Somebody Else's Guy - Jocelyn Brown [Bass Lesson]
How to make a primitive trap: the t-bar snare (wilderness survival traps)
Lesson Plans - How to make a primitive trap: the t-bar snare (wilderness survival traps)
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How to make a primitive trap: the t-bar snare (wilderness survival traps) Video Clips. Duration : 10.00 Mins.Resigning From Your Job - The 21 needful Precautions
Laws Of Exponents Lesson Plans - Resigning From Your Job - The 21 needful Precautions
Good morning. Today, I learned all about Laws Of Exponents Lesson Plans - Resigning From Your Job - The 21 needful Precautions. Which may be very helpful to me and you. Resigning From Your Job - The 21 needful PrecautionsActual Case History: Claudia was always near the top of her class, in high school, in college, and in company school. And so it was in her hotel business career: within eight years of her joining the world's second largest hotel company as a administration student she rose to its corporate headquarters, as its Senior Vice President of Sourcing. As always before, she was once again "near the top."
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From Claudia's perspective, promotions were never a problem. Time and again her hard work and solid prestige for near-total devotion preceded her. She didn't seek promotions; they seemed to seek her. When she was contacted by an administrative recruiter about a position as Chief Operating Officer of a direct competitor, Claudia took it in stride. It seemed like one more validation of what her parents had always taught her: hard work will bonus itself. After consulting with her husband, she decided to aggressively seek the position.
Claudia's eight interviews over four days went extremely well. She got along especially well with the company's new Ceo, for whom she'd be working. She was presented an offer that nearly doubled her gift compensation, and the opening - for the first time in her life - for important financial security. She soon accepted. Human Resources was then assigned the task of preparing her employment contract, and Claudia hired legal counsel to characterize its terms.
Claudia had never been in this situation before: she'd never left a company since company school. She decided to handle all aspects of the relinquishment process herself, relying on her important coarse sense and population skills. She composed a splendid relinquishment letter, and distributed it to her direct boss and her closest colleagues. In her relinquishment letter, she explained to her colleagues how much they meant to her, but given her new title and assignment, how strongly this new opening beckoned. She offered to do anyone was important to make the transition a flat one. Unfortunately, it was anyone but smooth.
The first "dark clouds" appeared the very next morning, when Claudia arrived, with Starbucks cup in hand, and turned on her computer. It was frozen; apparently her password had been changed. Her first call, to the data Technology Dept., was referred to Human Resources. She was asked to come to Hr for a brief meeting. When Claudia arrived, she saw four population in the discussion room: the Hr Director, her boss, his boss, and the company's general Counsel. The conversation was brief, led by the company's Hr Director.
Claudia was advised that her departure was not viewed in a determined manner, especially her going to a direct competitor. There was concern that Claudia would use her knowledge of the company's sourcing strategies and methods - especially its new plans to build their own factories in Asia - for her new employer's benefit, maybe even propose they do the same. That exact scenario was recommend by some of what Claudia mentioned in her relinquishment letter. She was also asked if the days she'd taken days off as sick days during the past few weeks which were, in fact, used for interviewing; in fact, they had.
The clouds only grew "darker" when Claudia spoke to her attorneys. Their characterize of the proposed ageement offered by her new owner indicated several important problems, some extremely problematic. The position wasn't all she'd been led to believe. The requirement that she spend almost half of her time in Asia was a complete surprise. The one-year term of employment and two-year non-compete requirement were both unacceptable. Finally, there was a requirement that, if she ever left, if Claudia didn't give at least 90 days notice, she would have to pay back her last year's bonus, ordinarily called a "clawback."
Two weeks later, when Claudia was served with legal papers by her then-former employer, alleging she'd shared trade secrets and committed fraud concerning her sick days, she knew this was categorically not going to be the best part in her vocation story. In fact, it was microscopic short of a nightmare. How could it all have gone so wrong?
Lesson To Learn: Ending an employment relation in the right way is far more complicated than most population believe. Resigning from a job, and transitioning to another, is deceptively complex, as the process is just loaded with potentially serious risks. If not handled with caution and care, resigning from your job can be extremely costly. There are, though, identifiable precautions that you can take to eliminate, or at least minimize, your risks in resigning.
What You Can Do: Over the years, we've identified 21 precautions you should take - or at least reconsider taking - to eliminate, or at least minimize, risks in resigning form your job. Here's our list.
A. Before You Give Notice
1. Must You Give Notice?: By "notice," we mean "notification that your last day of employment will be in a certain, specified whole of days, weeks or months." No law requires observation of resignation, although sometimes it is legally required, for example if you've signed a ageement that requires you to give notice.
The purpose of giving progress observation of relinquishment is to give your owner the opening and time to dispose transition of your duties, and for you to cooperate in that process. It also provides you with an opening to do what you can not to "burn bridges" of any kind - with colleagues, clients or your employer. Giving progress observation is ordinarily in your interests, and in your employer's interests, as well, as a matter of mutual professionalism, and as a way to support good feelings post-employment relation. It's considered poor form not to give notice.
On the other hand, giving observation may not be in your interests if you are determined that you will be harmed by doing so; as an example, employers of some of our clients have reacted to receiving observation by trying to sabotage the employee's next job. If it's categorically important to start a new job, or to attend to personal matters before starting a new job, or if you feel reprisals may take place, it's not categorically important to give progress notice. Don't forget: that these days many employers don't give any observation at all when terminating individuals; sometimes closed employees are even immediately marched out the door, at times accompanied by guards.
2. Are You determined You categorically Want to Leave?: perhaps the most basal precautions to take in resigning from your job are these two questions: first, why are you leaving? And second, are you sure you categorically want to leave? At times, dissatisfaction and disillusionment can blind us to the very mountainous blessings and opportunities we enjoy. At other times, the grass on the other side of the road seems far greener than it categorically is.
