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Nothing speaks more about a dominant personality than a person in  a power suit.  Don’t you wish you could predict the future?  visit With a little help from the online personality test, you can really begin to understand yourself, get the most out of any situation, an start to act with true confidence around others.

Let’s say your primary behavioral style is D or dominant.  You want to get things done.  It’s your way or no way.  You work efficiently and impressively by yourself.  The disc online test would symbolize you as a leader with authority.

However you must be aware of your weaknesses.  You are no doubt impatient and stubborn.  You likely have a low tolerance for the feelings and attitudes of others.  Management training courses can provide the skill sets to mitigate these shortcomings.

As a D, you no doubt use the left brain more than the right and with your need for control, this explains always focusing on the bottom line.  Keep in mind that repetitive communications skills training can help re-wire the way you respond to the I’s, S’s, and C’s to get the result you want.

D’s typically have a short temper fuse and may yell or even rant when trying to get something from others.  Not good.  Take a deep breath.

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Developing a strong professional presence at work is a combination of several factors, including etiquette, communication style, vocabulary and appearance. Though many companies are adopting a more casual or “business casual” dress code, your personal appearance remains important because it affects how others perceive you. Your success does not depend on having supermodel looks or expensive designer clothing, but being well-groomed and appropriately dressed does announce that you are serious, capable and ready to work.

1. Observe the culture of the company where you work. Do your colleagues wear business suits every day, or is it a slightly more buttoned-down environment? Is it the norm to wear jeans, or is that frowned upon even on Casual Fridays? Make a note of the attire worn by your co-workers and superiors, and adapt accordingly. Even if your office favors informal clothing, wear a more polished version of the average uniform—a polo shirt instead of a T-shirt, flats instead of flip-flops, khaki slacks instead of shorts. 

2. Follow the old saying, “Dress for the job you want, not the job you have.” Study people you respect at work and evaluate how they present themselves. In what ways do they stand out? How can you do the same with your style? Show through your work attire that you value your job and strive for success.

3. Stay away from extremes. Body piercings, tattoos, unusual hairstyles and bold clothes may be a form of self-expression, but they can hurt your chances of advancing in your career. In a survey ” href=”” target=”_self”> survey , 60 percent of employers responded that they would be less likely to hire a candidate with tattoos or piercings, mostly because of concerns over how their company would be represented. For most jobs, it’s advisable to cover any body art or piercings you have and opt for a more conservative, modest style on the job.

4. Use body language to your advantage. You can improve your professional presence by making a few simple adjustments to the way you carry yourself. Sit and stand up straight, smile, make eye contact and avoid chewing gum or eating while talking to others.

5. Practice impeccable hygiene. Remember the lessons Mom instilled in you when you were a child. Always go to work freshly showered, with clean clothes, brushed hair, clean fingernails this site and fresh breath.

6. Be confident. A little confidence goes a long way. If you act as if you are a responsible, competent member of the team, others will see you this way as well.


Learn more about enhancing your image at work through the Professional Presence in a Casual World” href=”” target=”_self”>Professional Presence in a Casual World course.

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In the business world, we hear time and time again that good communication is an essential component of a successful organization. Communicating clearly and efficiently can lead to a stronger team, happier customers and better overall productivity. How can you improve your daily interactions with co-workers and employees? Take a crash course in communication skills training with these five simple steps.


  1. 1.      Consider your medium.

Think about the type of information you plan to disseminate and the potential reactions from your audience before deciding whether to relay it in person, in print or in an email. Is the subject of a sensitive nature or one that your employees may have pressing questions about? Perhaps speaking to them in person is the best approach. Is the message complex and detailed? Maybe a letter or email outlining each specific point is the most appropriate medium.


  1. 2.      Be direct (but not dictatorial).

A long, rambling speech or email can easily lose a listener or reader’s attention. Choose your words carefully and edit your message to be clear and honest, without room for misinterpretation. When assigning tasks or giving orders, do so respectfully. If you are discussing a delicate issue that might not have a positive response, find ways to bring up the subject gently without misleading your audience.


  1. 3.      Stay focused.

When addressing an audience, remain focused on your objectives from start to finish. What are you trying to achieve? What do you want people to take away from your message? What actions do you hope to inspire?


  1. 4.      Pay attention to feedback.

If you are speaking face-to-face with people, you will receive feedback from them through verbal and non-verbal clues. Pay attention to what they say, as well as what their facial expressions and body language tell you. Give them time to process your words and opportunities to respond. If you are relaying the message in writing, make sure your readers know how they can contact you with feedback.


  1. 5.      Stay composed.

In heated discussions, resist the urge to respond with angry, sarcastic or passive-aggressive remarks that will only exacerbate the situation. Take a moment to gather your thoughts and consider your words and their consequences, then react. Be aware of your own blind spots when dealing with a conflict, and try to manage your stress.


Take the next step in communication skills training with Communicating to Manage Performance” href=”” target=”_self”>Communicating to Manage Performance , an interactive, skills-based course designed to empower supervisors, managers and team leaders.

