Powerful Principles for Effective Paper Management in Your Association
Today’s high-tech society is taking in and putting out more information than ever imaginable. Looking for an e-mail or searching for an electronic document is as big a challenge as finding our paper files, and, in spite of all the promises of the paperless office, statistics show that exactly the opposite is happening. It is projected that by 2005 there will be 50% more paper

Don't Let Your Sales Management Slip - In Good Times Or Bad
If your business is to both grow and be resilient in the face of whatever might come around the corner in the future continual prospecting for new customers is simply essential. The conventional wisdom is that every business needs to have its sales force spent 20% of their time prospecting that's one day a week!So how do you judge whether your sales people are doing a

I Want to Speak to a Supervisor, Part 2
In my regular newsletter, I pointed out how companies should empower and support frontline staff to do what the supervisor ultimately does, without having to check with the supervisor each and every time.Many readers sent in follow-up questions and suggestions.***Question: ‘If we do give staff more power, how can we measure if it is properly utilized?’pport their staff emotionally, give accurate and timely feedback, and set departmental goals that are consistent with organizational goals. Barbara L. Thornton, an independent training consultant in the St. Paul area, says that training managers need to exercise leadership skills in guiding their people. “[A good training manager is] a good coach,” adds Robert Bertschy.

Outside the department, the training manager plays a role that is part public relations, part strategy. After all, your staffing levels depend on your organization population, their needs and the budget allocated to your department. Your most important goal is to insure the strength and relevance of the department in the larger picture. Once you return to the training department with a mandate from the organization, and, hopefully, the support necessary to implement that mandate, the training manager’s focus must change. Inside the training department, getting, keeping and motivating a staff of highly talente

d to exercise leadership skills in guiding their people. “[A good training manager is] a good coach,” adds Robert Bertschy.

Outside the department, the training manager plays a role that is part public relations, part strategy. After all, your staffing levels depend on your organization population, their needs and the budget allocated to your department. Your most important goal is to insure the strength and relevance of the department in the larger picture. Once you return to the training department with a mandate from the organization, and, hopefully, the support necessary to implement that mandate, the training manager’s focus must change. Inside the training department, getting, keeping and motivating a staff of highly talente

staffing levels depend on your organization population, their needs and the budget allocated to your department. Your most important goal is to insure the strength and relevance of the department in the larger picture. Once you return to the training department with a mandate from the organization, and, hopefully, the support necessary to implement that mandate, the training manager’s focus must change. Inside the training department, getting, keeping and motivating a staff of highly talenteng department with a mandate from the organization, and, hopefully, the support necessary to implement that mandate, the training manager’s focus must change. Inside the training department, getting, keeping and motivating a staff of highly talented individuals is your most important function. Everything the department does, and how it is viewed, is affected by how skillfully you help your people manage themselves.

Sharon Burns offers the following tips for the training managers interviewing prospective trainers. During the interview, look at the applicant’s questioning skill, how they get information from you. Does the applicant have a logical thought process? Does the applicant equate training with corporate business? She has personally found that psychology graduates with good interpersonal skills sometimes out-perform former classroom teachers, who have to unlearn old habits when faced with adult learners. Larry Lottier suggests having the applicant do a presentation for the department. Does he or she come across as a performer? Is the presentation boring? Have department members present for the trial training discuss the applicant’s classroom style — how well would this person wear with the group as a whole?