George Clooney makes we want to buy Budweiser beer, and I don't even LIKE Budweiser. His smooth, rich, full bodied voice along with his dashing good looks, mocking self deprecation and enigmatic charisma makes him one of the most appealing and compelling leading men in Hollywood. You rock George!
http://www.clooneystudio.com/
Technorati Tags: george+clooney, budweiser
Tuesday, April 24, 2007
Friday, April 13, 2007
Why saying "Thank you" is more than just good manners
Why saying "Thank you" is more than just good manners
A 10-year study of 200,000 managers and employees suggests that praising people for a job well done may lead to bigger profits, says Fortune's Anne Fisher.
By Anne Fisher, Fortune senior writer
April 12 2007: 6:46 AM EDT
NEW YORK (Fortune) -- Dear Annie: I changed jobs last year, going from a small company (where I had worked since the start-up phase, over a decade ago) to an organization about 10 times bigger. I've made the adjustment pretty well, except for one thing. My old employer was very gung-ho about recognizing people for their achievements. If someone met a tough deadline or went above and beyond for a client, that person got a public pat on the back and maybe even a "prize" like a free dinner for two at a nice local restaurant.
My new company is completely different. No one ever says "thanks" for anything or shows any appreciation for extra effort, and as a result people don't do anything more than the minimum required to get the job (sort of) done. I think this hurts the business, but I can't convince my boss. Any thoughts? - Trying to Help
Dear Trying: I'd be willing to bet we've all worked in organizations like yours, at one time or another. Many years ago, Fortune had a top editor who made a point of never praising anyone for anything. Asked why not, he replied, "People who are good know they're good. They don't need to hear it." Well, if any proof is needed that that approach to managing people is wrongheaded, here's where to find it: "The Carrot Principle" (Free Press, $21.00), a fascinating book by Adrian Gostick and Chester Elton, both consultants at Salt Lake City-based consulting firm O.C. Tanner (www.octanner.com).
The book's subtitle says a mouthful - "How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance" - but the basic idea is simple: People will work harder and more enthusiastically for an appreciative boss, and companies that praise topnotch performance are more profitable than those that don't. In a study of 200,000 managers and employees over a 10-year period, Gostick and Elton found that, in companies where few people agreed with the statement "My organization recognizes excellence", annual return on equity averaged a paltry 2.4 percent. By contrast, companies with a culture that emphasized thanking people for excellent performance racked up returns more than three times as high, at an average of 8.7 percent. (For the complete study, go to www.carrots.com, under Research.)
Of course, anybody who has taken Statistics 101 will tell you that correlation doesn't always imply causation, and companies that praise their workers are probably doing lots of other things right, too. Even so, at a time when employers are competing fiercely for top talent, the authors note that 79 percent of employees in a recent poll who had quit their jobs cited lack of appreciation as the main reason. It seems saying "thank you" is even more important in retaining people than paying them more money - and a pat on the back is free.
How can you persuade your boss to start recognizing his team's achievements? Adrian Gostick says that about one-third of managers in the Fortune 100 companies he works with are, like my old editor, dead set against the idea of praising people. "They don't believe in it. They're always the ones sitting in the back of the room at our seminars with their arms folded, and that negativity often spreads to others," he says. "To overcome their resistance, we start by asking why they don't want to. Often they say they don't have time. But another big reason is, lots of managers want to be seen as 'tough', and recognizing people looks 'soft' to them. Another obstacle is that they just don't know how."
That doesn't mean your boss can't change. Gostick says that, in a former career as vice president of a bank, "I had to be told to recognize people. My employees urged me to do it." He adds, "We've found that, if you encourage a reluctant boss to start with just a few small things, he or she is often pleasantly surprised by the response and will want to do more."
"The Carrot Principle" is full of creative ideas for thanking employees, and you might take a look at those, and pass a few suggestions along to your boss. But some of them - like buying lunch for all employees who have to work on a Saturday and inviting their families to join them; or springing for an extra plane ticket so a spouse can accompany an employee on a business trip - may be too much for the budget. No problem.
Says co-author Chester Elton, "You don't need to spend a lot of money to make an employee feel valued. We find that a handwritten thank-you note, which costs next to nothing and takes just a couple of minutes, is something people really love to get. It's far more effective than an e-mail, especially if it's timely and specific. It should say, not just 'Way to go!', but 'You did a terrific job on that XYZ project'. We've seen people who are so pleased to get these that they keep them for years."