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For individuals a crisis could be a health issue, the loss of a loved one, the loss of a job, a disabling accident, or numerous other incidents.  But for a company, are strategic plans in place that if this then that?   BP had strategic plans, but they obviously were not based upon accurate assumptions and the trial-and-error method to find a remedy is hardly reassuring that their “plans” involved a significant number of possible occurrences and contingencies.  Perhaps a root cause is a considerable lack of critical thinking.  Why am I going down this path?  I think every business entity should have critical plans in place.  What happens if your headquarters is destroyed by a fire, flood, tornado, or hurricane?  Easy, you have redundant storage of all records and files offsite and you’re insured.  What happens if the founder, CEO, or other key individuals are lost to an accident (Poland)?  Again, easy if succession planning is in place.

Today, I read an article about sun storms returning and causing major damage.  The Space Weather Prediction Center says that we could face a very problematic two years.  The economic damage could be “20 times larger than Hurricane Katrina” and cost trillions of dollars! Satellite communications, GPS navigation would be severely disruptive to the thousands of commercial flight daily.  Utilities would be forced into rolling brownouts to save transformers for years.  There is even a risk of the collapse of electrical grids in the United States that could affect 130 million people.  The center says it is not a question of if, but when.

Critical thinking and personal accountability will need to be a component of all management training courses of all organizations going forward.  Our Communicating to Manage Performance course stresses communication skills training and corrective feedback.

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Enron comes to mind as a company whose culture was based upon deals and deception, but not its people.  In general, the single largest expense for a company is the workforce and to create a culture of employee accountability, organizations must have career development plans in place with management training courses that emphasize personal accountability.  Many organizations pay lip service that this is their most important asses, but one of the first line items cut when the economy turns down is training and development.  When the economy is down, do you quit maintaining machinery and computers?  No, but the employees who are expected to do more with less are not maintained with employee professional development.   The 2010 Global Workforce Study viagra india form Towers Watson:

The Great Recession has caused a turning point in the employee/employer/organization relationship.

*    Fostering self-relaince on the part of employees.

*    Creating a more personalized work experience for segments of the workforce, aligned with how people add value to the business.

*      Strengthening agility and flexibility in the organization’s structure, processes, management style and delivery of workplace programs.

Organizations that provide an open and collaborative platform for employees and professional development opportunities will outperform those that are closed.

Click here for our free catalog on over 800 solutions for training and development solutions and employee accountability.

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Smokestack America and employee accountability has changed as we have moved from the ‘how many pieces today’ of the Industrial Age. In the United States today, society is deeply divided and this appears in the workplace as well.  No it’s not political, it’s about a work ethic.  How many workers are merely putting in the time, doing enough to get buy and collecting a paycheck? Even with underemployment rates at near record levels, numerous surveys show that 50 -80% of employees are disengaged and 60% will switch jobs when the economy improves, so much for talent retention.  They certainly are not adding value with critical thinking or innovative ideas.  What will it take to price of cialis in mexico get employee engagement levels higher and thinking of ways to improve a process or a project?  I read recently of a company with about 240 employees that at the request of the employees, started a corporate university so that they could keep their company competitive and improve career development.  This all started from a luncheon motivational speaker on achieving success. Bend the horizon and become accountable to your personal development and to improving your employer.  Management training courses must emphasize communications skills training, critical thinking, and personal accountability. If you want to explore ways to improve performance, request our free catalog.

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Postal workers at the turn of the 20th century had to be engaged to perform their work,

Employee Development Systems recently completed a survey of human resource and training and development professionals to determine the top five issues facing organizations with respect to human capital development in the 21st century.  There were 3,211 respondents which provided the following results:

1.    Employee engagement
2.    Critical thinking
3.    Leadership skills
4.    Professionalism and personal accountability
5.    Talent retention

EDSI in future posts will address each of these issues and provide our solutions.  Signup for our free, bi-weekly newsletter, The Performance Report to see how we address each of these issues.

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As technology continues to expand and take on a larger role in different industries, more and more businesses and nonprofits are evolving beyond the traditional office mold. Instead of having a team solely based in the same physical office, managers are now working with employees and colleagues who live in different states, or even different countries.

Remote teams can save an organization substantial travel and operational costs, but they can also create new challenges. Managers must still focus on productivity, organizational goals and employee skill development, but they must also learn to build a cohesive team without regular face-to-face contact. Hiring and managing a virtual team can be difficult and unfamiliar at first, but with time and practice, you will  become accustomed to it.

Choose Carefully

Conduct a rigorous selection process when hiring a member of your remote team. Fly final candidates to meet with you in person if your organization can afford it, but if not, get a good sense of each candidate’s personality, strengths and weaknesses through multiple emails, phone interviews and video conferencing calls.

  • Pay particular attention to how each person communicates through each medium. Is she quick to respond to emails? Does she seem engaged in phone and video calls?
  • Check references and examine past work experience. Has the candidate had success working on a remote team before? Does he have a strong independent work ethic? Is he interested in a long-term commitment? Do his skills match what the job requires? Does he show a history of continuous employee skill development?
  • Be vigilant in looking for red flags ” href=”” target=”_self”>red flags  that may predict problems in the future.


