WASHINGTON – Americans spent last month at the fastest pace in four months, helped by a jump in demand for automobiles.
Consumer spending rose 0.4 percent in July after three lackluster months, the Commerce Department said Monday. Spending fell 0.1 percent in April, rose a tiny 0.1 percent in May and was flat in June.
Personal incomes were up 0.2 percent in July, less than expected but at least an improvement over June when incomes had not risen at all.
The July spending gain was the highest since a 0.5 percent rise in March. But the concern is that demand could taper off in the second half of this year if unemployment remains near double digits.
If Americans don't have jobs, they don't have the income to support spending. Consumer spending is critical because it accounts for 70 percent of economic activity.
Peter Newland, an economist at Barclays Capital Research, said he viewed the July increase in spending as a good omen for the rest of the July-to-September quarter.
"All in all, July's report supports our view that consumer spending will continue to recover, albeit modestly, supported by a gradual improvement in labor income," Newland wrote in a research note.
With spending rising, the personal savings rate slowed to 5.9 percent of after-tax income. That's down from 6.2 percent in June, the highest in nearly a year. Even with the July decline, the savings rate is nearly three times higher than it was before the recession began in December 2007.
Economists had long worried about low savings in the United States. But now they fear households have become too frugal and that is holding back consumer spending.
The gain in spending reflected a 1 percent jump in demand for durable goods. About half of that increase came from a jump in auto sales, the government said.
Economists had expected a rebound in spending for July. An earlier government report showed that retail sales rose during the month for the first time in three months.
Still, the economy is growing too slowly to support sustained job growth and some fear it could fall back into a recession. Economic growth slowed to 1.6 percent in the April-to-June quarter, the government reported Friday. That was revised down from the initial estimate of 2.4 percent.
A string of weak economic reports in recent weeks has prompted economists to trim their growth forecasts for the rest of the year and next.
For July, private wages and salaries rose at an annual rate of $23.3 billion. That compared with a decline of $45 billion in June with manufacturing and service payrolls both showing increases.
Government wages and salaries fell at an annual rate of $1.1 billion in July after a decrease of $3.3 billion in June. The decline in the number of temporary census workers subtracted $1.4 billion at an annual rate from federal payrolls in July after subtracting $3.4 billion in June.
The weak economy has kept inflation under control. A price gauge tied to consumer spending rose a modest 0.2 percent in July and is up just 1.5 percent over the past 12 months. Excluding food and energy, prices rose 0.1 percent in July and are up 1.4 percent over the past 12 months.
source: http://news.yahoo.com/s/ap/20100830/ap_on_bi_go_ec_fi/us_economy
Monday, August 30, 2010
Sunday, June 7, 2009
Rapid Culture Change is Possible
Purpose: Show how immersion leadership training leads strategic legal code triumph possible.
Adults learn within experience. We learn behaviors through experience. This is the flagpole happening of the educational world. This flag is visible for everyone to see, and it's where teachers can identify they would like to be whether they are training hard or soft skills. Deborah Solomon Reid of Tuck School of Business strikes a bell to be heard by a single person looking at this most fundamental factor of adult learning. “While conceptual learning is important, the pivotal leaps forward—these so-called ‘aha!' moments when mental maps are rearranged—are most likely to happen when students encounter these theories experientially.” The widespread use of experiential training in the development of the soft skills of leadership and teamwork can transform individuals and your organization.
The wonder is, “What transformation do you want?” What end area do you envision for your organization, and what behavioral alignment must take place in your members before that vision can be realized? The answer to that question often traverses the corporate culture. For instance, the characteristics fundamental for an agile and responsive company, one of the strategic muses highlighted by IBM in the 2004 CEO survey, force employees, who value agility and responsiveness. Properly guided experiential training can create fertile conditions for a rapid adjustment in corporate culture, no matter the direction you wish to go. Whether it is agility and responsiveness, sustainability, or lean systems you wish to ingrain, it can be done. However, to reap the greatest rewards you must make two commitments.
First, you ought to embrace the experiential training model for its ability to fast influence behavior. Second, because everyone has a role in corporate culture you must commit to training nearly everyone. I acknowledge that the current is a tremendous distance to go for most companies. You serves to see that there are multi powerful uses for experiential training that will enhance your company's performance without a wholesale assault on your corporate culture. Any significant impact on your leadership middle should be embraced. However, if you are looking for that sweeping modification, you need to plan and resource for results. Bring a ladder tall enough to at the very least reach the lowest branches.
Changing values for maintainable strategic initiatives:
Frances Hesselbein said, “Soft skills are now hard,” and she is right. In so many strategic initiatives, particularly in sustainability and lean systems, we must get into the person's brain and adjust the value system. That's not easy. Experiential training and immersion training as I'll define right here require a thoughtful approach by leaders decided to make improvements and dedicate the necessary resources to do so.
When I refer to experiential training, I hint a guided experience intended to teach specific lessons. Immersion training is an extended use of experiential training where no other focus is allowed. Immersion training (table 1) uses all available time allotted for the success of the implemented results. The condition is that the entire day is a training environment. There are no distractive devices that connect the undergrads to work or home, and there is no happy hour or tee time. No matter the total sum of days, and more than one is preferable, the objectives of the course own the un-interrupted attention of the students.
Table 1. Immersion training is characterized by:
Experience Based (table 2, 2a) - Students are involved; physically and emotionally. Not in role playing but investing in actual responsibility within the scenario. Their decisions own consequences.
Distraction free - For the duration of the training, there are no connections, such as cell phone, pager, laptop, to non-scenario, outside responsibilities.
Multiple day - More little bit for repetition of scenarios, that aides in internalization of calculated lessons. Facilitates application of lessons in real life.
Extended work hours - More period for repetition of scenarios, that aides in internalization of planned lessons. Facilitates application of lessons in real life.
Narrow focus - Allows for frequent reoccurrence, reinforcement and internalization of intended lessons. Facilitates application of lessons in real life.
Reflection - Distraction free environment allows for down-time assimilation of lessons. Facilitates application of lessons in real life.
Regardless of the variables select for the realignment of your corporate culture, teamwork, leadership and communication must be the constants. When folks factors are taken out, all other initiatives suffer. In the IBM 2004 CEO survey, properties “recognize that it is the skills of their people and their capacity for change and leadership the current will ultimately determine the outcome.”