Perhaps the worst mistake is leaving a job because you've closed that you will never receive rewards, promotions or other objectives when, in fact, you've never clearly or resolutely requested those very same rewards, promotions or other objectives. Too many population forget that "If you don't ask, you won't get." You may say to yourself, "I'm sure they know I'm unhappy, and why I'm unhappy," or "I shouldn't even have to ask for this," but you must not forget to reconsider your boss's point of view for a moment: he or she is probably preoccupied with 1,000 other things that your dissatisfaction and its causes may not be nearly so determined to him or her as you think.
3. Are You Sure You're "Free" to Leave?: There are a surprising whole of reasons you may not be "free" to leave your employment These include: (a) employment contracts you may have entered into with a defined "term" of employment; (b) holding agreements you may have signed by which you were paid a sum of money to stay for a period of time after, commonly, a merger of companies; (c) so-called "garden-leave" agreements you may have signed by which you agreed to give a determined whole of days, weeks or months of pre-resignation notice; (d) non-compete agreements (and linked restrictive covenants) you may have signed that limit where you can work in the future; (e) immigration law requirements that permit you to work in a country only so long as you are working for a determined employer; (f) agreements you may have signed that need you to pay back to your owner monies it gave to you in the past if you don't work for a determined period of time, such as (i) instruction grants, (ii) relocation payments, (iii) even determined bonus awards; (g) loans that you may owe your owner that need immediate refund upon resignation; (h) so-called "golden handcuffs" that entail loss of unvested options, restricted stock and other entitlements that have not yet vested; (i) even provisions that you never signed, but exist in an laborer handbook, that say that employees who do not furnish a minimum of, say, two months observation will be considered fired for "cause," with all of the negative implications that may have for your finances and reputation.
4. Secrecy About Your Intentions Is Essential: There are many reasons to keep you intentions to resign to yourself. Everybody has interests, and each person's interests are different. In fact, you can put a friend into a very difficult spot - even a situation harmful to him or her - if you share your intentions. Some people, along with Hr rep's, supervisors and recruiters have a legal promulgation to share such "news" with your employer. Should your intentions somehow get out, it may then come to be impossible to change your mind, even if your new job falls through. As Ben Franklin said, "Three can keep a secret, if two of them are dead." And as former Intel Chairman Andy Grove entitled his book, "Only the paranoid survive."
5. Get Your Next Employment Confirmed First: If there's one pre-resignation precaution you need to remember and follow, it's this one: you don't want to resign and then later find out that your next job hasn't materialized. Nothing could be worse.
While nothing you can do can make 100% sure your next job will come to be a reality, you can and should do all in your power to make sure there are as few hitches as inherent in the process. That's closed by considered inquiring about each of the material points of your new job with your time to come boss of Hr, and obtaining from them a written confirmation. Sometimes those will be set forth in an offer letter, or even a contract; most population get neither. Even that shouldn't stop you from preparing a written confirmation of your own, and request you time to come boss for his or her written approval, by email or letter. Any written confirmation should contain such things as your start date, your title, your responsibilities, your compensation, your benefits, your reporting structure, and the location of your office. However you do it, do all you can to get your hiring confirmed in writing from your new owner before submitting your relinquishment to your gift employer.
6. What You Can - And Can't - Take With You: This one's easy: keep what's yours; leave what's theirs. However, sometimes it's hard to distinguish between the two. The difficulties regularly arise with (a) lists of information, such as your personal rolodex; employers often view these as their confidential information, trade secrets, or customer list; (b) copies of documents, such as the best research record you wrote two years ago that you'd like to keep as a writing sample; employers often view these as their rights property; and (c) smaller pieces of equipment, such as cell phones, Blackberry's, pagers, laptops and the like. As a general rule, if there is a dispute over who owns equipment, surrender it after taking personal data off it. If there's a dispute over who owns data or documents, give it to your owner but keep a copy. One special precaution: especially if you believe you may end up being sued by your former owner for any reason, if your home computer has any company-related files on it for any reason, you would be well-advised to replace the its hard drive, and install onto the new hard drive only personal information. This way, you can't be accused of retaining or sharing company data in the future.
7. Strategic Timing of Your Departure: Timing is a big part of resigning. The foremost message here: don't fail to take into inventory foremost upcoming dates of all kinds. These contain (a) the date on which your bonus will be paid; (b) vesting of stock options, restricted stock, and the like; (c) your hire-date anniversary, that may influence time to come pension credits; (c) 401k gift dates; (e) end-dates of gift insurance coverages, and start-dates of time to come insurance coverages, to ensure no gaps in between; (f) scheduled pay raises, for final wage may impact pension and other long-term payment calculations; (g) long-term relinquishment and health plan "rules" of 65, 75 and the like, that are based on age and years of service.
8. reconsider Having an Employment Attorney "On Call": In employment matters, it's always preferable to keep attorneys - and even mention of attorneys - out of discussions. That being said, knowing your legal rights, and having an attorney ready to act in the event of unforeseeable events, may be a smart idea. You don't want to contact delay if, as examples, you're accused of impropriety, served with legal papers, or publicly defamed.
B. When You Give Notice
9. Who to Speak With First: As a general rule, it's permissible course to give observation of relinquishment directly to your immediate supervisor, in case,granted he or she is available; if not available, then to his or her immediate superior. That being, said, if you have a "rabbi," mentor or "godfather" in your organization, and that person has been especially helpful in the course of your career, it may prove wise to furnish that person with a respectful "heads-up thank you" before giving notice. These sorts of special company relations need to be treated with the utmost sensitivity.
10. How Much Notice?: The first examine is "Have you agreed to give at least some minimum notice?" If so, you should honor that agreement. If not, the permissible observation period depends on you, your title, and your level of responsibilities. On a clerical level, the most coarse observation period is two weeks. For those with greater responsibilities, the incredible level of observation rises to some four weeks; either there are others who can step in to fulfill your important tasks may dictate even greater notice. It's not unheard of for senior executives with unique talents and relations to give 60 to 90 days notice. [Bear in mind the dictates of strategic timing, laid out in Precaution 7, above.]
