Are You Really Committed To Your Career Goals?

Are you working on your career goals or just going through the motions? Are you “in” one day and “out” the next? Are you waiting for your goals to inspire and motivate you, and then you will jump in completely?

          Many of us want a guarantee before we fully commit to our goals. If only we knew it would work out, then we would not question our choice or the direction of our future. Guess what? Your career will not give you the guarantee you are seeking. What you will get is a strong feeling inside guiding you in the right direction. Then, you listen to your heart, follow what you hear, and work on your goals everyday. That’s when momentum takes over. That’s when you get inspired. That’s when you reach your goals. The miracles in your career happen when you throw yourself fully into what you want to achieve.

So, How Do You Fully Commit To Your Career Goals? Follow These Four Steps Below:

1. Decide To Commit to Your Goals

         

          Decisions are the turning point for real change and transformation. If you are unhappy in your job, decide that you will do something about it. If you want a career change, decide that you will have one. If you want to move up in your present position, decide that this will happen. Decide that today is that start of something brand new

2. Act On Your Goals

         

          Get ready to reach your goals by arming yourself with the tools you need to be successful. Is your resume and cover letter ready to go? Do you have a list of schools to investigate so you can gain new skills if that’s what is necessary to get ahead? Do you have your list of contacts in front of you for networking purposes? Have you researched what your skills are worth in the marketplace so you could use this information to make more money? Make a list of action steps to move your career forward. Then, work on one action step every day.

3. Let Go Of  What’s Holding You Back

         

          Let go of your fears, disappointments, and the mistakes you have made. They are a part of your past, and not your future. Let these things go because they are keeping you from having an extraordinary career. Once you tell yourself that you will not fail, your chances of success increase substantially.

4. Celebrate

         

          Committing to your goals is a big deal. Once you have committed, it is time to celebrate. You are free to go after what you want. You can create the future you have been thinking about and wishing for. You have more power than you think to change the direction of your career

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

From Deborah Brown-Volkman

Fonte:  http://jobsearch.about.com/od/careeradvice/a/careergoals.htm

 

Bullying in the workplace – Bullying no local de trabalho – 1

          Quando ouvimos falar de bullying, imediatamente pensamos em crianças e adolescentes e nos tempos de escola. Será que isto também pode ocorrer no ambiente de trabalho? Veja o artigo:

What is workplace bullying?

          Bullying is usually seen as acts or verbal comments that could ‘mentally’ hurt or isolate a person in the workplace. Sometimes, bullying can involve negative physical contact too. Bullying usually involves repeated incidents or a pattern of behavior that wants to intimidate, offend, degrade or humiliate a particular person or group of people.

Is bullying a workplace issue?

          In general, there will be different opinions and sometimes conflicts at work. However, behavior that is unreasonable and offends or harms any person should not be tolerated.

What are examples of bullying?

          While bullying is a form of aggression, the actions can be both obvious and subtle. The following list is included as a way of showing some of the ways bullying may happen in a workplace. Examples include:

  •          spreading malicious rumours, gossip.
  •          excluding or isolating someone socially.
  •          undermining or deliberately impeding a person’s work .
  •          physically abusing or threatening abuse.
  •          removing areas of responsibilities without cause.
  •          constantly changing work guidelines.
  •          establishing impossible deadlines
  •          criticizing a person persistently or constantly.
  •          blocking applications for training, leave or promotion.

          It is sometimes hard to know if bullying is happening at the workplace. Many studies say that there is a “fine line” between strong management and bullying. Comments that are objective and provide constructive feedback are not usually considered bullying, but are used to help the employees with their work. If you are not sure if an action or statement could be considered bullying, you can use the “reasonable person” test. Would most people consider the action unacceptable?

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

Fonte: http://www.ccohs.ca/oshanswers/psychosocial/bullying.html

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Secrets of successful teams

Being a success is not always to be a success individually. In fact, most of the times we achieve our successes as part of a team. We are all part of teams. Our family is a team. Our place of work is a team. The community groups we belong to are teams. Sometimes we are the team leader or “coach,” while other times we fulfill the role of follower, or “player.

Some principles of successful teams

Communication Leader
The leader needs to communicate the vision. If they are setting the pace, they need to let people know where they are going so that the team can follow.  He/She communicates the vision frequently, so as to always be updating the team as to where they are at and what changes need to be made.

Team
Watch a good basketball team. They are talking to each other all of the time. Helping one another out, encouraging one another, praising one another, and telling each other how they can make changes so the same mistakes aren’t made again. The same is true of successful teams in the professional world and in life in general.

