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Influenza ora la tua performance: Come fare? Bé io ti dico la mia (parte 3/3)

As I did not collapse under the weight of so many hardships, as I'm still supporting optimal congested and hostile situations. Well I did do one myself and I am committed to follow a procedure very similar to the speech in first person about what will follow below.

Whoever you are, you're reading you realize the crucial role played by the completion of this stock right now. For now, I assure you of first-person as well as support that research shows conclusively that "your" speech in first person has a direct influence on your performance. For this procedure, we have made the identification of your qualities in the form of first person and present tense. Several times a day - but especially before you start the day and as the last thing to do at the end of each day - now read as indicated:

him, I am a honest person, intelligent, oriented towards the objectives , organized, responsible, committed, punctual. I am an extremely motivated, optimistic, enthusiastic, positive, focused and with initiative. I am a firm responsible, competent, disciplined, persistent, knowledgeable, creative enterprising and making right choices. I am a person emotionally intelligent, confident, able to believe and to go all out. They are endowed with energy, I have great self control and a healthy image of myself, and I manage fine. These are the qualities of individuals who are born to be successful, using them every day and keep my momentum and I will have job security in a world without the safety of the workplace. They also allow me to procure a greater quantity of things that money can buy and a greater quantity of things money can not buy.

PS Remember: You have to be before they can do, and you have to do before I can have. The procedure of the speech in person is an integral part of 'being.

A note to my personal honesty and integrity "manifesto" in person is different in form and length. The substance is the same (although the PS is the same, but it is not my bag of flour).

If you need other "posters" motivational, write me.

soon

Pier Giorgio

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Influenza ora la tua performance: Azione ora, benefici ora (parte 2/3)

take responsibility for your behavior, your expenses and your actions, and do not always support that society should forgive because it "is not your fault" is the quality most needed in the next century.

Barbara Tuchman, the Pulitzer Prize

As is true in this sentence from an authoritative book collection. Think about it and agree that very often "ask for the collective responsibility for a poor product or a polluted beach, and yet we refuse to require individuals to accept responsibility for their acts of irresponsible behavior. Perhaps it is easier to enact laws and regulations on meat spoils not enact laws and regulations on the dead person. " How strange our society in which we live.

N on matter to me what was good or bad our (my) past, I do not care how good or bad our (my) financial condition right now, I can now specifically something that will improve or worsen my future and the choice is mine.

This is something profound because says: "I'm not a victim. I can do many things that will improve or worsen my future depends on me and make the right choices." Recognizing that you away from the "blame game" and puts you on the road to be unequivocally more, do more and have more.

progress exists in your life when you decided to accept responsibility for your actions, you have accepted the responsibility for your future. This is of almost overwhelming, because as long as you do not accept responsibility for your future, your future is left to chance, and the case is a cruel seducer.

followed in: Influence now your performance: What to do? Well I tell you my (part 3 / 3).

Pier Giorgio

Do I Have Bell's Palsy

Influenza ora la tua performance: Pianifica - Preparati - Nutri aspettative (parte 1/3)

To go where you want to be, you need to plan to win, and the plan must be good. Gee good and should work. The good news is that you started so fantastic even before they are old enough to make choices. Your arrival has been well planned from eternity. Maybe your mother and father have not planned specifically to put you in the world, and may have thought that your timing is not fosse del tutto giusto; ma, carissimo/a, ti assicuro che sei l'individuo vincente che sei stato destinato a essere.

"Puoi pianificare, prepararti, nutrire aspettative e assumerti l'impegno proprio dove sei, facendo esattamente ciò che stai facendo".

Dobbiamo credere in noi, per siamo tutti quanti unici individui, splendide creature, avvolte bizzarre.

Il prossimo esempio e racconto ti aiuterà a capire perché lo sviluppo della tua dichiarazione della missione è importante per il tuo successo ed è una caratteristica delle persone "di success ", that they get what they want.

• It tells the story of his grandfather who was walking on the beach with his grandson. My grandfather often stooped to pick up a sea-urchin and threw him into the water. After a while 'the grandson asked his grandfather: "Grandpa, what are you doing?" The grandfather smiled and said, "Well, son, these urchins are living organisms and discarding them if they do not die in the sun." The grandson replied, " But, Grandpa, there are thousands! What difference can I do? "The Grandfather quietly stooped, picked up another hedgehog, threw him into the sea and said:" For this guy, makes all the difference in the world. "

Message: maybe you can not change the world, but when you change your world, you have made a very important step to change the world of other people (without knowing many of them) through the words you use and the actions we .

Someone once said that no drop of rain is responsible for the flood, or a snowflake is reproached the blizzard, but the reality is that each / has played a role in . Unfortunately too many people throw up their hands to heaven and say, 'What can I do? " Speaking figuratively, you can reject the sea-urchin at sea so that it can live. You can give help and give a hand to those in need. You can give your opinion and be an encouragement, not only for the people around you, but through them you can influence many other individuals.

followed in: Influence now your performance: Action now, the benefits now.

Pier Giorgio

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Manager: (ma) che lezione!