Bob Doppelt, a leading researcher on sustainability, writes, “Leading organizations are blessed amongst – or take explicit steps to step up – ideal leadership at the top and all over the enterprise. It is not possible to embark on or sustain the tremendous transformation vital to become a greater amount of sustainable without exceptional leadership.”
Warren Bennis put it such way, “Without leaders who can attract and retain talent, manage knowledge, and unblock people's capacity to adapt and innovate, an organization's future is in jeopardy.”
If you don't have leadership, you will lose the capability to completely exploit the preparedness for the new culture that this training makes possible. You can spend all of your training time and effort on sustainability or agility, and your company could become very smart on these kinds of subjects. You can use experiential training to make the lessons real, but if you don't have an expansive, dedicated and perseverant leadership foundation, you may fail.
One of the key advantages you have by making the commitment to a broad immersion campaign is that through the process, you will not only steer your corporate culture, but you will also enhance every aspect of your ability for success by producing a prevailing culture of leadership. Fortunately, leadership principles are nearly universal. The same principles that are spent to successfully lead a predict team are used to lead a dealings association or a tech staff. The better those principles are incorporated into the speaking habits of your people, the !no! advantage you plans to have.
In addition to the critical leadership aspect of the training, you may customize your training to include those districts you want most understood and valued. A narrow focus is more effective, and I recommend clearly one or two. Fortunately, when it comes to cultural issues a short list should be a larger number of than sufficient. You are in the technique of impacting an ocean liner with momentum, so the unsettling notion of a realigning of organization values must be prepared for by an extraordinary event. Doppelt's previous intervention for creating a sustainable establishment deals with change. “Disrupting an organization's controlling mental model is the first – and most important – phase toward the development of new ways of operating. Little change will arise if this step is unsuccessful.”
The nature of immersion training is that it gets under your skin. It's disruptive because in order to align the training with how adults find out best, consumers have to be allowed to fall down, be uncomfortable, challenged, stressed and sometimes broken. This seems to go against our wish to cover people's self-esteem. Understand that true self-esteem and confidence comes from achievement not coddling. One of the greatest situations we as leaders can do to build up the capacity of our people is to allow them the chance for achievement.
Immersion training allows for the thorough involvement of each of the participants at every step, whether a leader or follower. It allows for the immediate illumination of the relationship between actions and consequences. It permits the ability to learn how to do things better through educated analysis and experimentation. It allows the consequences of mistakes to be have had to deal with in a training environment and not in the office environment, at which they would be significantly more costly. It compresses the on-the-job learning cycle from months and years diminished to a lot of days. It is an experience such a aids in the internalization of positive practices of teamwork, leadership, communication and the variables you choose.
Begin and end properly:
At the arising and end of the present visceral, emotional have are the critical pieces of instruction and analysis. The format of the experience is of ultimate importance, but in circumstances to keep it from wastefully spilling out of the ends, the classroom time is the cinch.
The introduction is where the primary ponders are defined. It is where their hinting and importance are explained. Next, the students get to actually instigate and follow in their experiential environment. They get to make decisions that own consequences. They get to feel the stress of having eyes and expectations on them, and they get to learn what it means to issue out a decision and stand by it. Everyone becomes to operate as a commission and learn to depend on each other towards the accomplishment of an objective.
The cinch at the end is when together they get to participate in the fundamental closure of an after action review, or a post-mortem. They get to look at their experience with deliberation to the course focuses, and generate better ways to perform in the future. The have really excels when attention is handed out to building bridges between the lessons learned and the student's workplace and life.
David Kolb explains in his book Experiential Learning that a cycle of learning exists. It is a decently exercise to place our guided encounters onto his well-used framework. We provide the opportunity for what he calls abstract conceptualization when we earn the introduction of our focus subjects. Our undergrads take such new concepts and use their moment as a leader to actively experiment with their implementation as they have a cement experience. Finally, they have the opportunity to perform reflective observation. It is in this reflective age that we derive lessons learned and fashion bridges to the workplace and life.
In my book, No Excuse Leadership, I sadly acknowledge that after the nine-week immersion training that is U. S. Army Ranger School, some folks fail in life and in work. “The basis is simple – they failed to take advantage of at least two opportunities provided by the school. They either did not imagine about how there was to learn or didn't take action on the lessons they did learn.” For various reasons, ranger school does not have a mechanism for such feedback and it is the individual's responsibility to take that further step. Fortunately for us, corporate immersion training can use a much shorter period of second using extensive feedback and achieve remarkable behavioral results.
The electricity of rapid repetition:
The compression of time for behavioral changes is as the same leadership patterns that exist in the workplace are mimicked in the training, easily they are rapid and clear. In the unguided and unanalyzed workplace, decisions are made, yet the results of those decisions are days or months in the coming years and are rarely completely witnessed or understood. Certainly, the interpersonal communication aspects of impressions, perceptions and clarity are never addressed. Compress currently pattern and repeat it multiple times in a matter of days in a guided environment at which the decision-consequence link is clear, and you might rapidly change behaviors.
After traveling the time period once, it would be superb to prevent there and pat each other on the back, but in immersion training, there is always a greater number of to do to. There is a superposition achieved by moving right out into another round of introduction, experience, analysis and bridging; then a new and then another, etc. This training gets leaders leading; rendering mistakes, evaluating decisions, and doing it again in rapid succession.
This superposition of progress was logged by a university study performed on the Leading Concepts' Ranger TLC (teamwork, leadership, communication) Experience, a four-day, 80 hour training course. It showed consistent improvement in the areas of trust in peers, council awareness, team effectiveness (cohesion), group bonding and interpersonal communications. Although individuals were the only areas taken into account in the study, the lessons can be much farther ranging. In addition to the focus populations select for instruction, a recent Entrepreneur Magazine article showed how immersion training can inspire people. “Many include leadership training believing their most valuable lessons will be in the areas of policies and procedures, but they come away with more fundamental insights that are ultimately more valuable.” The article went on to say that, “owners who rated their experiences most highly were those who detached themselves the most.”