Create Open Communication

Communication can be the most challenging part of managing a virtual team, especially when you have employees in different time zones. Establish a foundation of good communication methods from the beginning to avoid any future problems.

  • Set regular meetings, via telephone or video conferencing, to check in with your remote team as a whole, as well as individual check-ins with employees you manage directly. Clearly define the hours you’re available to them, and make a point to communicate with them in some way once a day.
  • Utilize web collaboration tools ” href=”” target=”_self”>web collaboration tools such as instant messaging, wikis, web groups and online workspaces to share documents and communicate quickly and frequently throughout the day.
  • Ask for project updates regularly from each team member. Get an idea of what each person’s daily schedule looks like, how he or she best accomplishes goals and offer support as necessary. Address problems immediately as they arise.


Support Employee Development

Since you don’t see members of your remote team every day, it might take more initiative on your part to offer opportunities for employee skill development. Don’t forget about your far-away employees, and take advantage of chances to help them grow within your organization.

  • Set up a virtual mentoring program  ” href=”” target=”_self”>mentoring program  to build skills and morale.
  • Encourage employees to suggest classes, conferences and other learning materials that would help them improve their work performance.


Do you have experience managing a virtual team? What suggestions do you have for those new to remote management?


Learn more about our Communicating to Manage Performance  ” href=”” target=”_self”>Communicating to Manage Performance  course.

Eggs insect stings bees wasps mosquitoes mold plants pollens from potential allergies written by stomach contents to 1 5. Waste cockroaches, drugs foods from 48 hours to chemicals unprotected exposure to 80 percent of other tissue and.

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business facilitatorDisagreements occasionally arise in even the most peaceful offices, and a good manager also knows how to play the role of an effective business facilitator.  In this role, he can model behavior that can be key to employee development.


Facilitating a delicate situation is more than just being the middleman between two parties. A good facilitator is a neutral party who is able to diffuse heated emotions, draw out helpful input from group members and move the group toward consensus. Develop these four essential qualities, and you will learn to turn a conflict into an amicable resolution.


  1. 1.      Listening

Active listening is the first and most important skill a business facilitator must possess. Each person involved will have his or her own perspective of the problem, and it is your job to make sure everyone is heard. Listen to gather background information, understand the point of view of all participants and mitigate tensions that may arise.


  1. 2.      Neutrality

Maintaining complete neutrality can be challenging, especially when you know the participants involved in a conflict, but remember that you are here to assist the group and must put aside your own personal opinions and agenda. Be fair to all the participants, allow everyone a chance to speak and set ground rules that can be repeated in tense moments. For example, some ground rules might be:


  • One person talks at a time (for a set period, such as only two-minute limit)
  • Be honest and respectful
  • Use “I” statements and speak from personal experience (“I feel… when you…” instead of “You are…”)
  • No insults or personal attacks
  • Criticize an idea or behavior, not a person
  • Be aware of body language and nonverbal communication (eye rolling, shoulder shrugging, etc.)


  1. 3.      Responsiveness

Your role as business facilitator is to guide the discussion toward a resolution. When participants start to go off track from the topic at hand, gently bring them back to the situation you are discussing. Focus on moving forward, not getting caught up in details from the past. Learn to identify difficult personalities that might dominate or derail the conversation, and refer back to the ground rules you made earlier.


Summarize what individuals have said and ask for clarification when necessary. Ask the group specific, open-ended questions when the conversation is in aggrenoxtabs a rut. Don’t force anyone to speak, but ensure that everyone is encouraged to participate.


  1. 4.      Decisiveness

While facilitating, be decisive and stay action-oriented, never losing sight of the ultimate goals you are trying to achieve. You may not solve the entire problem in on sitting, but conclude by recognizing the progress you have made so far and the contributions the group has made. Allow participants to make closing statements if they wish, and together map out next steps, whether it is another facilitation session or a group action plan.


What other communications skills training do you think are valuable as a business facilitator? Add your feedback in the comments below.


Learn more about the Employee Development Systems, Inc. Listen First to Understand Facilitator Guide.

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Google the word leadership today and the results are 185 million.  Obviously, a hot topic as we look around, since true world leaders and capitalist leaders are in short supply.  A Wall Street Journal article published on August 2, 2010 and  entitled Leadership Training Gains Urgency Amid Stronger Economy stresses the need to lay the foundation with employee development training, and management training courses and layer in leadership skills for the incoming workforce as the boomers retire.

In this article, the Amway spokesperson says: “It’s easier and cheaper to build someone into a leader from within.  As the workforce rapidly changes, The Rockwell Collins spokesperson opines: “We need to have a leadership pipeline now.”

Since leadership training is such a current topic and a pressing need, over the course of many postings, we will endeavor to explore many different types of effective leadership approaches.  Today, we will examine the Pioneering approach.  Pioneers go where others don’t, to find new opportunites to innovate and grow.  They encourage those within their group to stretch the boundaries to find new ways of doing things.  They encourage others to take bold action – to bend the horizon.

EDSI offers many leadership training resources.

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