefits and let the reader imagine them in his specific context; for example, if


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Financial planning helps you determine your short and long-term financial goals and create a balanced plan to meet those goals.

Here are nine reasons why financial planning – with the help of an expert financial advisor – will get you where you want to be.

Income: It’s possible to manage income more effectively through planning. Managing income helps you understand how much money you’ll need for tax payments, other monthly expenditures and savings.

Cash Flow: Increase cash flows by carefully monitoring your spending patterns and expenses. Tax planning, prudent spending and careful budgeting will help you keep more of your organisation's hard-earned cash.

Capital: An increase in cash flow, can lead to an increase in capital. Allowing you to consider investments to improve your overall financial well-being.

Employee Security: Providing for your employee’s job security is an important part of the financial planning process. Having the proper employee insurances and policies in place can provide peace of mind for you and your staff. You need to ensure that you plan the finances to pay for pension plans, sick cover, unexpected expenses such as machinery breakdowns.


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Listed below are a number of practical actions that can be undertaken by a leader to minimise stress in other people.

  • Be aware of your people’s workload
  • Give people plenty of advance notice of deadlines
  • Do not impose last-minute requests unless it is an emergency and you:
    • Acknowledge the inconvenience and pressure;
    • Express appreciation for taking on the request
  • Keep people informed of what is going on in the organisation, especially in times of change and uncertainty
  • Let people know where they stand in terms of the quality of their work and in the organisation and with you
  • See to it that people are adequately trained for their jobs
  • Back people up when they need it
  • See to it that assigned work is inte (more…)

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The evolution of intrapreneurship has progressed from its inception but the adoption of intrapreneurship is still far from complete.  It reminds me of Geoffrey Moore’s book  ‘Crossing the Chasm’ Although Moore talks about the traditional Technology Adoption Life Cycle, it is safe to say that ideas or concepts like Intrapreneurship go through their own adoption cycle.

Much like the adoption curve for new technology highlighted in Moore’s book, ‘innovators and early adopters’ are engaged in some form of intrapreneurship.  We see pockets of intrapreneurship sprinkled throughout these organisations but it is far from being integrated into the fabric of the organisation.

There is also a gulf between those organisations that are engaged in intrapreneurship and those that are still sitting on the sideline.  A huge chasm exists between the ‘early adopters and the early majority’. Moore describes the early majority as ‘the pragmatists’ who wait until things have been established before they buy into a product or concept like Intrapreneurship.  This reluctance to adopt intrapreneurship is happening in some of the world’s largest organisations. It is especially true when it comes to social intrapreneurship.


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Since the day you first set foot in the office they became the bane of your existence.

Countless holidays, evenings with friends and weekends with your family have been scuppered by their sadistic tendencies. But now, finally, there is an answer to the question you've been asking yourself since you accepted their job offer: Is my boss a psychopath?

According to a study released by Australian psychologists, the answer is yes; most probably.

Examining the traits of 261 senior professionals in the United States, the survey found that as many as one in five corporate executives are in fact raging sociopaths - on a good day.

“No s***”, some of the more wearied among you may cry. After years of sleepless nights, forced smiles and reams of passive-aggressive emails, what more can a study add to the painfully obvious?

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