Those who are detached the most and who have no outside distractions own the greatest opportunity to develop a uncomplicated picture of what the teaching and experience mean to them. They have long time to reflect, not only for the duration of the analysis and bridge period, but during their downtime also. It is that hidden after-hours time that can lock the principles and values to a person's decision cycle. Facilitation of the learning of the intended message as without a doubt and deeply as expected is the beginning of the future, and it is another product of experiential training that less-involved supplies cannot match.
Have your message earned clearly:
One of the reasons there is so little progress on the soft-skills despite mountains of writing, speaking and training, is when the teachers are creating on a crowded blackboard of the student's education. The distortion of writing surrounded by a big piece of chalk in the small, open places of the blackboard, or in giant letters over pre&wshyp;existing writing, obstructs even the arrangement of the intended lessons. If proper understanding is never achieved subsequently the persistence needed to take a lesson and create a habit cannot start.
Compounding the difficulty of implementation of new behaviors is the fact that the work environment, at which these types of behaviors are intended to work, is not a guided experience. There is a mash of activities that do not lend themselves to 8-1/2 x 11 margins. If we get to the height of attempted application, we see mutated lessons, adapted by a person in a job at which the cause and affect of leadership are rarely evident. The results are mutated and misattributed if properties are recognized at all. This approach leaves everyone shrugging their shoulders in frustration.
Some should rightly say that it is precisely a person's background, education and work experience that make it possible for them to learn new materials quickly. They are able to link new information with existing experience to create new understandings. That is completely accurate, and extremely valid in a hard skill. The problem this experience in the soft-skill environment is that people's existing leadership experience, if they have any, is trial and error and seldom powerfully planted in accurate guiding principles. Their experience then becomes the mystifying scribbling on the blackboard.
The way to overcome the whiteout conditions of the student's education is to find their clean blackboard. You must have a place at which a basic message can be communicated, and in a method that will change behaviors past the persist slide.
The immersion method whores you a clean blackboard for nearly everyone in your company. In the top left hand corner of the board write “Guided Leadership Experience.” (table 2) Underneath that, write, “Actual Leadership Experience.” For the a large number of efficient progress, these two must go together. Actual have is often called on-the-job experience, the preponderance of which is unguided. Guided experience is how we call professional development. To add to my definition of experiential training, it starts beyond books, speeches and seminars at a level where a person is creating leadership decisions that will have consequences.
Table 2. Guided Experience is characterized by:
Focus subject instruction - Education on focus subjects. (Teamwork, Leadership, Communication)
Free-play scenarios - Leaders and followers have true stresses of teamwork and the consequences of their actions provided as few controls as possible.
After action reviews - Discovery, structured nearly focus subjects, by students of lessons learned and discussion of potential improvements.
Table 2a. Guided Experience is augmented by:
Bridge building - Creating links from the lessons learned to work and livlihood application.
Post training follow-up - Consistent reinforcement of lessons learned through complimentary instructional material, sequence of command interaction, and advanced guided experiential training.
Guided leadership suffer is nearly non-existent. To be fair, most of the top business schools have incorporated experiential training and role-playing into their curriculum. Unfortunately, the guided nature of the experience does not have a foundation of actual experience on which to build. In an informal news story of one of the top business schools, only 10-15% of the student body had ever had leadership responsibility for other people prior to enrollment.
Harvard Business School professor Linda A. Hill in her book, Becoming a Manager warns, “Newly minted MBAs who own never had subordinates reporting to them before may take careers in which they ought to hold considerable people management responsibilities, with tiny amount of sense of the risk in doing so.”
This leadership risk can be mitigated, not only for the new MBA, but for everyone – EVERYONE. Leadership is risky. Arranged properly, it is the leader's leather chair that is on the line for consequences of decisions made. By giving the person the best possible odds for success, the chance of monetary, morale and self-esteem losses are all mitigated. The best chance for success is arrived at when leaders at all levels are allowed the privilege of testing and developing their leadership skills in non-job threatening, guided environments.
Conclusion:
Write your message on the clean blackboard of guided leadership experience and purposefully develop your company's leadership core. Immersion training gives the proper way to communicate a clear message that will hastily change people's behaviors. The relatively dramatic nature of the training also prepares people for receptivity to new information the current can in turn transform your corporate culture – no matter what you want it to be.
Individuals are the producing blocks of teams, of companies, and of corporate cultures. The excellent shock is overly you do suffer the ability to affects and generate individuals in a rapid fashion. You have to remain dedicated to the ideal and investing in a firm hold on the flag pole of experiential training.
Culture Briefings. Culture Briefings Are The Key To Understanding The Culture And Customs Of People In Other Countries.
Adults learn within experience. We learn behaviors through experience. This is the flagpole happening of the educational world. This flag is visible for everyone to see, and it's where teachers can identify they would like to be whether they are training hard or soft skills. Deborah Solomon Reid of Tuck School of Business strikes a bell to be heard by a single person looking at this most fundamental factor of adult learning. “While conceptual learning is important, the pivotal leaps forward—these so-called ‘aha!' moments when mental maps are rearranged—are most likely to happen when students encounter these theories experientially.” The widespread use of experiential training in the development of the soft skills of leadership and teamwork can transform individuals and your organization.
The wonder is, “What transformation do you want?” What end area do you envision for your organization, and what behavioral alignment must take place in your members before that vision can be realized? The answer to that question often traverses the corporate culture. For instance, the characteristics fundamental for an agile and responsive company, one of the strategic muses highlighted by IBM in the 2004 CEO survey, force employees, who value agility and responsiveness. Properly guided experiential training can create fertile conditions for a rapid adjustment in corporate culture, no matter the direction you wish to go. Whether it is agility and responsiveness, sustainability, or lean systems you wish to ingrain, it can be done. However, to reap the greatest rewards you must make two commitments.
First, you ought to embrace the experiential training model for its ability to fast influence behavior. Second, because everyone has a role in corporate culture you must commit to training nearly everyone. I acknowledge that the current is a tremendous distance to go for most companies. You serves to see that there are multi powerful uses for experiential training that will enhance your company's performance without a wholesale assault on your corporate culture. Any significant impact on your leadership middle should be embraced. However, if you are looking for that sweeping modification, you need to plan and resource for results. Bring a ladder tall enough to at the very least reach the lowest branches.
