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Hub You - Accountability
When most people think of a business background check, what comes to mind is usually basic information that's not particularly interesting or beneficial. But there's a lot more to a business background check than just the basics.No one wants to be cheated in a business deal do they? However, it almost seems that some people beg to be ripped off because they do not take the time to make a few simple inquiries into the business they plan to deal with. The only person taking care of your interests is you, so no one else is to blame if you are scammed on a business deal. To turn the tide in your favor however, you can run a business background check and see if a company’s business practices are on the up and up.arn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I starte
Consultants are often involved in a change in job assignments. Some jobs take more time then others. Some consultant have different assignments at the same time, but a new assignment always brings a introduction period with it.Not only consultants, but everyone involved in a job switch will be faced with such a transition. How should you handle such a period?As any change, reserve time for it. Reserve time for “nothing special.” These days where you are changing to another (work) environment can not always be planned. You do not know what to expect, you should merely adapt to the situation. Although you can not plan this transition, make sure you have enough attention to focus on this new job.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I started to question her, the response was "You should have known it was above the range."
We both lost that day. I'm sure she had been called on the carpet for my lack of "accountability." I felt like I'd been set up.
The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.
Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:
As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.
Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.
If you have any question that they may not be getting what you are saying, go back, and check for understanding.
Then go for commitment. Just because they understand doesn't mean they agree to do it.
Understand is, "I know what's expected." Agree is "Yes, I will do it."
Make sure the agreement is explicit.
Only then will you have both conditions for accountability.
It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.
It's your watch. You're accountable for what's happening.
Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.
Remember Rule #1: Behaviors that are rewarded are apt to be repeated.
And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.
If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I started
Have you noticed at your car wash that most of the workers are in fact illegal aliens and illegal immigrants and even the ones who may be legal do not speak English? Well this is because the car wash industry is the most notorious for hiring illegal aliens. In fact most car washes I have been to do hire illegal aliens and these carwashes have been doing it for decades right out in the open.You see they save a lot of money exploiting people and paying super low wages to these Mexicans. Indeed it is rather pathetic that car wash owners who are also notorious for skimming money from their businesses and cheating on their taxes would take even a further unethical tactics of exploitation of their workforce. Of course
The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.
Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:
As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.
Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.
If you have any question that they may not be getting what you are saying, go back, and check for understanding.
Then go for commitment. Just because they understand doesn't mean they agree to do it.
Understand is, "I know what's expected." Agree is "Yes, I will do it."
Make sure the agreement is explicit.
Only then will you have both conditions for accountability.
It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.
It's your watch. You're accountable for what's happening.
Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.
Remember Rule #1: Behaviors that are rewarded are apt to be repeated.
And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.
If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I starte
Think ‘shared office space’.No, this doesn't mean you have to actually share office space with another company. It is simply a generic name for a type of office space that doesn’t require a long-term lease.Shared office space is available in almost any city in the world. Why should you consider it when you need either temporary or permanent expansion room? Here are just a few reasons. There is never a long-term complicated lease involved. You sign a simple rental agreement in the morning and can move into the office space that afternoon.Almost all shared office space is centrally located within the heart of a city.You don't have to hassle moving furniture, getting
Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.
If you have any question that they may not be getting what you are saying, go back, and check for understanding.
Then go for commitment. Just because they understand doesn't mean they agree to do it.
Understand is, "I know what's expected." Agree is "Yes, I will do it."
Make sure the agreement is explicit.
Only then will you have both conditions for accountability.
It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.
It's your watch. You're accountable for what's happening.
Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.
Remember Rule #1: Behaviors that are rewarded are apt to be repeated.
And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.
If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I starte
People are the biggest cost to any organisation and their performance has a direct impact on your bottom line. The most successful organisations are the ones that can get the people right and in turn get the culture right. It’s not enough to have the right products or services you need the right people with the right attitude!Let’s face it, not all staff have attitudes that are productive. So how do you change their attitude? You start by changing yours. If you change your attitude to them, you will change their attitude to work!Let’s take a look at some typical workplace attitudes of managers and show you how they have an affect on the productivity and profitability of your organisation.What hat
It's your watch. You're accountable for what's happening.
Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.
Remember Rule #1: Behaviors that are rewarded are apt to be repeated.
And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.
If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I starte
The five critical factors that measure the success or failure of an acquisition are Financial measures, Economic measures, Strategic measures, Executive measures and Regulatory measures. Let us see how each of them can give your managers an overview of the acquisition and the implementation. When you are analysing the acquisition after a period of 6 months you would like to see whether the acquisition has improved the earnings per share (EPS) or return on Investments (ROI).Have shareholders respected your decision of acquisition in the right spirit by lifting your company's share price. Are the cumulative abnormal returns (CARs) positive. If you get a positive answer to all these questions then your acquisition h
Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.
When I started to question her, the response was "You should have known it was above the range."
We both lost that day. I'm sure she had been called on the carpet for my lack of "accountability." I felt like I'd been set up.
The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.
Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:
As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.
Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.
If you have any question that they may not be getting what you are saying, go back, and check for understanding.
Then go for commitment. Just because they understand doesn't mean they agree to do it.
Understand is, "I know what's expected." Agree is "Yes, I will do it."
Make sure the agreement is explicit.
Only then will you have both conditions for accountability.
It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.
It's your watch. You're accountable for what's happening.
Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.
Remember Rule #1: Behaviors that are rewarded are apt to be repeated.
And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.
If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary.
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