11. What to Say, and How to Say It: You should give your relinquishment in person, with an immediate follow-up letter. In both your in-person, oral resignation, and in your follow-up relinquishment letter, three things are essential: First, "I've decided to resign." Second, "My last day with the company will be.[a determined date.] Third, "Thank you for the opening to work with you." Any more than that can only hurt you. You should specifically avoid negativity, your reasons for leaving, and the identity of your next employer. You should avoid responding to emotional pleas. Instead, you should be clear, dispassionate and resolute. This 1 - 2 - 3 approach is, without a doubt, the most efficient and least risky way to submit your oral resignation.
12. Keep Your Emotions in Check: Leaving a job entails ending several close and foremost relations at once. It can be an emotional time, with both good and bad emotions rising to the surface. You should do all you can to keep those emotions, of every kind, beneath the surface. It always helps to do all you can to reduce stress and anxiety at a time like this by extra measures of, among other things, exercise, prayer, yoga, meditation and other non-harmful practices. Likewise, this is a good time to stay clear of relations or situations that regularly induce anxiety.
13. Be ready for a Counter-Offer to Stay: Counter-offers, and acceptance of counter-offers, are becoming more and more common. In fact, some clients seek employment opportunities elsewhere merely to provoke a counter-offer from their gift employer. We propose our clients to treat counter-offers with supreme suspicion because "If they didn't appreciate you before you got someone else job, are you sure they'll truly appreciate you after that prospective job is no longer ready to you?"
If you're inspecting accepting a counter-offer, there are three important points to insist upon: (a) that it must be located into a written, signed agreement, (b) that it be completed and signed in just a few days, to ensure that it does not merely "spoil" your new job possibility, and (c) that it clearly state that the promised promotion, raise, bonus or other reward, be given to you "guaranteed, in all events, and to last no less than one full year." Otherwise, you may be promoted for one day and then fired, or promised a bonus next year, but fired next week.
14. Be Prepared, As Well, to Be Shown the Door: It's also inherent that, upon your giving observation of resignation, you may be fired "on the spot." What's the likelihood? You can ordinarily tell by how your owner has acted in the past. It always pays to be ready to be shown the door. Besides the other precautions noted above, it's always wise to quietly remove personal data from your office computer, take home copies of non-secret "portfolio" materials, and quietly make an inventory of purely personal items - pictures and the like - in your office, for later removal.
C. After You Give Notice
15. Visiting Hr for the "Exit Interview": Over the past few years, a new office "ritual" has come to be commonplace, in which Hr inquiries and issues are answered, completed and resolved. At least those are the espoused purposes of "exit interviews." In most companies, participation is not mandatory; if your company claims it is mandatory for you, you might ask what the "penalty(s)" may be for refusal.
For your purposes, bring a pad, and ask all questions you may have, including: (a) Who should I contact in the time to come if I have questions?; (b) Can I have a copy of my Hr file?; (c) How do I dispose for continuation of varied insurance policies?; (d) When returning keys, cell phones, Id cards and the like, do I get a receipt?; (e) Will I get paid accrued but unused vacation, personal and sick days; if so, how many?; and (f) How long do I have to submit receipts for unpaid company and/or medical expenses?
Hr may have its own objectives to be fulfilled in an "exit interview," about which you must be cautious. They include: (a) getting you to sign things you should not sign, such as releases; (b) request why you are leaving, which is not their business; (c) reminding you of your confidentiality (and perhaps non-compete) obligations; (d) request you where you'll be working, which is not their business, and (e) giving you your federal C.O.B.R.A. Insurance-continuation forms.
In your exit interview, please don't ever reconsider doing these four things: (1) believe your Hr rep is your friend;
2) sign anyone other than a receipt for forms given to you; (3) criticize former colleagues or bosses; or (4) discuss your time to come plans.
16. reconsider Committee and Board Memberships: Your job may entail your participation on internal committees and task forces, as well as external trade groups and associations. Though it is often automatic, reconsider how best to resign from each internal group, development sure not to burn bridges in doing so. If you've acted as your employer's representative on external boards and the like, your relinquishment from your gift job may not need your complete relinquishment fro the trade group or association, but merely a re-designation as an at-large member. Don't think you need to resign from such trade groups upon resignation, as they may prove invaluable to you in time to come employment.
Incidentally, always inquir about either your assistance on boards and committees entitles you to continued security of insurance coverages, along with "directors and officers" ("D&O") policies, and "errors and omissions" ("E&O") policies. If you believe fiduciary obligations may leave you open to time to come lawsuits, request written assurances of continuing insurance and indemnity coverages, as well..
17. Trade Secrets and Later contentious With Your Employer: There are two kinds of restrictions that may continue to influence you after you leave your employer: (a) those the law places on you, and (b) those only you can place on yourself by signing an agreement to do so. The first class - the kind the law places on you - is aimed mostly at not permitting you to steal things from your employer, along with important "trade secrets," which are defined as "information, industrialized straight through endeavor and expense, and kept secret, that gives your owner a company advantage." Examples contain chemical formulas, customer lists and marketing plans. These are protected by the law; you can go to jail for taking them with you.
The latter class - restrictions you've agreed to - contain the coarse "non-competition" agreement and their "cousins." If you haven't signed one of these, either as a separate agreement or as part of an agreement to accept employment, stock options, a bonus, or some other reward, you can regularly think you'll be free of time to come restrictions.
As a general rule, unless you (a) steal secrets or other important property, or (b) violate the terms of a written agreement to restrict your time to come activities, you are entirely free to later compete with your employer, consistent with our free company system.
