Had a long day at the office? Get outside and enjoy the beauty of fall in East Texas!
Had a long day at the office? Get outside and enjoy the beauty of fall in East Texas!
It is a thousand times better to have common sense without education than to have education without common sense. – Robert G. Ingersoll
Save your sanity by keeping files straight from the start.
[Courtesy of Monster.com]
If you’ve ever seen the comedy “Zoolander,” you may remember the hysterical scene where the not-so-bright title character played by Ben Stiller is told to search for some hard drive files “in the computer.” Zoolander goes into a rage when he can’t open the computer and shatters it open instead.
You may have felt like doing the same thing with your own computer at a time when you couldn’t find an important file you knew you had but can’t locate. Today for Clean Out Your Computer Day, I’ve gathered some easy-to-use, expert tips for decluttering your computer files and getting them organized so you can stop computer rage before it starts.
One of the most important steps you can take to organizing your computer’s files is creating subdivisions within folders. In her article, “Where Did I Save That Document?” productivity expert Laura Stack suggests using subdivision to help with organization.
“If every folder were labeled ‘My Documents,’ you wouldn’t find anything,” she notes. Instead, consider making more folders based on type of work or the date it was created. “Microsoft automatically sets up a folder titled ‘My Documents,’ where you can save your documents. If you save EVERYTHING under this directory, you will never be able to find what you need,” writes Stack. Make sure you take control of where your files and work go.
Do you have a file — whether it be a spreadsheet or PowerPoint presentation — you use a couple times a week? You should probably keep those around on your Desktop, but almost everything else should go somewhere else.
N2 Publishing CTO Jim Hall advises people delete or move files off their desktop if they’re not in use. “Move files you don’t use often to an external hard drive or cloud storage (whatever you trust and are comfortable with). And don’t be afraid to delete files you won’t ever use again. Clear out your photos and store them on an external drive or cloud, too.”
Before you save something new, remember to first ask yourself “how will I search for this in the future?” Take for instance, the example of searching for old insurance files from Stack’s article.
“You can’t remember, ‘Did I call that “automobile” insurance, or “car” insurance, or “Bronco” insurance?’ You would logically want to go to ONE place in your files to find all information related to insurance. So a simple solution is to put the noun first, such as ‘Insurance, Auto;’ ‘Insurance, Homeowners;’ ‘Insurance, Medical.’” By placing the noun first in the file name you reduce time spent searching and stressing.
Perhaps the best way to prevent all future mishaps is create a simple file-naming system that incorporates both a date and a useful description. Your files don’t have to be in a code that would make the pros at NASA proud, just use short, clear names for your files, advises Hall. “And be consistent with the style or format you use.”
Computers are powerful productivity machines, but like anything else, they must be organized from time to time to remain dependable and easy to use. Take these small steps and you can prevent plenty of headaches in the future.
[Courtesy of smartbrief.com]
Early in my career, I worked for an incredible general manager that taught me a lot of C.R.A.P. — caring, respect, appreciation and praise. He also taught me that giving people C.R.A.P. was at the heart of driving employee loyalty and retention.
He never told me it was about caring, respect, appreciation and praise. He just showed me and, as my mentor, I listened and applied the philosophy. As time went on, I added some other key elements to truly be able to solve employee retention problems in organizations that I worked in. The four elements of C.R.A.P. are simple. I said simple, not easy.
Here they are.
People know if you care about them or not. They simply do. There is a vibe that is given off if you don’t care. I’m not so sure you can fake it but the good thing is that most leaders do care about their people. They are there for their people when they need them and stand by them when times are tough. They are available to listen and to talk to their people when their people need to talk.
When your people need you, they need you right away. If you put them off in their time of need, the likelihood they will come to you in the future drops off considerably. Make time for them so you can understand their problems and help to solve them. Your people will love you for it.
