Nak mula berniaga perlu berhenti kerja ke?

Alhamdulillah kita sudah menempuh bulan April untuk tahun 2015 ini.
Saya nak tanya anda nie..

Bagaimana perkembangan bisnes anda ?
Adakah ianya mengikut perancangan anda ?

Kalau ikut alhamdulillah, Kalau "terlari" sedikit, alhamdulillah juga cuma kena lebihkan usaha.

Saya bukan sengaja untuk tidak hantar sebarang email. Tetapi agak sibuk menguruskan semua perniagaan saya.

Baiklah..

Ada orang bertanyakan kepada saya, beliau baru ingin memulakan perniagaan, adakah patut beliau berhenti bekerja?

Jawapan saya:
Tidak patut anda berhenti bekerja seandainya perniagaan anda masih belum stabil dan anda tidak mempunyai simpanan sekurang-kurangnya gaji 6 bulan anda.

Kenapa perlu simpanan gaji 6 bulan?

Seandainya ada sebarang berlaku kepada perniagaan anda pada tempoh itu, maka anda mempunyai WANG KECEMASAN untuk di gunakan.

Pastikan juga anda mempunyai PLAN PERNIAGAAN dan MATLAMAT yang jelas di dalam perniagaan. Jangan bertindak ikut nafsu ya!

Sebaliknya luruskan niat dan bertindaklah. Paling penting belajarlah daripada mereka yang mempunyai result yang bagus dalam industri
yang ingin anda ceburi :-)

Sekian sahaja perkongsian.

Sumber - Raja Safuan

idea untuk menulis email follow up dan broadcast untuk Autoresponder

Salam sejahtera,
 
Ada beberapa orang memberitahu,  bahawa mereka tidak mempunyai idea untuk menulis email follow up dan broadcast untuk Autoresponder.
 
Sebenarnya, tidak susah. Cuma ikut saja langkah berikut. Fikirkan tentang ABCD di dalam promosi produk atau servis kita.
 
1. Attention (Dapatkan perhatian)
Kongsikan perkara yang menjadi persamaan buat kita semua contohnya masalah kos barang naik, minyak naik, GST, inflasi dan pelbagai lagi. Cuba dapatkan common understanding. 
 
 
2. Benefits (Kelebihan)
Berikan kelebihan produk atau servis kita di dalam menyelesaikan masalah yang disebutkan. Letakkan satu persatu tetapi tidak perlulah terlampau banyak. Tiga hingga lima points pun sudah cukup. 
 
 
3. Credibility (Kredibiliti)
Tingkatkan kepercayaan orang kepada kita. Siapakah kita dan  tunjukkan kita benar- benar serius untuk membantu mereka menyelesaikan masalah tersebut. 
 
4. Direction (Arah tujuan)
Berikan panduan kepada mereka, apa yang perlu mereka lakukan jika berminat. Apa maklumat yang pelu diberikan dan apakah bank account no untuk mereka bank in untuk mendapatkan produk atau servis anda.
 

How And Why Feedback Can Help You Improve

How often do you proactively initiate feedback from your team members? I don’t mean the ad-hoc, daily discussions that are necessary for getting work done; I’m referring to the type of feedback that gives you direction, vision and strategic information to help you run your department effectively?

Any professional organisation will require that there is employee feedback because it will lead to an improvement in the working conditions and in the overall improvement of efficiency and productivity of the employees. This will obviously have an effect and benefits on the company also. But what are the kind of employee feedback questions that can be used for this purpose?

An employee feedback survey becomes an essential tool and device for any organisation. It works on the simple theory that the company benefits from employee happiness. Happier employees are willing to work better and their productivity and efficiency also

increases; thus the company benefits in the long run.

The other reason why feedback becomes important is because, without it, the company might not know the problems that the employees face at their specific level. When they have their feedback, they can then work on the problems and bring about solutions for a better working environment. Along with that they also get an understanding of their strengths and they can ensure that these are built upon. These feedback questions also help them find out  if the policies and other factors they have introduced are, in fact, working, and if they are not, the kind of changes that need to be brought about.

