Navigator #152 <br>The Navigator is published by Greg Smith, <br>"Lead Navigator and Captain" of <br>Chart Your Course International Inc. <p>View this newsletter on our website:<br><a href="http://www.chartcourse.com/Enav-152.html">http://www.chartcourse.com/Enav-152.html</a><p>See the bottom of this newsletter to subscribe or to <br>unsubscribe. <br>########################################<p>Upcoming Teleseminars<br> <br>Seven Change Management Strategies for Today's World<br>May 27<br>3-4 p.m. EST<p>Please join us for a complimentary teleseminar. Due to <br>phone line capacity, we have to limit attendance to the<br>first 100 registrants.<p>Click here to register online <p><a href="http://www.kickstartcart.com/SecureCart/SecureCart.aspx?mid=D2B673E3-C885-496B-B08C-17C9ABBBBCA4&pid=c622ee4a5887050418cf8179526612ef&bn=1">http://www.kickstartcart.com/SecureCart/SecureCart.aspx?mid=D2B673E3-C885-496B-B08C-17C9ABBBBCA4&pid=c622ee4a5887050418cf8179526612ef&bn=1</a><p>You can also clink on this link for more information and registration.<p><a href="http://www.chartcourse.com/upcomingevents.html">http://www.chartcourse.com/upcomingevents.html</a><br>########################################<p>Personal Note from the Captain of the Ship<p>"The Best way to predict the future is to invent it."<p>Alan Kay<br>Former Xerox Researcher<p>My clients expect me to know what is happening in <br>the business world and advise them accordingly. <br>As my normal routine, I read dozens of magazines, <br>newspapers, books and reliable sources of information <br>on the Internet. As a side note, the least dependable <br>source of factual content and reliable information is <br>cable television news.<p>In the May 4 edition of Fortune, I enjoyed reading an <br>article by Anne Mulcahy, the CEO of Xerox. For me, <br>she hits the nail on the head regarding what <br>business should be doing during this economic downturn. <p>She said, "I know from experience one of the biggest <br>mistakes that can be made right now is to slash<br>investments in innovation. And by innovation, I <br>don't just mean product research and development. <br>It can also be innovating in new markets, launching <br>new businesses, and even disruptive innovation in <br>work processes." Then she adds, "I remind my team <br>that the next generation of technology and services <br>will be born out of decisions we make at this unique <br>moment in time. With that, we're banking on the <br>advice of Alan Kay, a former Xerox researcher, <br>who said, "The best way to predict the future is to invent it."<p>As a management consultant, I have had an <br>interesting seat watching business after business, <br>cut back, terminate talented people, eliminate <br>training and development, and curtail important <br>projects. These businesses are just creeping <br>along the highway, hoping they don't become <br>road kill, instead of taking a proactive approach. <br>Many of them have laid off their most experienced <br>people, virtually wiping out their talent pool and <br>future leadership. <p>Yes, survival is paramount and all my clients have <br>had to make difficult decisions. However, by making<br>the wrong choices, many of these businesses have <br>only put a noose around their neck. They have <br>placed themselves in a precarious position where <br>they won't be prepared when the economy starts <br>improving. <p>Studies show layoffs end up being far more costly <br>and damaging than the short term money they end <br>up saving. As Anne Mulcahy alludes in her <br>article -- businesses can't stop innovating. As an <br>example, some companies have cut back on <br>customer service. So instead of increasing <br>customer loyalty, they have only alienated them. <br>In my book, that is the kiss of death. If you work in <br>that kind of place, you might as well box up your <br>stuff because it won't be long until the business <br>collapses and you're the next out the door.<p>The turbulent economy has placed businesses and <br>business leaders under pressure to improve and <br>restructure their organizations. A survey by the <br>Conference Board showed the executives' major <br>concern was about "speed, flexibility, and <br>adaptability to change." Businesses need to <br>implement a "transformational" style of leadership <br>along with an effective strategy that will enhance <br>productivity and position their business or <br>organization for increased efficiency. <p>Last week I was in Longview, Texas speaking to the <br>Economic Development Council. Here is a community <br>of about 80,000 people who are still focused on a <br>bright future. Despite the economy, they are still <br>growing, dynamic and interested to learn new <br>techniques in keeping their employees motivated <br>and working effectively. Several of the people that <br>attended my session work at the Neiman Marcus <br>distribution center. They are responsible for <br>distributing merchandise to stores all across the <br>U.S. It was encouraging to me to see this <br>organization still cares for its people and wants to <br>stay vital, innovative, and competitive and be an <br>employer of choice for their region. More <br>businesses should have that same goal.<p>Here are seven strategies organizations should put in place.<p>>Institute transformational leadership techniques in your organization<br>>Communicate more and provide direction<br>>Manage the talent of your people<br>>Identify and exterminate "organizational pathologies"<br>>Innovate and manage the ideas of your workforce<br>>Keep your people engaged and energized<br>>Emotionally connect with your customers<p>We invite you to sign up for next week's free <br>teleseminar to hear how to implement these seven <br>strategies in your business. This teleseminar is limited <br>to the first 100 people who sign up. Since this is a free <br>teleconference, we ask you to sign up online only. <br>Please do not call to register. You will be responsible <br>for your own phone charges.