18. Remember: A relinquishment is Not a Release: It's foremost to bear in mind that resigning from your job entails only one thing: ending the relation; resigning has no direct consequent on moneys owed you, or other claims you may have against your employer. By resigning from your job you are not releasing your owner from any obligations your owner may still have to you, of any kind, either they are concerning pension calculations, raises promised but denied, illegal harassment or discrimination, or concerning retaliation against you for "whistle-blowing."
For this reason, This means, first, that you should never sign any issue form or similar document handed to you at your exit interview or sent to you afterwards. Also, be aware that you have more time to make any claims you may have against your employer. For federal "Sarbanes-Oxley retaliation claims, you have 90 days. For discrimination claims, you may have 180 or 310 days, depending on the state you live in. For claims of defamation, you may have up to one year. For claims of negligence or fraud, you may have up to three years. For claims of broken contracts or promises, you may have up to six years. These deadlines vary from state to state and, of course, should be discussed with an attorney.
19. Are You Due Severance? There's a Good Chance: It may seem counter-intuitive, but even those who resign may be due, or be able to collect, severance. First, under determined agreements or advantage plans, and under determined circumstances, you could be entitled to resign and still derive severance. For example, after a corporate merger, many fellowships request that you remain in your job, but entitle you to severance if your duties change substantively. In this case, you can resign, and derive severance, too. As someone else example, employees who resign after they have been harassed, discriminated against, or retaliated against for "whistle-blowing" may both resign and derive severance, too. Never think you're not entitled to derive severance.
20. References, Recommendations and Departure Statements: Though nearly every company has a course against giving out post-employment "references," one of the best things you can do before you resign is to confidentially ask superiors, colleagues and even clients if they would serve as time to come references for you. Especially if asked respectfully, chances are they will say "yes." One thing's for sure: you'll have enhanced credibility, leverage and trust in every time to come interview if you can facilely yield written testimonials to your dedication, knowledge, abilities and value. We propose you offer to yield a "draft" for such people, as these days everyone's so busy, and to do so only makes it that much easier for them. Incidentally, we refer these as "departure statements" to counter any suggestion from Hr representatives that they violate corporate policies.
21. When Can You Tell Others of Your Move?: That's a trick question, meant to tell if you're still alert after reading this far. There are two parts to your "move," departure and arrival. concerning your departure, you're entirely free to tell population you'll be leaving, as soon as you've given your observation of relinquishment to your superior.
The "arrival" data is a very distinct story. While the fact you're leaving can be shared, you should do your utmost not to tell clients and customers where you're going, because this invites potentially severe legal troubles. Why? That's because you could be accused of "soliciting" them to go with you, which would be both a think for your company to fire you before you left voluntarily, perhaps suing you for theft of trade secrets or interfering with their company while you're employed by them, as well as a think for your "old" owner to contact your "new" owner and insist they not hire you, or face a "poaching" lawsuit. This is essentially a lawsuit in which one company accuses someone else of "stealing" its employees and clients, illegally. It's a messy thing, something you don't want to be part of, and something you can avoid by holding your silence about where it is you're headed. It's for this think "where you're headed" is something to be shared only after "you've arrived there." Once you've left, then soliciting the company of old clients and even former colleagues to come join you becomes "fair game."
These are not all of the precautions that need by taken by resigning executives, but they are the 21 precautions we view as most necessary. Every person, every assignment, every company and every transition has unique problems. You should try to customize your own precautions to address your employer's facts, history and culture.
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Lesson Plans - Ancient Aliens S02E05 - Aliens and the Third Reich (VOSTFR)
Do you know about - Ancient Aliens S02E05 - Aliens and the Third Reich (VOSTFR)
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Ancient Aliens S02E05 - Aliens and the Third Reich (VOSTFR) Tube. Duration : 43.95 Mins.Nekfeu freestyle - This is "1995" entre autre
Lesson Plans - Nekfeu freestyle - This is "1995" entre autre
Do you know about - Nekfeu freestyle - This is "1995" entre autre
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Nekfeu freestyle - This is "1995" entre autre Video Clips. Duration : 1.57 Mins.How to handle Classroom administration during Transitions
Worksheet - How to handle Classroom administration during Transitions
Hello everybody. Yesterday, I found out about Worksheet - How to handle Classroom administration during Transitions. Which could be very helpful for me and you. How to handle Classroom administration during TransitionsEvery potential part has students transitioning from one performance to another, or, as I like to say, from one mini-lesson to another.
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Mini-lessons are a great way for teachers to address pupil attention span and teach their article without the students getting bored. And, if students are not bored, teachers will face less classroom administration problems.
However, the transitions from one performance to someone else can also be the cause of many classroom administration problems. If the transitions are unstructured, teachers can guarantee themselves an growth in classroom administration issues.
Therefore, the best defense is a good offense - in other words, teachers need to make sure every transition in the classroom is structured.
Here are some simple, but efficient classroom administration tips for transitioning between mini-lessons... Simply effect the steps below:
1. Signal
Teachers must have some type of signal to bring pupil momentum to a halt. In my taste nothing works better than a easy egg timer. On the very first day of school I teach my students that when that timer "beeps" that is their signal to stop what they are doing and listen for the next set of directions.
2. Be exact With Directions
The fact is students' cannot read a teacher's mind. Therefore, the more exact a trainer is with the directions the better it is for everyone.
Let's look at an example where a trainer is transitioning from an performance that involved the students completing a worksheet to an performance that involves reading from the text book. There is a big incompatibility between, "Put the worksheets away and open up your text book to page 323" and "You have 1 small and 30 seconds to put the worksheets in your briefcase and open your textbook to page 323 without talking...when the timer beeps stop what you are doing and listen for the next set of directions."
See the difference?
If you want to take it a step further, it would be a good idea for the trainer to then write the textbook page on the board.
3. Check-for-Understanding
As with any set of directions teachers need to "check" to see if their students beyond doubt know what to do. Teachers should Simply call on students at random to repeat the directions. "Johnny, what are you going to? Sarah, how much time do you have?" etc.
