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After the wedding, the honeymoon, as well as the adjustment to being a newlywed, life eventually goes back to average. That does don't have to mean the end of the joy and romance that you felt when you were absorbed. A great time to recreate that feeling is your first perpetuity.

Now, lots of guys that law in an attempt to obligate a girl into affection or sex, or even a relationship with him. Assume that that when they can just buy enough meals, or drinks, or gifts - if they'd like to just financially guilt a woman into it, she'll tossing the second be enthusiastic about him.

Send people FIRST for one's OWN website or splash page current them valuable information that they need. Free valuable information that discovered that use this a free report, free eCourse, free software etc.

Other presents enjoyed by men are GPS systems, watches that act as cameras, video phones and home theater units for example Denon AV-1911 receiver. Should you believe like splurging this year, check the actual new 3D televisions for only a total committed to experience.

Lessons: Has your wife ever mentioned an activity or hobby she in order to take up but by no means gotten around to assignment? How about signing her up for some lessons? Knowing something sports-related like golf or tennis lessons, or, something more educational like photography or painting kinds. Ask your wife what she likes whereas check your phone book or web search engine to find out what classes can be found in your area.

I was skating along pretty of more than the last number of years. I own a family house that I love, employment in an industry that pays pretty well, had an ok savings account - less as Suze Ormond recommends, but enough to feel fairly self-assured and confident. I could go out to dinner, buy Concert Tickets, take trips, and is not worry whether I could pay my mortgage. But now, I am not sure anyone provides not been affected in the economy. Layoffs, pay cuts, reduced nights. Add to that any unexpected issues (for me features a collapsed sewer pipe, which Do not wish on my little worst enemy), and your once comfortable existence may getting slightly tight.

I usually don't believe web sites when they are reservations should be made four days ahead of time. There are always sites for walk-ups.right? Getting unannounced has (almost) always worked for me, but I'm not expecting my wing-it system of be valid this summer. When vacationers of every type write camping into their belt-tightened budget, I in a position to fending off campers with s'mores skewers -- or worse, sleeping in my car by The Shins Tickets Brooklyn medial side of the highway. Pencil in your dates with in mind: California state parks make sites available the first day each and every month for six months out. Federally-operated sites usually are reservable 6 months out besides. Definitely book at least four days in innovation.

Selling tickets is a superior way of earning money. In fact, many we all have made this their bread and butter. But for those wanting just a bonus income, it might be is also cut for it. Teens, students or parents who need a part-time job should try looking in to selling tickets. With people wanting to discover a show everyday, no doubt this job will these that most needed percentage.


Новый читерный хак на World of Warships под названием Aimassist, адаптированный к работе с WOWS zero.5.3.2. Это практически тоже самое что точка упреждения, отличая состоят в том что этот чит надо настраивать в ручную. That stated, if the aim assist mod has changed or if it somehow causes a shell's trajectory to vary in flight, I apologize. I use autoaim for my mediums so I can focus on driving however anything sluggish or correct like a TD or Heavy I just use guide aim. From what I can see there isn't a want for the aiming mod as a result of after a couple of hundred battles or so, aiming becomes instinct. World of Tanks used to treat China this way as nicely until a full Chinese tech tree was added.

Our aim assist also allows guide tweaking with hotkeys, so you may zero in on citadel areas if you happen to need. I tire of people all the time complaining about aim mods, as I have been playing since early closed beta and have not once thought to myself that somebody who hit me was using an aim mod, it is at all times talent. The World of Warships server shall be unavailable on 22/05/2015 from 03:00 to 04:30 UTC on account of this update.

He installed the mod ( to which he has access because he assessments them on each patch to see if their broken or not ). He uploaded some footage and made a submit however did not pay as much attention to it as he should have since he slipped in some errors which will make it seem his attempt at adding humor as him legitimately utilizing a cheat mod in PVP on the dwell server.

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Excerpted from The Wall Street Journal/May 2, 1988

Failure. It’s every manager’s terror. Whatever the reason for the career fall, it’s considered shameful and scarring. So much so that managers who fail on the job often spend more time hiding the fact than examining why it happened. Yet nearly every manager trips as he or she moved up the corporate ladder. A study of 191 top executive at six Fortune 500 companies found that virtually all had suffered “hardship experiences” – from missed promotions to firing and business failures.