Hi all, if our ability to understand how good we are - or unable - to do the best with a given time, is already a success for our professionalism and a great step forward for our expertise.

Bingo, unfortunately, that power is not necessarily refined with experience. One of the best demonstrations of this fact comes from a study done at the end of 1980, a test of the ability of golfers who showed in putting. The putting, after all, is a fundamental part of the game, as it represents 43 percent of the shots. Among other things, the study would detect and the percentage of two-meter putt to pocket the best golfers in the world. The study was made up of fifteen major international tournaments. At each tournament, the team chose a green field with a smooth surface and relatively flat. Then, during the four days of the race, measured every putt.

The study cataloged data on 11,060 putt. How many of them were sent to pit the best golfers in the world? The answer turned out to be little more than half: 54.8 per cent, to be exact.

interesting was the reaction of the professionals who participated in tournaments: most of them predicted that at least 70 percent of their putts would go in the hole. A famous rookie tournament, former U.S. Amateur champion and performer of great putt, he believed that the average putt to pocket more than 80 percent and considered to hold an average staff of "about 91 or 92 percent." Illusion data in hand, or just a little trick to the player to disorient opponents disclose numbers (performance) are not real. Be sure it is a fact that some prominent professionals say: "If you do not send in the hole at least 85 percent of the putts of two feet, nothing is gained." When, with concrete data have been reported as the result of the study that the actual average was 54.8 percent, stated: "Impossible, do not believe it."

The presumption always unfortunately confuses the reasonableness of the supposition.

Dunque carissimi a quanto rilevato dallo studio e magari anche da una nostra analisi più approfondita su quanto letto, possiamo affermare che si tratta di una reazione comune alla maggior parte delle persone: come abbiamo visto, tutti noi pensiamo di essere un po' migliori di quanto non siamo in realtà. Se, però, osserviamo da vicino il curriculum di molti cosiddetti professionisti, scopriamo che neanche loro sono così bravi come vorrebbero darci a intendere.

Nel caso di certe attività - specialmente quelle che riguardano la capacità di esprimere giudizi o fare previsioni - le loro prestazioni si rivelano often worse than you would have us believe. In one study, a group of psychologists and their assistants have received information from a test to diagnose brain damage. The psychologists' diagnoses were not better than those of their assistants. It is still worse in the case of the specialists on which many of us rely for economic advice: financial analysts. When the researchers examined the ability to predict the profits of companies followed by analysts, they discovered not only that their performance was painful, but even worse with the passage of time. In 1980, the analysts were wrong in 30 percent of cases, in 1985, they went wrong in 52 percent of cases, in 1990, they went wrong in 65 percent of the cases (a huge percentage).

appears at the end got a little article from a newspaper: The opinions of analysts are generally biased in one direction: about 95 percent of the time, advised investors to compare, or retain portfolio actions and almost never throw the dart, pronouncing the word "sell." In order to moderate the incurable optimists, in 2008, Merrill Lynch, the largest U.S. investment bank, began to require its analysts to assign a rating of 'supply less than the market' or 'sale' to 20 percent of titles di cui si occupano. Vedi Anderson e Bajaj (2008).

Risultati altrettanto sconcertanti sono derivati da studi che hanno messo a confronto i pronostici dei professionisti con quelli elaborati da modelli attuariali (sostanzialmente, dei computer). Sono stati svolti un centinaio di studi di questo tipo. «Gli esperti hanno fatto meglio solo in una manciata di casi», ha stabilito. Le ricerche che ha esaminato riguardavano vari settori - ammissioni al college, recidività dei criminali, diagnosi mediche. In alcuni casi, gli "esperti" si sono dimostrati più precisi dei principianti, ma raramente lo sono stati più di semplici modelli statistici. «La deprimente conclusion to be drawn from these studies is that the judgments of experts in most areas of clinical and doctors are not more accurate than those expressed by beginners behind an internship with a minimum '.

Discoveries like this should produce humility, but in reality this is not the case. A test of the ability of political scientists to predict world events revealed that "both the inexperienced experts who have proven slightly more accurate than you might expect from a hypothesis based on the case." The fundamental difference between the two groups was in their levels of modesty. "Most of the experts pensava di sapere più di quanto sapesse in realtà», ha determinato la ricerca. Anche di fronte all' evidenza dei fatti, gli esperti cercavano di «convincersi di avere sostanzialmente ragione».

Esercitiamoci, dunque per essere migliori, viste le prestazioni altalenanti di molti esperti, sembra ragionevole porsi una domanda: che cosa rende realmente esperto un esperto? Quando l'esercito americano ha posto questa domanda, ha scoperto che molti dei suoi “top gun” erano in realtà dei pensatori profondi. Come i campioni di scacchi e altri superesperti, i piloti avevano la capacità di prevedere in tempi rapidi le conseguenze di un dato evento - Could, that is, to think in depth about the problem, and do so quickly. How did they develop this ability? In large part, by making a lot of memories. Then there are the innate capacities - mental or physical - does not matter what you think in general. The intelligence tests, for example, have proven useless to explain individual differences in performance in the arts, science and the professions of a higher level. And, with the exception of 'height, there are few indisputable evidence to the special features are necessary to achieve outstanding performance in sports.