Changing values for maintainable strategic initiatives:
Frances Hesselbein said, “Soft skills are now hard,” and she is right. In so many strategic initiatives, particularly in sustainability and lean systems, we must get into the person's brain and adjust the value system. That's not easy. Experiential training and immersion training as I'll define right here require a thoughtful approach by leaders decided to make improvements and dedicate the necessary resources to do so.
When I refer to experiential training, I hint a guided experience intended to teach specific lessons. Immersion training is an extended use of experiential training where no other focus is allowed. Immersion training (table 1) uses all available time allotted for the success of the implemented results. The condition is that the entire day is a training environment. There are no distractive devices that connect the undergrads to work or home, and there is no happy hour or tee time. No matter the total sum of days, and more than one is preferable, the objectives of the course own the un-interrupted attention of the students.
Table 1. Immersion training is characterized by:
Experience Based (table 2, 2a) - Students are involved; physically and emotionally. Not in role playing but investing in actual responsibility within the scenario. Their decisions own consequences.
Distraction free - For the duration of the training, there are no connections, such as cell phone, pager, laptop, to non-scenario, outside responsibilities.
Multiple day - More little bit for repetition of scenarios, that aides in internalization of calculated lessons. Facilitates application of lessons in real life.
Extended work hours - More period for repetition of scenarios, that aides in internalization of planned lessons. Facilitates application of lessons in real life.
Narrow focus - Allows for frequent reoccurrence, reinforcement and internalization of intended lessons. Facilitates application of lessons in real life.
Reflection - Distraction free environment allows for down-time assimilation of lessons. Facilitates application of lessons in real life.
Regardless of the variables select for the realignment of your corporate culture, teamwork, leadership and communication must be the constants. When folks factors are taken out, all other initiatives suffer. In the IBM 2004 CEO survey, properties “recognize that it is the skills of their people and their capacity for change and leadership the current will ultimately determine the outcome.”
Bob Doppelt, a leading researcher on sustainability, writes, “Leading organizations are blessed amongst – or take explicit steps to step up – ideal leadership at the top and all over the enterprise. It is not possible to embark on or sustain the tremendous transformation vital to become a greater amount of sustainable without exceptional leadership.”
Warren Bennis put it such way, “Without leaders who can attract and retain talent, manage knowledge, and unblock people's capacity to adapt and innovate, an organization's future is in jeopardy.”
If you don't have leadership, you will lose the capability to completely exploit the preparedness for the new culture that this training makes possible. You can spend all of your training time and effort on sustainability or agility, and your company could become very smart on these kinds of subjects. You can use experiential training to make the lessons real, but if you don't have an expansive, dedicated and perseverant leadership foundation, you may fail.
One of the key advantages you have by making the commitment to a broad immersion campaign is that through the process, you will not only steer your corporate culture, but you will also enhance every aspect of your ability for success by producing a prevailing culture of leadership. Fortunately, leadership principles are nearly universal. The same principles that are spent to successfully lead a predict team are used to lead a dealings association or a tech staff. The better those principles are incorporated into the speaking habits of your people, the !no! advantage you plans to have.
In addition to the critical leadership aspect of the training, you may customize your training to include those districts you want most understood and valued. A narrow focus is more effective, and I recommend clearly one or two. Fortunately, when it comes to cultural issues a short list should be a larger number of than sufficient. You are in the technique of impacting an ocean liner with momentum, so the unsettling notion of a realigning of organization values must be prepared for by an extraordinary event. Doppelt's previous intervention for creating a sustainable establishment deals with change. “Disrupting an organization's controlling mental model is the first – and most important – phase toward the development of new ways of operating. Little change will arise if this step is unsuccessful.”
The nature of immersion training is that it gets under your skin. It's disruptive because in order to align the training with how adults find out best, consumers have to be allowed to fall down, be uncomfortable, challenged, stressed and sometimes broken. This seems to go against our wish to cover people's self-esteem. Understand that true self-esteem and confidence comes from achievement not coddling. One of the greatest situations we as leaders can do to build up the capacity of our people is to allow them the chance for achievement.
Immersion training allows for the thorough involvement of each of the participants at every step, whether a leader or follower. It allows for the immediate illumination of the relationship between actions and consequences. It permits the ability to learn how to do things better through educated analysis and experimentation. It allows the consequences of mistakes to be have had to deal with in a training environment and not in the office environment, at which they would be significantly more costly. It compresses the on-the-job learning cycle from months and years diminished to a lot of days. It is an experience such a aids in the internalization of positive practices of teamwork, leadership, communication and the variables you choose.
Begin and end properly:
At the arising and end of the present visceral, emotional have are the critical pieces of instruction and analysis. The format of the experience is of ultimate importance, but in circumstances to keep it from wastefully spilling out of the ends, the classroom time is the cinch.
The introduction is where the primary ponders are defined. It is where their hinting and importance are explained. Next, the students get to actually instigate and follow in their experiential environment. They get to make decisions that own consequences. They get to feel the stress of having eyes and expectations on them, and they get to learn what it means to issue out a decision and stand by it. Everyone becomes to operate as a commission and learn to depend on each other towards the accomplishment of an objective.
The cinch at the end is when together they get to participate in the fundamental closure of an after action review, or a post-mortem. They get to look at their experience with deliberation to the course focuses, and generate better ways to perform in the future. The have really excels when attention is handed out to building bridges between the lessons learned and the student's workplace and life.
David Kolb explains in his book Experiential Learning that a cycle of learning exists. It is a decently exercise to place our guided encounters onto his well-used framework. We provide the opportunity for what he calls abstract conceptualization when we earn the introduction of our focus subjects. Our undergrads take such new concepts and use their moment as a leader to actively experiment with their implementation as they have a cement experience. Finally, they have the opportunity to perform reflective observation. It is in this reflective age that we derive lessons learned and fashion bridges to the workplace and life.
In my book, No Excuse Leadership, I sadly acknowledge that after the nine-week immersion training that is U. S. Army Ranger School, some folks fail in life and in work. “The basis is simple – they failed to take advantage of at least two opportunities provided by the school. They either did not imagine about how there was to learn or didn't take action on the lessons they did learn.” For various reasons, ranger school does not have a mechanism for such feedback and it is the individual's responsibility to take that further step. Fortunately for us, corporate immersion training can use a much shorter period of second using extensive feedback and achieve remarkable behavioral results.