But let's say you show your boss the bottom-line results of Gostick and Elton's research and make a few gentle suggestions for how to start recognizing people, and he doesn't budge. You know the grassroots-political maxim, "Be the change you'd like to see in the world"? If you were to make a habit of thanking colleagues and praising the people around you for a job well done - beginning with (why not?) your boss - who knows? You just might start something big.
http://money.cnn.com/2007/04/11/news/economy/annie_praise.fortune/index.htm?section=magazines_fortune
Technorati Tags: human+resources, workplace, ethics, office, management, motivation, corporate
A 10-year study of 200,000 managers and employees suggests that praising people for a job well done may lead to bigger profits, says Fortune's Anne Fisher.
By Anne Fisher, Fortune senior writer
April 12 2007: 6:46 AM EDT
NEW YORK (Fortune) -- Dear Annie: I changed jobs last year, going from a small company (where I had worked since the start-up phase, over a decade ago) to an organization about 10 times bigger. I've made the adjustment pretty well, except for one thing. My old employer was very gung-ho about recognizing people for their achievements. If someone met a tough deadline or went above and beyond for a client, that person got a public pat on the back and maybe even a "prize" like a free dinner for two at a nice local restaurant.
My new company is completely different. No one ever says "thanks" for anything or shows any appreciation for extra effort, and as a result people don't do anything more than the minimum required to get the job (sort of) done. I think this hurts the business, but I can't convince my boss. Any thoughts? - Trying to Help
Dear Trying: I'd be willing to bet we've all worked in organizations like yours, at one time or another. Many years ago, Fortune had a top editor who made a point of never praising anyone for anything. Asked why not, he replied, "People who are good know they're good. They don't need to hear it." Well, if any proof is needed that that approach to managing people is wrongheaded, here's where to find it: "The Carrot Principle" (Free Press, $21.00), a fascinating book by Adrian Gostick and Chester Elton, both consultants at Salt Lake City-based consulting firm O.C. Tanner (www.octanner.com).
The book's subtitle says a mouthful - "How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance" - but the basic idea is simple: People will work harder and more enthusiastically for an appreciative boss, and companies that praise topnotch performance are more profitable than those that don't. In a study of 200,000 managers and employees over a 10-year period, Gostick and Elton found that, in companies where few people agreed with the statement "My organization recognizes excellence", annual return on equity averaged a paltry 2.4 percent. By contrast, companies with a culture that emphasized thanking people for excellent performance racked up returns more than three times as high, at an average of 8.7 percent. (For the complete study, go to www.carrots.com, under Research.)
Of course, anybody who has taken Statistics 101 will tell you that correlation doesn't always imply causation, and companies that praise their workers are probably doing lots of other things right, too. Even so, at a time when employers are competing fiercely for top talent, the authors note that 79 percent of employees in a recent poll who had quit their jobs cited lack of appreciation as the main reason. It seems saying "thank you" is even more important in retaining people than paying them more money - and a pat on the back is free.
How can you persuade your boss to start recognizing his team's achievements? Adrian Gostick says that about one-third of managers in the Fortune 100 companies he works with are, like my old editor, dead set against the idea of praising people. "They don't believe in it. They're always the ones sitting in the back of the room at our seminars with their arms folded, and that negativity often spreads to others," he says. "To overcome their resistance, we start by asking why they don't want to. Often they say they don't have time. But another big reason is, lots of managers want to be seen as 'tough', and recognizing people looks 'soft' to them. Another obstacle is that they just don't know how."
That doesn't mean your boss can't change. Gostick says that, in a former career as vice president of a bank, "I had to be told to recognize people. My employees urged me to do it." He adds, "We've found that, if you encourage a reluctant boss to start with just a few small things, he or she is often pleasantly surprised by the response and will want to do more."
"The Carrot Principle" is full of creative ideas for thanking employees, and you might take a look at those, and pass a few suggestions along to your boss. But some of them - like buying lunch for all employees who have to work on a Saturday and inviting their families to join them; or springing for an extra plane ticket so a spouse can accompany an employee on a business trip - may be too much for the budget. No problem.
Says co-author Chester Elton, "You don't need to spend a lot of money to make an employee feel valued. We find that a handwritten thank-you note, which costs next to nothing and takes just a couple of minutes, is something people really love to get. It's far more effective than an e-mail, especially if it's timely and specific. It should say, not just 'Way to go!', but 'You did a terrific job on that XYZ project'. We've seen people who are so pleased to get these that they keep them for years."