<p>Click on this link or cut and paste it into your browser.<p><a href="http://www.kickstartcart.com/SecureCart/SecureCart.aspx?mid=D2B673E3-C885-496B-B08C-17C9ABBBBCA4&pid=c622ee4a5887050418cf8179526612ef&bn=1">http://www.kickstartcart.com/SecureCart/SecureCart.aspx?mid=D2B673E3-C885-496B-B08C-17C9ABBBBCA4&pid=c622ee4a5887050418cf8179526612ef&bn=1</a><p>You can also clink on this link for more information and registration.<p><a href="http://www.chartcourse.com/upcomingevents.html">http://www.chartcourse.com/upcomingevents.html</a><br>#############################################<br>Engaged on the Job?<p>"Last year a survey conducted of 90,000 employees <br>by Towers Perrin showed only 21% of them were <br>highly engaged in their work. The other 79% may <br>be physically on the job, but they've left their <br>enthusiasm and ingenuity at home."<p>Source: WSJ April 28, 2009<br>#############################################<p>Supporting Change Training Course<p>Supporting Change is a Vital Learning program that <br>provides the tools managers need to understand and <br>interpret change and to prepare them to more <br>successfully manage their team through it. By working <br>to support change and at the same time addressing the<br>team's comfort level with that change, the manager <br>can more effectively facilitate acceptance of a new <br>way of doing things. You can purchase the materials <br>to teach the course, or take the online version.<p><a href="http://www.chartcourse.com/supervisory_training.html">http://www.chartcourse.com/supervisory_training.html</a><br>#############################################<p>Hire the Right Person for the Right Job<p>Believe it or not, there are businesses still recruiting <br>and hiring people. This is a great time to capture <br>some outstanding talent. So, if you are hiring, <br>how do you know when the right person walks <br>through the door? As you know, you can't always<br>trust resumes, experience, or the person's <br>ability to answer interview questions to determine<br>if they are the best fit for a job. <p>Experience is not necessarily an indicator for <br>future success. Jim Collins, in his best-selling <br>book, "From Good to Great" said, "People are <br>not your most important asset, the right people are." <br>We have a suite of over 30 different assessments <br>and reports that can predict success on the job. <br>These reports measure personality, 360 feedback, <br>honesty, motivations, sales ability and key attributes <br>that help organizations achieve the goals they <br>need and want. In this economy, you can't <br>afford the mistake of hiring the wrong person <br>for the right job. For more information call us <br>at 770-860-9464 or visit our website.<p><a href="http://www.chartcourse.com/Assessment_Center.html">http://www.chartcourse.com/Assessment_Center.html</a><br>#############################################<p>Will They Lie, Cheat, or Steal?<p>The Counterproductive Behavior Index (CBI) is a <br>valid, contemporary integrity test—a cost-effective <br>screening procedure for identifying job applicants whose <br>behavior, attitudes, and work-related values are likely <br>to interfere with their success as employees. The CBI <br>consists of an objective questionnaire with 140 true/false <br>questions that can be completed by the job applicant in <br>about 15 minutes. <br> <br>There are two forms available. One is administered, <br>scored, and interpreted by computer. It yields an <br>objectively generated report addressing the degree of <br>potential concern about the six major areas identified, <br>a measure of overall or total concern, and an <br>assessment of self-serving response bias.<br> <br>The other form is a paper-and-pencil version in which <br>applicants answer the questions on an answer sheet. It is then <br>hand-scored and profiled by the test administrator, <br>yielding the same information as the computer-based <br>version. The cost of each report is under $22. <p>For more information go to:<br><a href="http://www.chartcourse.com/ttiassessments_prehire.html">http://www.chartcourse.com/ttiassessments_prehire.html</a><br>#############################################<p>Daily Cartoon<p>For those of you needing a little laugh, we invite you to <br>visit the Daily Cartoon page on our website. The cartoons <br>are provided by Ted Goff.<p><a href="http://www.chartcourse.com/dailycartoon.html">http://www.chartcourse.com/dailycartoon.html</a><br>#############################################<p>FORWARD TO YOUR FRIENDS<p>If you find our information interesting, please<br>send it to your friends. The Navigator newsletter is <br>received by over 27,000 subscribers in 49 countries.<p><br>Click here to join the Navigator<br><a href="http://www.chartcourse.com/emailnavnews.htm">http://www.chartcourse.com/emailnavnews.htm</a><p><p><br>+++++++++++++++++++++++++++++++++<br>Copyright 2009, CYC International<p>This publication and the Navigator Newsletter<br>is provided by Chart Your Course International.<p>Published by Greg Smith<br>Chart Your Course International Inc.<br>Phone: 770-860-9464/800-821-2487<br>Address: 2814 Hwy 212, Conyers, GA. 30094<p>Sign-up for Greg's Navigator Newsletter by visiting<br><a href="http://www.chartcourse.com/emailnavnews.htm">http://www.chartcourse.com/emailnavnews.htm</a><p>To unsubscribe go:<br><a href="http://www.chartcourse.com/navigator-unsubscribe.html">http://www.chartcourse.com/navigator-unsubscribe.html</a><div class="blogger-post-footer">Posted by Chart Your Course International
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