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"What we see depends mainly on what we look for." -- John LubbockOne of my clients (let's call him Mike) was telling me how importantit is to him that he sell long-term maintenance contracts, not justad hoc projects.Makes sense. The long-term contracts provide some stability andpredictable cash flow. They assist in getting closer to his clients.They also help him to borrow funds more easily.So far, so good.When I asked him how many of these long-term maintenancecontracts he has already, he couldn't tell me. He didn't know! Hesaid he's been too busy to track the number of such agreements.Wait a minute! If this type of agreement is so important to Mike'sgrowth strategy, how can he not know the status?The fact is that most owners and CEOs know what's important totheir enterprise, but can't (or don't) measure those things.You've heard the old maxim: "You can't manage what you don'tmeasure." You have also likely read the story of the "HawthorneEffect".In the late 1950s, the GE plant in Hawthorne, California brought insome consultants to measure the effect of brighter lighting on theproductivity of their factory workers. The consultants first tookproductivity measurements to establish a baseline. Then theyintensified the brightness of the lighting and measured again.Productivity increased.They increased the brightness even more and productivity went upagain. After raising the brightness two more times, they saw twomore increases in productivity. On a hunch, they lowered thelighting and measured one more time. Productivity went up!They figured out that the productivity gains were not related to thebrightness of the lights, but to the act of measuring. They werepaying a lot of attention to the effectiveness of their workers. Andguess what? The workers responded by working more effectively.What do you pay a lot of attention to? What are you constantlymeasuring, asking your employees about, talking about andlooking at?When your team knows what's truly important to you, they'll likelypay more attention to those things, too.Focusing on two or three key business metrics does somethingelse for your behavior. It triggers your Reticular Activating System.Your brain is assaulted by thousands of messages each second.Everything you see, hear, smell, feel and touch is a messageentering your brain. The Reticular Activating System filters throughall these messages and decides which ones will get page onetreatment - that is, arouse the brain.One of the things we've learned from working with entrepreneurs isthat you tend to pay attention to the things which are important toyou at the time. If your currently dominant thoughts are aboutcreating a new brochure, you'll start seeing other brochures.You'll hear conversations about brochures. You'll pick up ideasrelating to brochures and even notice colors that would beattractive for the new brochure.In other words, the Reticular Activating System will pass throughanything even remotely related to the important issue - the brochure.>From a practical point of view, this means that, if you want to solvea problem or achieve a goal, keep it at the top of your mind. Thinkabout it, talk about it, write about it and imagine it completed. Thisis one of the reasons why affirmations work so well and why it isimportant to review your goals frequently.If you focus on improving a specific key indicator of your businesssuccess, your Reticular Activating System will pass through sights,sounds, people and ideas even remotely related to that point offocus. In other words, if you measure it visibly, frequently andattentively, it will likely improve.Here's my suggestion: Identify the two to five key measurements andkey indicators that are important and essential for your business.Set up an active system to measure and track these indicators.Talk to your employees about it at every opportunity. Put charts andgraphs of these indicators on the wall of the lunch room. Make yourinterest in these metrics very active and visible.Chances are, you'll get what you're looking for - improvements inthese areas.Count on it. Article Tags: Reticular Activating System, Reticular Activating, Activating System
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