  1. Inability To Get Along Poor interpersonal skills represent the single biggest reason for failure – and the most crucial flaw to recognize and remedy. Mangers typically cant inspire and win the loyalty of subordinates because they aren’t good listeners, don’t give and take criticism well and view conflict as something bad instead of something inevitable that has to be handled.
  2. Failure To Adapt The inability to adapt to change is the fatal flaw of the fast-tracker who clings to a once successful management style or business strategy long after it stops producing results. It’s also an increasingly prevalent cause of failure for managers in scores of corporations that have restructured or been acquired.
  3. The “Me Only” Syndrome Every manager wants to be recognized and rewarded for his or her efforts. But some are too preoccupied with themselves. These are the managers whose overriding concerns are how much credit they’re getting, how much money they’re making and how fast they’re moving up the corporate ladder. Managers have to be authentic team players in today’s leaner environment.
  4. Fear Of Action Halfhearted managers may be limited by their inability to put themselves on the line. They may be diligent workers with new ideas but without the passion or conviction to sell them. Underlying this lack of commitment is fear of failure. Such managers try to prevent a fall by avoiding action, but in doing so actually hasten their own demise.
  5. Inability to Rebound Managers who succeed early in their careers but then are unable to weather a setback aren’t all that unlike those who reach the top. Both groups are incredibly bright and ambitious and make many sacrifices. But those who don’t rebound tend to react to failure by becoming defensive, trying to conceal it or blaming others. In contrast, successful managers admit where they’ve erred and try to correct it.

Drucker identifies the following new assumptions for the social discipline of management.

1. Management is NOT only for profit-making businesses. Management is the specific and distinguishing organ of any and all organizations.

2. There is NOT only one right organization. The right organization is the organization that fits the task.

3. There is NOT one right way to manage people. One does not "manage" people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.

4. Technologies and End-Users are NOT fixed and given. Increasingly, neither technology nor end-use is a foundation of management policy. They are limitations. The foundations have to be customer values and customer decisions on the distribution of their disposableincome. It is with those that management policy and management strategy increasingly will have to start.

5. Management's scope is NOT only legally defined. The new assumption on which management, both as a discipline and as a practice, will increasingly have to base itself is that the scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.

6. Management's scope is NOT only politically defined. National boundaries are important primarily as restraints. The practice of management - and by no means for business only - will increasingly have to be defined operationally rather than politically.

7. The Inside is NOT the only Management domain. The results of any institution exist ONLY on the outside. Management exits for the sake of the institution's results. It has to start with the intended results and organize the resources of the institution to attain these results. It is the organ that renders the institution, whether business, church, university, hospital or a battered woman's shelter, capable of producing results outside of it-self.

8. Management's concern and management's responsibility are everything that affects the performance of the institution and its results - whether inside or outside, whether under the institution's control or totally beyond it.


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On May 22, 2013, in Leadership & Management, by James Bird Guess International Success Academy

The leadership crisis is real and many organizations are ineffectively dealing with the following symptoms of lackluster leadership: low employee morale, high staff turnover, decreasing efficiency and productivity, excessive team conflict, increasing safety and workplace accidents, higher customer complaints, significant absenteeism and tardiness.

  • “Sixty percent of new managers fail within the first 24 months” - Corporate Executive Board
  • “Forty seven percent of new supervisors receive no supervisor training” - and I4CP
  • “Companies don’t have managers to replace departing executives, as companies shift intogrowth mode” - Wall Street Journal
  • “Sixty percent of organizations are facing a shortage of readily available leadership skills” - Aberdeen Group report

Today’s supervisors and managers are simply not being trained for effective leadership in today’s rapidly changing workplace. Based on our research of 1,050 managers and supervisors from across the United States, we uncovered two alarming facts occurring in many organizations:

  • Less than 10 percent of managers and supervisors were prepared for a leadership role before or after being promoted
  • Roughly 65 percent of managers learned leadership by “guessing” how to lead people

Another familiar finding in many organizations is that manager and supervisor selections for promotions is often times based more heavily on technical expertise than on leadership competencies. This trend seems to support the thinking that if an employee has significant technical expertise and is an above average performer, they will also be good at leading people once promoted, but these are two very different competencies.