4. Model
Depending on the complexity of the transition teachers may need to beyond doubt model the procedure. For example, if students need to move into new groups then the trainer may want to demonstrate how he expects this to happen. Remember, students' cannot read the teacher's mind.
However, modeling can also be used for easy tasks such as putting the caps back on the markers and putting the markers away in their permissible place in the classroom. Again, if you want it done, you must teach it.
5. "Go!"
After completing the above steps the trainer Simply sets the timer and says "Go!"
Having a few dissimilar activities within a single part is essential to being an efficient teacher. However, the transitions can also be the cause of many classroom administration problems. By following the above steps teachers can transition from performance to performance without any classroom administration problems.
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Laws Of Exponents Lesson Plans - Book Notes, A Book overview on the Book Eat That Frog by Brian Tracy
Good afternoon. Now, I learned all about Laws Of Exponents Lesson Plans - Book Notes, A Book overview on the Book Eat That Frog by Brian Tracy. Which is very helpful for me and you. Book Notes, A Book overview on the Book Eat That Frog by Brian TracyHave you ever heard the phrase "eat that frog?" I never did until I read the book Eat That Frog, 21 Great Ways to Stop Procrastinating and Get More Done in Less Time, by Brian Tracy.
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According to Brian, eating your frog is about tackling your most important, daunting tasks, and getting them done. The idea is similar to how you eat an elephant...one bite at a time. Brian's main point is that you eat your most ugliest frog first, the next ugliest, and so on, until all your frogs are done. When you "eat your frog," you feel empowered, happier, energized, and are more productive, i.e., you get more done.
The system Brian shares in his book are system he has picked up from 30 years of studying time management and has incorporated into his own life. Brain says that time management is life management, so these system apply to any aspect of your life, especially your company when you're just getting started and working on it part time. The idea is to take control over what you do and choose the important tasks over the unimportant. This is a key determinate of success.
Here is a summary of each principle Brian covers in his book.
Principle 1: Set the Table
This principle is about determining what you want to accomplish. It's about getting clarity about your goals and objectives. One of the biggest reasons population procrastinate is vagueness and blurring about what they want to do. Brian introduces his first Rule of Success: Think on paper. Do you know that population who have clear written goals achieve 5 to 10 times more than population who don't?
Brian has a seven step recipe for setting and achieving goals:
1. Settle exactly what you want to do (one of the worst time wasters is doing something well that doesn't need to be at all).
2. Write your goal down. Writing your goal down crystallizes and put power behind it because it becomes real.
3. Set a deadline on you goal. This gives you a sense of accident with a beginning and end.
4. Make a list of everything you think you need to do to achieve the goal. A visual photograph give you a path to result and increases the likelihood of success.
5. Make the list into a plan by priority and sequence. You can draw a map of your plan like a flow chart to help you visualize the steps.
6. Take operation immediately. "Execution is everything."
7. Settle to do something everyday that takes you closer to your goal. Program your activities and never miss a day.
Having clear written goals affects your reasoning and motivates and drives you into action. Written goals stimulate creativity, issue energy, help you overcome procrastination, and give you enthusiasm. Think about your goals and reveal them everyday and take action.
Principle 2: Plan Each Day in Advance
This is basically manufacture a to-do list. Just like eating an elephant, you eat a frog one bite at a time. Break you task down into steps. "Thinking and planning unlock your reasoning powers, trigger you creativity, and increase your reasoning and corporal energies."
The great you plan, the easier to overcome procrastination, to get started, and to keep going. Brian claims that every itsybitsy you spend planning will save as much as ten minutes in execution. So if you spend 10 to 12 minutes planning, you'll save at least 2 hours (100-120 minutes) in wasted time and endeavor - very impressive.
Brian's introduces the Six P recipe for this principle: allowable prior planning prevents poor performance. His tips are: All you need is paper and pen. All the time work from a list - if something new comes up, add it to the list. Keep a master list of everything. Make a list for dissimilar purposes. Keep a monthly list, which you make at the end of each month for the following month. Keep a weekly list, which you make at the end of the week for the following week. Keep a daily list, which you make as the end of the day for the following day.
The lists feed off each other. Check off items as you faultless them. Checking the items off gives you a visual description of accomplishment and motivates you to keep going.
Follow the 10/90 Rule of personal effectiveness, which says if you spend the first 10% of your time planning and organizing your work before you begin, you'll save 90% of time getting the work done when you start.
Principle 3: Apply the 80/20 Rule
This principle says that 20% of your activities will list for 80% of your results, even when all your activities take the same number of time to do. The activities that give you the most return on your speculation are your frogs. Where you focus your time is the dissimilarity between being busy and accomplishing something. You want to eliminate or spend less time on your low-value tasks. Your most critical tasks are the hardest and most complex, but give you the most bang for you time, so ask yourself if the task is a 20% task. Brian's rule here is "Resist the temptation to clear up small thing first."
Once you begin working on your hardest task, you become motivated to faultless it. "A part of you mind loves to be busy working on critical tasks that can absolutely make a difference. Your job is to feed this part of your mind continually."
Thinking of beginning and finishing an important task motivates and helps you overcome procrastination. An important fact to remember is that "The number of time required to faultless an important job is the same time it takes to do an unimportant job."
Principle 4: think the Consequences
"The mark of a excellent thinker is his or her capability to accurately predict the consequences of doing or not doing anything." reasoning through the consequences gives you an idea if an operation is important and is a way to Settle the importance of a task. Any important task will have long-term inherent consequences.
Dr Edward Banfield, from Harvard University, complete that "the long-time perspective is the most precise singular predictor of upward group and economic mobility in America" (a rare trait in our instant gratification world). Your attitude towards time has an impact on your behavior and choices. reasoning about the long-term impact will help you make great decisions, thus, one of Brian's rules: "Long-term reasoning improves short-term decision making."