Excellence
Great teams are the ones that are committed to excellence. In everything they do, their goal is to achieve at the highest level. And this commitment is held throughout the team and at every level. A successful team cannot have members who are not committed to excellence because in the end they will become the weak link.

Followership

Good teams are filled with people who are committed to following and getting the job done.

 

Understanding Roles

Every team works best when their members have clearly defined and understood roles. Some do one thing, others do another. One isn’t better or more important than the other, just different.

Strengths and Weaknesses

Every team member has strengths and weaknesses. The successful teams are those who on a regular and consistent basis enable the members to operate out of their strengths and not out of their weaknesses. And what is one person’s strengths will cover another’s weakness.

Fun

The team that plays together stays together. Is your team all work and no play? If you’re smart, that will change. Get your team out of the office once a month and go have some fun. Enjoy one another.

Common Goals and Vision

I have found that these need to have three aspects. Short, simple and clear. Can you say it in less than 30 seconds? Is it simple? Can you and others understand it? Does the team all know what they are working together for?

Appreciation

All through the “game,” successful teams appreciate one another and show it in a variety of ways.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

  by Chris Widener


Fonte: http://www.woopidoo.com/articles/chriswidener/successful-teams.htm

Bad bosses can cause heart attacks

 

O modo de agir de um líder pode realmente influenciar na saúde de um funcionário? Leia o este artigo sobre um estudo sueco a respeito disso e confira se você concorda com ele.

Bad bosses can cause heart attacks

           Having a bad boss could be bad for your heart. This is the conclusion of a Swedish study on management styles and health. The researchers concluded that poor managers can increase their employee’s risk of developing heart disease. The Stockholm University study analyzed data on the health of 3,000 male workers. They compared the data with the results from questionnaires about senior managers. The questions asked workers if they thought their boss was considerate, communicated well and offered positive feedback. Other questions looked at how much work bosses gave to workers and how well they outlined their goals. The research team found that workers who respected their bosses were healthier and had fewer heart problems.

The report is published in the journal Occupational and Environmental Medicine. It suggests that companies should re-train bosses to improve worker health. A healthier workforce will improve the overall health of the company. Investing in providing leadership skills to senior managers could be a good long-term investment. The researchers said a more supportive and understanding boss would reduce the chances of workers developing high blood pressure and stress-related illnesses. Magnus Larsson, an engineer for a large IT company, agreed with the report’s findings. He believes his heart attack last year was because of his boss: “The guy was a monster. Working for him was a daily nightmare for eight years,” Larsson said.

 

Texto original usado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

Fonte: http://www.breakingnewsenglish.com/0811/081126-bosses.html

Ten Ways to Improve Your Interpersonal Skills

Para a carreira é tão importante saber lidar com as pessoas quanto ser competente. Aqui temos algumas dicas para melhorar sua habilidades interpessoais.

10 helpful tips to your interpersonal skills:

1.    Smile: do your best to be friendly with your co-workers. Keep a positive attitude about work and about life. Smile often.

 2.    Be appreciative: find one positive thing about everyone you work with and let them hear it. They’ll want to give you their best!

3.    Pay attention to others: observe what’s going on in other people’s lives. Be sympathetic. Make eye contact and call people by their first names. Ask others for their opinions. 

4.    Practice active listening: say in your own words what the other person has said. They will know that you understood their meaning and they will be happy that you’ve listened to them.

5.    Bring people together: create an environment that encourages others to work together. Treat everyone equally, and don’t play favorites. Avoid talking about others behind their backs.

6.    Resolve conflicts: learn how to be a mediator if there are personal or professional disagreements in which you can help. You will gain respect and admiration from those around you. 

7.    Communicate clearly: pay close attention to both what you say and how you say it.

8.    Humor them: don’t be afraid of being funny or clever. Use your sense of humor as an effective tool to lower barriers and get people’s affection.

 

9.    See it from their side: empathy means being able to put yourself in someone else’s place and understand how they feel.

10.  Don’t complain: there is nothing worse than a chronic complainer . If you simply have to complain about something, save it for your diary.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

 Fonte:http://www.allbusiness.com/human-resources/careers-career-development/11134-1.html

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Why Steve Jobs Matters to You

by Bill Taylor

When you see the affection, respect, and admiration for this leader, an outpouring of emotion that I can’t recall for the departure of any other businessperson or technologist, isn’t it natural to think about your own eventual departure, the legacy you’ll leave behind, the ways in which your career will be remembered?

Few of us have the chance to achieve 1/100th of what Steve Jobs has achieved. But all work and use it as an opportunity to ask more of ourselves as leaders and innovators with a chance to make a small positive difference for our industry, our customers, and our colleagues.