The electricity of rapid repetition:
The compression of time for behavioral changes is as the same leadership patterns that exist in the workplace are mimicked in the training, easily they are rapid and clear. In the unguided and unanalyzed workplace, decisions are made, yet the results of those decisions are days or months in the coming years and are rarely completely witnessed or understood. Certainly, the interpersonal communication aspects of impressions, perceptions and clarity are never addressed. Compress currently pattern and repeat it multiple times in a matter of days in a guided environment at which the decision-consequence link is clear, and you might rapidly change behaviors.
After traveling the time period once, it would be superb to prevent there and pat each other on the back, but in immersion training, there is always a greater number of to do to. There is a superposition achieved by moving right out into another round of introduction, experience, analysis and bridging; then a new and then another, etc. This training gets leaders leading; rendering mistakes, evaluating decisions, and doing it again in rapid succession.
This superposition of progress was logged by a university study performed on the Leading Concepts' Ranger TLC (teamwork, leadership, communication) Experience, a four-day, 80 hour training course. It showed consistent improvement in the areas of trust in peers, council awareness, team effectiveness (cohesion), group bonding and interpersonal communications. Although individuals were the only areas taken into account in the study, the lessons can be much farther ranging. In addition to the focus populations select for instruction, a recent Entrepreneur Magazine article showed how immersion training can inspire people. “Many include leadership training believing their most valuable lessons will be in the areas of policies and procedures, but they come away with more fundamental insights that are ultimately more valuable.” The article went on to say that, “owners who rated their experiences most highly were those who detached themselves the most.”
Those who are detached the most and who have no outside distractions own the greatest opportunity to develop a uncomplicated picture of what the teaching and experience mean to them. They have long time to reflect, not only for the duration of the analysis and bridge period, but during their downtime also. It is that hidden after-hours time that can lock the principles and values to a person's decision cycle. Facilitation of the learning of the intended message as without a doubt and deeply as expected is the beginning of the future, and it is another product of experiential training that less-involved supplies cannot match.
Have your message earned clearly:
One of the reasons there is so little progress on the soft-skills despite mountains of writing, speaking and training, is when the teachers are creating on a crowded blackboard of the student's education. The distortion of writing surrounded by a big piece of chalk in the small, open places of the blackboard, or in giant letters over pre&wshyp;existing writing, obstructs even the arrangement of the intended lessons. If proper understanding is never achieved subsequently the persistence needed to take a lesson and create a habit cannot start.
Compounding the difficulty of implementation of new behaviors is the fact that the work environment, at which these types of behaviors are intended to work, is not a guided experience. There is a mash of activities that do not lend themselves to 8-1/2 x 11 margins. If we get to the height of attempted application, we see mutated lessons, adapted by a person in a job at which the cause and affect of leadership are rarely evident. The results are mutated and misattributed if properties are recognized at all. This approach leaves everyone shrugging their shoulders in frustration.
Some should rightly say that it is precisely a person's background, education and work experience that make it possible for them to learn new materials quickly. They are able to link new information with existing experience to create new understandings. That is completely accurate, and extremely valid in a hard skill. The problem this experience in the soft-skill environment is that people's existing leadership experience, if they have any, is trial and error and seldom powerfully planted in accurate guiding principles. Their experience then becomes the mystifying scribbling on the blackboard.
The way to overcome the whiteout conditions of the student's education is to find their clean blackboard. You must have a place at which a basic message can be communicated, and in a method that will change behaviors past the persist slide.
The immersion method whores you a clean blackboard for nearly everyone in your company. In the top left hand corner of the board write “Guided Leadership Experience.” (table 2) Underneath that, write, “Actual Leadership Experience.” For the a large number of efficient progress, these two must go together. Actual have is often called on-the-job experience, the preponderance of which is unguided. Guided experience is how we call professional development. To add to my definition of experiential training, it starts beyond books, speeches and seminars at a level where a person is creating leadership decisions that will have consequences.
Table 2. Guided Experience is characterized by:
Focus subject instruction - Education on focus subjects. (Teamwork, Leadership, Communication)
Free-play scenarios - Leaders and followers have true stresses of teamwork and the consequences of their actions provided as few controls as possible.
After action reviews - Discovery, structured nearly focus subjects, by students of lessons learned and discussion of potential improvements.
Table 2a. Guided Experience is augmented by:
Bridge building - Creating links from the lessons learned to work and livlihood application.
Post training follow-up - Consistent reinforcement of lessons learned through complimentary instructional material, sequence of command interaction, and advanced guided experiential training.
Guided leadership suffer is nearly non-existent. To be fair, most of the top business schools have incorporated experiential training and role-playing into their curriculum. Unfortunately, the guided nature of the experience does not have a foundation of actual experience on which to build. In an informal news story of one of the top business schools, only 10-15% of the student body had ever had leadership responsibility for other people prior to enrollment.
Harvard Business School professor Linda A. Hill in her book, Becoming a Manager warns, “Newly minted MBAs who own never had subordinates reporting to them before may take careers in which they ought to hold considerable people management responsibilities, with tiny amount of sense of the risk in doing so.”
This leadership risk can be mitigated, not only for the new MBA, but for everyone – EVERYONE. Leadership is risky. Arranged properly, it is the leader's leather chair that is on the line for consequences of decisions made. By giving the person the best possible odds for success, the chance of monetary, morale and self-esteem losses are all mitigated. The best chance for success is arrived at when leaders at all levels are allowed the privilege of testing and developing their leadership skills in non-job threatening, guided environments.
Conclusion:
Write your message on the clean blackboard of guided leadership experience and purposefully develop your company's leadership core. Immersion training gives the proper way to communicate a clear message that will hastily change people's behaviors. The relatively dramatic nature of the training also prepares people for receptivity to new information the current can in turn transform your corporate culture – no matter what you want it to be.
Individuals are the producing blocks of teams, of companies, and of corporate cultures. The excellent shock is overly you do suffer the ability to affects and generate individuals in a rapid fashion. You have to remain dedicated to the ideal and investing in a firm hold on the flag pole of experiential training.
Culture Briefings. Culture Briefings Are The Key To Understanding The Culture And Customs Of People In Other Countries.
Monday, February 2, 2009
Google Earth allows exploration of oceans, Mars
SAN FRANCISCO — Google Inc. on Monday launched a new version of Google Earth that allows users to explore the oceans, view images of the planet Mars and watch regions of the Earth change over time.