Having a future orientation (5, 10, 20 years out) will allow you to analyze choices and will make your behaviors consistent with the future you want. Ask yourself, "What are the inherent consequences of doing or not doing this task?"
Brian's follow-on rule is "Future intent influences and often determines present actions." The clearer you are on your future intentions, the great clarity on what to do at the present moment. Having a clear insight of your future intention helps you rate a task, delay gratification, and make the critical sacrifices in the future. Be willing to do what others aren't so you can have what others want later...greater rewards are in the long-term.
Dennis Waitley, a motivational speaker says, "Failures do what is tension-relieving while winners do what is goal achieving." Make important tasks a top priority and start them now. Time is passing anyway, so Settle how you will spend it and where you want to end up. reasoning about the consequences of your choices, decisions, and behaviors is the best way to Settle your priorities.
Principle 5: convention the Abcde recipe Continually
The Abcde recipe is a priority setting technique to help you be more productive and effective. The installation behind the technique is that the more you spend in planning and setting priorities, the more important things you will do and do faster once you start.
You start by listing everything you have to do for the day and categorize everything into A, B, C, D, or E.
An "A" is something that is very important that you must do or there will be serious consequences (this is your frog.) A "B" is something you should do that has mild consequences (Brian calls these your tadpoles). A "C" is something that would be nice to do but there are no consequences. A "D" is something that you can delegate to someone, which frees up time for you to work your A. An "E" is something you can eliminate because it makes not dissimilarity at all.
Discipline yourself to work your A and stay on it until it is complete. If you have more than one task in each category, label the most important A1, the next A2, etc., and do the same for the other categories. Never do a B before an A, or a C before a B.
Principle 6: Focus on Key result Areas
This principle is about focusing on what you are working towards. Every job can be broken down into "key result areas," which are results you must achieve and for which you are responsible. For example, the key result areas for management are planning, organizing, staffing, delegating, supervising, measuring, and reporting.
Identify your key result areas and list your responsibilities for each. Then grade yourself on a scale of 1-10 in each result area. Where are you strong? Where are you weak? Are you getting results or under performing? Brian's rule for this area is "Your weakest key result area sets the height at which you can use all your other skills and abilities." Essentially, your weakest area limits your broad performance.
This leads to other suspect population procrastinate-they avoid things where they have performed poorly in the past. Procrastination doesn't regularly happen in an area you're good in. Ask yourself, "What one skill, if I advanced and did in an perfect fashion, would have the most inevitable impact in my career" (or life, or business)? Ask those nearby you. Then set a goal to improve in that weak area.
Principle 7: Obey the Law of Forced Efficiency
"There is never adequate time to do everything, but there is All the time adequate time to do the most important thing." Brian's rule that applies here is "There will never be adequate time to do everything you have to do." (That's a hard pill to swallow and something we probably subconsciously know but don't accept.) A fact Brian states in his book is that the mean someone is working at 110-130% of capacity, which means you will never get caught up. So that means you need to stay on top of your most important responsibilities.
People generate more stress for themselves when they procrastinate and put themselves under the pressure of a deadline. When you're up against a deadline, you tend to make more mistakes. The questions to ask yourself on a quarterly basis are:
1. What are my highest value activities?
2. What can I, and only I, do that, if done well, will make a real difference?
3. What is the most critical use of my time right now?
The answers to these questions will identify your biggest frog at the moment. "Do first things first and second things not at all."
Principle 8: put in order fully Before You Begin
This principle means making ready and having everything you need ready before you begin your task. Have everything you need readily available in front of you. Take off everything that's not going to help you. generate a workspace you'll enjoy working in.
Principle 9: Do Your Homework
"Learn what you need to learn so that you can do your work in an perfect fashion."
Other reasons for procrastination are feelings of inadequacy, lack of confidence, and lack of competence in a key area of a task. To overcome these issues, work on your development. Pro development is one of the best time savers there is. Brian's rule here is "Continuous studying is the minimum requirement for success in any field." Keep on improving your skills.
Principle 10: Leverage Your extra Talents
Identify your unique skills and commit yourself to becoming good in these areas, then apply your knowledge and skills (no one can ever take those away). Ask yourself, "What am I absolutely good at?" "What do I enjoy the most about my work?" "What has been most responsible for my success in the past?" "If I could do any job at all, what job would it be?" Focus on your best energies and abilities.
Principle 11: identify Your Key Constraints
Limiting factors sway how speedily and how well you get your task done. They are the critical path or choke point to achieving your goal. identify your limiting factors by request yourself what is retention you back, then focus on alleviating those factors as much as possible. Getting rid of those limiting factors regularly brings more advance in a shorter time than whatever else.
The 80/20 Rule applies here too-80% of the constraints are internal, only 20% are external. Those constraints can be as uncomplicated as a idea or belief. Accept accountability and get rid of your constraint.
Principle 12: Take it One Oil Barrel at a Time
A saying about tackling whatever is "by the yard, it's hard, but inch by inch, it's a cinch." Taking an "one oil barrel at a time" is the same concept. Brian talks about a trip in Algeria through the Sahara Desert. Because of the vastness of the desert and the lack of landmarks, the French had settled empty oil barrels on the road as markers. The barrels were settled 5 kilometers apart, so you could All the time see the next barrel. So the meaning of this principle is to go as far as you can see, and when you get there, you can see farther. Step out on faith, have confidence, and the next step will become clear.
Principle 13: Put Pressure on Yourself
The intent behind this principle is to take charge of you life before you end up waiting for a saving that will never come. Be a leader, someone who can work without supervision, which agreeing to Brian is only about 2% of people. Set standards for yourself higher than you would for others and go the extra mile.
This is all about self-esteem, which is your prestige of yourself, as defined by psychologist Nathaniel Brandon. everything you do affects your self esteem. Push yourself and you'll feel great about you.