An employee feedback survey can work at finding a feedback for several issues that the company faces. For example the facilities provided, the working environment, the growth opportunities, the factors that influence the performance of the employees and many others. Here are some of the examples that you can look into while formulating the feedback questions. These focus on several aspects of the working of a company:

Each question can be marked on a scale of one to ten, or from strongly disagree to strongly agree…

1. This company offers you  positive environment for you to work in…

2. All employees are encouraged to share their ideas…

3. All employees are provided equal opportunities for advancement

4. All employees can approach the management freely…

5. The new policy on XXX has brought in a lot of positive change…

6. The training programs we run help in improving employee performance.…

7. Teamwork is given a lot of importance in this company…

8. The company does not force employees to choose between work and family…

9. All employees are treated equally in the organization…

10. You are provided several opportunities for growth and advancement

11. The company employs fair means for promotions and appraisals…

12. Appraisals are done at regular periods and there is no reason to complain about its functionality…

13. You are given adequate resources to complete your work…

14. You can approach management when you face any problem…

15. You are satisfied with the way the organization works in general.…

The importance of choosing the right kind of feedback questions to be included in a survey cannot be over-estimated. When chosen correctly, it leads to an effective questionnaire that will provide for correct feedback, which will help your organisation grow and become more efficient. It will give you a clear picture of examples of the kind of issues and factors that can be focused on. If you get it right, you give yourself the opportunity to find out significant information on how the team members see the big picture in your company.

 

To your success

 

Have a great day!

Are You Dealing With Your Team’s Basic Needs?

You will have heard of Abraham Maslow’s Hierarchy of Motivational Needs, and they are still very relevant to today’s culture and societal direction. However, since Maslow’s time, others have taken these ideas of motivation and developed them to reflect the changes we constantly go through. Among these is Tony Robbins, whose thoughts have influenced millions.

Robbins has identified six basic human needs and believes everyone is—or can be—motivated by their desire to fulfill these needs.

You may want to consider these needs when thinking about developing and driving performance through your people. The question to ask is, “What need or needs can I affect and fulfill for my team member at work?”

1. Certainty/Comfort. We all want comfort. And much of this comfort comes from certainty. Of course there is never total certainty, but we want certainty about our job security, our salary will be paid this month and our company will still be here next year. So think about how you can fulfill this particular need for physical and psychological certainty for people.

2. Variety. At the same time we want certainty, we also crave variety. Paradoxically, there needs to be enough UNcertainty to provide interest and variety in our jobs. Help people to manage projects rather than just do jobs. That way, they do different things each day, against the backdrop of certainty that has been provided.

3. Significance. Deep down, we all want to be important. We want our life to have meaning and significance. If a team member is simply doing a job that doesn’t appear to contribute very much and doesn’t drive their motivation, they won’t feel significant or that they are making a difference. Make sure that you acknowledge the significance of each employee as often as possible.

4. Connection/Love. It would be hard to argue against the need for belonging. We want to feel part of a community. We want to be cared for and cared about. This drives performance because people want to feel part of a team and that they matter to their colleagues. Give teamwork a chance to develop and help people work together towards a common goal.

5. Growth. Some managers on our programmes say that they have team members who say they don’t want to grow, but I think they’re simply fearful of doing so—or perhaps NOT doing so. To become better, to improve our skills, to stretch and excel may be more evident in some than others, but it’s there. Everyone will want to grow in some area; we just have to find out which area that is.

6. Contribution. The desire to contribute something of value is deep down in all of us. Everyone wants to feel they have contributed to something, somewhere, to somebody. This highest needs corresponds to Maslow’s self-actualisation, the thought that our life, our work, actually matters and we have made a difference simply by being here. Leaving a legacy at work should be one of our goals; we can make that a goal for every team member, also.

Robbins recognises that each person has these basic needs. As managers, we can be really successful if we make sure we assist our teams to fulfil each of these. The more you can do that, the better they will feel about themselves, and about you, and the more motivated they will feel.

 

To your success

 

Have a great day!

Two Different Types of Communication

When you communicate with someone, your style will depend on the purpose of the conversation, your intention behind it and what results you actually expect.