The new features mark a significant upgrade to Google Earth, a popular software program that provides access to the world's geographical information through digital maps, satellite imagery and the company's search tools.
Google Earth 5.0 was unveiled at the California Academy of Sciences in San Francisco, where former Vice President Al Gore, singer Jimmy Buffet and others spoke about its capacity to educate the public about global warming, ocean acidification and other threats to the planet.
"This is an extremely powerful educational tool," said Gore, who won a Nobel Peace Prize for his work raising awareness about global warming. "One of my fondest hopes is that people around the world will use Google Earth to see for themselves the reality of what's happening because of the climate crisis."
Google Earth has been downloaded more than 500 million times since it was launched in 2005. The software is available for free on Google's Web site. Researchers and organizations can purchase a more powerful version for $400.
John Hanke, director of Google Earth and Maps, said the idea of adding oceans came three years ago when a scientist pointed out that the software was missing the water that covers almost three-quarters of the Earth's surface.
Google Earth users can now plunge beneath the ocean's surface, explore three-dimensional images of the underwater terrain and view articles and videos about marine science contributed by scientists and organizations such as the National Geographic Society.
The Historical Imagery feature lets users see archive satellite images of individual locations to see how the region has evolved over time as a result of climate change and other forces. For example, viewers can observe how the largest glacier in Glacier National Park has melted over the past decade.
With Google Mars 3D, users can view three-dimensional, satellite imagery of the Red Planet taken during NASA space expeditions.
The new version also allows users to create narrated tours of places using the software's content and images.
"It's not just a fun demo," said Google CEO Eric Schmidt. "What it really is a platform for science and research and literally understanding the future of the world." - AP
The new features mark a significant upgrade to Google Earth, a popular software program that provides access to the world's geographical information through digital maps, satellite imagery and the company's search tools.
Google Earth 5.0 was unveiled at the California Academy of Sciences in San Francisco, where former Vice President Al Gore, singer Jimmy Buffet and others spoke about its capacity to educate the public about global warming, ocean acidification and other threats to the planet.
"This is an extremely powerful educational tool," said Gore, who won a Nobel Peace Prize for his work raising awareness about global warming. "One of my fondest hopes is that people around the world will use Google Earth to see for themselves the reality of what's happening because of the climate crisis."
Google Earth has been downloaded more than 500 million times since it was launched in 2005. The software is available for free on Google's Web site. Researchers and organizations can purchase a more powerful version for $400.
John Hanke, director of Google Earth and Maps, said the idea of adding oceans came three years ago when a scientist pointed out that the software was missing the water that covers almost three-quarters of the Earth's surface.
Google Earth users can now plunge beneath the ocean's surface, explore three-dimensional images of the underwater terrain and view articles and videos about marine science contributed by scientists and organizations such as the National Geographic Society.
The Historical Imagery feature lets users see archive satellite images of individual locations to see how the region has evolved over time as a result of climate change and other forces. For example, viewers can observe how the largest glacier in Glacier National Park has melted over the past decade.
With Google Mars 3D, users can view three-dimensional, satellite imagery of the Red Planet taken during NASA space expeditions.
The new version also allows users to create narrated tours of places using the software's content and images.
"It's not just a fun demo," said Google CEO Eric Schmidt. "What it really is a platform for science and research and literally understanding the future of the world." - AP
Friday, October 31, 2008
Computer makers recall 100,000 Sony batteries
TOKYO (AFP) – Computer manufacturers are recalling 100,000 laptop batteries made by Sony Corp. after 40 incidents of overheating, according to the Japanese electronics giant. Some users reported smoke or flames. Four of the incidents resulted in minor skin burns while 21 of the cases caused damage to property, Sony said on Friday.
Hewlett-Packard, Toshiba and Dell are involved in the global recall.
Sony said the defect appeared to have been caused by a problem with a production line during October 2004 and June 2005. Its own VAIO notebook computers are not affected by the recall.
The US Consumer Product Safety Commission said that about 32,000 batteries were being recalled voluntarily in the United States, mostly by Hewlett-Packard.
It said consumers should stop using the recalled products immediately because they can overheat, posing a fire and burn hazard to consumers.
Toshiba spokeswoman Yuko Sugahara said that about 14,400 of its laptops worldwide would be affected by the recall.
In 2006 Sony was hit by recalls of almost 10 million of its batteries for laptop computers because of fears they could catch fire, burning a deep hole in the Japanese giant's profits. source
Wednesday, October 22, 2008
friends
Few Relations In Earth Never Die.
Do you know what is it....
Read Again...
F=Few; R=Relations; I=In; E=Earth; N=Never; D=Die.
F=R=I=E=N=D
________________##_________##
_______________###*_______*###
___________.*#####_________#####*.
__________*######__________######*
________*#######____________#######*
_______*########.__________.########*
______*#########.__________.#########*
______*######@###*_______*###@######*
_____*#########*###____###*#########*
____*##########*__*####*__*##########*
__*###########_____*_*______###########*
_############_______________############
*##*#########___FRIENDS ____#########*##*
*_____########______________########_____*
_______#######______________#######
________*######____________######*
_________*#####*__________*#####*
___________*####*________*####*
_____________*####______####*
_______________*##*____*##*
_________________*##__# #*
__________________*####*
_________________.######.
_______________.### ######
SEE YOU ON THIS PAGE MY FRIEND
HEY FRIEND YOU CAN EASILY ACCESS MY PAGE NOW ACCESS
http://www.miss-universe-file.blogspot.com
Do you know what is it....
Read Again...
F=Few; R=Relations; I=In; E=Earth; N=Never; D=Die.
F=R=I=E=N=D
________________##_________##
_______________###*_______*###
___________.*#####_________#####*.
__________*######__________######*
________*#######____________#######*
_______*########.__________.########*
______*#########.__________.#########*
______*######@###*_______*###@######*
_____*#########*###____###*#########*
____*##########*__*####*__*##########*
__*###########_____*_*______###########*
_############_______________############
*##*#########___FRIENDS ____#########*##*
*_____########______________########_____*
_______#######______________#######
________*######____________######*
_________*#####*__________*#####*
___________*####*________*####*
_____________*####______####*
_______________*##*____*##*
_________________*##__# #*
__________________*####*
_________________.######.
_______________.### ######
SEE YOU ON THIS PAGE MY FRIEND
HEY FRIEND YOU CAN EASILY ACCESS MY PAGE NOW ACCESS
http://www.miss-universe-file.blogspot.com
Friday, September 26, 2008
Bush scrambles to save $700B bailout plan
President Bush scrambled Friday to bring rebellious members of his own party behind a multibillion-dollar government bailout of the financial system as members of Congress traded recriminations over failed negotiations.