So if you want to use the end of Steve Jobs’s hands-on leadership at Apple to inspire a greater commitment to leadership by you, I’d suggest that you ask these five simple questions — questions that define what it means to be a high-impact leader today.

1. Why should great people want to work with you?

Steve Jobs surrounded himself with remarkably talented designers, retailers, and engineers because he understood that the most talented performers aren’t motivated primarily by money or status. Great people want to work on exciting projects. Great people want to feel like impact players. Put simply, great people want to feel like they’re part of something greater than themselves — they want to become, to use a favorite Jobs phrase, “insanely great.”

2. Do you know a great person when you see one? 

It’s a lot easier to be the right kind of leader if you’re running a team or department filled with the right kind of people. Do you know what makes your star performers tick — and how to find more performers who share those attributes? Steve Jobs was as picky about the people he let into Apple as he was about the features that went into Apple’s products.

3. Can you find great people who aren’t looking for you? 

The most talented performers tend to be in jobs they like, working with people they enjoy, on projects that keep them challenged. So leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers. The trick is to win over so-called “passive” jobseekers. These people may be outside your company, or they may be in a different department from inside your company, but they won’t work for you unless you work hard to persuade them to join.

4. Are you great at teaching great people how your team or company works and wins?

Even the most highly focused specialists (software programmers, graphic designers, marketing wizards) are at their best when they appreciate how the whole business operates. That’s partly a matter of sharing financial statements: Can every person learn how to think like a businessperson?

5. Are you as tough on yourself as you are on your people? 

There’s no question that talented and ambitious young people have high expectations — for themselves, for their team or company, for their colleagues. Which is why they can be so tough on their leaders. The ultimate challenge for leaders is to share those same lofty expectations for their own behavior.

You don’t have to aspire to be the next Steve Jobs to learn some lessons from his one-of-a-kind career. Perhaps that can be his greatest legacy of all — a generation of leaders who think bigger and aim higher because of what he achieved.

Vocabulary

Outpouring: an uncontrollable expression of strong feeling

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

Fonte: http://blogs.hbr.org/taylor/2011/08/why_steve_jobs_matters_to_you.html

Ten Tips for Dealing with Difficult Co-workers

 Ten Tips for Dealing with Difficult Co-workers

Is there someone in your workplace drives you crazy? While you probably can’t change such a person, the good news is that by following these 10 tips for dealing with problem people in the workplace, you can avoid being their victim:

1.    Identify problem people. Learn to recognize when a co-worker is “toxic.” Difficult people come in all shapes and sizes: Some talk constantly and never listen. A toxic coworker can take the form of a gossip, an instigator, or a nasty competitor. 

2.    Be careful with bad bosses. Bosses are in charge after all. If your intention is to keep your job, you will have to learn how to get along with an arrogant or controlling boss. If you need to confront your boss, avoid putting him or her on the defensive.

3.    Evaluate your situation. Initially, you might be shocked, but take a deep breath, and try to understand exactly what is happening to you.

4.    Take concrete action. Your situation won’t improve unless you do something about it. Let the co-worker in question know that you are on to his or her game and that you will take it to a higher authority if necessary. 

5.    Don’t let the problem gets worse. Deal with the problem while you can maintain some objectivity and emotional control. 

6.    Protect your reputation. Constant complaining about the situation can quickly earn you the title of “office complainer.”

7.    Don’t sink to their level. A void anonymous notes, comments and gossip about the person.

8.    Keep it private. Be sure to keep all of your dealings with the person private. Never lose your temper at work or engage in a confrontation in front of your boss or colleagues. 

9.    Make the first move. If you believe in restoring harmony, you can start by saying: “I’m sorry for what I may have done to hurt you” or “I could be wrong.” 

10.  Agree to disagree. If you personally dislike a co-worker or boss, you can still learn from their opinions, viewpoints, and ideas. If you can find something to appreciate about them, comment on it in a favorable way.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

Fonte: http://www.allbusiness.com

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Lying on your resume

O que você acha de mentir – ou aumentar as suas qualificações no currículo profissional? Inventar histórias (make up stories)? – Será que vale tudo para conseguir o emprego dos seus sonhos?

Dizer que não tem todas as qualificações necessárias, mas que poderá melhorar as suas habilidades (skills) causará uma boa impressão em quem contrata?

Leia o texto e confira!

Lying on your rèsumè

                                                                                 by Dawn Rosenberg McKay

You read the job ads and the job seems perfect for you. You seem perfect for it too. You’ve got all the qualifications they’re asking for. Oh wait. What does that say? Hmmm. They want someone who has experience with that. “Well, I can do that,” you think to yourself. “I just haven’t done it before. But, I’m sure I can learn.”