Although there are many different styles we can adopt, we will address two different ones here: Advocacy and Inquiry.

What is the difference between the two?

Well, you function differently when you are in advocacy mode to when you are in inquiry mode.

Advocacy communication puts you in a position of “standing for”, or advocating a particular action, position or set of principles. In other words you are trying to persuade and argue for the position you are advocating.

Inquiry communication is different because the point of inquiry is to UNDERSTAND the position of the other person or people, rather than to change their minds or opinions.

There is certainly a place for both kinds of communication. However, the problem with advocacy communication is that it can interfere with understanding and short circuit listening on both sides. We tend to live in an advocacy type culture and society, and that accounts for a great deal of unnecessary conflict, where both sides try to convince the other, and neither side understands the other. That’s a major problem and weakness.

There is a solution, and may prove to be a difficult one for those who “advocate”. First try to understand the other side, and once you understand, then and only then should you advocate.

That has several benefits and strengths, not the least of which your advocacy will be more effective since you can hook into the perceptions and point of view of the other side. The second benefit is that when you try to understand first, you may find that either it is pointless to continue to advocate (like trying to sell snow to Eskimos), or, you find that there is no need to advocate since both parties agree with each other.

Next time you communicate with someone, notice whether you are putting a position of power across (your own opinion, your facts as you see them, your own position) or whether you should  find out more details about their position before you talk about your

own. The order may well prevent misunderstandings and misinterpretations when you communicate effectively.

 

To your success

 

Have a great day, 

Diagnose And Plan For Change

Many managers have difficulties diagnosing what actually needs to change within their department or business, and then worry about how to plan for it.

When change has been recognised as a key component to successful future performance, it is time to analyse what steps you can take to implement it. There are several questions that need to be addressed at this point:

* What are our performance gaps between actual and desired states? You must be absolutely clear on what the current performance is and where you want it to be

* What are the reasons for this gap? Do you have the right  resources and people in place, and are the reasons for shortfall within your area of influence?

* What are our specific goals? These are different to what we  want to achieve overall, as they are more specific and precise

* Who are the involved stakeholders? Who exactly will be affected  and involved in any changes we implement?

* What processes will have to change to achieve the goals? If  there are process-changes needed, what implications will they  have on clients or other parts of the business?

* What consequences do we anticipate from the changes? What other  areas will be affected if we go through with it?

* Who will be responsible for the change? Do they know what their  roles will be during the process?

* How will we measure success? Milestones have to be put in along  the way, so we can see we are plotting the right direction for a  successful implementation

By clarifying these thoughts, you give yourself great  opportunities to plan any change initiative successfully

 

To your success

 

Have a great day!

Remembering Names And Faces

Isn’t it frustrating? You have just been introduced to someone, they have told you their name and it goes in but doesn’t stick.

Then comes that embarrassing moment when you have to ask the person to repeat their name. Wouldn’t it have been better if you knew the person’s name, could remember it with ease and use it again in the future?

Here are three tips you can use to help you remember names and faces:

First, Prepare. Then, Pay Attention. Finally, Practice

Prepare a strategy for who you are going to meet. Decide to give them full eye contact, and concentrate on them fully, with no distractions. Decide that this person is really important, and that their name is the most personal thing they own.

By Paying Attention, you take in the first impression the person

makes and hear and focus on their name. When you meet someone:

a) Take your time – rushing will only increase stress.

b) Hear the person’s name and repeat it back to them. It will go something like this: “Oh, hi, I’m Pete, and you are…?” 

“Hallo, David, nice to meet you. So where are you from, David?” Allow the conversation to continue, and use their name once or twice more. When you depart, ask them for their business card, and their LinkedIn account details, so you can keep in touch.

Then, Practice. After you have met them, notice their style of communication, their dress sense, their mannerisms and anything else that stands out. Create a link between what you see and then say their name to yourself. Repeat their name in your mind a few times. Practice this linking pattern so your brain has a chance to associate the name with your visual memory.

By preparing well, paying attention and then practicing what you have picked up, you have great opportunities to improve your memory and start remembering those names and faces. And that will help you in your overall communication skills.

 

To your success

 

Have a great day!