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On Capitol Hill, talks were scheduled to resume at midday.
Bush delivered a terse statement from outside the Oval Office of the White House, acknowledging that lawmakers have a right to express their doubts and work through disagreements, but declaring they must "rise to the occasion" and approve a plan to avert an economic meltdown.
"There are disagreements over aspects of the rescue plan," he said, "but there is no disagreement that something substantial must be done. We are going to get a package passed."
On Wall Street, the level of institutional nervousness was palpable, with stocks bouncing up and down, especially after Washington Mutual Inc. became the largest U.S. bank to fail. The Dow Jones industrial average initally fell while fears of a deepening economic crisis fed safe-haven buying in Treasury notes.
Earlier Friday, House Financial Services Chairman Barney Frank declared that an agreement depends on House Republicans "dropping this revolt" against the Bush-requested plan.
The Massachusetts Democrat said leading Democrats on Capitol Hill were shocked by the level of divisiveness that surfaced at Thursday's extraordinary White House meeting, leaving six days of intensive efforts to agree on a bailout plan in tatters only hours after key congressional players of both parties had declared they were in accord on the outlines of a $700 billion bill.
Bush decided to speak, and also was in constant contact with Treasury Secretary Henry Paulson, who was returning to talks with lawmakers, White House press secretary Dana Perino said. Vice President Dick Cheney canceled planned travel Friday to New Mexico and Wyoming to remain in Washington and jawbone lawmakers.
And the campaign season's first face-to-face debate between presidential candidates John McCain and Barack Obama, scheduled for Friday night, was still in doubt.
Democrats put the responsibility on Bush for getting a rescue package back on track.
"We need to get the president to get the Republican House in order," Sen. Charles Schumer, D-N.Y., said on the Senate floor. "Without Republican cooperation, we cannot pass this bill."
Schumer said Bush should also "respectfully tell Sen. McCain to get out of town. He is not helping, he is harming. Before Sen. McCain made his announcement, we were making progress." Schumer was referring to McCain's announcement earlier in the week that he was suspending his campaign to return to Washington for the negotiations on the financial industry crisis.
McCain met briefly Friday morning with House Republican Leader John Boehner.
Bush decided to make his brief remarks Friday in hopes of projecting calm for both the markets and the talks that were to resume on Capitol Hill with key lawmakers and Paulson, said White House counselor Ed Gillespie.
Bush, whose style is usually to leave the personal lobbying to others, was on the phone repeatedly Friday with lawmakers, particularly House Republicans, and planned to do so all day. Cheney, who is particularly close with the conservative wing of the party, also was devoting the day to keeping in telephone contact with the Hill from his White House office.
Among the topics of the conversations was how some elements of a rival House GOP proposal could be incorporated into the final package, Gillespie said. "There are some things that may not work and some things that may work," he said.
The White House has seen the entire process as a delicate balancing act, between understanding the enormity of what Congress is being asked to do in such a short time, respecting their role as writers of legislation and keeping pressure in a time of crisis, Gillespie said. Friday, he said, is a time "to let things settle a little bit" and not "go back up to the Hill and have all the cameras running."
Senate Majority Leader Harry Reid made it clear that winning congressional approval of any rescue package will require Congress to delay a long-sought adjournment calculated to let lawmakers have five full weeks to campaign before the election.
"It appears quite evident that we're going to be in session next week," the Nevada Democrat said, adding there might be only one Senate vote Friday — on a second economic stimulus package featuring an extension of unemployment benefits. "There are a number of number of moving parts here, we're going to try to put them together."
One of those parts is a resolution requiring Senate passage and Bush's signature to keep federal offices open after midnight next Tuesday, when the government fiscal year expires. The House passed it Wednesday and the Senate planned to vote on it Saturday.
The White House summit meeting had been called for the purpose of sealing the deal that Bush has argued is indispensable to stabilizing frenzied markets and reassuring the nervous American public. But it quickly revealed that Bush's proposal had been suddenly sidetracked by fellow Republicans in the House, who refused to embrace a plan that appeared close to acceptance by the Senate and most House Democrats.
Paulson begged Democratic participants not to disclose how badly the meeting had gone, dropping to one knee in a teasing way to make his point according to witnesses.
And when Paulson hastily tried to revive talks in a nighttime meeting near the Senate chamber, the House's top Republican refused to send a negotiator.
"This is the president's own party," Frank said at the time. "I don't think a president has been repudiated so strongly by the congressional wing of his own party in a long time."
The presence of McCain and Obama at the White House session indeed lent a greater aura of urgency — and personal intensity — to the discussion.
What caught some by surprise, either at the White House meeting or shortly before it, was the sudden momentum behind a dramatically different plan drafted by House conservatives with Boehner's blessing.
Instead of the government buying the distressed securities, the new plan would have banks, financial firms and other investors that hold such loans pay the Treasury to insure them. Rep. Paul Ryan, R-Wis., a chief sponsor, said it was clear that Bush's plan "was not going to pass the House."
But Democrats said the same was true of the conservatives' plan. It calls for tax cuts and insurance provisions the majority party will not accept, they said. see source
ADVERTISEMENT
On Capitol Hill, talks were scheduled to resume at midday.
Bush delivered a terse statement from outside the Oval Office of the White House, acknowledging that lawmakers have a right to express their doubts and work through disagreements, but declaring they must "rise to the occasion" and approve a plan to avert an economic meltdown.
"There are disagreements over aspects of the rescue plan," he said, "but there is no disagreement that something substantial must be done. We are going to get a package passed."
On Wall Street, the level of institutional nervousness was palpable, with stocks bouncing up and down, especially after Washington Mutual Inc. became the largest U.S. bank to fail. The Dow Jones industrial average initally fell while fears of a deepening economic crisis fed safe-haven buying in Treasury notes.