How do people react??? Are they willing to lie to get the job? What do you think?

 Let’s see their opinions:

Job Searcher #1 says: “Oh well. I guess I don’t qualify for this job.” He or she moves onto the next job ad.

Job Searcher #2 says: “O.K., so I don’t have the experience they’re asking for. I can just make something up. After all the last company I worked for isn’t in business anymore. This new one will never find out what I did or didn’t do there.” Job Searcher #2 is just a just about to add fictional responsibilities to his or her resume.

Job Searcher #3 says: “It’s obvious that I don’t have the experience they want, but I know I can easily learn the skills I need to do the job. The only thing I can do is to take a chance and apply for the job anyway. I’ll use my cover letter to explain that I don’t have the required skills, but I am willing to do whatever is necessary to get them. I’ll explain that I have similar skills. What do I have to lose?”

Let’s see what a career coach says:

Job Searcher #1 may be missing a great opportunity. Even though he doesn’t have the necessary skills, he may have similar skills. He should assess those skills, even listing what they are and how he can get them. He can write a cover letter that shows his potential, as Job Searcher #3 did. The worst that can happen is that his resume will end up in that big circular file. The best that can happen is that the prospective employer will see the potential in this applicant and decide that experience isn’t as important as initiative.

Job Searcher #2 is lying and lying is never a good idea. You may feel it’s not morally wrong to lie, and perhaps a little white lie isn’t that bad.  Just don’t forget that lies have a way of snowballing, though. It’s kind of like eating potato chips — you can’t stop with just one.

Job Searcher #3, as you may have already guessed, has made the best choice.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link abaixo.

Fonte: http://careerplanning.about.com/od/resumewriting/a/resume_lies.htm

 

 

 

 

 

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Learning for work

It doesn’t matter if you’re looking for a job or looking to get on in your career, improving your skills for work can open up new opportunities.

 Getting on at work

 There’s no age for studying – learning new skills could improve your career prospects.

Research predicts that in the future there will be fewer jobs for people with few skills – meaning that skills are likely to become more and more important as time goes on.

Free help and advice is available anytime – you can be currently working or not. There are different schemes to fit the needs of different people.

Improving your skills- getting started

There are many options if you want to improve your work skills.

If you’re looking for a job, there are several schemes to help you. Most give you the opportunity to learn while you’re doing so.

If you are working, you may be able to get training through your employer.

Search for training online

Of course you can arrange training for yourself.

Choose a course and find the right place to learn, information on qualifications and advice if you’re returning to learning after a break.

Higher education and your career

If you want to develop your skills for work further, a higher education qualification could be the answer. There’s a huge range of courses to choose from, including vocational courses directed to people who want to get on in a particular line of work.

Getting training if you are already working

If you’re looking to gain new skills relevant to the world of work – and you’ve already got a job – talking to your employer is often a good first step.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

Fonte: http://www.direct.gov.uk

The Beatles as a Business Model

You may not think of the Fabulous Four in Fortune 500 terms, but George Cassidy and Richard Courtney, authors of Come Together: The Business Wisdom of the Beatles (Turner Publishing), say there’s a lot about the band that translates to the office. Take a lot at the tips:

  • Get the right mix. McCartney had guitar chops and a reserved demeanor; Lennon excelled at songwriting and craved the spotlight. George Harrison and Ringo Starr completed the picture in their stellar backup roles. And when the Fab Four decided that bass player Stuart Sutcliffe was holding them back, they let him go. “The band was much better for having that combination of talents,” says Cassidy. In the professional world, surround yourself with people of different strengths, and recognize when other people can do things better than you can.
  • Find inspiration. Between tours, McCartney attended plays and read poetry, Harrison learned the sitar, and Lennon studied the music of Brian Wilson and Bob Dylan. When they reconvened, each brought creativity to the task at hand.
  • Embrace your role—or go solo. McCartney and Lennon rarely allowed Harrison to contribute much in the way of songwriting or singing, but Harrison found other ways to expand his role. “He was the first one to introduce Indian instrumentation and bring in outside musicians like Eric Clapton,” says Cassidy. If you find yourself working for a Paul or a John, channel George and find out-of-the-box ways to express strengths, and if all else fails, keep a list of your good ideas. Case in point: Harrison released a triple album in 1970, the year the Beatles broke up.

 

Glossary

guitar chops: ability to play the guitar.
demeanor: way, manner, behavior.
crave the spotlight: to be the center of the attentions
reconvened: to meet someone again.

Texto adaptado para propósitos pedagógicos. Pode ser visualizado na íntegra no link descrito pela fonte.

by Beth Dreher

Fonte:  http://www.rd.com/money/the-beatles-as-a-business-model