But let's say you show your boss the bottom-line results of Gostick and Elton's research and make a few gentle suggestions for how to start recognizing people, and he doesn't budge. You know the grassroots-political maxim, "Be the change you'd like to see in the world"? If you were to make a habit of thanking colleagues and praising the people around you for a job well done - beginning with (why not?) your boss - who knows? You just might start something big.
http://money.cnn.com/2007/04/11/news/economy/annie_praise.fortune/index.htm?section=magazines_fortune
Technorati Tags: human+resources, workplace, ethics, office, management, motivation, corporate
Friday, April 06, 2007
Atlanta Investing Named Finalist for the Atlanta Business Chronicle Pacesetter Award
Atlanta Investing Named Finalist for the Atlanta Business Chronicle Pacesetter Award
Atlanta Investing ranked among the fastest growing companies in Atlanta
Atlanta, GA – April 6, 2007 -- Atlanta Investing, Inc., a residential Atlanta real estate investment company specializing in foreclosures, announced that it has been selected as a finalist for the Atlanta Business Chronicle Pacesetter Award. Atlanta Investing joins an elite group of fast-growing, successful companies in the Atlanta area.
The annual Pacesetter list is compiled by the editors of the Atlanta Business Chronicle To qualify for the award the companies must be headquartered in Atlanta, must have 2006 revenue between $1 million and $300 million, and must have two years of growth in sales of more than 50 percent. Companies are ranked by a growth index formula, which is used to level the playing fields among companies of different sizes. Factors in the formula include the percent change and absolute change in revenue and number of employees.
"We are excited to be selected as a finalist for the 2007 Pacesetter Awards. We’ve experienced tremendous growth over the last two years and it’s due to the outstanding work done by our staff on behalf of our clients”, said Chris Wall, President of Atlanta Investing. About Atlanta Investing
Atlanta Investing, Inc. is a residential Atlanta real estate investment company specializing in foreclosures. The company acquires distressed properties and works with investor clients to match the perfect property to each investor. Most wholesale properties are offered 30 percent or more below market value to its investors. For information on future open houses, consulting services and real estate seminars, please call Atlanta Investing at 770-934-6906 or visit http://www.atlantainvesting.com.
Technorati Tags: atlanta+investing, atlanta, flip, house, real+estate, fixer+upper, atlanta+investment+properties, residential+real+estate
Atlanta Investing ranked among the fastest growing companies in Atlanta
Atlanta, GA – April 6, 2007 -- Atlanta Investing, Inc., a residential Atlanta real estate investment company specializing in foreclosures, announced that it has been selected as a finalist for the Atlanta Business Chronicle Pacesetter Award. Atlanta Investing joins an elite group of fast-growing, successful companies in the Atlanta area.
The annual Pacesetter list is compiled by the editors of the Atlanta Business Chronicle To qualify for the award the companies must be headquartered in Atlanta, must have 2006 revenue between $1 million and $300 million, and must have two years of growth in sales of more than 50 percent. Companies are ranked by a growth index formula, which is used to level the playing fields among companies of different sizes. Factors in the formula include the percent change and absolute change in revenue and number of employees.
"We are excited to be selected as a finalist for the 2007 Pacesetter Awards. We’ve experienced tremendous growth over the last two years and it’s due to the outstanding work done by our staff on behalf of our clients”, said Chris Wall, President of Atlanta Investing. About Atlanta Investing
Atlanta Investing, Inc. is a residential Atlanta real estate investment company specializing in foreclosures. The company acquires distressed properties and works with investor clients to match the perfect property to each investor. Most wholesale properties are offered 30 percent or more below market value to its investors. For information on future open houses, consulting services and real estate seminars, please call Atlanta Investing at 770-934-6906 or visit http://www.atlantainvesting.com.
Technorati Tags: atlanta+investing, atlanta, flip, house, real+estate, fixer+upper, atlanta+investment+properties, residential+real+estate
Office affairs in a small business
I work for a small company and it seems there is an office affair going on by a supervisor and a staff member, who are both married. Everyone in the office is aware of the situation and rumors are flying. It's awkward.
How do people deal with this type of work environment? It's not healthy or professional. I don't respect my supervisor. If management is supposed to address personnel problems like this and he IS the management, where does that leave the staff? Just turn the other cheek, I guess.
Workplace romance: love affairs and lawsuits
http://www.gruntledemployees.com/gruntled_employees/2006/11/workplace_roman.html
Dealing With Workplace Affairs And Other Office Dilemmas
http://www.careerjournal.com/columnists/workfamily/20050916-workfamily.html
How do people deal with this type of work environment? It's not healthy or professional. I don't respect my supervisor. If management is supposed to address personnel problems like this and he IS the management, where does that leave the staff? Just turn the other cheek, I guess.
Workplace romance: love affairs and lawsuits
http://www.gruntledemployees.com/gruntled_employees/2006/11/workplace_roman.html
Dealing With Workplace Affairs And Other Office Dilemmas
http://www.careerjournal.com/columnists/workfamily/20050916-workfamily.html
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