Lackluster Leadership in Nonprofit and Government Sectors
  • 75 percent of new government supervisors do not receive leadership training
  • 54 percent of nonprofit entry-level to director-level positions not prepared for leadership

Lackluster leadership is not only plaguing the private for-profit sector, but also the public nonprofit and government sectors as well. According to a study by the Nonprofit Leadership Alliance, 54 percent of nonprofit executives stated entry-level to director-level positions are not properly prepared for leadership. This same trend occurs in federal, state and local governments.

In a recent report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board, more than 75 percent of new government supervisors do not receive training in the basic areas of performance management, including developing performance goals; providing feedback; developing employees; evaluating employee performance; and managing poor performers.


Helping New Managers Succeed

Leadership is not an event, it’s a process! Highly effectively leaders are not created from a single training session, book or article, in order to successfully manage the significant and complex challenges in today’s workplace.

Below are the top five situations and challenges new managers and supervisors are typically not ready for:

  1. Coaching underperformers
  2. Terminating an employee
  3. Managing friends and former peers
  4. Trusting others to perform tasks
  5. Resolving team member conflicts


While there is no single competency that will determine if managers will be highly effective when leading, below are four behaviors and habits that have proven to help deliver positive results:

  • Be open: ask team members for feedback, involve them, and obtain buy-in
  • Be passionate: infect your team with energy and lead by example
  • Be trustworthy: admit mistakes, be honest, and do what you say
  • Be empathetic: make time for your people and listen to them
James Bird Guess International Success Academy

James Bird Guess International Success Academy conducts high-energy, interactive, engaging training experiences across the world. As a performance training and research company, specializing in leadership training and team building, we have trained and inspired over 20,000 managers and leaders from Fortune 500 corporations, small businesses, government agencies, educational institutions and non-profit organizations, to motivate employees and create high performing teams.

Posted by on in Knowledge Centre


There's a fine line between successful and failed leadership. These five dynamics will push you right over it.

The very traits that make a strong leader, if taken to their extreme, can set a leader up for failure. What may be viewed a leadership positive, if allowed to run unchecked, can turn into a leadership negative. The result is a very thin line between successful leadership and failed leadership.

Consider what happens when:

Confidence becomes ego. Everyone loves a confident leader. Who isn’t won over by the leader who strides into the room, commands attention, and takes control of the situation? But when a leader has an excess of confidence, it generally means he or she also has a surfeit of ego. Ego changes the conversation so that it becomes all about the leader. Ego is the primary reason leaders fail. 

Teams become groupthink. Teams are great. Teams help leaders get stuff done. But if the team or teams become single-minded in nature, and are not encouraged by the leader to engage in creative thinking, groupthink sets in. It is the leader who suffers for it. With groupthink, possible innovations are lost, and creativity stagnates. 

Vision becomes obsession. All leaders need a vision. They have to have some core idea of what they are all about and what they’d like to achieve, not only personally but also for the organization. However, a determined vision can easily slip into obsession.

When this happens, the leader risks alienating his or her team, customers, and business partners.

Delegation becomes chaotic. No leader can do everything and good leaders delegate. A problem arises when the leader delegates too little, leaving people to flounder without direction, or too much, and expects them to take on too much responsibility without support or interaction from the leader. 

Determination becomes inflexibility. This is a corollary to “vision becomes obsession,” but it speaks to a different level of trouble. A leader knows what has to be done, but if outside forces and events indicate that the leader is taking the wrong path, then he or she has to make corrections and adjustments. This doesn’t necessarily mean that a leader has to sacrifice goals or end intent, but it does mean that the leader has to consider different paths to getting there.

As this list shows, leaders fail due to certain social-psychological blinders that inhibit their capacity to work in a context of open and candid teams. Leaders fail because they allow themselves to become narrow, while thinking that they are being broad and inclusive. Rather than being agile and reflective, leaders fail when they are overly focused and listen only to their own intentions.

SAMUEL BACHARACH is a professor of labor management at Cornell and director of Cornell's Institute for Workplace Studies. He co-founded the Bacharach Leadership Group and blogs at The Bacharach Blog. Among his books: Get Them on Your Side and Keep Them on Your Side.