Principle 14: Maximize Your Personal Powers
Physical, mental, and emotional energies make up your personal operation and productivity. So guard and take care of your power level. Rest when you need to. When you're rested, you get much more done.
A general rule is that productivity tends to decline after about 8-9 hours. identify the times you are at your best and use that time to work on your frogs. Take time out to rest, rejuvenate, eat well, and exercise.
Principle 15: Motivate Yourself Into Action
This principle is about controlling your thoughts and being your own cheerleader. Coach and encourage yourself. How you talk to yourself determines your emotional response.
How you account for things that happen to you determines how you feel. How you feel can motivate or de-motivate you. become an optimist and don't let setbacks and negativity sway your mood.
"In study after study, psychologists have determined that 'optimism' is the most important capability you can Make for personal and Pro success and happiness."
Brian identifies 3 behaviors of an optimist.
1. Look for the good in every situation.
2. Seek the critical part in every setback or difficulty.
3. Look for the explication to every problem.
When you visualize your goals and talk to yourself positively, you feel focused, energized, confident, creative, and have a greater sense of control and personal power.
Principle 16: convention Creative Procrastination
This is a personal operation principle about putting off doing smaller, less ugly frogs. Ultimately, you can't do everything (remember Principle 7, Obey the Law for Force Efficiency?), so procrastinate on low value activities (bonus: you get to choose which ones).
This is a matter of setting priorities, something you do more of and sooner, and setting "posteriorities," something you do less of and later. The rule that applies here is "You can set your time and your life under control only to the degree to which you discontinue lower value activities."
Say "no" to low value use of your time and life and say "no" early and often, because you don't have spare time. Thoughtfully and deliberately Settle what things you are not going to do right now. Avoid the unconscious tendency to procrastinate on the big, hard, valuable, important tasks.
You are responsible for evaluating your activities and identifying those that are time-consuming with not real value. Get rid of them or delegate them (um, sounds like Principle 5, convention the Abcde Method). convention "zero-based thinking." Ask yourself, "If I was not doing this already, knowing what I now know, would I get into it again today?" If you get a yes answer, it's an "E."
Principle 17: Do the Most Difficult Task First
This is the hardest, most difficult principle because you're "eating your frog." Brian outlines 7 steps to gain this skill (these steps are a nice summary of the some of the system we have already covered):
1. At the end of the day/weekend, make a list of everything you have to do the next day. 2. reveal the list using the Abcde recipe combined with the 80/20 rule. 3. take you A1 task, the one with the most severe consequences. 4. Gather everything you need to start and discontinue the task; get it ready to start the next morning. 5. Clear your workspace so you're only ready to start your A1 task. 6. Discipline yourself to get up, get ready, and start the task without interruptions before you do whatever else. 7. Do this for 21 days (creates the habit).
When you get into the habit of doing the most difficult task first, you'll duplicate your productivity in less than a month, and you'll break the habit of procrastination.
Learn to say "Just for today," as you're developing your new habit. "Just for today, I will plan, prepare, and start on my most difficult task before I do whatever else."
Principle 18: Slice and Dice the Task
This principle is the "salami slice" advent to getting work done. Do one slice of the task at a time. Psychologically, it's easier to do a smaller piece that to start on the whole job-like eating an elephant. We tend to want to do other slice when we get done with one. population have a deep subconscious need to bring finality to a task, the "urge to completion." We feel happier and more considerable when we start and discontinue a task because endorphins are released-the bigger the task, the bigger the sense of accomplishment.
This advent is also known as the "Swiss cheese" method; you punch a hole in the task by spending a definite number of time on the task.
Principle 19: generate Large Chunks of Time
This principle is about scheduling time to work on large tasks. To make critical advance on your tasks, you need blocks of high-value, high productivity time. The key is to plan your day in advance and Program fixed blocks of time, especially for things you don't enjoy doing. Make an appointment with yourself (sounds a lot like Principle 2, Plan Each Day in Advance).
Eliminate distractions and work nonstop. "Deliberately and creatively Make the concentrated time periods you need to get your key jobs done well and on schedule."
Principle 20: Make a Sense of Urgency
The basis of this principle is to be action-oriented. A sense of accident is an "inner drive and desire to get on with the job speedily and get it done fast." Take the time to think, plan, and set priorities, then work them. generate a reasoning state of "flow," which is the "highest human state of operation and productivity."
In the "flow" state, you feel elated, clear, calm, efficient, happy, and accurate. everything you do seems effortless. You function at a higher plane of clarity, creativity, and competence. You are more sensitive and aware.
Developing a "sense of urgency" triggers the flow state. Race against yourself; Make a "bias for action." Make a fast tempo which goes hand and hand with success.
When you become action-oriented, you trigger the "Momentum Principle of Success." You end up using less power to keep appealing than the power it takes to get started. The faster you move, the more power you have, and the more you get done. Repeat to yourself, "Do it now!" When you find yourself distracted, tell yourself, "Back to work!"
Principle 21: singular Hand Every Task
This principle is about concentrating single-mindedly on your frog until it's done, which is the key to high level operation and personal productivity. Hard, concentrated work precedes every great achievement. You can sacrifice the time to discontinue a task by 50% or more when you combine single-mindedly, agreeing to Brian.
Starting and stopping can increase the time to discontinue a task by an estimated 500% because you have to get reacquainted with the task and overcome inertia to get started again. When you stop, you break the cycle and move backwards. Make momentum by getting into a "productive work rhythm." "The more you discipline yourself to working non-stop on a singular task, the more you move forward along the 'efficiency curve.'" You get more high capability work done in less time.
Success requires self-discipline, self-mastery, and self control. Elbert Hubbard defines self-discipline as "the capability to make yourself do what you should do when you should do it, either you feel like it or not." Starting, persisting, and finishing a task is a true test of character, will, and resolve. Persistence is self-discipline in action. You end up liking and respecting yourself better. You shape and mold your character and become a excellent person.