What matters is exercise. Experts are carrying a lot. Whatever the sector, it is generally understood that it takes about ten years of sustained effort to become an expert level established and authoritative. Please note not all types of exercise, however, are useful. "Practice" and "competence" are not the same thing over and over again simply to the same business, does not guarantee any improvement in its performance. The exercise, however, must aim to improve memory performance. If done correctly, prolonged, unhurried, operation generates a large set of expert knowledge - a library, if you will - in the mind of the person who is practicing. This is important because the fact of possessing a large library allows an expert to quickly recognize patterns that do not recognize other glia.

O ps!, It is now has revealed a secret, completely unexpected? "An expert is able to quickly recognize patterns that do not recognize other glia, because its jurisdiction is well-stocked library and loose." So much of what has been written shortly before:

What is important is exercise. Experts are carrying a lot.

Pier Giorgio

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La leadership efficace è un processo di trasformazione

Just like situational leadership applies not only to situations of one to one relationship, where the head is related to an employee, but also in the context of team, organization and above all, against himself themselves. Leadership is a process of transformation in four phases that include self-leadership, individual leadership or one by one, team leadership and organizational leadership.

The self-leadership is the first step in what effective leadership is born within the same leader. Before you can hope to lead others, must know himself and know what needs to avere successo. La conoscenza di sé permette di essere obiettivi. Il leader è pronto per guidare gli altri solo quando ha acquisito esperienza nel guidare se stesso.

La leadership individuale si basa sulla creazione di un rapporto di fiducia nei confronti degli altri. Se il leader non conosce se stesso - ignora i propri punti di forza e le proprie debolezze - e non è disposto a mostrarsi vulnerabile, non potrà mai stabilire un rapporto di fiducia. Senza fiducia, è impossibile che l'organizzazione funzioni con efficacia. La fiducia fra il leader e i suoi collaboratori è un presupposto essenziale della collaborazione.

Il passo successivo del processo di trasformazione è la team leadership. Quando il leader ha sviluppato un rapporto di fiducia con i singoli collaboratori, diventa egli stesso un leader affidabile e degno di fiducia. È una condizione fondamentale per la creazione del team e della comunità. Il leader efficace che opera a livello di team comprende che,per gestire l'energia e il contributo dei collaboratori, deve onorare il potere della differenza e riconoscere il potere del lavoro di squadra. Il suo compito diventa più difficile, ma i risultati possono essere molto gratificanti.

La leadership organizzativa è l'ultima fase del processo di trasformazione della capacità del leader di act as the organizational leader (who oversees more than one team) depends on its objectivity, trust and community cohesion that has created the first three stages of processing. The requirement to develop an effective organization is to create an environment that gives value to both relationships and results.

One of the worst mistakes of the leaders today is that often when we are called to a position of leadership, devote most of their time and energies to trying to improve on an organizational level, even before having gained credibility in the inner level, staff and team.

soon, your performer and his performance.

Pier Giorgio

Popotrica Game Online

Le competenze dei nostri nuovi manager

start by saying that: Leadership is not something you do to others, but something you do with others.

So the requirements for effective use of the model of Situational Leadership II are three diagnostic capacity, flexibility and partnering in the management of performance. They do not involve great difficulties, but they require some practice.

before competence: diagnostic capacity. As we have already observed, the situational leader must assess the level of growth of the employee. How do you do in practice? Should consider two factors: the competence and dedication. Competence is the sum of all knowledge and skills which the employee has with respect to a particular task or objective. The most effective tool to evaluate the competence and performance. The employee knows how to plan, organize, solve problems and communicate on a particular task? Can realize the goal set with precision and punctuality? Competence is acquired through education Formally, the job training and experience, with direction and support needed, can improve over time. The second factor to consider in assessing the level of growth is the dedication: the motivation and confidence that the employee shows towards a particular goal or task. Prove you are interested and feel enthusiasm for a particular job? It is self-confident? They have confidence in their ability to achieve a certain goal or task? If motivation and safety are high, then the employee has a good level of dedication.

Second expertise: flexibility. The manager who has learned to safely use the different styles of leadership has become the second jurisdiction of situational leader: flexibility. As the person grows, the leadership style must change accordingly.

Third expertise: partnering in performance management. The third responsibility of partnering is the situational leader in performance management, the ability to act as partners of their employees towards achieving a common goal. Partnering involves the free exchange of information and dialogue on improving the quantity and quality. At this point comes into play the concept of partnering or collaboration towards a common goal. This jurisdiction is to obtain the consent of persons to use the leadership style most appropriate for their level of growth. Collaboration is also what allows the employee to request the chief leadership style they need. Since this relationship involves a new type of exchange between leader and follower, it is to be sure that you have acquired a good understanding of the concept of situational self leadership.

(Continued ... effective leadership is a process of transformation).

Pier Giorgio