Earlier Friday, House Financial Services Chairman Barney Frank declared that an agreement depends on House Republicans "dropping this revolt" against the Bush-requested plan.
The Massachusetts Democrat said leading Democrats on Capitol Hill were shocked by the level of divisiveness that surfaced at Thursday's extraordinary White House meeting, leaving six days of intensive efforts to agree on a bailout plan in tatters only hours after key congressional players of both parties had declared they were in accord on the outlines of a $700 billion bill.
Bush decided to speak, and also was in constant contact with Treasury Secretary Henry Paulson, who was returning to talks with lawmakers, White House press secretary Dana Perino said. Vice President Dick Cheney canceled planned travel Friday to New Mexico and Wyoming to remain in Washington and jawbone lawmakers.
And the campaign season's first face-to-face debate between presidential candidates John McCain and Barack Obama, scheduled for Friday night, was still in doubt.
Democrats put the responsibility on Bush for getting a rescue package back on track.
"We need to get the president to get the Republican House in order," Sen. Charles Schumer, D-N.Y., said on the Senate floor. "Without Republican cooperation, we cannot pass this bill."
Schumer said Bush should also "respectfully tell Sen. McCain to get out of town. He is not helping, he is harming. Before Sen. McCain made his announcement, we were making progress." Schumer was referring to McCain's announcement earlier in the week that he was suspending his campaign to return to Washington for the negotiations on the financial industry crisis.
McCain met briefly Friday morning with House Republican Leader John Boehner.
Bush decided to make his brief remarks Friday in hopes of projecting calm for both the markets and the talks that were to resume on Capitol Hill with key lawmakers and Paulson, said White House counselor Ed Gillespie.
Bush, whose style is usually to leave the personal lobbying to others, was on the phone repeatedly Friday with lawmakers, particularly House Republicans, and planned to do so all day. Cheney, who is particularly close with the conservative wing of the party, also was devoting the day to keeping in telephone contact with the Hill from his White House office.
Among the topics of the conversations was how some elements of a rival House GOP proposal could be incorporated into the final package, Gillespie said. "There are some things that may not work and some things that may work," he said.
The White House has seen the entire process as a delicate balancing act, between understanding the enormity of what Congress is being asked to do in such a short time, respecting their role as writers of legislation and keeping pressure in a time of crisis, Gillespie said. Friday, he said, is a time "to let things settle a little bit" and not "go back up to the Hill and have all the cameras running."
Senate Majority Leader Harry Reid made it clear that winning congressional approval of any rescue package will require Congress to delay a long-sought adjournment calculated to let lawmakers have five full weeks to campaign before the election.
"It appears quite evident that we're going to be in session next week," the Nevada Democrat said, adding there might be only one Senate vote Friday — on a second economic stimulus package featuring an extension of unemployment benefits. "There are a number of number of moving parts here, we're going to try to put them together."
One of those parts is a resolution requiring Senate passage and Bush's signature to keep federal offices open after midnight next Tuesday, when the government fiscal year expires. The House passed it Wednesday and the Senate planned to vote on it Saturday.
The White House summit meeting had been called for the purpose of sealing the deal that Bush has argued is indispensable to stabilizing frenzied markets and reassuring the nervous American public. But it quickly revealed that Bush's proposal had been suddenly sidetracked by fellow Republicans in the House, who refused to embrace a plan that appeared close to acceptance by the Senate and most House Democrats.
Paulson begged Democratic participants not to disclose how badly the meeting had gone, dropping to one knee in a teasing way to make his point according to witnesses.
And when Paulson hastily tried to revive talks in a nighttime meeting near the Senate chamber, the House's top Republican refused to send a negotiator.
"This is the president's own party," Frank said at the time. "I don't think a president has been repudiated so strongly by the congressional wing of his own party in a long time."
The presence of McCain and Obama at the White House session indeed lent a greater aura of urgency — and personal intensity — to the discussion.
What caught some by surprise, either at the White House meeting or shortly before it, was the sudden momentum behind a dramatically different plan drafted by House conservatives with Boehner's blessing.
Instead of the government buying the distressed securities, the new plan would have banks, financial firms and other investors that hold such loans pay the Treasury to insure them. Rep. Paul Ryan, R-Wis., a chief sponsor, said it was clear that Bush's plan "was not going to pass the House."
But Democrats said the same was true of the conservatives' plan. It calls for tax cuts and insurance provisions the majority party will not accept, they said. see source
Tuesday, September 23, 2008
What Leadership Is Not
Leadership is not making condescending to lesser. Leadership is not making the most of emotional triggers to trick people into doing it your way. Leadership is not manipulating others. Anyone can do that and become a Catholic Priest. Leadership is not lying or telling stories or coaxing one into your way of thinking.
Leadership is not up deception or misdirection. Leadership is not about staying on top of the mountain at all costs and using those under you as ponds. Anyone can do that. Leadership is none of the current and the sooner you figure that out the bigger off you will be and those who follow you may be.
Some say that leadership is a vision concern and indeed currently makes a lot more sense. The best leadership comes from leading by example. Leadership is watching, observing and acting decisively and leadership is right about trust. You must trust your own abilities and individuals around must trust you too.
Leadership can be a natural trait or one you develop over time. Leadership comes with a popular credence and it has to do with your commitment, a sense of honor and integrity and projections of the same. Leadership specific say is the most intangible asset in any firm and Leadership is one of the simplest traits to possess and the hardest of all to keep. That is what I believe leadership is; what do you think? Consider their in 2006.
Chris' Top 7 Favorite Leadership Books
1. The West Point Way of Leadership. GREAT book by a man who taught leadership at West Point for 20 years. 2. Developing the Leader Within You. All around book. Follow-up book is Developing the Leaders Around You. 3. Lincoln On Leadership. Looks at the Life of Honest Abe and the lessons of leadership he exhibited. 4. Seven Habits of Highly Effective People. A classic on everybody's list 5. Servant Leadership. Reminds us we act for those who follow. 6. Leadership Jazz. Lots about shaping the values of an organization. 7. Oh The Places You'll Go. (Okay, it is a Dr. Seuss Book, but I kid you not, their might be subtitled Leadership Lessons for Kids... And Big Kids Too. I looked through it to my kids often and am reminded of what it takes to experience a successful journey.)
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