Everyone wants it. Everyone deserves it, at least until they show that they are not worthy of that respect. Micromanaging people is one of the greatest signs of your respect for them. It sends the message you don’t trust them or their ability to get the job done. Micromanaging is one of the biggest reasons people quit their job. It is frustrating and, in your heart, you know your boss does not trust you if you are being micromanaged.
Another element of respect is wanting the best for your people. It means you are in it for them; not just you. The best bosses know that if their people grow that they might ultimately leave but they know that it is the right thing do and that their role is to help you succeed.
I have heard the statistic that 50% of the people in the workforce do not feel appreciated. That is a scary statistic. It’s not hard to thank people for the work they do and the results they deliver. Maybe we didn’t lead that way in the past. It is how we have to lead today and into the future.
However. I don’t think it’s a bad thing that things have changed. You can’t get the most out of your people if they never hear when they do things right. With the mantra of continuous improvement, we certainly hear when we need to do things better or have done things wrong. Without appreciation, people get beaten down and don’t want to come to work. A little appreciation goes a long way towards keeping people fired up and energized about what they do. How hard is to say “nice job” when someone gets you that report on time?
Praise. I like to call praise “positive affirmation on steroids.” Praise takes appreciation to the next level. Growing up, praise was not something I received and, frankly, it stunk not getting any! Unfortunately, we went the other way with the millennial generation and gushed praise every time they did anything right. Some of them became praise addicts. They got praised for simply showing up and finishing — even if it was in 12th place.
is designed for when people exceed expectations, not just do their jobs. When someone does a good job, they do need appreciation. When they exceed expectations, they need to hear that is was a big deal, they hit it out of the park and that they made a huge difference to the organization. Is that going to offend some of the average performers? Perhaps, it will but that’s just the way it is. We need people to realize that when they do great things, we will take note of those great things and make a big deal out of it.
This is simple stuff but it is not easy to do for some reason. It takes time and hard work on the part of a leader to give people C.R.A.P. But, if you do it, your people will be loyal, follow you anywhere and want to stay working for you. Giving your people C.R.A.P. will also give you a feeling of accomplishment and the impact on the organization will be something that goes beyond the bottom line. Remember, C.R.A.P. works!
Jeff Kortes is an employee-retention speaker, author and expert by accident. His early career spanned 25 years as an HR professional, trainer, and consultant. His no-nonsense approach is reflected in his C.R.A.P. Leadership System, which instills positive supervisory and managerial behavior while driving results in the organization. He shares expert advice on Twitter @JeffKortes and on his website.
It’s Customer Service Week!
Customer Service Week is an international celebration of customer service and to the people who serve and supports customers on a daily basis. This year’s Customer Service Week theme is Building Trust. The Brelsford Personnel team strives to provide exceptional customer service while working to earn our customers TRUST every day. We deeply appreciate those of you who go above and beyond the call of duty to deliver superb customer service!
COURTESY OF FORBES.COM
Whether you’re in a front desk role or trying to scale up in your career, here are five tips that can help move your career in the right direction:
That’s right, cross it off before the clock strikes 9! Whatever it is that you want to put off, whether it’s responding to email or filing papers, do it first. This means once the stuff you detest is done, you get to do all the tasks that bring you joy.
What separates the go-getters from the not-so-go getters is massive action. What do I mean by massive action? If you don’t yet have a skill that would really benefit the job you’re doing or the job you want next, go out and develop that skill. If there’s research that would benefit the company that nobody’s doing — go do that research. It’s more than showing initiative. It’s all about actually doing the work that makes a difference for the business. Don’t let your fear or imposter syndrome keep you from greatness!
Learning encompasses keeping up with business trends, technology, the actions of your competitor businesses, and more. Teach yourself about nonviolent communication, empowering women-owned and women-run businesses, the hottest trends in benefits, how to retain employees and keep them happy – the learning opportunities are endless. Keep at it.