Conclusion
There you have it, 21 system for overcoming procrastination so you can "eat your frog." As a result of integrating these system into your work habits, you will be happy, satisfied, feel a sense of personal power and effectiveness, and will become a great success. Fortunately, all this system can be learned through repetition. As a recap, here they are:
1. Set the table.
2. Plan every day in advance.
3. Apply the 80/20 rule to everything.
4. think the consequences.
5. convention the Abcde recipe continually.
6. Focus on key result areas.
7. Obey the Law of Forced Efficiency.
8. put in order fully before you begin.
9. Do you homework.
10. Leverage your key extra talents.
11. identify your key restraints.
12. Take it one oil barrel at a time.
13. Put the pressure on yourself.
14. Maximize your personal powers.
15. Motivate yourself into action.
16. convention creative procrastination.
17. Do the most difficult task first.
18. Slice and dice the task.
19. generate large chunks of time.
20. Make a sense of urgency.
21. Single-handle every task.
I recommend you read the book. Don't let the number 21 scare you. The book is an easy read and Brian gets level to the point-no extra fluff. You'll gain a great insight of the principles, and the great you understand them, the great you'll be able to apply them to your company and life. The advantage is you get to successfully "Eat that frog!"
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Time allotted: 90 minutes
Organization: large group
Objective: Students will demonstrate the comprehension of the components in a report by using pictures about segregation to write the narrative.
Student worksheet available at http://www.trinaallen.com/rollofthunderstudent.html
Teaching Mode: Direct
Provision for individual Differences: Students are heterogeneously mixed. The composition of modeling by the educator and students will help to meet the needs of the varying abilities in the classroom. This assignment is open-ended adequate for all students to find success "where they are" (Gardner, 2004).
Teaching Strategies: Some lecture, dialogue, modeling, discussion, group critique, planning.
Teaching Behavior focus: Focus will be as facilitator. Students will direct the part by creating the model used to demonstrate report writing.
Materials needed for this lesson:
oOne copy of a photo depicting segregation for each student-- ideally with larger copies available for fine details.
oPaper- pencil
ooverhead, board and markers, or chalk
oGeneral classroom supplies
Lesson Activities:
Step 1. Anticipatory Set: (Motivation)
oAs review, ask students to write a definition of segregation. Volunteers will state their definitions. Write the definition on the board for students to refer to as they write their narratives. (Students should have read and discussed segregation and Roll of Thunder, Hear My Cry prior to this lesson).
oDistribute pictures depicting segregation- one to each student. Or ask students to bring pictures from magazines that demonstrate segregation or reverse segregation. Hang some larger pictures on the wall so students can use them for greater detail.
oStudents will seek their photo individually for five minutes, writing details on the worksheet.
Note: Newspapers and magazines are good sources of pictures for this part as well as the following online museum Web sites.
Jim Crow Museum of Racist Memorabilia at Ferris State http://www.ferris.edu/htmls/news/jimcrow/index.htm
Norman Rockwell Museum http://www.nrm.org/
Online Tours of the National Gallery of Art http://www.nga.gov/onlinetours/index.shtm
Web Museum, Paris http://www.ibiblio.org/wm/paint/auth/
Step 2. Objective (Overview of studying outcomes to pupils):
Students will use pictures about segregation associated to their unit of study for Roll of Thunder, Hear My Cry to:
odemonstrate knowledge of the characteristics of report writing by writing a narrative.
odemonstrate connections in the middle of images and words by using report writing to build comprehension of content.
ouse detailed vocabulary in writing their text.
Step 3. Presentation (Input) of information:
Students will delineate the following characteristics of report writing as a whole class: developing plot, character and setting using definite detail and ordering events clearly using chronological order.
Direct students' concentration to one photo on the board. As a whole class have students brainstorm possible events and characters this photo illustrates about segregation. Place the words or phrases under the following headings on the board as students share their ideas. Have students fill this facts in on their worksheets.
Characters Setting Situation Feelings Vocabulary
Step 4. Modeling/Examples:
Use one character from the class table. Model writing a report on the board from the character's point of view by calling on students to give the details. Encourage students to delineate the photo and to form an original story associated to the segregation graphic in the picture. conclude as a class whether to tell the story that leads up to the picture, or to delineate the events that ensue the picture. Write events in chronological order on the board as well as along with the character's feelings and thoughts.
Step 5. Checking for Understanding:
Have students evaluate the story written on the board that they created by checking the blank before each element of report writing that they find in the class story about segregation.
1. _____ One character's point of view.
2. _____ Details about the character .
3. _____ Details about the setting.
4. _____ Details about the situation.
5. _____ The story was in the correct chronological order.
6. _____ The report contained feelings and thoughts.
Circulate as students work to check for understanding. Call on students to share their estimate to be sure all students understand the content.
Step 6. Guided Practice:
Using the photo that they were assigned (or the one they brought from home) students will brainstorm possible events and characters by filling their ideas in the same table used in step 3:
Characters Setting Situation Feelings Vocabulary
Circulate to check for understanding.
Step 7. Independent Practice:
Have students select one character from the table and write a report similar to the one modeled for them in step 4 from that character's point of view. Students will form an original story associated to the segregation graphic in the picture. They will conclude whether to tell the story that leads up to the picture, or to delineate the events that ensue the picture. They will write events in chronological order and write about the character's feelings and thoughts.
Step 8. Closure:
Students will be evaluated using the same rubric used in step five, Checking for Understanding. Refer students to that estimate rubric and ask students to give the example from the story previously written on the board to justify each area from the rubric. The stories can be assigned as homework or completed as class work as per the preference of the teacher.
Note: This part is modified from Gardner, T. (2004). A Picture's Worth a Thousand Words: From Image to Detailed Narrative, from http://www.readwritethink.org/lessons/lesson_view.asp?id=116.
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