...you get your information from newspapers or broadcast or cable news, you rely on them not only for the information they provide itself, but also to let you know what...…
...ask for … you may get it.” How might you, a high-performing customer-service representative, improve your productivity? Why, you’ll be as abrupt as you can, getting rid of callers just...…
...and in the winter, here in Minnesota, at least, they freeze over, allowing those who like this sort of thing to pitch shelters on the ice, drill holes in it,...…
...hired in today’s job market, there’s only one possible conclusion to draw: You’re doing something wrong in your pursuit of employment. For example, are you reading recruitment ads and sending...…
...of the company right on down to you, your management team, and anyone else in your organization who receives a pay-for-performance bonus. Why the answer is no is this question:...…
The Secret is a popular, and therefore self-contradictory book: If you can buy it on Amazon*]}*.com, how secret can it be? Someone who read The Secret let me in on...…
...underlying complexity instead of ignoring it. You explain that to fix silos you need to put two key factors in place: Alignment and collaboration. Alignment means establishing a common purpose...…
...control. Say, for example, you decide ITIL (a popular version of what constitutes good IT practice) isn’t just in your organization’s future, it is your organization’s future. Now what? ITIL...…
...is independent of trust and purpose. It’s never independent of culture. Here in KJR-land our working definition of culture is how we do things around here. It’s the informal, unwritten...…
...who can fire them or retain their services. Organizationally IT’s internal customer is the budget committee, which makes the decision as to how much the company should spend on information...…