Member You - Business

A Guide To Nursing
The salary that goes with nursing jobs has made this particular career very popular in several countries, particularly in the United States. It has been reported that the salary range of nurses starts at $35,000 and reaches as much as $100,000 a year.To enter a nursing school, a high school diploma is required. Apart from this, interested applicants may also be required to take a pre-admission test. In the United States, such a test is called the National League for Nursing Pre-admission exam.Education degrees in nursing have several varieties but the three most common are the bachelor's degree, associate's degree, and hospital diploma. Bachelor degrees in nursing are the most common course offerings in American universities. It is a four-year program that hones the skills of students regarding general nursing practices. This type of degree offers greater career opportunities, such as public health nursing, forensic nursing, and military nursing.Meanwhile, an associate's degree is a shorter program offered at community colleges. The training given to students enrolled under such program relates to direct patient nursing. Aside from nursing courses, associate degrees also require students to take General Science and English courses. A hospital diploma works the same way as associate programs do except th

e of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit

Weird Things Get Attention
Try This NowTake a good look around and make a list of all the objects you can see that are blue. Take your time, there is no hurry.Got your list? You've probably got between five and fifteen objects. Now shut your eyes and think of all the red things you saw when making the list. The weird thing is that you will be able to think of one or two objects but if look around now, you will see just as many red things as blue things.The human brain is an amazing filter and will ignore anything it doesn't consider important. This is why when looking for blue objects, you ignored the red. This is very useful for the brain as it can focus on the important thing but it is a nightmare for advertisers and sellers. Unless the customer is already looking for you, they are not going notice you. In order to beat human nature, weird things need to happen.I Blame Saber-Toothed Tigers Caveman Gog is walking through the forest back towards the cave. Its been a long, fruitless day hunting antelope and he is tired. Too busy worrying about how he will attract a mate if he can't catch any food he doesn't notice the tiger until its too late.Gog's brother, Zog, is also walking back through the jungle, empty handed. Suddenly he stops in his tracks, fully alert. His brain has just not

Providing feedback to staff is always tough, but if it's "constructive," you not only get the message across, but also build a more cohesive and capable team as a result.

During a "Managing Performance" session recently we covered what it takes to give praise and also constructive feedback.

Sometimes we feel uncomfortable when we have to pull employees up - but this need not be the case if we do it in the right manner.

Hence this tip!

Do you remember when your parents told you to eat your veg because they were good for you?

Now that you're an adult, you know they were right!

Well, just as they were right from the beginning, I'm asking you to trust me when I tell you this:

"Constructive feedback is the only way to learn and develop -both personally and professionally"

That means, you as Manager, have a responsibility to your staff to help them develop. That means, you have to give constructive feedback.

What is constructive feedback?

First, I'll tell you what it's not.

Constructive feedback is not criticism (which has a negative connotation because it is so often generalised and personal).

Constructive feedback is a not personal (e.g. you are lazy), but a targeted response to an individual's action or behaviour (e.g. you did not accomplish the task you agreed to complete) that is intended to help them learn, and is delivered from a place of respect.

Constructive feedback is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response. (e.g. Do you see it differently?)

Constructive feedback does not blame, but presents a collaborative approach to problem-solving. (e.g. If we are all to go home tonight on time, task A needs to get done. What support can the team offer to finish task A, so that everyone gets to go home on time.)

Why constructive feedback works...

Constructive feedback enables us to give honest, "tough messages" to those with whom we work.

However, instead of insulting, shutting-down others, or alienating those who receive the feedback, and thus lowering their morale and their resulting productivity, it motivates them to ask for help, and acknowledge a skill or competency deficiency, while feeling supported and respected.

Two of the most important factors influencing employee retention/satisfaction are: "great boss," and "feeling part of a team" (Hay Group Study on retention). Constructive feedback, because it is delivered out of respect and a genuine desire for the individual to improve, accomplishes both.

Providing feedback, in this way, enables you to build the competency and cohesiveness of your team, while effectively managing performance issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."

Principles of feedback

1. Choose correct timing for feedback

Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.

When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again.

2. Ask for self assessment

Beginning by asking the person for self-assessment involves them in the feedback process.

It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit f

How to Handle Difficult Interview Questions
You are in the middle of an important interview and are confident that you are doing an excellent job of presenting your skills and qualifications for the position. The interviewer asks the next question – and it’s a difficult one. You didn’t see this question coming and have no idea to answer it. Words catch in your mouth. You start to sweat as your illustrious visions of landing your dream job are rapidly spiraling away at a breakneck speed. What do you do?For starters, the best offense is a good defense. Preparing for an interview in advance is the best way to ensure that you will be at your peak performance when the time comes to answer the question “Why should you get this job?”. Compile a list of interview questions, both general questions and those that are job-specific, that you could potentially be asked. Then practice answering all of the questions. It may be necessary to practice some questions several times until you can clearly present a solid answer. A good rule of thumb is to practice until you are no longer uncomfortable with the question itself or your resulting answer.Tempting as it may be to dismiss more straightforward questions, such as “Tell me about yourself”, you should rehearse your answer to every question. Oftentimes job applicants get so caught up in preparing for the “tough” que

e to give constructive feedback.

What is constructive feedback?

First, I'll tell you what it's not.

Constructive feedback is not criticism (which has a negative connotation because it is so often generalised and personal).

Constructive feedback is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response. (e.g. Do you see it differently?)

Why constructive feedback works...

Constructive feedback enables us to give honest, "tough messages" to those with whom we work.

Principles of feedback

1. Choose correct timing for feedback

Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.

2. Ask for self assessment

Beginning by asking the person for self-assessment involves them in the feedback process.