Utilize social media to create a strong personal brand, and where appropriate, align it with your business. Personal branding is essentially the process of showcasing the kind of person you are and establishing a reliable and respected voice. Journalist Dan Rather and actress Melissa McCarthy both have strong personal brands, though they are quite different from each other. They’re also great examples because of their longevity. When Dan Rather came back into the public spotlight after he retired, his audience understood why, because his values and his voice demanded that he step back into the spotlight, in light of current events. You don’t have to think like Dan Rather or like Melissa McCarthy, but you can take a page (or eight) out of their personal branding books.
Relationships are essential, and you might not know which relationships will bear fruit in the long term. As long as the relationships aren’t unhealthy, cultivate all of them, and one or more or many will prove to be valuable in the long run.
Nobody gets a map when we appear in the world, no matter what philosophy or religion we follow. We’re all winging it a bit, especially in the beginning. But if we have measurable goals, we can make them attainable goals. Once they’re attainable goals, we can break them down into action, and then tackle that action one day at a time. If you’re dreaming of that corner office, use these five actions to keep your eyes on your own prize.
Courtesy of peoplematter.in
In this dynamic world, it is difficult to find people who can act as the sole resource, and are also the only source of expertise in your organization, hence it is important for any company to identify the right set of people and invest in them.
It is interesting to think about what the professional domain at large would look like if organizations were being run solely by all-powerful, ultra-accomplished, ingenious, multi-talented beings who had an expertise in every possible field and who knew everything there was to know about everything.
Well, for one, it would be a far less diverse landscape. Fortunately, therefore, the human brain, as well as the general human potential, simply does not support such a scenario, leaving us with both a challenge as well as an opportunity.
The challenge here is that in a reality where it is impossible for one single person to be the sole resource and source of expertise that a company needs, there is an always an urgent need to look out for all the right people who would effectively fill those gaps. But the opportunity here is that the process of bringing people and talent onboard has the potential to do so much more for your company than just filling gaps!
Is there an organization anywhere that does not invest its time and energy in planning for the future? (If there is, my heartiest condolences to them on their inevitable downfall and demise.) Planning ahead lies at the heart of all organizational goals and it is the one process that determines all the individual elements that will be factored into the organization’s framework in the future – including, of course, its talent.
Let’s start with getting back to the organizational planning process. Priorities are discussed, goals are set and decisions are made – more often than not within the confines of a closed conference room by the people primarily in power – the senior management. An error made most often in these situations is the exclusion of the individual managers or department heads more closely involved with the specifics of the issues being deliberated upon. The fact that these department heads are left out of the major decision-making process means that the organization misses out on their potential for providing information and advisement; their expertise, after all, is all about gaining a better understanding of the status quo as well as the nitty-gritty of the everyday dealings (which would help better understand the feasibility and impact of the decisions). Most importantly, however, it means missing out on their informed suggestions to bring onboard the talent and expertise that the company currently needs or might possibly need in the future.
As a general rule, including more people in the decision-making process not only helps optimize the talent you already have but helps your company gain foresight and in some cases, an edge when it comes to determining its fate in the future. It is on the basis of the educated guesses, instinct and professional opinions of the internal ‘people in the know’ that some of the most successful companies have been able to make the significant decisions that were not understood at the time but reaped incredible rewards years down the line.
You see, it works as an incredible, beneficial cycle – if one were to let it run, that is. The talent you already have, bring with them the knowledge and thorough understanding of their department, which in turn makes them the best people to predict the trends in that department and hence identify and bring the talent that would help your department keep up with those trends. What’s more, since they are the in-house talent lending their skills to recruitment, they are better able to recognize the value and culture fit that their company is looking for.
The right talent in a company can achieve so much more than fulfilling job descriptions or playing pre-defined parts in the organizational story. It has the potential to effectively and accurately chart out a map to the future, filling the gaps (and job descriptions) that the company does not even know it needs yet! Previously unexplored perspectives come into view and when this talent becomes a part of the core strategy meetings, rest assured your company will be steered into the right direction and invigorated with new, fresh talent.