THE PRODUCTIVITY INSTITUTE NEWSLETTER
Thursday, April 16, 2009
ANNOUNCEMENT: The Productivity Institute
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Building Your Business - It's not all
Google and Twitter
We’ve all been there, at some “networking event” where all the attendees can’t wait to shove their business cards in our face. Shark on Shark networking! Ouch. No problem, we’ve read books that tell us how to give a great “elevator pitch”. So, now we are prepared for success. We can build a real network of relationships, right? Nope!
This is not networking; this is cold calling in person. It’s based upon the faulty (and very common) idea that you must get your message across (continue)
Newsletter topics: Hiring Consultants Survey Results, Customer Relationship Management (CRM), Procurement, Human Resources (HR), Knowledge Management, Critical Needs Analysis
by Bruce Newman
It has almost always been the accepted norm that the most important characteristic when hiring consultants was their knowledge. This was certainly true in the 1970’s through early 2000 when the key characteristic of most candidates was their knowledge and experience. Other aspects of a candidate were often deemed secondary.
In a recent survey by The Productivity Institute, respondents were asked to select the three characteristics they deemed most important when hiring a consultant. Surprisingly, the most important deciding characteristic that over 53% of the respondents selected was excellent communication skills, surpassing such traditionally predictable areas as honesty and technical knowledge. Other characteristics in the PI survey included: professionalism, knowledge, integrity, availability, reliability and several others. Yet, communication skills easily outdistanced them. This is very significant.(continue)
by Bill Hoffman
We live in a super-accelerated world with the Web, technology, social networking and a complete change in the way we communicate. Are you adapting to it as fast as it’s changing? Do you have the tools to keep up with the demand on your time?
It’s time to re-invest in yourself by committing to a routine, a process that works for you. It’s time to go “Back to the Basics.”
Which type are you?
There are four categories of people out there when it comes to productivity and time management.
Group one hasn’t been given the tools
Group two has the tools but just doesn’t apply them
Group three has the tools and applies them periodically
Group four has the tools and applies them every day
Having the tools and applying them every day will make an amazing, positive difference in your personal and professional productivity and time management.
What are these basic tools?
Think of every interaction, both tasks and communications, you have in a typical day.
by Timothy Nuckles
Most buyers of commercial information technology products and services do not use any formalized RFx process—Request for Information (RFI), Request for Proposal (RFP), or Request for Quote (RFQ)—for their technology acquisitions. Ironically, they appreciate the value of the information produced by an RFx process and the competitive bidding environment the process facilitates. They use an RFx process for most of their non-IT acquisitions, but IT is the exception.
Following are the most-often cited reasons for not using an RFx process for information technology acquisitions. Although there is a nubbin of validity to each, these reasons are mostly excuses
Engaged Employees are our Competitive Advantage
by Greg Chartier, Ph.D., SPHR
I’ve been enjoying my crocuses for the last week or so and my daffodils are just on the cusp of blooming. Spring is here, the signs that foretell the approach of nice weather are clear. You know the expression, “spring turns a young mans’ fancy to romance.”
While it’s not as clear, there are signs that the economy is recovering as well. There seems to be more confidence, the stock market was up, recently and the times are not good, I can see some hopeful signs of improvement. While I don’t think that these economic signs will turn our heads to romance, I do think it’s not too soon to think about what I should be doing to be ready for the good economic times to come.
An engaged employee is on that is truly connected to the workplace(continue)
Very Pretty, But Can They Fight?
by Galen McPherson
As an old movie buff, I still remember that line from a John Wayne movie, probably “The Alamo”, where he had just been witness to a parade of dandily-attired spit-shined troops marching in front of the reviewing stand. That question should ring through the ages in all of its allegorical glory, no matter what you undertake. When it comes to deciding whether or not to create a knowledge product [or any product, for that matter], the question instead becomes:(continue)
“Very pretty, but does it add value that the customer will pay for?"
If you are a frequent reader of my articles, please forgive this brief restatement, but for the newcomers to my work , one of the founding principles of my KnexusTM model of knowledge exchange is that: “The knowledge economy is, first and foremost, an economy.” The meaning and value of intellectual capital can only be realized in the marketplace. Even internal processes must be managed so that they serve markets and customers as directly as possible.
Critical Factor Needs Analysis (CFNA)
by Douglas Castle and Bruce Newman
Every business generates its profits, subject to the same basic methods and constraints - regardless of the nature of the products it sells or the services which it renders.
It takes in revenues from sales or service activity, pays out variable costs, meets (by paying) its fixed cost obligations, and ends up with either a pre-tax profit, or a pre-tax loss. In a Not-For-Profit organization, the same dynamics apply, but the nomenclature is different: they collect contributions or donations (in lieu of revenues), and pay out variable and fixed costs. For the purposes of this article, we will address all organizations as if they functioned in a For-Profit environment.
The objective of every going concern is to collect more money(continue)
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