It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit

Accountant To Leader
Let’s face it, Accountants are amongst the most talented people either working for or providing services to businesses. They have successfully got through a set of demanding and competitive exams and got a whole lot of knowledge. They have huge potential yet so often never fully exploit it. Why is that? From my own experience, there are a number of reasons:1. They focus their development on technical accounting2. They don't get clear on what they want to achieve professionally3. They spend most of their time producing numbers rather than contributing to business success. An article in the December 2006 edition of Financial Management suggests as much as 80% of their time is spent producing numbers4. They don't promote themselves and the contributions they can make. It is all very well having lots of people who can come up with creative ideas. Good Accountants can help non financial managers translate it into something tangible5. They don't ask the business what they want and build a service plan to deliver itSo how can Accountants start making the transition to leader:1. Get clear on what their professional goals are. This includes the level they want to get to, the type of organisation they want to work in, salary2. Start to use CPD as an opportunity to build a long t

sh task A, so that everyone gets to go home on time.)

Why constructive feedback works...

Constructive feedback enables us to give honest, "tough messages" to those with whom we work.

Principles of feedback

1. Choose correct timing for feedback

Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.

2. Ask for self assessment

Beginning by asking the person for self-assessment involves them in the feedback process.

It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit

Associations Deliberating the Conference Conundrum
In difficult economic times, the question of how to deliver value to conference attendees while keeping the cost under control is truly a conundrum. Determining what activities conference attendees see as valuable can be quite elusive, as in your coercive effort to attract them.What do today’s conference attendees want? First, explore the basic types that attend conferences, especially when travel is required. The old paradigm conference attendee is a bit like the good ol’ boy—attending his industry meeting regardless of the time of year, location or quality of the meeting. He just wants to meet with his buddies, network a bit, golf and drink. The conference is his well earned get-away.Then there is the new paradigm attendee, both men and women. They are younger, have families and have the attitude that they will participate if they see the capability for synergy. Golf and partying is not their motivation, but rather the desire to obtain new strategies, tactics and the skills necessary to improve their business. They only want to rendezvous with value.Of which group is your association’s membership tilting? Has the ratio been changing over the last few years? I bet it has been changing, but perhaps nobody noticed? Then there is the paid verses volunteer leadership element with which you must be attentive. This

ce issues. It also enables you to remain respected, well liked, and overall, considered " a great boss."

Principles of feedback

1. Choose correct timing for feedback

Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.

2. Ask for self assessment

Beginning by asking the person for self-assessment involves them in the feedback process.

It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit

Staffing for Car Wash Fundraisers
If you are considering a Car Wash Fundraiser in a good location on a Sunny Saturday for your youth organization whether it is a high-school band, soccer team or church youth group then you need to consider proper staffing in order to be able to handle the volume of traffic and cars coming thru you see?First it is best to run your car wash from 10 AM to 2 PM and if the traffic is still robust keep going, do not turn away money. Staffing for Car Wash Fundraisers is paramount to their success and ability to move the line of waiting cars. If the line gets too long no one will stop to wait. Conversely if the line is to non-existent no one will want to risk it, they want to see others in line first.When staffing for Car Wash Fundraisers you should have two-shifts. 2 hours each and one half shift, which comes one-hour before the end to help clean up and relieve stragglers or those who can no longer keep up.For parents you need a least one supervisor per 5-7 kids and these supervisors should be positioned as greeters for those cars in line to answer questions, as well as one where the cars are soaped and one where they are being dried, with a floater supervisor to over see the project. Please consider all this in 2006.

e of his or her won strengths and weaknesses.

It is more effective to allow the person to voice opinions before providing your own assessment of performance.

Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance.

3. Focus on specifics

When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.

For example, when providing corrective feedback:

Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"

Don't: "You are not building rapport with the customer"

When providing praise:

Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"

Don't: "You communicated well there"

4. Limit feedback to a few important points

Good coaches and communicators identify one or two critical areas and help the person address them one at a time.

It is too hard to examine and try to change many aspects of behaviour at one time.

Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider.

5. Provide more praise than corrective feedback

Positive reinforcement is one of the strongest factors in bringing about change.

Unfortunately a lot of people always focus on the negative.

When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.

And always end the conversation on a positive.

6. Give praise for expected performance

People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.

Remember that praising anyone who meets established standards is as important as praising the exceptional performer.

Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.

7. Develop Action Plans

Work together to identify the desired performance or result and how it can be achieved.

Decide when the steps will be accomplished.

Useful techniques to use when giving feedback..

Now that we have highlighted the main principles of giving feedback, lets look at some useful techniques we can use in feedback sessions:

Open-ended questioning

Use open-ended questions to allow and encourage the person to give more detail and elaborate.

Use words like:

What?
How?
Who?
Tell me?

Avoid closed questions when you are trying to get more information from someone.

Avoid words like:

Do you?
Did you?
Have you?

Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word.

Reflecting Back

This is about putting what the other person has said into your own words and reflecting it back.

This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!

For example:

Individual - "I always seem to get the rough end of the stick - no-one listens to me at all.."

You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"

Maintaining Silence

Encourage the person to take their time.

Always give the other person time to think through their reply to a challenging answer.

Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.

Maintain eye contact and demonstrate an interest.

Summarising

Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.

Restate the key aspects of the feedback discussion

Conclude the discussion and focus on planning for the future.

Example: "The three major issues you raised were..." " To summarise then...."

Being Sensitive

Acting sensitive to the needs of the person is important as they may reject the feedback initially.

Give the person space to think in his/her time. This may help the person to absorb the feedback

Initiating Action and Offering Ideas

Example:

"Can you think of an action that would help build on your skill

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